Heralding a new era for GMA

Institutional excellence is built on vision, trust, and collective purpose. Deepak Bandekar’s tenure as Chairman of Goa Management Association offers a compelling case study in leadership that creates enduring value

In the history of institutions, some periods stand apart, not because of the activities conducted or milestones achieved, but because of the quality of leadership that enables the institution to evolve, expand its relevance, and strengthen its foundations for the future.

For the Goa Management Association (GMA), the four years from 2022 to 2026 were one such period. When Deepak Bandekar took charge as the Chairman of the Executive Committee in 2022, GMA was emerging from the pandemic disruptions and facing a challenge that is common to many professional bodies: how to remain relevant, engaging, and impactful in an era of rapidly changing expectations?

What followed over the next two years was a studied endeavour. Rather than focusing on increasing the number of activities, Deepak and his team first invested considerable effort in creating a shared vision for GMA. Consultations were held with past chairmen, senior members, educational institutions and younger professionals to understand expectations and identify opportunities for renewed relevance.

An effort was made to strengthen the Executive Committee as a cohesive team, encourage wider member involvement, and create platforms where individuals could contribute ideas. Existing programmes were refreshed, new initiatives were introduced, and stronger linkages were established with industry, academia and the national management community. GMA’s communication, outreach and engagement efforts were strengthened, helping it reconnect with long-standing members while attracting the new generation of professionals and management students. A groundwork was laid for the forthcoming Golden Jubilee. What began as discussions to commemorate a milestone evolved into a broader strategy to position GMA for the next phase of its journey.

So evident was the progress that, in an extraordinary expression of confidence, the members unanimously approved the continuation of the leadership team for a further two-year term to guide GMA through its historic Golden Jubilee celebrations from 2024 to 2026. This mandate was an endorsement of leadership that inspired trust, created belief in its purpose and execution, and brought together members for a common vision.

As GMA concludes its Golden Jubilee phase and reflects upon one of its most active periods, it is an opportune moment to examine the leadership qualities that enabled this success.

Leadership Rooted in Enterprise and Innovation

Coming from one of Goa’s well-known business families, Deepak inherited a legacy associated with mining, exports and shipping. A graduate in Civil Engineering from MIT Pune and a post-graduate in International Business and Economics from the University of Reading (UK), he sought to expand horizons and create new opportunities. The family business diversified into sectors like aviation, hospitality, media and entertainment: hospitality ventures, such as Calangute Towers, and creative ventures such as Big Banner Entertainment, part of Goa’s growing audiovisual and film ecosystem.

Unlike leaders shaped by a single sector, the exposure to multiple industries appears to have profoundly influenced his leadership approach at GMA. Deepak understands the interconnectedness of business, technology, entrepreneurship, policy, education and community development. Consequently, GMA, under his leadership, evolved into a broader platform for conversations that reflected the changing realities of the Goan economy.

The Power of Vision and Persistence

A defining feature of Deepak’s leadership has been his ability to focus relentlessly on a long- term vision. Beyond managing activities, this has been successful in creating a sense of direction that inspires sustained collective effort. He recognised that GMA’s approach to its Golden Jubilee could not be confined to ceremonial celebrations. Instead, he saw the milestone as an opportunity to reposition the organisation for the future.

The vision was ambitious. It sought to strengthen GMA’s relevance among professional managers, increase engagement with young leaders and management students, deepen industry-academia collaboration, strengthen connections with the All India Management Association (AIMA) ecosystem, expand partnerships across sectors, and elevate the visibility of GMA. The Golden Jubilee was not viewed as a destination but as a platform for renewal.

GMA’s emphasis on leadership dialogues, industry outreach, thought leadership, initiatives, student engagement and policy discussions reflected this broader vision. The Golden Jubilee celebrations themselves were conceptualised as a multi-year programme designed to honour the past while creating momentum for the future.

Vision alone does not create results. Every leader encounters obstacles, resource limitations, differing opinions, volunteer fatigue, competing priorities and operational constraints. Despite challenges, Deepak does not lose sight of his larger objective and works towards the vision with quiet determination. He is not known for forceful displays of authority. Instead, he is consistent and persistent. Whether it is planning major events, setting internal processes or engaging with members, he can remain focused on the long-term goal, even when immediate circumstances become difficult. This helped in ensuring sustained interest in long periods of uncertainty or waiting.

Many similar institutions experience bursts of activity followed by periods of inactivity. GMA maintained a steady rhythm of programmes and initiatives, continuously building up its presence.

Building Consensus Rather Than Authority

In a voluntary institution like GMA, authority rarely delivers results, which are dependent on participation, ownership and collective commitment. Perhaps the most remarkable aspect of Deepak’s leadership is his commitment to consensus-building.

In an interview reflecting on leadership and institutional stewardship, Deepak observed that leadership should be anchored in “listening before leading,” “building consensus rather than imposing direction,” and encouraging broad participation and member ownership.

These principles were not mere statements; they became operational realities.

Committee members, past leaders, younger professionals, and representatives from different industry sectors were all involved within the growing GMA ecosystem. Ideas were encouraged, participation welcomed, and differing viewpoints accommodated, and this inclusivity created a sense of shared ownership that became one of the strengths of GMA.

Consensus-building did not lead to indecision, but it created alignment while ensuring that everyone felt heard and respected.

Empowering Others to Lead

Throughout his tenure, Deepak demonstrated a willingness, without hesitation, to let others take charge and lead an event or a conversation, with himself taking a step back when he felt it was required.

This trust encouraged greater ownership among committee members and volunteers. Individuals were empowered to conceptualise programmes, engage speakers, coordinate initiatives and represent GMA. This resulted in GMA becoming resilient and dynamic, and evolving into a collaborative platform where multiple individuals could contribute meaningfully.

In voluntary institutions, with no formal hierarchy, such empowerment is easier to advocate than to practise. It requires confidence, humility and an absence of insecurity. Deepak’s willingness to share responsibility reflects these qualities.

One of the greater challenges in any voluntary institution is maintaining neutrality while encouraging participation. Individuals contribute at different levels. Some volunteer extensively while others participate occasionally. Some readily assume responsibilities, and others prefer to support from the sidelines.

Deepak has exhibited an unbiased approach to this reality, often entrusting responsibilities based on capability, willingness and commitment, keeping opportunities to contribute open to all, while he assumed the responsibility of being the glue that held all these together, without fear of hierarchy or familiarity.

This created an environment where initiative gained opportunity, work got done, and confidence in the system was developed through meaningful involvement.

The Personal Dimension of  Leadership

Institutions are ultimately communities of people, and the most effective leaders understand the importance of human relationships.

One much-appreciated quality of Deepak is his genuine warmth. Beyond the formality of work and individual respect, conversations and engagements carried a personal touch that strengthened relationships without compromising professionalism.

This ability to blend personal connection with its purpose has always been unique to – and particularly valuable within – GMA, where sustained volunteer participation depends significantly upon goodwill, trust and camaraderie. Deepak has continued this tradition under his leadership, widening it beyond the usual cliques and welcoming participation from all the members.

Positioning GMA for the Future

The true measure of leadership is not whether activities continue, but whether standards improve. During 2022–2026, GMA significantly expanded both the scale and diversity of its programmes. Leadership talks, student engagement initiatives, industrial visits, networking platforms, panel discussions and collaborations with educational institutions became regular features of the institutional calendar.

GMA strengthened its engagement with AIMA while simultaneously deepening local relevance through programmes addressing issues directly affecting Goa’s economy and society. Golden Jubilee initiatives included leadership dialogues, industry outreach, professional development programmes and future focused discussions around technology, innovation, sustainability and talent development.

More significant was the enhancement of GMA’s reputation. GMA increasingly came to be viewed as a credible platform where industry leaders, policymakers, academics and professionals could engage in meaningful dialogue on issues affecting the future of business and management.

One recurring theme in GMA has been the importance of bridging industry, academia and policy. This philosophy became increasingly visible in GMA’s activities during this period. Management students gained greater exposure to industry leaders. Businesses found opportunities to engage with emerging talent. Thought leaders shared insights on leadership, governance, technology and sustainability.

GMA positioned itself as a bridge between learning and application. This role is especially important for Goa, whose future depends upon nurturing a new generation of leaders capable of balancing economic growth with social responsibility and environmental stewardship.

A Legacy of Quiet Excellence

While much attention naturally focused on the Golden Jubilee celebrations, perhaps Deepak’s most enduring contribution may lie elsewhere. He has helped create the platform upon which future leadership teams will build.

Institutional growth requires more than successful events. It requires systems, relationships, credibility, engagement and vision.

The strengthened industry networks, deeper engagement with educational institutions, enhanced visibility within the LMA-AIMA ecosystem, broader membership participation and renewed organisational energy generated during this period constitute assets that will benefit GMA long after the Golden Jubilee celebrations have concluded.

While taking over the reins of GMA, Deepak articulated a vision for the organisation based on three pillars: relevance, reach and responsibility. He sees the organisation not merely as a custodian of legacy but as a catalyst for the future, nurturing leaders who combine competence with character and ambition with accountability. That vision resonates strongly with the direction in which GMA has progressed.

Leadership is often evaluated through visible achievements. Yet, some of the most effective leadership is characterised by influence. Deepak Bandekar belongs to this latter category. His tenure is not marked by grandstanding or self-promotion; it is defined by steady progress, collaborative engagement, thoughtful planning and consistent execution. He demonstrated that leadership can be inclusive without being indecisive, friendly and humble without sacrificing ambition. Under his stewardship, GMA not only celebrated fifty years; it renewed its resolve of purpose.

The unanimous extension of his leadership reflected the confidence of members. The success of the Golden Jubilee year validated that confidence. And the stronger institution that emerges from this will be evidence of what can be achieved when vision is combined with conviction, and authority is exercised through trust rather than command.

As GMA looks towards its next half-century, the period from 2022 to 2026 will remain a milestone in its evolution, when it honoured its legacy while preparing confidently for the future.

And at the threshold, stood Deepak Bandekar: unassuming, inclusive, determined and deeply committed to the belief that institutions achieve greatness not through individual prominence, but through collective endeavour.