An alum of the premier Indian Institute of Information Technology, Bengaluru with corporate experience in blue-chip companies (American Express, Mercedes Benz, Wipro), Diwakar Chittora is the Founder-CEO of Intellipaat (estb. 2011), an online edtech firm.

What was the motivation and inspiration behind the promotion of Intellipaat Software Solutions Pvt. Ltd in 2011?

At the time high-quality online education wasn’t accessible to everyone, and technical education available wasn’t aligned with industry needs. My goal was simple — to offer affordable, high-quality technology education that would help both professionals and young graduates secure high-paying jobs in short span of time.

How satisfied are you with the company’s progress?

I think we’ve done a fabulous job. Looking back at our progress since 2016 — when we started with just a few learners in a small Bengaluru office — it’s incredible that we have nurtured 10 million learners. I believe we have transformed the lives of learners globally by equipping them with in-demand skills through a strong, industry-aligned programs. Our YouTube channel, now the world’s largest upskilling platform with over 10.2 million subscribers, offers high-quality content completely free.

But if I look at the bigger picture of what we aim to solve in the education space, we’ve only achieved about 5 percent of what we have in mind.

What are the distinguishing/differentiating features of Intellipaat?

What truly sets us apart is strong learner hand-holding. We treat every learner like family. From the moment someone joins, we assign a dedicated learning manager who tracks their progress based on the goals they have set. Our curriculum is 100 percent job-aligned and follows a 90:10 ratio of hands-on practice and theory. It is designed with inputs from experts from Amazon, Google, Microsoft, and similar top MNCs. It includes real-world projects, capstones, case studies, and covers interview-relevant content to help learners land jobs.

Another key differentiator is academic collaboration with top-ranked institutions such as IITs, NITs, IIMs and Ivy League foreign universities like MIT. For instance, in emerging technologies like data science, AI, EV, management, cloud computing, and machine learning, we create a research mindset by involving leading faculty from around the world.

The general perception is that online study programs and certification thereof have lesser credibility than hybrid and conventional education dispensed by bricks-n-mortar institutions. What’s your comment?

I don’t agree. The mode of teaching is less important than learners’ mindsets. Admittedly, students in K-12 or test prep derive greater benefit from brick-and-mortar institutions as they require more structure, discipline, and personal interaction.

But in the lifelong learning segment, the story is completely different. For school-leavers and graduates, online learning is more effective and impactful. Because online learning gives you access to world-class mentors, regardless of geography; online learners save a huge amount of time otherwise spent commuting to training centers; they can revisit recorded classes anytime. For adult learners, especially people balancing work, upskilling, and life responsibilities, online learning is not just credible — it’s essential.

To what extent is China’s network of 11,000 large vocational education & training institutes (VET) with an aggregate enrollment of 35 million responsible for its emergence as a global manufacturing giant? How does India’s VET system compare?

China’s VET network — over 11,000 institutes with 35 million students — has been pivotal in shaping its manufacturing dominance. It ensures a continuous supply of industry-ready talent, aligned with evolving technologies and regional needs. This has significantly boosted productivity, innovation, and global competitiveness.

In comparison, India’s VET system is still developing. While initiatives like Skill India and PMKVY are steps in the right direction, challenges remain in scale, industry alignment, and perception. For India to match China’s manufacturing capability, we must invest in modernising vocational training, strengthen academy industry-partnerships, creating clear career pathways for VET graduates.

How optimistic are you about government, corporate sector and judiciary productivity catching up with China & the West by 2047?

The government has made strong strides in digital governance, infrastructure, and skilling. Improving administrative efficiency and last-mile delivery will further strengthen this momentum. Our corporate sector — particularly in technology and services — is already world-class. The next step is to bring MSMEs into the fold through deeper digital integration and targeted upskilling. The judiciary, too, must embrace structural reforms and technology-driven solutions to reduce backlogs.

If these pillars — public sector, private enterprise, government and judiciary — can align around innovation, talent, and execution, India has a very real opportunity to emerge as a globally competitive economy by 2047. But this requires a shift from intent to impact — executed urgently and decisively.