Transforming the Future of Math Education
Neelakantha Bhanu Prakash, CEO and Founder, Bhanzu, 0
A Young Turk dedicated to revolutionizing math education, Neelakantha Bhanu Prakash, CEO and founder of Bhanzu, is on a mission to address the long-standing fear of mathematics among students. With a vision to make Bhanzu the world’s largest math Education Company, Neelakantha emphasizes innovation and fosters an engaging learning experience. He believes in challenging the status quo in the fast-paced ed-tech landscape, creating a culture of continuous improvement within his organization. Bhanu’s leadership is focused on inspiring students to enjoy learning, not only in mathematics but across all subjects.
As a leader, how do you stay ahead of market trends and ensure you are constantly learning and adapting?
I believe that staying ahead of market trends requires a commitment to continuous learning and maintaining a keen awareness of what is happening in the industry. One of the best ways to stay ahead is to have your eyes and ears open to the evolving landscape. When we talk about market trends, we often mean technological advancements and innovations. In today’s world, where technologies like generative AI, such as GPT models, are evolving rapidly, staying connected to these developments is crucial. I make it a point to learn every week, proactively keeping track of technological innovations and observing how businesses around the world are adapting. By constantly bringing these insights back to my team, we can innovate and iterate on our plans to stay competitive. Ultimately, the best way to keep ahead of market trends is through a relentless pursuit of knowledge and learning from companies of all sizes.
How does emotional intelligence play an important role for leaders, especially while leading a startup?
In my view, emotional intelligence is critical for effective leadership, particularly in today’s business environment. A great leader is someone who not only understands the business but also appreciates the importance of stay competitive long-term strategic thinking, even if it means making short-term sacrifices. Emotional intelligence plays a vital role in managing teams, inspiring people, and fostering a culture of continuous improvement. Today, leadership requires empathy and the ability to listen to ideas from all corners of the organization. The hierarchical structure of organizations is less relevant now because the next great idea could come from anyone, regardless of their position. A great leader is someone who can recognize and nurture such ideas, irrespective of their source.
How important is mentorship in leadership, and have you had any mentors who have significantly influenced your career?
Mentorship plays a pivotal role in leadership development.
Mentors offer invaluable perspectives that help leaders approach problems from different angles. This multi-faceted view allows for better decision-making and a more refined approach to problem-solving. I believe mentorship is one of the most important aspects of career growth, both within an organization and beyond. Personally, I’ve had the privilege of working with several mentors who have significantly influenced my thinking and approach. A mentor doesn’t necessarily have to be a formal figure; it could be a colleague, a coach, or even someone from a completely different field. The key is having someone to act as a soundboard, providing feedback and helping you grow.
How do you prioritize developing innovative learning solutions while maintaining the stability of existing educational programs?
I don’t believe innovation and maintaining stability in educational programs are mutually exclusive. In fact, change is the only constant, especially in the fast-paced ed-tech landscape. You cannot assume a product will remain relevant indefinitely, as consumer preferences and the market evolve rapidly. At Bhanzu, we prioritize creating structures within the organization that reward continuous innovation while ensuring the strong execution of our existing programs.
I encourage teams to regularly question the status quo, even when things are running smoothly. We constantly ask ourselves. “What could be improved?” or “Is there a new approach we can take to enhance the customer experience?” This mindset fosters an innovative culture where everyone is not just from the R&D teams. They are involved in the process of improving and evolving our offerings. It’s about cultivating an organization-wide commitment to innovation.
Moreover, we ensure that our innovative efforts align with our long-term goals, reinforcing stability as we grow. We strike a balance by encouraging small, incremental improvements alongside more ambitious projects, which helps us remain agile without disrupting our core programs.
Ultimately, innovation isn’t a separate task; it’s woven into the daily operations of the organization. By regularly questioning current practices and rewarding creativity, we can maintain the stability of our existing programs while staying ahead in a rapidly changing educational landscape.
What is your vision for the future of leadership in the global education and technology markets?
When we started Bhanzu, our vision was to become the world’s largest math education company and fundamentally change how students perceive mathematics. To me, this requires more than just building a successful company. It’s about becoming a thought leader and transforming the narrative around education. Despite the education companies that have come and gone, the fear of math still exists for many students. My vision is to change that by making math engaging and fun. To achieve this, we must inspire students to enjoy learning, not just in mathematics but across all subjects. Ultimately, leadership in the education sector is about driving meaningful change, one classroom at a time, and inspiring a generation to love learning.
How do you prioritize developing innovative learning solutions while maintaining the stability of existing educational programs?
I don’t believe innovation and maintaining stability in educational programs are mutually exclusive. In fact, change is the only constant, especially in the fast-paced ed-tech landscape. You cannot assume a product will remain relevant indefinitely, as consumer preferences and the market evolve rapidly. At Bhanzu, we prioritize creating structures within the organization that reward continuous innovation while ensuring the strong execution of our existing programs.
In my view, emotional intelligence is critical for effective leadership, particularly in today’s business environment.
I encourage teams to regularly question the status quo, even when things are running smoothly. We constantly ask ourselves. “What could be improved?” or “Is there a new approach we can take to enhance the customer experience?” This mindset fosters an innovative culture where everyone is not just from the R&D teams. They are involved in the process of improving and evolving our offerings. It’s about cultivating an organization-wide commitment to innovation.
Moreover, we ensure that our innovative efforts align with our long-term goals, reinforcing stability as we grow. We strike a balance by encouraging small, incremental improvements alongside more ambitious projects, which helps us remain agile without disrupting our core programs.
Ultimately, innovation isn’t a separate task; it’s woven into the daily operations of the organization. By regularly questioning current practices and rewarding creativity, we can maintain the stability of our existing programs while staying ahead in a rapidly changing educational landscape.
What is your vision for the future of leadership in the global education and technology markets?
When we started Bhanzu, our vision was to become the world’s largest math education company and fundamentally change how students perceive mathematics. To me, this requires more than just building a successful company. It’s about becoming a thought leader and transforming the narrative around education. Despite the education companies that have come and gone, the fear of math still exists for many students. My vision is to change that by making math engaging and fun. To achieve this, we must inspire students to enjoy learning, not just in mathematics but across all subjects. Ultimately, leadership in the education sector is about driving meaningful change, one classroom at a time, and inspiring a generation to love learning.