Experiential Learning at ISB: Learning Without Knowing the Answer

If there is one thing the Experiential Learning Programme (ELP) taught me, it is this: Real learning begins when no one tells you what the problem really is.

ELP was not about arriving at a perfect solution. It was about learning how to think, collaborate, and move forward when clarity comes slowly.

It All Started with a Form

The ELP journey began with a detailed preference form circulated across campus. Instead of listing company names, the form focused on departments, sectors, and broad problem areas. We were asked what kind of work interested us and what type of challenges we wanted to engage with, without being told who the client was.

At first, it felt uncomfortable. We are used to choosing with full information. Here, we were choosing based on intent.

In hindsight, that was the point.

Around the same time, we formed our own teams of five. The emphasis was on diversity of background and perspective, while still ensuring that everyone shared a common interest in the kind of projects we wanted to work on. My team brought together people with different academic paths, professional experiences, and ways of thinking. What connected us was curiosity and a genuine interest in problem-solving.

Once teams were finalised, the entire batch ranked ten preferences from an exhaustive list of nearly 400 projects. Only after allocations were made were the organisations revealed. When we learnt that we would be working with T-Hub, one of India’s most prominent startup incubators, there was excitement, along with a quiet sense of responsibility.

This was not a traditional corporate engagement. This was a living ecosystem.

From Expectations to Reality

The first few weeks were focused on understanding context. We had introductory calls with the T-Hub team, followed by regular faculty mentorship sessions. These check-ins became an important anchor throughout the project. They helped us slow down when we rushed towards solutions and pushed us to think deeper when we became too comfortable.

Through T-Hub, we were connected directly with the startup client we would be working with. That was when the nature of ELP became very clear.

There was no neatly framed problem statement. No clean dataset. No obvious path forward.

Instead, there were conversations, evolving expectations, and real constraints. Before we could recommend anything, we had to spend time understanding the ecosystem we were working within.

Learning to Ask, and Then Ask Again

One of the most humbling parts of the ELP was conducting primary research.

As part of our work, we reached out to people we would normally only read about or hear quoted on panels. We spoke with startup founders, senior operators, industry experts, CXOs, and leaders such as Heads of Innovation, Strategy Leads, and Programme Directors who had spent years building and scaling ecosystems.

Reaching out to them was intimidating at first. Writing those initial emails, setting up conversations, and entering calls with people who had decades more experience than us forced us to be prepared, respectful, and genuinely curious.

What surprised me was how open many of them were. They shared not just insights, but stories. They spoke about what had worked, what had failed, and what they wished they had known earlier. Several conversations challenged our assumptions and pushed us to rethink our approach.

It was a reminder that real learning often comes from listening carefully, not from speaking confidently.

The Quiet Support That Made It Possible

Behind the scenes, the lab support at ISB played a crucial role throughout this process. From helping us identify the right people to speak to, to facilitating introductions and guiding us on outreach, the lab team made what initially felt overwhelming feel manageable.

They helped us navigate access, connected us with relevant contacts, and were always available when we felt unsure about next steps. This support made a meaningful difference. It allowed us to focus on learning and research, knowing that we were not navigating the ecosystem alone.

It also reflected how deeply ISB invests in its students beyond the classroom, by opening doors and trusting us to step through them responsibly.

Learning on Ground in Hyderabad

One of the most memorable aspects of the ELP was the field visit. While different teams travelled to different locations based on their projects, mine took me to Hyderabad. It was my first visit to the city.

Over two packed days, we visited the T-Hub campus. Walking through the space was an experience in itself. It is one of the largest incubators in the world in terms of physical infrastructure and being there made the scale of the ecosystem tangible.

We interacted with startup founders and ecosystem leaders and heard directly about their journeys. Their honesty stood out. They spoke openly about uncertainty, trade-offs, and the everyday challenges of building something meaningful from scratch. These conversations added depth to our project work in a way no virtual call could.

Outside of work, the visit also gave us time to explore the city and spend time together as a team. Logistics were thoughtfully managed, which meant we could remain focused and present. Some of the most valuable reflections emerged not during meetings, but during walks, shared meals, and informal conversations.

Sometimes, learning happens when no one is presenting a slide.

What ELP Taught Me

ELP taught me how to work when clarity is missing.

I learnt how to move forward even when information is incomplete. I learnt the importance of listening carefully before proposing solutions. I learnt how different perspectives, when respected, strengthen the final outcome. I also learnt that structure and flexibility are not opposites. They work best together.

Most importantly, ELP changed how I view confidence.
Confidence is not about having all the answers. It is about being comfortable admitting what you do not know and staying curious regardless.

Looking Back

ELP was intense, sometimes messy, and deeply rewarding. It pushed me to think beyond frameworks and helped me understand how real-world problems unfold over time. It reminded me that progress is rarely linear and that learning often comes disguised as discomfort.

There was no answer key. There was only effort, intent, and a willingness to engage fully.

Looking back, ELP feels less like a project and more like a process that quietly shaped how I think, collaborate, and approach uncertainty. And that, perhaps, is the most valuable learning of all.

Synopsis:

Swasti Mishra, PGP Class of 2026, reflects on her Experiential Learning Programme at ISB, where learning unfolded without clear problem statements. Working with T-Hub, startup founders, and ecosystem leaders, she navigated ambiguity through research, collaboration, and field immersion, discovering that confidence comes not from answers, but from curiosity and comfort with uncertainty.