Mumbai’s Global Education Leap: How International Educity Became a Reality

Not long ago, Mumbai didn’t even make the shortlist. Of the five leading foreign universities that have now committed to opening campuses in the city, three had completely ruled it out. Their reasoning was direct and unapologetic—Mumbai was simply too expensive. The cost of real estate, especially for sprawling academic campuses, made India’s financial capital a non-starter.

These institutions were seriously evaluating other Indian cities—places like Ahmedabad, Hyderabad, and Bengaluru, where land and operational costs offered a far more attractive proposition. Mumbai, for them, was out of the equation.

The Challenge: A Structural Barrier

When this feedback reached Kaustubh Dhavse, Officer on Special Duty (OSD) to Chief Minister Devendra Fadnavis, it was clear this wasn’t just a missed opportunity. It was a signal. The problem wasn’t branding or infrastructure alone—it was structural. This wasn’t something the private sector could fix. Only government intervention could tilt the scales.

Rather than accept the status quo, Dhavse responded with urgency. He began exploring how the state could reposition itself—how Mumbai could transform from a financial hub to a global academic destination.

The Vision: International Educity in Navi Mumbai

What followed was a bold proposal: create a dedicated education zone—an International Educity—in Navi Mumbai. Not just a business park with classrooms, but a world-class academic ecosystem, designed specifically to attract top-tier global institutions.

The concept was ambitious. An academic hub that could rival global campuses like Oxford, Harvard, or Stanford—not in legacy, but in experience, infrastructure, and vision. Rooted in Maharashtra’s educational heritage, but equipped for the future.

Leadership That Made the Difference

What transformed this idea from a pitch to a plan was leadership. CM Devendra Fadnavis had already identified education as a strategic lever for Maharashtra’s growth. But he went further—empowering his team to move fast and cut through red tape.

Kaustubh Dhavse led the charge—engaging in a series of high-level conversations with university leaders and government officials. But the real breakthrough came when Fadnavis himself stepped in.

He didn’t delegate. He led. He personally pitched the Educity vision to foreign university presidents. He followed up with direct emails, gave policy assurances, and showed unwavering commitment.

As one university president told us, “We’ve worked with governments around the world. This was the first time a Chief Minister personally followed up. Usually, we’re the ones chasing meetings.” - Ashwin Damera, CEO - Eruditus & Emeritus

That shift—from passive support to proactive leadership—changed perceptions.

The Outcome: From “No” to “Yes”

The results speak for themselves. One by one, the universities signed on. Navi Mumbai’s International Educity is now underway—an audacious project born from a practical problem and powered by clear intent.

This isn’t just a win for Mumbai. It’s a blueprint for how Indian states can attract global investment in higher education. It shows what’s possible when governance aligns with ambition, when systems back intent with speed.

Why This Matters for India

India aspires to become a global knowledge economy. But that vision can’t be fulfilled without world-class institutions, cutting-edge research, and international collaborations.

What happened in Mumbai is not just a local success story. It’s a signal that Indian cities can compete with the best—if they are willing to innovate, listen, and act decisively.

The International Educity proves that real change doesn’t happen through policy documents alone. It happens when leadership steps up, breaks barriers, and builds the future—relentlessly.

Disclaimer: This article is inspired by insights originally shared in a LinkedIn post by Ashwin Damera, CEO of Eruditus and Emeritus. The narrative has been expanded and adapted by the TICE News editorial team for contextual depth and broader relevance.