political-cultural questions, and
thus develops our students to
become engaged citizens").
But the defining Gupta strategy
may be the one for which he was
chosen: "We must develop true two-
way partnerships with the business
community, government, cultural
organizations and not-for-profits,"
he says with determination. "Such
relationships require us to listen to
the challenges our partners face, to
understand where we can add value
through our research and discovery."
This, despite the concerns of
those who fear Gupta will stress
math and hard sciences—applied
learning over theoretical—includes
"the big social questions: environ-
mental sustainability, aging popula-
tion, new and emerging countries,
changes in social networks and the
way people inter-relate."
Now it's just a matter of mak-
ing all this happen in the course
of a "normal" workweek and
Gupta, famous for his tirelessness,
acknowledges off the top the extent
of that challenge.
The President's Office informed
him shortly after his appointment
that they would look after his cal-
endar, in which they felt there are
70 bookable hours in a week. As of
the middle of June—two full weeks
before his appointment took effect—
they had already booked up an aver-
age of 42 hours a week for the fall
semester.
"I worry about being pulled
down from thinking about the issues
to just surviving day to day."
This may not be a problem,
according to Nassif Ghoussoub:
"Arvind has no other hobby but to
work. He doesn't drink alcohol. He
doesn't even like chocolate!"
So, even if the to-do list seems,
in hyperbolic if not mathematical
terms, infinite, Gupta himself is opti-
mistic. In industry, in government,
in the academy and the community,
he says that he sees "a set of ideals,
values and a shared sense of purpose
that unites us." And, apparently, if
his agenda seems ambitious—even
"presumptuous"—you shouldn't be
surprised by the results.
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bCbUSiNeSS.Ca
September 2014 BCBusiness 41
