At TheCSRUniverse, we often feature changemakers shaping the world through programs, policies, and measurable impact. But every once in a while, we meet someone whose story urges us to pause, reflect, and reimagine what “impact” truly means.
Mr. Vishwanath Alluri—best known as the founder of IMImobile, a global communications technology company acquired by Cisco—is one such voice. A celebrated entrepreneur, he built one of India’s most successful product-led tech exports, earning accolades such as CEO of the Year and global recognition from UK Trade & Investment. But in 2014, long before the peak of his commercial success, Mr. Alluri made a radical shift: he stepped away from the world of boardrooms and KPIs to devote himself to the philosophical teachings of J. Krishnamurti.
Today, as Secretary of the Krishnamurti Foundation India, Mr. Alluri leads efforts in education rooted in self-awareness and human transformation. He is also the executive producer behind two acclaimed films—Monk with a Camera and The Sweet Requiem—and will soon publish his first book, exploring leadership, clarity, and conscious living.
In this deeply introspective conversation, Mr. Alluri doesn't speak in the language of metrics or scale. Instead, he brings a rare and honest lens—one that urges us to examine our inner lives as the starting point of all meaningful change.
His story may not follow conventional CSR trajectories, but in an age of burnout, performance pressure, and shallow definitions of success, it reminds us of something essential: that transformation—social or otherwise—must begin within.
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Q&A
Q. From building IMImobile into a globally successful tech company to walking away at the peak of your success—what prompted such a profound shift in direction?
A. Exposure to Krishnaji’s teachings brought clarity. The so-called success that is valued in the commercial world—money, fame, recognition—is essentially about strengthening one’s self. Krishnaji’s teachings helped me see life differently. They encouraged me to shift my focus toward doing something useful to others, rather than living selfishly.
Q. You’ve led both in the corporate and social sectors. How does your approach to leadership shift when the goal is human transformation rather than shareholder value?
A. There is no shift. Even in corporate management, one can work with transparency and a spirit of collaboration. This approach is essential whether you're leading in the corporate world or the social sector. In the social space, however, it's important to be careful when working with volunteers. Volunteers sometimes assume they are not accountable. But responsibility doesn’t depend on whether one is paid or not. It’s important to remind them of this misconception.
Q. Many CSR and social impact initiatives focus on scale and metrics. What do you think they often overlook when it comes to true transformation?
A. Scale does not always bring value. For example, a teacher cannot give personal attention to students in a very large class. True transformation is deep—it is not cosmetic. To bring about true transformation, one must transform oneself. That inner change influences others. This is often overlooked, and many instead rely on mere words.
Q. At the Krishnamurti Foundation, your focus is on education rooted in self-awareness. How can this philosophy be adapted in today’s mainstream schooling and CSR-led education programs?
A. Krishnaji’s teachings are timeless. They are not philosophy in the conventional sense, but the truth of life. His concern was to set man free, totally and unconditionally. Today’s education system ignores the significance of life and focuses mainly on commercial success—this applies to CSR-led programs as well. The development of wholesome human beings is being ignored.
Q. India is home to a new wave of purpose-driven entrepreneurs. What advice would you give them about building organizations that don’t just succeed but also matter?
A. I don’t give advice—who am I to advise, and why should anyone take it? But I can share what I’ve learned. I should not try to inspire others, because inspiration can act like a drug. One must understand oneself and then choose to do what one truly loves—not imitate others who are labeled successful.
Q. You’ve worked across sectors—tech, film, education. What have you learned about storytelling and its power to shape social change?
A. Do things spontaneously—without being asked and without expecting anything in return. That’s where the joy lies. I don’t think about shaping social change. I think I need to change myself first before expecting change elsewhere.
Q. You’re soon launching a book on leadership and conscious living. Can you share one insight from the book that you feel leaders in the social sector need right now?
A. Have you ever done something spontaneously—without being asked and without expecting anything in return? For me, this is a profound thing.
Q. India has a growing community of young founders and changemakers. What’s one mindset shift they need to make if they want to build impact-driven, resilient organisations?
A. One needs to understand the operations of one’s own mind as it is functioning—not in retrospect.
Q. Looking back, is there a failure or misstep in your journey that taught you more than success ever could? What was the lesson?
A. I can't comment on this easily. But if failure or a misstep brings suffering, one must face it rather than escape or rationalise it. Yet, we usually try to escape.
Q. You describe your life as an ongoing inquiry rather than a pursuit of conclusions. How can this mindset help leaders in the social sector stay grounded and truly connected to the communities they serve?
A. Anyone working in the social sector must understand what they are doing and why they are doing it. They must also understand what they are not doing and why. Without knowing the “what” and the “why,” there is no real basis for action—whether in the social sector or anywhere else.
Q. In a world where everyone’s chasing scale, how do you personally define success now, and has that definition changed over time?
A. Success needs to be redefined. We often see material or external success as true success. But it’s also important to understand success in terms of inner riches—something that cannot be taxed or stolen.
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