Higher education is being rebuilt from the ground up. In this interview, Pratham Mittal explains why traditional business schools no longer match the realities of entrepreneurship and AI-driven markets. You will see how learning by launching real ventures reshapes judgment, leadership, and employability for a generation that values outcomes over credentials. 

You moved from building one of India’s fastest-growing private universities to creating a new kind of global business school. What personal frustrations or insights pushed you to rethink the traditional higher education model? 

“One experience at university changed how I think about learning. I was studying systems science at the University of Pennsylvania under Professor Adam Grant, who taught in a completely different way, less “study for the exam” and more “go and build something real. 

A learn-by-doing model where students build ventures in the real world, get feedback fast, and develop judgment through doing the work, not just preparing for tests.” 

In that class, we worked on a live problem for the Philadelphia Inquirer. They needed a faster way to update their website, so my co-founder and I built a simple tool to solve it. A class project became a product, then a company. 

That experience made the gap in traditional higher education really obvious to me. Most university systems are still built around evaluation cycles such as lectures, exams, grades, and a lot of what students do is optimised for getting through assessments. 

Tetr came from wanting to build the opposite: a learn-by-doing model where students build ventures in the real world, get feedback fast, and develop judgment through doing the work, not just preparing for tests.” 

Applying a venture-capital mindset to education comes with very different risks and expectations. What assumptions did you have to challenge most when making that shift? 

“One assumption is around where trust comes from. In most businesses, you earn credibility by showing what you’ve built. In education, trust often comes from how long your institution has existed – ideally, the longer the better. 

With Tetr, we couldn’t rely on history because we didn’t have any. So we focused on what students were actually doing, whether they could launch ventures, raise money, win customers, and operate across different countries. That became the proof.  In 2025, our approach was validated in two ways. First, we successfully raised USD 18 million in funding, co-led by Owl Ventures and Bertelsmann India Investments (BII). The investment is our first institutional round and will accelerate the expansion of our experiential “Learn by Doing” model across multiple continents. 

Our global B-school model was also recognised academically when we received the QS Gold Award for Innovation in Business Education, which assesses institutions on demonstrable real-world impact, international exposure, and learning outcomes. 

Another assumption we had to challenge was about planning versus reality. On paper, you can design a perfect global model. In practice, when students are moving between campuses and markets, things break. You learn very quickly what works and what doesn’t, and you have to fix it fast. That forced us to build Tetr as a working system, not just a concept.” 

You have argued that business schools should operate more like venture firms. In practical terms, how does that change the way talent is selected, developed and assessed? 

“We look less at how someone performs in a controlled environment and more at how they behave when things are uncertain. 

At Tetr, that means paying attention to how students take feedback, whether they act on it, and how they respond when something doesn’t go to plan. Do they talk to customers? Do they change direction when the data tells them to? Do they take responsibility when a project stalls? 

We look less at how someone performs in a controlled environment and more at how they behave when things are uncertain.

Assessment comes from what they actually move forward. We’re interested in trajectory: whether their work is getting sharper, their decisions are improving, and their ventures are becoming more real over time. 

You can see that in outcomes. Tetr’s first undergraduate cohort launched 44 ventures in its first year, generating more than USD 324,000 in combined revenue, with several attracting external investment. More recently, students in Singapore and Malaysia collectively raised USD 60,000 on Kickstarter in just thirty minutes, which gives us a very direct signal about market response, not just classroom performance.” 

“Learning by launching” reverses the classroom-first MBA approach. What differences have you seen in how students think, lead and make decisions? 

“The biggest difference is how seriously people take their choices. When students at Tetr are building real ventures, missing a deadline or making a bad call has consequences. You lose a customer, a partner, or an opportunity. That changes how you think about priorities very quickly. 

You also see leadership show up earlier. Students start negotiating, managing disagreements, and taking responsibility in their first year, not after they graduate. Over time, they stop aiming to be “correct” and start aiming to make progress, which is much closer to how the real world actually works.” 

As AI becomes embedded across every business function, what does it truly mean to be an AI-native entrepreneur or executive beyond simply adopting new tools? 

“For me, it’s less about mastering tools and more about understanding what you’re responsible for. 

At Tetr, students use AI to research markets, test ideas, and build faster. But the important part is still human judgement, deciding which problem is worth solving, what information matters, and when something looks good in theory but won’t work in practice.” 

Employers are increasingly questioning traditional credentials. How do you see the link between higher education and employability evolving in the next few years? 

“The hiring conversation is shifting from credentials to evidence. Employers want to see decision-making, initiative and follow-through, not just a degree. 

That’s why, at Tetr, students leave with a record of ventures, projects, and market experience, not just a degree and potential. You can look at what they built, who they worked with, and how they handled real world challenges. 

In a world where information is easy to access and AI can generate answers quickly, employability is more about how someone operates under pressure, works with other people, and adapts when things change.” 

Looking ahead to the end of this decade, how do you expect business education to be structured and valued, and what will distinguish institutions that stay relevant from those that struggle? 

“I think business education will become more modular and more tied to outcomes. 

The institutions that stay relevant will act more like platforms than classrooms. They’ll combine global exposure, real-world work, and technology in a way that keeps evolving. 

At Tetr, we change the programme in real time based on outcomes; what students struggle with, what works in the market, and what actually helps them build. By the end of the decade, I think the strongest schools will be the ones whose graduates don’t need the brand name to speak for them, because their work speaks clearly: what they built, what they learned from the market, and how they performed when things got hard.” 

Executive Profile

Pratham Mittal is a tech and education entrepreneur and investor, and founder of Tetr College of Business, a learn-by-doing business school for the startup era. Backed by a USD $18 million round co-led by Owl Ventures and Bertelsmann India Investments, Tetr is expanding across the US, Europe and Dubai.

The post How a Global Startup School Is Reinventing Business Education appeared first on The European Business Review.

How should prospective students evaluate MBA programs beyond marketing claims to avoid disappointment?

Remember, everyone is putting their best face forward, including schools and students/candidates. Both parties need to pay attention to what’s being said and what’s not being said. And to ask questions! If you have particular interests or specific concerns, you must learn as much as you can through the evaluation process. Additionally, what has happened in the past is an example of what MAY occur when you attend school, but remember that in today’s world, everything changes quickly. Your classmates will be different from those you meet on a campus visit, and your employment opportunities will be different too – companies and economies change.

What has happened in the past is an example of what MAY occur when you attend school, but remember that in today’s world, everything changes quickly.

Part of the evaluation process from the school side involves application essay questions – that’s a first step in the school getting to know you. Answer the questions. Don’t try to figure out what the school wants to hear. What we want to hear is your honest response to the question.

From your experience, what signs during orientation or early weeks predict whether an MBA program is well run?

The only predictable thing is that something will go wrong – not drastically, but enough that the team will need to pivot. The hallmark of a well-run program is its ability to pivot, doing so without a lot of drama. When there is a sense of calm in what could be a chaotic situation, that demonstrates that the program team knows what they’re doing, they have created a plan, confirmed all that can be confirmed, and if one thing hits a snag, it’s dealt with and things continue as otherwise planned. When a hiccup occurs and that throws folks into a frenzy, that may be a sign of concern.

Many applicants find MBA essay prompts vague or abstract. What’s their real purpose, and how can schools make the process fairer?

Application essays are a critical part of the MBA application. Every school and admissions committee will consider them differently, but we believe most of us are trying to get to know you better. What is your thought process? How are you organizing your thoughts? In the case of the question – Why are you applying now? Or why my school? Or how is the MBA going to further your career? We really want to know – have you thought about these things? Can we help you meet your goals?

What are the most common mistakes MBA applicants make during interviews, and how can they better prepare?

Being unprepared is a big red flag. It’s very evident when a candidate is ‘going through the motions’ and has not researched the school or the program. When they fail to ask any questions or ask very simple questions that could be answered with a quick look at the website. A candidate who treats every application and interview to business school as generic will not come across as one who is interested, or interesting.

Another mistake is focusing too much on yourself. Have all your accomplishments been individual efforts? If so, we are going to be concerned with how you’ll do working on a team. A lot of Business-school assignments and teaching are team-oriented. Have you led a team or a project? How did that go? What about when you were NOT the leader, how did you handle that?

How can students make the most out of their MBA network during and after the program?

There is no substitute for showing up. Attend networking events, introduce yourself to class visitors, go to alumni events, tap into the alumni network, create a plan or a strategy, and execute that plan. If it’s not working or you’re not getting the results you were hoping for, seek feedback, re-evaluate, and amend your strategy. Opportunities are not going to wait for you to be ready; they will happen on their own time – it’s up to you to manage your time, prioritize appropriately, and start networking from day one. Your classmates are a good place to begin. Long after you graduate, this is the group you will remain most closely aligned to – create those bonds early, and often.

In your view, how has the MBA degree evolved to stay relevant in today’s economy?

The MBA continues to evolve. The inclusion of more technology-driven content, the responsible use of AI, and the management of a remote workforce. All of these factors are part of what students will learn, along with foundational business content in the MBA of today.

The MBA is one of the most applicable degrees available. Every organization, for-profit, not-for-profit, arts organizations, healthcare organizations, banks, consultancies, and higher education, are ALL dependent on sound business practices and principles. As the world of work evolves, so must MBA programs.

What kinds of roles or industries are most in demand for recent MBA graduates right now?

If it’s not working or you’re not getting the results you were hoping for, seek feedback, re-evaluate, and amend your strategy.

Organizations are looking for individuals who are fluent in the technology of the workplace.  The tools will continue to change and evolve, and people want to hire those who have proven they can and are eager to learn and stay current. Every role touches or is touched by technology – leading and managing in tech-driven environments – this is true across industries, more so now than in the past, partly due to the rapid nature of change and adoption of technology.

How do you see AI and tech changing the way business education is delivered?

We believe there is wider acceptance of technology as a tool to deliver education. We don’t foresee AI replacing humans teaching content, but we do believe it will help reinforce concepts, aid in the iterative process of learning, applying, gathering feedback, and applying again. We think AI will impact both sides of the education process, those who are delivering and those who are receiving – faculty and students will discover new ways to employ AI and AI tools. These lessons are part of the learning process, one that will continue long after graduation.

Executive Profile

Kate Klepper is the associate dean of graduate studies at D’Amore-McKim School of Business, Northeastern University, US.

David De Cremer is the Dunton Family Dean of D’Amore-McKim School of Business, Northeastern University, US.

The post Inside MBA Admissions: What Applicants Get Wrong and Schools Look For appeared first on The European Business Review.

In 2026, you can walk into just about any business school admissions event, and you’ll hear the same anxious question: “With AI automating so much of business, is an MBA still worth it?” It’s a fair concern, as AI now drafts financial models, generates market research, and even simulates customer conversations.

This question seems to assume that the primary value of an MBA lies in technical or analytical output. The deeper issue is not what AI can do, but what remains distinctly human inside modern organisations. While intelligent systems take over more structured tasks, the comparative advantage of human professionals shifts toward the capabilities machines struggle to replicate.

Emotional Intelligence: Why Soft Skills Matter in the Age of AI

Perhaps nowhere is the gap between AI and human capability more pronounced than in emotional intelligence. While AI can now simulate empathetic responses and even monitor team sentiment in workplace communications, it remains fundamentally incapable of genuine human connection or actual empathy.

A 2025 Workday study revealed a disconnect: 82% of individual contributors believe employees will increasingly crave human connection as AI becomes more integrated into work, but only 65% of managers share that view. This gap suggests many leaders may be underestimating the emotional and relational impact of AI on their teams.

MBA programs develop leadership, emotional intelligence, and interpersonal skills through intensive group work, leadership simulations, and real-world consulting projects where students must navigate team dynamics, resolve conflicts, and motivate diverse groups toward common goals.

While the exercise took place a few years ago, critical, creative, and strategic thinking remain domains where human training and experience still seem to outperform current AI systems.

Consider the reality of leading through organizational change: a merger, restructuring, or strategic pivot. AI can model the financial implications and even predict employee attrition risks. But when it’s time to stand in front of anxious employees and communicate a difficult decision while maintaining trust, purpose, and morale? That requires emotional intelligence that no algorithm can provide.

As one Fast Company analysis put it: AI can handle the “what” and “how” of work, but only real leaders can handle the “why” Fast Company. In the age of AI, softer skills might matter more than ever.

AI Falls Short with Strategic Thinking

Beyond emotional intelligence, MBA programmes are designed to cultivate strategic judgment in complex, real-world situations, an area where AI still shows clear limitations. In a strategy exercise reported in September 2024 and attributed to the WU Executive Academy, 21 MBA students were asked to tackle an entrepreneurial challenge alongside ChatGPT.

The task centred on a small company with a strong innovation but no effective means of protecting it from larger competitors. Participants were required to develop viable strategic responses under real-world constraints. While the MBA students submitted their solutions once, ChatGPT was reportedly given multiple attempts to refine its answers.

According to the evaluation described in the article, the outcome was unambiguous. All 21 MBA students outperformed ChatGPT across every assessment criterion used. The students’ strategies were judged to be more situation-specific, more realistic, and better grounded in practical business judgment. In contrast, ChatGPT’s responses tended to remain generic, lacking the contextual sensitivity required to address the company’s strategic dilemma effectively.

While the exercise took place a few years ago, critical, creative, and strategic thinking remain domains where human training and experience still seem to outperform current AI systems.

On top of that, an MBA still carries a brand value that AI is unlikely to replace any time soon. The degree continues to act as a widely recognised proxy for leadership potential, analytical discipline, and professional networks.

Who Benefits From an MBA in the Age of AI

While an MBA is the elite diploma when it comes to strategy, leadership, organisational skills and emotional intelligence in a business context, an MBA is not universally valuable or profitable in an AI-driven economy.

An MBA can often be a weak investment for individuals seeking:

• Pure technical execution roles
• Narrow functional specialisation
• For professionals who need rapid credentialing for short-term employability

An MBA does remain a strong investment for individuals aiming to:

• Lead complex organisations
• Make high-stakes decisions under uncertainty
• Integrate technology, people, purpose, and strategy
• Assume responsibility for outcomes rather than outputs

AI reduces the scarcity of information and execution capacity. It increases the need for human judgment, strategy and emotional leadership. The MBA’s relevance in 2026 lies entirely in serving the latter.

Does AI Render Technical MBAs Unnecessary?

If you’re in a technical field, considering an MBA, the question of whether an MBA is worth it, can seem even more pressing. If AI can write code and analyze data faster than humans, why invest six figures in a technical business education?

The concerns are obviously not unfounded. Entry-level hiring at the 15 biggest tech firms fell 25 percent from 2023 to 2024, also targeting the roles relevant to many technical MBA graduates. AI’s progression is such that after every seven months or so, it is able to complete tasks that took twice as long before. On a coding project, AI can do in minutes what used to take an hour.

A technical MBA doesn’t primarily train graduates to write better code – AI already does that better and definitely faster. Instead, these programs develop the ability to bridge technological capability and business value. A technical MBA is still valuable if your goal is not to compete with AI on execution, but to operate with it and above it. In an AI-intensive economy, advantage shifts from doing the work to deciding, directing, and integrating the work. And that is the layer where good technical MBAs operate.

Microcredentials and Continuous Upskilling

People looking for short-term employability might be better off upskilling with microcredentials. Certificates in STEM fields like business analytics, data, and AI are a growing trend within business education. This happens as the internet and online teaching is complementing classic degree structures with more flexible, modular, and personalized learning paths, at a fraction of the (time and opportunity) cost.

Microcredentials aren’t peripheral offerings. According to Coursera’s 2025 Micro-Credentials Impact Report, 96% of employers agree that microcredentials strengthen a candidate’s job application, while 94% of students say microcredentials fast-track skill development. Perhaps most tellingly, 87% of employers have hired at least one candidate with a micro-credential in the past year.

What makes microcredentials so attractive is their alignment with the velocity of technological change. They allow professionals to update specific competencies without committing to multi-year programmes, making them particularly suited for rapidly evolving domains such as AI tooling, data infrastructure, automation workflows, and applied analytics.

However, microcredentials primarily address what you know and what you can do. They are less effective at developing how you think, how you decide, and how you lead. This distinction is critical when comparing them to MBA education.

At the same time, MBAs have an answer to that. MBA programmes are inherently designed around continuous adaptation – decision-making models, strategic reasoning, and leadership capacity remain relevant even as technologies change. At the same time, an increasing number of MBAs are offering continuous upskilling, rather than “only” a one-time diploma.

Is an MBA Worth It in the Age of AI?

Whether an MBA is worth it in 2026, in an increasingly AI-driven economy, will always be case dependent.

AI is steadily eroding the premium once attached to routine analytical work and certain forms of technical execution. Tasks that previously required specialised training or significant time investment are becoming faster, cheaper, and increasingly automated. As a result, labour market dynamics are shifting, redistributing where human contribution creates the most value.

In this environment, the practical justification for an MBA changes. Its significance lies not in safeguarding against automation, but in cultivating capabilities that gain importance as intelligent systems become synthetic colleagues. Structured decision-making, economic reasoning, organisational navigation, and leadership under uncertainty remain fundamentally human responsibilities.

The post What an MBA Teaches that AI Never Will in 2026 appeared first on The European Business Review.

By Dr. Drew B. Mallory

The “one-size-fits-all” model of Diversity, Equity, and Inclusion (DEI)—largely exported from the United States—is collapsing under the weight of political backlash and cultural irrelevance. This is not a retreat, but a necessary evolution. The future belongs to leaders who replace performative compliance with Contextual Intelligence, leveraging indigenous frameworks like Kreng Jai, Ubuntu, and Interculturalism to build resilient, high-performing global teams.

The headlines in 2024 and 2025 have been relentless: corporate giants rolling back diversity initiatives, universities shuttering inclusion offices, and a legislative assault in the United States branding DEI as “divisive” and “illegal.” To the casual observer, DEI is dying. To the global strategist, however, this “death” is the most positive development in management history.

What is dying is not the value of inclusion, but the hegemony of a specific, Western-centric, largely American delivery mechanism. For decades, multinational corporations (MNCs) and universities have treated DEI as a franchise model, exporting American definitions of race, gender, and identity to subsidiaries in Bangkok, Berlin, and Johannesburg, expecting identical results. It failed because it ignored a fundamental business truth: culture eats strategy for breakfast.

The demise of “copy-paste” DEI clears the wreckage for something far more robust: Contextual Inclusion. This new era demands that leaders trade the blunt instrument of compliance for the precision tool of Contextual Intelligence—the ability to interpret and react to changing surroundings—and build inclusion frameworks that resonate with, rather than impose upon, local values.

The Cost of the “Copy-Paste” Failure

The economic imperative for diversity remains irrefutable. McKinsey’s 2023-2024 analysis confirms that companies in the top quartile for ethnic diversity are (still) 39% more likely to outperform peers in profitability, and diverse teams are (still) 70% more likely to capture new markets. Yet, global firms are also (still) failing to realize these gains because their inclusion strategies are culturally tone-deaf.

In Asia, Western models of “radical candor” and “speaking up” often crash against the bedrock of high-context communication styles. A psychological safety program that demands public vulnerability may succeed in New York but can be actively harmful in Bangkok. Inclusion here must navigate local cultural analogues: Mianzi (face) in China, Hiya (shame/propriety) in the Philippines, and Kreng Jai in Thailand—a desire to maintain social harmony and avoid imposing on others.

Meanwhile, In Europe, the imposition of US-style racial categories often clashes with the continent’s distinct “Interculturalism” approach, which prioritizes social cohesion and dialogue over rigid identity politics. The “death” of this monolithic model is a correction. It allows organizations to stop performative box-checking and start building frameworks rooted in local reality.

From Compliance to Context: Global Frameworks for the Future

If the Western model is receding, what takes its place? The future of inclusive leadership is being written in the Global South and Europe, where institutions are innovating frameworks that merge local wisdom with global standards.

1. Southeast Asia: The “Bamboo Ceiling” and Kreng Jai

In Southeast Asia, the Western insistence on “assertiveness” as a leadership trait has created a “Bamboo Ceiling” for local talent—a term coined by leadership strategist Jane Hyun to describe how Asian professionals are often stalled in middle management. Hyun’s research highlights that multinational firms frequently overlook high-potential Asian leaders because they do not fit the extroverted Western ideal. This is a failure of context, not competence.

Contextually intelligent leaders recognize characteristics like Kreng Jai not as passivity, but as a mechanism for group cohesion. Instead of forcing public debate (“speaking up”), they build “relational safety” through private consensus-building, honoring the local preference for harmony while still extracting diverse viewpoints.

2. Africa: Ubuntu and Values-Based Leadership

While the West debates individual rights, African business philosophy offers Ubuntu—”I am because we are.” Unlike Western models that focus on protecting the individual from the group, Ubuntu emphasizes the interdependence of the individual and the community. Research from the University of Cape Town Graduate School of Business (UCT GSB) demonstrates how this philosophy can be operationalized into “values-based leadership.” In this model, a leader’s legitimacy is derived entirely from their ability to nurture the community, shifting the goal of DEI from “representation” (counting heads) to “interdependence” (making heads count). This approach enhances employee engagement and resilience in volatile markets more effectively than imported compliance models.

3. Europe: Interculturalism over Multiculturalism

Europe is increasingly moving toward “Interculturalism,” a policy paradigm championed by the Council of Europe and the Intercultural Cities Programme. This differs significantly from US/UK Multiculturalism. While multiculturalism often leads to parallel lives (co-existence), interculturalism emphasizes interaction and the forging of a common public culture. For European businesses, like those challenging US attacks on DEI, this means moving beyond “diversity days” to structural programs that force cross-cultural collaboration, viewing diversity as a resource for innovation rather than a legal category to be protected.

The Role of Business Education

Business schools can be the incubators of this new leadership mindset. Here in Southeast Asia, Sasin School of Management stands as a proof to the power and impact of contextual inclusion. We are the only business school in Thailand to be listed on the Financial Times (FT) Top 100 and was recently ranked within the top 5 schools in ASEAN for diversity. We are also the only business school in the world to be featured for two consecutive years on the INvolve Outstanding Executive Role Models lists, supported by YouTube.

We did not achieve this recognition by copying Western curricula. Instead, we operationalized inclusion through projects that matter here. We operationalize inclusion through projects like the Neurodiversity at Work Research Centre (NWRC), which helps companies identify the high-value skills of neurodivergent talent to meet local employment quotas. We also lead by example with initiatives like our canteen program employing ex-convicts, proving that we are leaders in a country that once put little effort into these issues. Similarly, while the United States built a frenzy of anti-trans legislation, our T*Factor study—the world’s first academic research on trans* professional leadership in a non-Western context—found that successful Thai trans* leaders leverage Nata (social face) and Gam (karma) to build resilience. We have further supported this work with our LGBTQI+ Inclusion Toolkit, now adopted by dozens of local and MNCs.

Practical Advice for Leaders

The “death” of DEI is actually the birth of sustainable inclusion. Here are some ways that leaders can navigate this shift:

Conclusion

DEI is not dead; it is shedding its skin. The rigid, colonial implementation of diversity initiatives is expiring, making way for a living, breathing practice of inclusion that honors local wisdom. By embracing Contextual Intelligence, leaders can stop fighting culture wars and start building the high-performing, culturally attuned organizations that the 21st century demands.

About the Author

Dr. Drew B. Mallory is a Professor of Management and Organizations at Sasin School of Management (Chulalongkorn University) in Bangkok. He is an inclusion strategist and researcher who directs the Neurodiversity at Work Research Centre (NWRC). Dr. Mallory was named an Outstanding Executive Role Model by INvolve in 2024 and 2025 for his work in operationalizing inclusion in non-Western contexts.

The post DEI is Dead. Long Live (Contextual) Inclusion appeared first on The European Business Review.

By Fernanda Arreola and Dr. Gregory C. Unruh

When we think of innovation, our minds often jump to startups or young tech firms. But what about institutions that are centuries old? How do they adapt and remain relevant in today’s world? Business schools—some with origins dating back more than 200 years—offer a compelling case study.

Despite their heritage, business schools today are under immense pressure to change. They must train future leaders for jobs that do not yet exist, respond to societal challenges such as climate change and inequality, and prove their relevance to stakeholders ranging from students to governments. Their transformation shows us that innovation is not only the domain of the young and agile; it is possible even in organizations with deep traditions and entrenched systems.

The Pressures That Drive Change

Business schools no longer operate in isolation. They are embedded in a wider ecosystem of expectations and regulations. External drivers—including accreditation bodies like AACSB, EFMD, and PRME, as well as government regulations and corporate demands—set the standards for relevance and accountability. Rankings and media scrutiny amplify this pressure, while alumni and donors demand proof of long-term impact.

Innovation is not only the domain of the young and agile; it is possible even in organizations with deep traditions and entrenched systems.

At the same time, broader sustainability challenges—climate change, inequality, resource scarcity—force schools to prepare graduates for a future that will look very different from the past. As one dean recently put it, “Our students expect us to prepare them for jobs that don’t exist yet, in industries that are only being invented.”

Examples abound: HEC Paris has integrated sustainability projects into its core programs, ensuring that students graduate with hands-on experience in tackling real-world challenges. IE Business School in Madrid led the way in digital learning long before the pandemic made it essential. Harvard Business School now embeds ESG and climate risk across research agendas, influencing global boardrooms. These cases show how external pressures translate into innovation.

Innovation Through Teaching, Research, and Engagement

Through interviews with leaders at top European business schools, we have constructed a framework that shows how schools innovate. We call this the value chain of sustainable education, and it highlights the systemic way in which institutions translate pressures into impact. First, inside business schools, innovation takes shape through three primary activities: teaching, research, and engagement with stakeholders.

1. Teaching: Curricula are redesigned to reflect sustainability, digital transformation, and societal responsibility. Traditional case methods are being complemented by experiential projects, hackathons, and cross-disciplinary approaches.
2. Research: Faculty redirect efforts toward questions of pressing societal importance. Climate risk, digital ethics, inclusive finance, and governance innovation are no longer niche topics but mainstream research streams. This is reinforced by research funding, collaborative events, and stronger dissemination strategies.
3. Engagement: Alumni networks, boards, recruiters, and donors push schools to stay relevant. Businesses want actionable insights; governments expect policy contributions; and students demand meaningful career preparation. Together, these stakeholders ensure that innovation is not confined to classrooms but extends into society.

Second, business schools follow a four-stage process that leads them to produce relevant and sustainable innovation. This value chain of innovation works as follows:

1. Inputs: students, faculty expertise, financial resources, voluntary and regulatory standards.
2. Processes: teaching, research, and institutional practices that absorb and reinterpret these inputs.
3. Outputs: knowledge creation, trained graduates, and transparent impact reporting.
4. Outcomes: contributions to society and business practice, from advancing sustainable strategies to influencing government policy.

This framework makes one thing clear: innovation in business schools is not about isolated initiatives. It is about designing a chain of activities that systematically link education to broader societal impact.

From Knowledge Providers to Future Architects

Through our study, we’ve unveiled a reality that is becoming increasingly evident: the role of business schools is shifting. No longer just knowledge providers, they are becoming architects of the future of business. Their legitimacy now depends on their ability to align education with societal needs and business realities while preparing students for a world in flux.

The task ahead is clear: innovate boldly, engage deeply, and measure impact transparently. By doing so, business schools will not only secure their own survival but also actively contribute to the reinvention of business itself.

This transformation, however, extends beyond academia. The evolution of business schools offers important lessons for managers across all sectors. Like schools, companies must navigate a complex landscape shaped by external pressures—regulators, investors, customers, and civil society—while also grappling with internal challenges related to culture, processes, and strategy.

In this context, organizations can draw inspiration from how business schools are reimagining their value chains. The way schools innovate provides three takeaways for leaders in business:

1. Innovation is systemic, not cosmetic. Adding a sustainability initiative or a digital pilot is not enough. True innovation requires redesigning the value chain—aligning inputs, processes, and outputs with broader goals.
2. Stakeholder engagement is a catalyst. Schools innovate because alumni, students, boards, and accreditors demand it. Companies, too, must listen to and integrate feedback from stakeholders who increasingly expect responsibility and transparency.
3. Impact is the ultimate measure. For schools, success is not about courses created but about the graduates they shape. For companies, it is not about projects launched but about the value delivered to society, employees, and customers.

In short, the innovation journey of business schools is a mirror of the challenges all organizations face today. For managers, the message is clear: embrace innovation as an ecosystem endeavor, measure what truly matters, and prepare to shape—not just respond to—the future.

About the Authors

Fernanda Arreola is a Professor of Strategy, Innovation, and Entrepreneurship at ESSCA. Her research interests focus on service innovation, governance, and social entrepreneurship. Fernanda has held numerous managerial posts and possesses a range of international academic and professional experiences. 

Dr. Gregory C. Unruh is the Arison Professor of Values Leadership at George Mason University and an outstanding voice on sustainability and leadership. He serves as guest editor for the MT Sloan Management Review and is the author of the upcoming Academic Authority: The Professor’s Guide to Becoming a Sought-After Thought Leader.

The post How Do 200-Year-Old Institutions Innovate? The Example of Business Schools appeared first on The European Business Review.

University is often treated as the default path to success, yet its value is increasingly questioned. Adrian Furnham challenges conventional assumptions by asking what higher education truly delivers today. The discussion invites reflection on motives, costs, alternatives, and whether vocational guidance and life experience can offer equally fulfilling and effective routes forward.

I, like so many now, can claim to be the first in my family to go to university. My parents were delighted when I was accepted at the local (colonial) university, as all parents are. Alas, I took to university life rather too well and remained for 10 years collecting degrees (five) before I got a job. And according to mother, not a proper job (not a real doctor), as a lecturear and later a professor (of Psychology).

Many universities have changed dramatically in all sorts of ways, often, but not always for the best. It is now a very expensive option; never mind the opportunity cost of not working, or travelling to “broaden the mind”.

Many universities have changed dramatically in all sorts of ways, often, but not always for the best.

And as an academic, I am often asked by parents about universities, particularly how to get into the Russell Group. Many of us recall the Blairite mantra: Education, Education, Education. And since the Millennium, there has been a huge expansion of universities. There are now around 130 universities in the UK, well over twice as many as there were 50 years ago. Many get “upgraded” to university status; some change their name; some go through mergers and acquisitions; and some fold. Universities are big business…and many are now in (serious) financial trouble.

Then there is the question about which university (ideally). I am a graduate of four universities from three countries. I have also taught at half a dozen universities on four continents. There are a number of variables here: prestige, cost, location, specialisms, etc. They offer very different “student experiences” and not always what they say they do.

But, dare one ask the question……why go to university? There are three fundamental questions here: Should one go to university? If so, why? And if so, which?. I shall consider the first two.

There are or were, in my view, three types of reason for going to university.

Orthodox Reasons

To get a qualification that improves job prospects (and a bigger salary). Clearly, this depends on the degree. There are often surveys which show how salaries are linked to later salaries……sociology and zoology near the bottom, finance at the top. Science is better than social science. Economics and maths are tops. Some jobs, like medicine, require it. It certainly is not clear whether a degree in Event Management from a new university increases job prospects, considering the opportunity cost of a degree (3 years’ fees = £30,000; opportunity cost £90,000). Selectors want to know about skills as much as qualifications.

To acquire useful knowledge and, more importantly, employable, transferable, hard and soft skills. This is similar to the above but focuses on specific skills that are taught in some degrees. This is less about college and discipline reputation and more about what you can do.

To understand how to be persuasive with words and numbers…give presentations, understand current affairs, and make wise investments. This usually refers to skills obtained in essay writing and giving presentations. It is all about accessing, critiquing, and summarising knowledge in a specific area.

To build self-confidence, independence, and responsibility. These three may in fact be better obtained by working rather than studying, but that all depends…

Sceptical/Cynical Reasons

To postpone adulthood for as long as possible. Who knows at 18 what they want to do when they grow up….and growing up is so difficult. So why not carry on studying whatever you like and hope you find “your vocation”?

Develop a taste for hedonism and idleness. Ah, the days of punting on the river, watching TV in the morning, following whatever you fancy.

Establish a useful network of professional friends: doctors, dentists, lawyers. If you go to a big and good university and you are extroverted, gregarious, and a networker, you will probably know people from many disciplines who may become very useful friends for life. Think the public school and Oxbridge mafia.

Make your parents happy and proud because they never went to university. As long as they are prepared to pay, you might argue this is a good idea.

Avoid the ‘not-been-to-university’ monkey on the shoulder that impedes confidence and risk-taking. I have come across many very successful adults who, for one reason or another, did not go to university. This is partly a generation effect, but still not that rare. Inevitably, those middle-class professionals have…. I have advised a few to do a postgraduate degree or even become an honorary/special/visiting Professor at a local business school.

Good Reasons

You find out what you are really good at; you can experiment, find out where your talents lie. To find out what really interests and inspires you, so you achieve that person-job fit that alludes people for so long.

To guide and foster an interest/ passion for its own sake. So many disciplines have a “go-nowhere” feel about them, but that is not important. It is really the one chance you have to really explore that which captivates you.

To understand the idea of personal challenge: to (have to) do hard things; take effort, dedication, and sacrifice. Little that is worthwhile, some argue, comes easily. To be able to master complexity

Find out what really interests and inspires you, so you achieve that person-job fit that alludes people for so long.

So… can you be happy, fulfilled, and successful without going to university? Of course. Are they often the happiest days of your life? Seen through a claret-tinged, dissonance-reducing, sentimental-mood retrospective, perhaps. Should you go straight from school? Not sure. Did I waste time getting degrees? Certainly. Are most of my close relationships today based on people I met as a post-graduate? Yes.

But are they a good investment now? Much less so? So many go to so many universities and are confronted with fewer and more disgruntled staff. All are struggling with the power of AI.

So perhaps defer the decision until the dust settles. Try some rich experiences at the University of life and save yourself a bob or two.

About the Author

Adrian Furnham has been a lecturer at Pembroke College, Oxford, and Professor at University College London. He has three doctorates and three master’s degrees, and taught at many universities. He is currently at the Norwegian Business School

The post Why Go to University? Serious Vocational Guidance appeared first on The European Business Review.

As the new year begins, leaders across all sectors are reassessing priorities in a world shaped by uncertainty, rapid AI transformation, and climate urgency. There has never been a more important moment to step back, refresh your thinking, and invest in your leadership.

At LSE Executive Education, we help you reset and refocus. Through world-class faculty and real-world, interdisciplinary learning, you’ll gain the tools and confidence to lead with impact in the year ahead.

Explore our February programmes and start the year with purpose.

Explore our 2026 programmes

Negotiation

Five-day on-campus programme | 23 – 27 February 2026

A new year brings new challenges — and new negotiations. Today’s leaders must think beyond closing deals to navigate complexity, balance competing priorities, and create lasting value.

LSE’s Negotiation programme helps you reset your approach. Through immersive simulations and practical exercises, participants like Darcy Wells, Core Account Executive at Salesforce, move beyond theory into real-world negotiation scenarios.

Find out more

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Finance for Executives

Five-day on-campus programme | 23 – 27 February 2026

Speaking the language of finance is essential for today’s executives, enabling you to assess organisational financial health and drive strategic decision-making with confidence.

Watch the video to see how our expert faculty break down complex finance frameworks on this transformational course.

Gain the confidence to evaluate investments, improve strategic resource allocation and communicate more effectively with other stakeholders in your financial ecosystem.

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Climate Change: Economics, Policy and Strategy in an Age of Uncertainty

Five-day on-campus programme | 23 – 27 February 2026

Turn climate risk into strategic advantage.

As the momentum of COP30 accelerates the transition to net zero, climate change is reshaping risk, competitiveness, and organisational strategy. Leaders across sectors are now required to navigate uncertainty while sustaining performance.

Adapted to these shifting conditions, our newly refreshed programme equips you to translate climate insight into resilient, actionable strategy – linking emissions with performance and mobilising change within your organisation and stakeholders.

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Let’s plan your next step

If you’d like to discuss your professional development goals and how these programmes can support them, or simply have questions, please contact our Client Relations Manager to schedule a consultation.

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The post A New Year, A New Perspective on Leadership | LSE appeared first on The European Business Review.

• UNESCO notes that the application of AI in education can accelerate progress toward the Education 2030 Agenda (SDG 4).
• Business schools have overwhelmingly embraced AI. In its 2024 Application Trends Survey, the Graduate Management Admission Council(GMAC) found that only 22% of programs surveyed haven’t integrated AI into student learning.
• According to GMAC’s latest Corporate Recruiters Survey, global employers predict that knowledge of AI tools will be the fastest growing essential skill for new business hires over the next five years.
• A new report – The 2025 Graduate Business Curriculum Summary Report(GBCR)*– shows AI has become a foundational pillar of MBA and business master’s programs worldwide, signaling a dramatic shift in how business schools are preparing the next generation of leaders.

“AI isn’t being taught in a vacuum,” the report states. “It is being embedded across disciplines, serving as a tool to understand markets, manage risk, and lead organizations more effectively.”

An MBA provides the strategic, operational, and cross-functional lens needed to bridge the gap between technical teams and business outcomes.

For professionals who want to lead AI-enabled change, an MBA provides the strategic, operational, and cross-functional lens needed to bridge the gap between technical teams and business outcomes. An MBA equips future leaders with the fluency to ask the right questions, make informed decisions, and drive value through AI. In a business world increasingly shaped by automation and intelligence, that’s a critical advantage.

Revolution in Program Delivery

The GBCR report, based on curriculum data collected between November 2024 and February 2025 states that the structure and delivery of business education are undergoing sweeping change.

Drawing on data from 110 business schools and 245 graduate business programs, the study provides a detailed snapshot of how AI, analytics, and digital transformation are redefining the core of business education.

“Over the next decade, business school curricula will undergo a significant transformation, driven by technology, market demands, and changing student expectations,” the report said.

The report highlights several major trends:

• Flexible and modular formats: Rigid degree structures are giving way to stackable credentials, micro-credentials, and certificates, allowing students to personalise their learning journey and build skills over time.
• Hybrid and online-first programs: More than 40% of MBA and business master’s programs now offer online or hybrid formats, driven by demand for flexibility, accessibility, and work-life balance.
• Experiential learning: Real-world projects, live consulting engagements, and AI-driven simulations are becoming standard components of the curriculum, helping students apply their learning in practical, high-stakes settings.
• Renewed focus on soft skills: While AI fluency is essential, schools are also doubling down on communication, empathy, collaboration, and ethical leadership — qualities that differentiate successful leaders in an increasingly automated world.

Impact of AI in Industry Sectors

AI is influencing nearly every industry, but some sectors are undergoing especially rapid transformation. In these environments, the demand for MBA graduates who can navigate technological disruption while driving strategy is surging.

Understanding where AI is having the biggest impact can help you target industries that align with the student’s interests and long-term potential.

• Finance: Fewer entry-level analyst roles, more demand for strategic thinkers who can interpret AI outputs
• Healthcare: Hospital ops and diagnostics are being optimized by AI, demanding managers with both tech and patient-centered insight
• Retail & E-Commerce: MBAs are leading AI-powered personalization and pricing strategies
• Consulting: Firms are building out digital transformation units, with MBAs as the linchpin between tech tools and client needs 

How MBA Programs Are Adapting

Leading business schools are recognizing that staying competitive in an AI-driven world means more than just adding a course or two. They’re rethinking their curricula from the ground up, integrating technology and analytics into the core of the MBA experience.

“AI and data analytics will become core components of business education, both as subjects of study and as tools to enhance learning experiences,” says the GBCR report:

• AI & Analytics Electives: All top programs now offer electives in AI strategy, machine learning, data ethics, and automation – giving students foundational knowledge of the technologies shaping business.
• Tech-Focused MBA Programs: Schools like NYU Stern (Tech MBA), Carnegie Mellon Tepper, and MIT Sloan are leading the way. Tepper’s curriculum is especially notable for its deep integration with CMU’s world-class AI and computer science departments, creating a hands-on, analytics-rich environment.
• Cross-Disciplinary Learning: Many schools are actively fostering collaboration across business, engineering, and data science. At Berkeley Haas, for example, students can pursue dual degrees or take electives through UC Berkeley’s top-ranked tech departments, allowing them to build fluency in both business strategy and technical innovation. 

The New MBA Roles Emerging From AI

AI isn’t replacing MBAs – it’s redefining what they do. New hybrid roles are appearing that require both business acumen and AI fluency.

The report says: “Traditional degree structures will give way to flexible, modular, and personalised learning paths, with more emphasis on stackable credentials and micro-credentials.”

• AI Product Manager: Leads strategy and development of AI-driven solutions
• AI Strategy Consultant: Advises on adoption and ROI for AI initiatives
• Head of AI Business Development: Drives growth through AI-enabled partnerships
• AI Transformation Lead: Oversees enterprise-wide initiatives to integrate AI
• Director of AI Operations: Oversees enterprise-wide AI implementation
• AI Ethics & Governance Officer: Ensures ethical deployment of AI tech
• VP of Data & AI Strategy: Aligns AI capabilities with business growth

These roles demand strong leadership, cross-functional collaboration, and the ability to connect technical innovation with strategic business value – all hallmarks of a top-tier MBA education.

AI Is Automating Traditional MBA Skill Sets

In today’s business environment, MBAs must be fluent in interpreting data and making decisions with AI-driven insights. Leaders are expected to challenge black-box assumptions, understand limitations of predictive models, and guide teams through data-informed strategies. Familiarity with platforms and tools like Python, SQL, Tableau, ChatGPT and Salesforce Einstein is becoming the norm in tech-forward roles.

AI and data analytics will become core components of business education, both as subjects of study and as tools to enhance learning experiences

Roles that once relied heavily on manual business modeling, operational planning, and market analysis are now being supported – or even replaced – by AI tools. This doesn’t mean MBAs are obsolete. Quite the opposite: as automation scales, the human layer becomes more valuable. MBA graduates are now expected to move upstream – using insights from AI to lead initiatives, drive innovation, and guide ethical, customer-centered strategies.

“At the same time, the importance of soft skills, experiential learning, and interdisciplinary education will grow,” says the report. “Business schools must ensure that graduates not only understand technological advancements but also develop critical thinking, leadership, and ethical decision-making skills.”

Conclusion

AI is rapidly reshaping future careers, and so is the future of MBA programs. It is not just a passing trend — it is a strategic imperative for business schools seeking to remain relevant.

Survey respondents overwhelmingly agreed that AI’s influence will continue to grow over the next decade, affecting both content and delivery. From automated assessment tools to real-time analytics dashboards, AI is already shaping the way students experience business education.

With the advance of AI and the automation of traditional generic skill sets, the recognition and search of ‘soft skills’ is on the rise. Human-centric soft skills, which artificial intelligence can’t replicate, are most critical for businesses to function properly: ethical decision-making and moral judgment; human networking and relationship-building; emotional intelligence and empathy; and conflict resolution.

Presumably, as MBAs gradually integrate AI to meet the market’s increasing demand for roles that require AI skills, they should consider including lectures and classes on soft skills. As employers increasingly seek these human skills from professionals, recruitment processes will assess candidates based on the degree to which they possess these soft skills.

The knowledge acquired in an MBA and the learning on how to handle AI appropriately should align with the human skills that will add key value to the lot for professionals’ contributions in the work space of the future.

*The participating schools in the report represent more than 112,000 enrolled students, supported by nearly 8,000 full-time faculty, and span a mix of public and private institutions, as well as urban and rural campuses around the world.

The post Rethinking MBA: The Impact of AI on the Future of Professionals appeared first on The European Business Review.

Leadership in 2025-2026 demands clarity, adaptability, and a strong sense of purpose. Insights from top CEOs and global business school faculty reveal shared principles that guide decision-making, foster trust, and drive resilient organizations. Their combined wisdom highlights strategies for thriving amid disruption, technological advances, and societal change.

In 2025, leadership is being tested like never before. Global CEOs and business school faculty alike are navigating a world shaped by rapid technological advances, climate pressures, shifting policies, and rising expectations for ethical and purpose-driven action. The most effective leaders combine strategy with values, innovation with empathy, and decisiveness with adaptability. Insights from these top minds reveal approaches to leading organizations successfully while empowering people, building trust, and staying ahead in an increasingly complex business landscape.

The Science Behind Positive Affirmations in Leadership Coaching

AI is reshaping how decisions are made, strategies are executed, and teams operate. Leaders, innovators, and decision-makers can gain insight into how subtle misalignment can quietly derail even the most sophisticated initiatives. Learning to spot and address these gaps equips leaders to transform uncertainty into clarity and take purposeful action.

Extended reading: The Science Behind Positive Affirmations in Leadership Coaching

In Peer We Trust

Assuming readiness can be dangerous in any organization, no matter its sophistication. Executives, managers, and team leads can learn how misalignment impacts execution and culture. Recognizing and correcting these blind spots turns potential friction into a pathway for stronger alignment, more engaged teams, and sustainable results.

Extended reading: In Peer We Trust

Putting Wellbeing at the Heart of Leadership – Expert Insights for World Mental Health Day

Motivation fades without a strong personal why. Professionals, emerging leaders, and anyone striving to inspire teams can discover how looking inward first strengthens focus and energy. Developing a clear sense of who you want to be fuels actions that align personal values with professional impact, creating a foundation for sustainable performance.

Extended reading: Putting Wellbeing at the Heart of Leadership – Expert Insights for World Mental Health Day

Why Finding Your Purpose is More Important than Ever

Thriving starts with prioritizing self-care, not as indulgence, but as necessity. Leaders, managers, and high performers can learn how consistently recharging energy supports long-term influence. Embracing this approach enhances personal effectiveness, inspires others, and lays the groundwork for cultivating strengths, passions, and purpose-driven contributions.

Extended reading: Why Finding Your Purpose is More Important than Ever

Empowering Organisations Through Strategic and Transparent Compliance Leadership

Compliance is no longer just a back-office function but a strategic enabler. Executives, compliance officers, and innovators navigating complex regulations can learn how ethics and governance can accelerate innovation, create trust, and guide responsible decision-making, especially when deploying emerging technologies like AI.

Extended reading: Empowering Organisations Through Strategic and Transparent Compliance Leadership

The Rise of the Executive Learner: No Growth. No Edge. No Excuse

In a world of rapid disruption, the ability to learn, unlearn, and adapt is the ultimate leadership advantage. Leaders, MBA students, and anyone invested in professional growth can cultivate reflection, cognitive flexibility, and relational intelligence. These capabilities allow individuals to turn everyday experiences into insights that strengthen personal, professional, and organizational performance.

Extended reading: The Rise of the Executive Learner: No Growth. No Edge. No Excuse

Beyond Virtue: How Effective Leaders Work With, and Change Values

Leadership effectiveness grows when personal motives align with collective purpose. Team leaders, managers, and executives can learn how to balance self-enhancement with concern for others. Aligning and modeling values fosters trust, inspires teams, and provides a moral and strategic compass during times of uncertainty or organizational change.

Extended reading: Beyond Virtue: How Effective Leaders Work With, and Change Values

The Performance Equation: How Great Leaders Coach Teams to Excellence

High-performing teams are built, not born. Team leaders, project managers, and department heads can understand the traits that make teams thrive, from trust and accountability to courageous conversations and shared values. Coaching teams strengthens collaboration, enhances performance, and embeds a culture of engagement that drives long-term success.

Extended reading: The Performance Equation: How Great Leaders Coach Teams to Excellence

Adapt and Learn Fast

Stress and constant change can derail even the most capable leaders. Executives, managers, and anyone responsible for teams can cultivate mindfulness to regulate stress, enhance focus, and improve resilience. Practicing mindfulness strengthens creativity, emotional intelligence, and connection, creating space to lead with clarity, compassion, and presence.

Extended reading: Mindful Leadership: How Practicing Presence Can Elevate Your Business Game

Embody True Charisma: Be the Leader Everyone Wants to Follow

Charisma is not about extroversion but making others feel significant. Leaders, mentors, and anyone aiming to increase influence can apply the ASI framework to give authentic, specific, and impactful recognition. This approach builds trust, deepens relationships, and inspires teams to own their unique contributions, creating a high-trust, high-engagement environment.

Extended reading: Embody True Charisma: Be the Leader Everyone Wants to Follow

The post Best Leadership Insights from Top CEOs and Business School Experts 2025-2026 appeared first on The European Business Review.

Generative AI has rewritten the rhythm of business. Strategies are being rethought in weeks, not years.  Every boardroom conversation now includes questions about automation, data ethics, or how AI will change work itself.

Yet while the technology moves fast, leadership capability often lags behind. According to a recent McKinsey report, almost all companies invest in AI but only one percent believe they are at maturity in deployment (McKinsey, 2024). A Gartner survey found that only 48 percent of digital initiatives meet or exceed their business outcome targets (Gartner, 2024).

Because of this gap between technological ambition and leadership readiness, many experienced professionals find themselves expected to guide change without feeling fully equipped. For them, credibility now depends on fluency: being able to connect business value with technological possibility and to lead teams through the uncertainty that comes with both.

Yolande Gross, a participant in the IMD Executive Master in AI and Digital Business Transformation and a senior HR leader with more than two decades of experience, put it clearly:

“AI is transforming the way we work and lead. I need to anticipate change, have the right conversations at the table, and stay relevant. This program gives me the knowledge and the confidence to do that.”

For many leaders like Yolande, the program fills a critical gap in executive development. It equips them with a practical understanding of AI and digital transformation while strengthening their ability to lead people through it.

The demand for deeper capability

In the past two years, quick AI courses and digital bootcamps have multiplied. They introduce tools and trends but rarely give executives the structure to apply that learning meaningfully in their roles. Experienced leaders increasingly seek something more substantial: a learning journey that builds insight, develops judgment, and gives them a clear edge in conversations that matter.

The Executive Master in AI and Digital Business Transformation at IMD was built for this. It combines rigorous academic grounding with hands-on application, encouraging participants to test ideas, reflect on impact, and refine their approach through real strategic challenges.

This blend of depth and relevance is what drew IT and data professional Sothy Yogarajah to the program. After years navigating the disruptive landscape of AI and analytics, he wanted a structured way to elevate his thinking, sharpen his leadership, and reconnect with his professional purpose.

Applying learning in real time

One of the program’s defining elements is the Integrative Assignment, a three-credit applied project that ties together the tools, frameworks, and insights from across the degree. Participants select a real challenge from their sector and develop a workable strategy, guided by faculty and expert reviewers.

Sothy found this process pivotal. “The assignment helped me rethink a business challenge I was already facing. The feedback I received pushed my thinking in new directions, and I could use it straight away in my role. That kind of practical value is rare.”

His project explored how to reposition a holiday resource provider’s business model using digital transformation frameworks. Parts of the strategy are already being implemented, and he continues to refine it through what he learned about change management at IMD.

Sothy Yogarajah

Leadership development with a human edge

The Executive Master is not only about technology. It examines how leaders show up, communicate, and guide teams through uncertainty. This was particularly meaningful for Sothy, who identifies as neurodiverse. He found the program’s environment both inclusive and flexible, which allowed him to contribute in ways that felt natural and authentic.

“The space at IMD helped me grow as a professional. The structure, the flexibility, and the openness made it easier to focus on the content and the leadership work. It gave me the confidence to be myself.”

Conversations with peers also played a major role.

“In corporate settings, people are careful with what they say. Here, people are honest. You can talk openly about challenges, share experiences, and compare perspectives with people from completely different industries but similar fields. That kind of dialogue is powerful.”

He also described how IMD helped him reframe everyday leadership. One simple shift was how he approached one-to-one conversations. “I used to treat them like checklists. At IMD, I learned to treat them as moments to gather meaningful data about people. It changed how I listen and how I build trust.”

A learning journey that adapts to real life

The Executive Master is designed for people with complex careers and personal commitments. It can be completed in 18 months or extended up to 48 months. Some participants accelerate their studies during transitions. Others progress module by module while applying insights immediately at work.

The program includes five digital modules that build expertise in AI, automation, and data strategy, and three business transformation modules that develop transversal leadership skills. Participants can also select electives from IMD or partner schools to deepen their knowledge in specific areas.

Yolande Gross

Building a network that strengthens leadership

Each module brings together senior leaders, founders, and executives from different sectors. The mix is intentional. It creates the kind of ecosystem where ideas flow freely, experiences collide, and blind spots get challenged.

For Sothy, the exposure to different viewpoints reshaped how he thinks about transformation. He said, “You see how AI shows up in healthcare versus finance versus manufacturing. You understand what is universal and what is context-specific. That helps you build solutions that make sense in the real world.”

These relationships extend far beyond the classroom, becoming sources of support and collaboration long after the program ends.

Demonstrating impact that matters

Graduates of the Executive Master leave with a portfolio of applied work, including the Capstone Project or Integrative Assignment, which demonstrates their ability to connect innovation with measurable business value.

This gives participants evidence of capability. It shows boards, employers, and clients that the leader understands the landscape, can think strategically, and has already applied these ideas to meaningful challenges.

As Sothy reflected, “It is one thing to understand digital transformation in theory. It is another to have a piece of work that shows how you have made it real.”

Why this moment matters

AI has moved from a technical consideration to a defining force in global business. Leaders everywhere are being asked to navigate complexity, assess risk, and move their organizations forward with wisdom and clarity.

Research from PwC indicates that 73 percent of CEOs now view AI as central to competitiveness, yet only 37 percent feel ready to integrate it effectively into their organizations (PwC CEO Survey, 2025). The gap is not technological. It is human.

This is where the Executive Master in AI and Digital Business Transformation creates its deepest value. It equips leaders with the language, the mindset, and the experience to guide transformation with confidence and credibility.

As Yolande put it, “The program keeps you relevant and impactful at any stage of your career. It prepares you for the conversations that define where organizations are going.”

The pace of change will continue to accelerate. The leaders who thrive will be those who can connect emerging tools with organizational purpose, and who understand that digital transformation is as much about people as it is about technology.

IMD’s Executive Master gives them the foundation to do exactly that, one challenge at a time.

About the International Institute for Management Development (IMD) 

The International Institute for Management Development (IMD) has been a pioneering force in developing leaders and organizations that contribute to a more prosperous, sustainable, and inclusive world for more than 75 years. Led by an expert and diverse faculty, with campuses in Lausanne and Singapore, a Management Development Hub in Shenzhen, and an Innovation Hub in Cape Town, IMD strives to be the trusted learning partner of choice for ambitious individuals and organizations worldwide. Our executive education and degree programs are consistently ranked among the world’s best. Through our research, programs, and advisory work, we enable business leaders to find new and better solutions, challenging what is and inspiring what could be. To learn more, visit www.imd.org

The post How to Lead with Credibility in the Age of AI appeared first on The European Business Review.

Here’s what sets the Oxford Executive MBA apart:

Enriching

Learn alongside peers from over 35 nationalities and 30 industries. Engage in open, creative discussions that broaden your outlook.

Visionary

Become a leader who inspires change. Through immersive modules and personalised coaching, you’ll develop practical leadership skills grounded in vision and authenticity.

Global

Gain global perspective through international case studies and overseas modules that prepare you to make strategic decisions in complex global markets.

Entrepreneurial

Develop an agile, innovative mindset to drive success. Through practical projects and Oxford’s entrepreneurial ecosystem, you’ll challenge convention and bring ventures to life.

World-class

Ranked No.1 globally in the QS World University Rankings 2025, the Oxford Executive MBA combines academic excellence with the latest real-world insight from leading practitioners.

Take the next step toward transforming your career, download the brochure today.

Download our brochure

The post 5 Reasons to Choose the Oxford Executive MBA: Discover What Makes Oxford Saïd Unique appeared first on The European Business Review.

As the COP30 Climate Summit unfolds and the world accelerates toward the net-zero transition, organisations everywhere are focused on turning sustainability commitments into tangible, measurable results.

At Warwick Business School, our brand-new Leading Corporate Sustainability programme equips you with the strategic insight to embed sustainability initiatives across your organisation and successfully navigate the sustainability transition. Learning directly from WBS faculty and industry experts at the iconic Shard in London, the programme provides an immersive experience that will prepare you to lead a sustainable, future-ready operation, that meets the UN’s Sustainable Development Goals.

Explore our cutting-edge programme below and secure your place today:

Leading Corporate Sustainability

The Leading Corporate Sustainability programme empowers senior leaders to:

• Integrate sustainability into core business strategy, decision-making and culture of your organisation.
• Effectively tackle financial challenges during the shift to sustainable operations.
• Collaborate across value chains to drive positive impact for customers, suppliers and employees.

Start date: 22 April 2026
Duration: 3 days
Location: London, The Shard

Drive growth that sustains both your business and the world around it.

Secure your place now

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From conflict to progress: A blueprint for sustainability success

Researchers at WBS have developed a new framework, combining boundary infrastructures with dynamic coalitions to tackle the large-scale collective action problems that so often hinder progress in combating climate change.
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Regulating AI use could stop its rampant energy demand

With data centres on track to consume as much electricity as all of Japan by 2030, Frederik Dahlmann and Shweta Singh ask the question: can we unleash AI’s power without driving environmental collapse?
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Beyond the balance sheet: Accounting for sustainability

With sustainability rapidly reshaping the accounting landscape, Hendrik Vollmer reveals how modern accounting must move beyond the balance sheet to become a strategic tool for value creation and long-term impact.
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Upcoming Events

Future-Ready Leadership: Navigating the New World of Work

Online

Join this interactive masterclass where you can preview the WBS Emerging Leaders programme and explore the seismic shifts reshaping the workplace, from talent scarcity and AI disruption, to new work models and rising employee expectations.

Register now

From Intent to Impact: The New Blueprint for Inclusion with Asif

The Shard, London 

Join Asif Sadiq MBE at Warwick Business School for an inspiring conversation on redefining inclusion and driving real change through leadership, innovation, and impact in today’s evolving global landscape.

Register now

The post Lead your Organisation Towards a Sustainable Future appeared first on The European Business Review.

Thank you for taking the time to speak with us, Mr Fangruo! Antai College has become one of China’s top-ranked business schools. What are the key strategies and milestones that have driven its development in recent years?

Indeed, Antai College is widely regarded as a top business school in China, but we have not slowed down our pace for innovation and development. In 2018, we redefined our strategy, to focus on strengthening the connection between theory and practice. We use a picture to describe this strategy, consisting of horizontal and vertical lines. The horizontal lines represent academic discipline-based research, while the vertical lines represent industry research. Therefore, in our minds, knowledge creation has two different paths, one geared toward theory building and the other serving industry needs. The horizontal and vertical paths crisscross each other, reinforcing the connection between theory and practice. This strategy has fundamentally changed every aspect of the college life, from research to teaching, creating a healthy ecosystem for business education.

You’ve emphasized “interdisciplinary integration and the connection of theory and practice” as central to Antai’s vision. How does this philosophy shape the college’s teaching?

The impact on the college’s teaching can be delineated at three different levels. First and foremost, the industry-research strategy has changed the teachers, i.e., serving the purpose of training the trainers. Every year, we organize around 30 industry research teams, consisting of faculty and students. These often-interdisciplinary research teams frequently visit companies and see for themselves the real problems and the innovative solutions that the frontline managers have come up with. This experience has expanded their knowledge base and provided the professors with increased confidence when teaching classes. Second, we have introduced many industry-focused courses. Our industry research effort has covered most of the important sectors, such as energy, health, finance, manufacturing, distribution and logistics, etc. The principal industry researchers have taken the lead in offering elective courses along the lines of their industry research efforts. Third, every time a team visits a company, it is often the case that a number of students will come along. The students contribute to the industry research effort while gaining first-hand knowledge about industry operations. Such experiences often lead to internship or employment opportunities.

Antai has a strong reputation for industry collaboration, as well. Can you share examples of how partnerships with leading companies and institutions enhance students’ career opportunities?

The college has built a multi-level, systematic framework for industry collaboration. It has moved beyond traditional one-off project cooperation to establish an “ecosystem-based” model of university–enterprise partnership that responds to the evolving needs of both companies and students at different stages. This model covers the full collaboration chain—from resource sharing and curriculum co-design to joint talent cultivation. The college regularly invites industry experts to engage in career development programs and to serve as student career mentors, co-establishes internship and training bases with leading firms, and jointly develops practice-oriented professional courses, building a solid foundation for students to excel in top institutions.

As one of Antai’s flagship talent development initiatives, the Career Navigation Program invites distinguished industry leaders and accomplished alumni from diverse sectors to serve as career mentors for current students, providing personalized guidance and sharing professional insights. Launched in May 2004, the program has now reached its 30th edition, engaging over 1,000 mentors and benefiting more than 3,500 students, continuing to serve as a cornerstone of Antai’s efforts to bridge academia and industry.

As one of Antai’s flagship talent development initiatives, the Career Navigation Program invites distinguished industry leaders and accomplished alumni from diverse sectors to serve as career mentors for current students, providing personalized guidance and sharing professional insights.

Since early this year, Antai’s industry collaboration initiatives have continued to expand and deepen. In April, the college launched the inaugural Finance Class with the Bank of China Shanghai Branch, recruiting students from SJTU’s 2026 graduating cohort. Through a four-dimensional training model—specialized coursework, cross-sector visits, practical training, and mentorship—the program provides six months of structured learning to cultivate talents specifically for the financial sector.

In July, the college further partnered with Tencent, L’Oréal, UBS Group, and China Telecom to establish the “AI + Career” Joint Talent Development Alliance. The initiative aims to equip business school students with enhanced employability and interdisciplinary literacy in the AI era, helping them adapt to the emerging industry trends.

In specialized talent development, Antai’s full-time MBA program has formed long-term strategic partnerships with prominent domestic and global enterprises such as Apple and CIMC Vehicles. Within these collaborations, companies present real-world project challenges drawn from their business operations, and students apply to participate based on individual career interests. These projects are fully integrated into the MBA curriculum, enabling students to translate theory into practice while fostering two-way evaluation and recruitment opportunities. Each year, we have students who secure positions with partner firms through these collaborations, realizing an efficient and precise match between talent training and corporate needs.

Globalization is central to modern business education. How is Antai College strengthening its international presence and partnerships, particularly in today’s evolving global landscape?

Driven by our mission, we strive to develop internationalization on all fronts—actively joining and leading international organizations, closely collaborating with top business educational institutions worldwide, and increasing the number of overseas-educated faculty, international students, and full English programs. Our aim is to further elevate Antai’s international impact through achievements in student education, scientific research, and societal engagement. Through our Asia Pacific Center in Singapore, we seek to expand our international standing in Asia and beyond, thereby achieving our vision of “a world-class business school firmly rooted in China.”

The IMBA program at Antai is unique in offering a global perspective with a Chinese focus. How does this program prepare students to navigate both Eastern and Western business environments?

This mission is central to our educational philosophy. We have built a comprehensive developmental framework that moves beyond teaching international and Chinese business in isolation, instead creating a deeply integrated learning experience. This is achieved through a purposefully structured ecosystem comprising three core pillars:

First, our integrated curriculum establishes a robust foundation in global management principles, systematically contextualized within China’s unique economic and social landscape. This fusion ensures that students gain not only universal business knowledge but also a nuanced understanding of its application in local contexts.

Second, our pedagogy emphasizes practical applications. Our distinguished faculty employ case studies and team projects that synthesize Eastern and Western business practices. This approach enables students to navigate real-world scenarios, applying theoretical frameworks to solve complex problems involving both multinational and local enterprises.

Finally, our experiential global learning component offers extensive international exposure through dual-degree programs, exchanges with top-tier partner schools, and study tours. A defining feature is the emphasis on bringing these global insights back into the classroom, creating a continuous cycle of learning that solidifies the ability to operate effectively across cultures. This cohesive developmental architecture is designed to cultivate leaders who are adept at bridging business environments and leveraging a truly global perspective.

What kinds of students are most attracted to Antai’s IMBA program, and how does the program support their professional aspirations?

We attract proactive, forward-looking individuals who come to us not merely for a credential, but for genuine transformation. Our students generally fall into two broad categories: career accelerators who are experienced professionals aiming to fast-track their growth within a global context, especially with a focus on China; and career transformers seeking to pivot across industries, functions, or geographic regions by leveraging our network and curriculum to build credibility in new fields.

The transformative impact of our program is consistently affirmed by our alumni. Some of the graduates, now developing their careers as entrepreneurs, emphasized how the program instilled the ability to use an international vision and mindset to make decisions. Some alumni highlighted the immensely diverse classroom with students from varied cultural, ethnic, and professional backgrounds which expanded horizons and enriched their social network, a network that proved instrumental during exchanges at institutions like Bocconi University and subsequent careers with multinational companies.

To reach these aspirations, we provide a comprehensive support system. Students gain immediate access to our extensive, engaged alumni community, where a culture of “helping your younger sisters and brothers” ensures ongoing mentorship and professional advantage. We encourage students to align their thesis with a company project or internship, transforming academic requirements into tangible career opportunities that often lead directly to job offers. Furthermore, our commitment extends beyond graduation through lifelong learning opportunities, including course audits, exclusive events like the annual forums, and ongoing alumni activities, ensuring that our graduates continue to grow and adapt throughout their careers.

How can you ensure that Antai continues to grow as a global leader in business education?

Antai aims to become a world-class business school firmly rooted in China. There are two key words here: “China” and the “world”. We want to be closely connected with China’s business community, which offers a fertile ground for business research and business education. We also want to redouble our internationalization effort, to be a bridge between China’s business community and the business communities of other countries, and to be an active collaborator with our sister business schools around the world. To be a global leader in business education, we need to embrace our local economy / society and, at the same time, to reach out for international cooperation.

Looking ahead, what is your vision for Antai College over the next decade?

Over the next decade, I hope Antai will continue to pursue the industry-research strategy. This will keep us on the right track, and will continue to provide us with endless ideas for innovation. We are developing a framework for doing industry research in a business school context, much like Harvard Business School’s introduction (and perfection) of the case method. We hope this will encourage more business schools to join us on this journey, because to really change the business school culture, we need a critical mass of business schools marching in the same direction.

And finally, how do you define success?

In my mind, the ultimate definition of success is the business school’s contribution to mankind. This, of course, is a very broad stroke. To get there, there are many intermediate steps, including research, teaching, and service to society at large. An accurate measurement of success is perhaps an immense task, or simply impossible, but let’s make sure we are moving in the right direction, one step at a time.

Executive Profile

CHEN Fangruo is the Dean and Guangqi Chair Professor, Antai College of Economics and Management, Shanghai Jiao Tong University. A researcher in the area of Operations Management/Supply Chain Management, he has published widely in renown international journals. He has served in many leadership positions in the field, and has received numerous awards and recognitions. In 2007, he founded the Chinese Scholars Association for Management Science and Engineering (CSAMSE). Since joining Antai in 2018, Dean Chen has launched an ambitious initiative to reform the business school through promoting industry research. He was the MUTB Professor of International Business, Columbia Business School. He has a bachelor’s degree from Shanghai Jiao Tong University and a Ph.D. from the Wharton School, University of Pennsylvania.

The post Following the Twin Paths to Knowledge – Interview with Chen Fangruo of Shanghai Jiao Tong University appeared first on The European Business Review.

By Professor Liz Warren

UK-India school partnerships play a vital role in preparing the next generation of global business leaders. By providing cross-cultural learning experiences, these collaborations enable students to develop key human skills such as empathy, cultural awareness, and the capacity to navigate complex international challenges.

Today, business leaders operate in environments defined by climate challenges, geopolitical uncertainty, and rapid technological changes. The skills traditionally labelled as ‘soft skills’ – such as empathy, teamwork and cultural awareness – are now just as important as technical expertise. Graduates who have these human skills will be highly sought after in an increasingly complex global job market.

For students, business schools and universities create space where these skills can be developed. One way in which this can be enhanced is through international partnerships between schools.

Collaborations between UK and Indian institutions are continuing to grow. I recently had the privilege of participating in the inaugural UK/India Dialogue, as a member of the UK advisory board supporting the Chartered Association of Business Schools. This experience reinforced for me just how vital it is to develop and strengthen these partnerships – particularly for students preparing to enter a global business world, where cultural understanding and human connection are essential for success.

Enhancing cultural awareness and empathy

Senior leadership teams are facing increasing demand for leaders who can demonstrate human capabilities such as empathy, collaboration and cultural sensitivity. These types of skills are vital for effective leadership and for strengthening relationships. While technical expertise remains essential, it is these abilities that build trust, collaboration, and inclusive workplace cultures.

As such, partnerships between the UK and India give students the opportunity to broaden their perspectives, understand global challenges and appreciate diverse approaches to leadership and business, , while also developing a deeper understanding of the contexts different countries face. Experiencing how other countries approach similar challenges helps students develop adaptability and respect – qualities essential in international careers.

Leaders who demonstrate empathy are better positioned to navigate individual and collective challenges, build trust, and strengthen collaboration across teams, and international partnerships nurture these qualities by exposing students to diverse ideas and lived experiences.

Lived experience is key to negotiation

It has been proven that if anybody gets a real lived experience of a different country and culture, they’re able to engage in future business contracts and negotiations far better. This is because they can connect on a human level to another individual.

Even within the higher education sector, where we often see ourselves as thought leaders in our specialist areas, international collaboration iften reveals how different countries approach shared challenges in distinct ways. Take sustainability, for example: in the UK, it may be examined through environmental and economic lenses, but our partners in India face distinct real-world challenges that shape their approach. These local perspectives offer insights that enrich mutual understanding.

By sharing these practices across borders, students gain invaluable insights into diverse problem-solving approaches, enhancing their cultural and global competency. This exposure helps them develop the understanding needed to address challenges from multiple perspectives; a skill that is essential for success in international companies.

Indeed, these skills are invaluable, as successful negotiations and partnerships often depend on the ability to understand and value different perspectives. By fostering these skills early, cross-cultural experiences will give students a distinct advantage in navigating international markets in their future careers.

Building international connections and networks

As well as enhancing soft skills, international partnerships between the UK and India can also be hugely beneficial from a networking perspective. International partnerships provide students with early opportunities to develop connections that can support them throughout their life – both personally and professionally.

Mentoring programmes between the schools, for example, can provide both guidance and a lasting professional network for those involved. Networks can also be built at in-person and online events, joint educational programmes, and through study abroad opportunities. These relationships are more than contacts – they cultivate trust and understanding, which are fundamental when negotiating or collaborating in international business.

Partnerships allow students to thrive

UK-India school partnerships are a powerful tool for preparing the next generation of business leaders. By offering real-world, cross-cultural experiences, these collaborations help students develop essential human skills such as empathy, cultural awareness, and the ability to navigate complex global challenges. Beyond technical expertise, these skills are vital for building trust, fostering collaboration, and creating workplaces where people feel valued and empowered.

International partnerships also give students the chance to develop global networks that will support them throughout their careers. Mentorship programmes, joint initiatives, and shared learning experiences help students build the understanding and confidence needed to succeed in cross-border collaborations.

The business world is changing all the time, and these partnerships equip students with the adaptability, perspective, and connections needed to thrive.

About the Author

Professor Liz Warren is Faculty Head of International at Manchester Metropolitan University Business School, leading the School’s internationalisation agenda and fostering a globally engaged academic culture that enhances international opportunities and experiences for both staff and students, while also teaching International Corporate Finance on Manchester Metropolitan’s MBA programme.

The post Developing Future Business Leaders: The Impact of UK–India School Partnerships appeared first on The European Business Review.

Building on a legacy of 125 years of business education, OSB leverages its long-standing expertise to prepare graduates who can navigate complex business challenges, think strategically, and lead with impact in both local and global contexts.

An MBA Designed for the Modern World

Since its inception in the mid-1940s, OSB’s MBA program has continually evolved to reflect the realities of modern business.

At its core, OSB’s MBA program aims to prepare students with the skills, insights, and perspective needed to tackle tomorrow’s economic and social challenges.

Unlike traditional programs that emphasize theory over practice, OSB’s approach is immersive and experiential, combining rigorous academic foundations with real-world applications. Students acquire a strong knowledge base in essential business disciplines while also developing the critical thinking and analytical abilities required to navigate today’s complex business landscape. The program’s structure ensures that students learn, practice, and lead through a blend of functional, cross-functional, and skill-based courses, as well as opportunities for collaboration and innovation.

Designed for today’s dynamic learners, the MBA is offered in both on-campus and online formats, giving professionals the flexibility to pursue their degree without compromising their careers or personal commitments

“At the Suliman S. Olayan School of Business, our vision is no less than transforming business thinking. We are not mere suppliers of business education; we are providers of a total business experience. We aspire to graduate leaders whose acumen, professionalism, and wisdom empower them to make the world a better place. Our MBA program embodies this vision: a transformational journey designed for the modern world. Whether on campus or online, students don’t just study business, they live it, challenge it, and shape its future.”

Dr. Yusuf Sidani, Dean, Suliman S. Olayan School of Business.

Innovative Learning for Future Leaders

The MBA program at OSB emphasizes a learning model that is as forward-looking as the business world it prepares students to enter. Each course is designed to integrate analytical, quantitative, and behavioral approaches to decision-making, ensuring that graduates not only understand numbers but also people.

Students are trained to think holistically, evaluate complex organizational challenges, and design innovative solutions that balance profit with purpose. The curriculum includes a diverse set of courses such as Models for Decision Making, Strategy and Change Management,

Advanced Business Analysis and Pricing, Leadership and Behavior in Organizations, among others, ensuring a multidisciplinary perspective that mirrors how different areas of business work together in practice.

Global Exposure through the International Business Experience

Beyond the classroom, OSB encourages students to learn by doing. One of the defining features of OSB’s MBA program is the International student trip, a transformative learning journey that takes students beyond Lebanon to experience global business firsthand.

Each year, students embark on a week-long international business trip to various global destinations, such as France, Germany, China, or Spain, where they visit multinational companies, meet global executives, and collaborate with partner universities. This immersive experience provides a front-row seat to the complexities of international markets and cross-cultural management.

“The International Business trip is an eye-opening journey where our MBA students engage and interact with faculty and executives from diverse backgrounds. This exposure transforms perspectives, sharpens strategic thinking, and reinforces what it means to lead with agility in an interconnected world.” Sylvana Youssef, MBA Program Manager, Suliman S. Olayan School of Business

Global Recognition and Academic Excellence

OSB’s MBA is not only regionally respected, it’s globally recognized for its academic quality and leadership impact. The program is AACSB-accredited, a distinction held by less than 6% of business schools worldwide, reflecting the school’s dedication to the highest standards of excellence in business education.

Further strengthening its reputation, OSB holds the Business School Impact System (BSIS) label, which recognizes schools that deliver tangible impact on their communities, economies, and society.

These achievements are also reflected in the program’s global rankings. In the CEO Magazine Global MBA Rankings 2025, OSB’s MBA is ranked Tier One, It also secured the position of #1 in the Middle East and North Africa in the QS Global MBA Rankings 2025, and #2 in Eurasia and the Middle East in the Eduniversal Best Masters Rankings 2025.

Ethics, Leadership, and Impact

At a time when the business world is grappling with questions of sustainability, ethics, and purpose, the MBA program at OSB ensures that its graduates lead with integrity and vision. The program integrates ethical reasoning and social responsibility into every aspect of learning, encouraging students to evaluate decisions through both economic and moral lenses.

Graduates emerge equipped to apply leadership principles, build effective teams, and communicate with impact, all while navigating the challenges of operating in a global business environment.

This focus on ethical and responsible leadership is part of what makes OSB’s MBA graduates so valued across industries, they’re not just decision-makers, but change makers.

Personalized Learning and a Collaborative Community

What truly distinguishes OSB’s MBA degree is its personalized approach to learning. Recognizing that no two career paths are the same, the program offers customizable electives across multiple disciplines, allowing students to tailor their learning experience to their personal interests and professional ambitions.

From electives in strategic brand management, real estate, negotiation skills, social entrepreneurship, project management, AI in Business and many others, students are encouraged to build a curriculum that reflects their goals, whether that means climbing the corporate ladder, launching a startup, or transitioning into a new industry.

This flexibility is complemented by OSB’s close-knit and collaborative environment. Students are surrounded by peers who are driven, curious, and globally minded, as well as faculty who serve not just as instructors, but as mentors and thought partners.

– Mohamad Sabouneh, Co-Founder, Moodfit, MBA ‘14

– Nagham Faris, MD, Emergency Medicine Administration Fellow, AUBMC, MBA ‘19 

A Legacy of Leadership and a Vision for the Future

The Suliman S. Olayan School of Business at the American University of Beirut has built a strong network of graduates who continue to shape the business landscape across sectors and regions. Many alumni have advanced to senior executive positions, serving as CEOs, CFOs, entrepreneurs, consultants, and policymakers—while others have founded their own ventures or led major organizational transformations.

This diverse and accomplished community exemplifies the program’s lasting influence and its commitment to developing well-rounded leaders throughout various industries. 

The MBA for Tomorrow’s Leaders

As the Suliman S. Olayan School of Business celebrates 125 years of business education, its MBA program continues to evolve while staying true to its mission, preparing leaders who combine analytical thinking with ethical judgment and global perspective.

With its globally recognized accreditations, innovative learning approach, and strong ethical grounding, OSB’s MBA program offers more than a degree, it offers a transformative journey that empowers students to lead, inspire, and make an impact.

In a region known for its resilience and innovation, OSB continues to raise the bar for what a world-class business education can achieve.

The post Shaping Tomorrow’s Leaders: Inside the AUB Suliman S. Olayan School of Business MBA Program appeared first on The European Business Review.

Even as tuition climbs and ROI questions persist, U.S. business schools continue to deliver—especially on compensation, alumni lift, and entrepreneurial outcomes. According to Bloomberg Businessweek’s 2025–26 Best B-Schools Ranking, Stanford Graduate School of Business (GSB) remains the #1 MBA in the United States for the seventh consecutive year anchored by unmatched performance in networking, entrepreneurship, and post-MBA career outcomes.

Still, change is in the air.

For Bloomberg’s US MBA rankings, The Wharton School at the University of Pennsylvania surged back into the Top 3 after several years of volatility. UC Berkeley’s Haas School of Business, meanwhile, has vaulted an impressive 11 places marking the biggest comeback of the year. Meanwhile, long-time stalwarts like Kellogg and Booth saw dips, signaling a possible rebalancing of strengths among America’s elite business schools. The result: a U.S. MBA landscape that is more competitive, more dynamic, and increasingly driven by data-backed outcomes.

The Top 10 U.S. MBA Programs

Stanford GSB continues to set the standard for holistic excellence. It ranked #1 in Networking and Entrepreneurship, #2 in Compensation, and #7 in Learning. Its ecosystem anchored in Silicon Valley remains unmatched for innovation and access to capital. However, Bloomberg’s data also showed that Stanford’s Inclusion score slipped to 32nd, down from 17th, highlighting diversity as a lingering challenge for top-tier U.S. programs.

Meanwhile, Wharton’s resurgence underscores how financial outcomes remain central to MBA value. Wharton produced the highest Compensation score among U.S. schools reflecting median salaries, signing bonuses, and long-term alumni earnings. Haas, however, delivered the year’s most balanced performance, ranking in the Top 10 across all five weighted metrics, a rare feat in 2025. Harvard’s modest gains (now 4th) stemmed from stronger recruiter satisfaction and improved salary metrics.

Major Movers and Surprises

Perhaps the most dramatic shifts occurred outside the top five. Cornell Johnson broke into the Top 10 for the first time in years, reflecting steady gains in compensation and recruiter satisfaction. Columbia Business School’s climb to #9 follows its move to a new Manhattanville campus, which has re-energized student life and industry partnerships.

On the other hand, Chicago Booth slipped to #7, largely due to declines in Learning and Compensation rankings. Further down, schools like MIT Sloan and Michigan Ross fell just outside the Top 10, while Carnegie Mellon Tepper dropped to 15th after ranking 9th the previous year.

What This Means For Applicants

If you’re targeting a U.S. MBA soon, the 2025–26 Bloomberg ranking reinforces that career ROI still defines the U.S. edge. Stanford, Wharton, and Haas dominate because of compensation and alumni outcomes. Schools ranking highly across multiple dimensions signal holistic development, and inclusion and adaptability are rising factors. Expect schools to place increasing emphasis on diversity, cross-disciplinary learning, and global relevance as competition from Asia and Europe intensifies.

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Interview with Siobhan Frank, Oxford Executive MBA

In this TEBR interview, Siobhan Frank, Programme Director of the Oxford Executive MBA, highlights the school’s excellence through its world-class faculty, adaptive curriculum and global exchanges, making it the top choice for leaders seeking a globally relevant MBA.

It’s great to have you with us today, Siobhan! To start, the Oxford Executive MBA has been ranked best in the world by Quacquarelli Symonds for two consecutive years now. From your perspective as the Programme Director, what makes it consistently stand out in such a competitive global field?

Thank you, it’s a privilege to be here. The Oxford Executive MBA stands out for its unique combination of people, place, and perspective. Oxford draws an international audience, and our participants are no exception. They come from across the globe, eager to learn from one another, motivated either by the demands of their careers for a truly global outlook or by a personal desire to broaden their perspectives. Our UK location and modular format also make it easy for participants to join us from every corner of the world, further enhancing the diversity of the cohort.

The combination of traditions, networks, and the sense of belonging to a community that is both intellectually rigorous and globally connected makes Saïd Business School truly stand out on the world stage.

That diversity is matched by our world-class faculty, who combine cutting-edge research with real-world insight. Their teaching is anchored in the programme’s core themes, strategic leadership, global complexity and risk, and entrepreneurial thinking. Each is more relevant than ever in today’s interconnected world.

And of course, all of this is enriched by the Oxford experience itself. The combination of traditions, networks, and the sense of belonging to a community that is both intellectually rigorous and globally connected makes Saïd Business School truly stand out on the world stage.

Last year, the Oxford Executive MBA also celebrated its 20^th anniversary. How has the programme evolved since its first cohort in 2004? What remains unchanged at its core?

Celebrating 20 years of the Oxford Executive MBA was a wonderful opportunity to reflect on how far the programme has come. Since welcoming our first cohort in 2004, we’ve continually refreshed the curriculum to reflect the changing world, with greater emphasis on areas such as global complexity and risk, sustainability, technology, entrepreneurship, and responsible leadership. The programme has also expanded in scale, most notably with the introduction of a second annual intake in 2018.

What hasn’t changed, and what I don’t think ever will, is our core. The programme remains rooted in bringing together outstanding people, world-class faculty and the unique Oxford experience. At the heart of this is the University’s deep commitment to research with impact; research that not only advances knowledge, but also drives cultural, societal, political, and economic change on a global scale.

At Saïd Business School, we reflect that commitment through what we call ‘impact from within.’ We believe solving the world’s challenges is not solely the role of governments; business leaders have a vital responsibility too. Our mission is to develop leaders who go into business with purpose – transforming themselves, their organisations, and ultimately the world. That commitment to meaningful, lasting impact is as central to the Oxford Executive MBA today as it was 20 years ago.

It scored exceptionally high in Diversity, Thought Leadership, and Employer Reputation. Could you share some examples of how these qualities translate into real-world impact for your graduates?

Absolutely. Diversity, thought leadership, and employer reputation are at the heart of the Oxford Executive MBA, translating directly into the impact our graduates make.

Diversity is more than demographics; it’s lived experience. Our participants join us from every sector and continent, and many choose Oxford precisely because they want to learn from different perspectives across regions, industries, and cultures. That richness of exchange develops leaders who are confident navigating across cultures and adept at leading in complex, global contexts.

Thought leadership comes from our world-class faculty, whose research shapes debates on everything from sustainability and AI to global risk. Their work spans our core strengths, including responsible leadership, technology and innovation, sustainability and social impact, and global strategy. Crucially, our participants don’t just study these ideas in theory; they put them into practice immediately in their organisations, often leading initiatives that deliver measurable change.

Employer reputation reflects the confidence placed in Oxford graduates. Our alumni are sought after because they combine academic rigour with purpose. Many move into C-suite roles, launch new ventures, or lead major transformations in sectors such as healthcare, finance, and energy, making real impact on their industries and communities.

The programme includes two international modules. What kind of cultural and business insights do participants typically gain from these experiences?

That’s a great question. To clarify, we offer two international modules as part of the core curriculum. However, participants also have the opportunity to further their international experience through electives and co-curricular global exchanges, for example, through the Global Network of Advanced Management (GNAM).

These experiences allow participants to move beyond studying global complexity and strategic leadership in the classroom to experiencing them firsthand. By engaging directly with new markets, business practices, and cultural contexts, they gain a deeper appreciation of how leadership plays out differently across regions. Just as importantly, they learn how to adapt their own leadership approach, preparing them to lead with confidence in an interconnected and often unpredictable world.

Oxford Saïd’s approach has been described as an “intellectual playground.” How does this environment shape the mindset and skillset of your participants?

I love that description, because Oxford Saïd really is an ‘intellectual playground’. In practice, it means participants are constantly challenged, not only absorbing knowledge but testing ideas, debating perspectives, and learning how to navigate ambiguity.

This is amplified by the wider University and city. From public talks in the historic centre to major forums, conferences, and the Entrepreneurship Centre’s programming, participants have countless opportunities to shape their co-curricular experience around their own interests, making their time here uniquely rich.

Together, this develops both mindset and skillset. Participants become more curious, adaptable, and confident in managing complexity, while sharpening core skills in areas like strategy, finance, and entrepreneurship. Crucially, they are also encouraged to think beyond their own organisations and embrace their wider role as leaders in society.

So the ‘intellectual playground’ is not only stimulating in the moment, it shapes reflective, globally minded leaders who go on to make meaningful impact long after the programme.

The programme also has world-class facilities in the Thatcher Business Education Centre. How have these resources contributed to the learning and networking experience for participants?

The Thatcher Business Education Centre (fondly referred to as TBEC) is at the heart of the Oxford Executive MBA. Purpose-built for senior executives, it combines state-of-the-art classrooms and technology with spaces that foster connection. Our participants study, debate, dine, and network there, and over time, the TBEC becomes more than just a building; it’s the hub of their Oxford journey.

We’re enormously grateful to the endowment from Mr Wafic Saïd and the ongoing support of the Saïd Foundation, as well as to all our generous benefactors, whose contributions make this possible and continue to underpin the School’s success.

Looking ahead, we’re excited to soon open our Global Leadership Centre as the next step for Saïd Business School in executive education. It will provide a world-class home for leadership development, giving participants even more opportunities to learn, collaborate, and shape the future of business.

Many participants speak of a shift in how they define leadership over the course of the programme. What kinds of personal or professional transformations have you observed?

One of the most striking changes we see is how participants redefine leadership. They may begin thinking of it as a technical skill or team management, but over the course of the programme, it becomes about purpose: asking better questions, empowering others, and making an impact in complex environments.

The results are powerful. For example, Dr Rebecca Weston has applied her Oxford learning to lead in the highly complex nuclear sector. James Hall channelled his experience into building a carbon-credit insurance venture and went on to lead our Entrepreneurship Centre. Dr Owoicho Adogwa is using the programme’s insights to transform healthcare in West Africa, while Aline Daoud draws on Oxford frameworks as she supports more women leaders and women engineers in the Middle East.

These stories show what we mean when we say, ‘enriched minds perform better.’ By broadening perspectives and deepening purpose, the programme empowers participants to drive meaningful change in their organisations, industries, and communities. That is Oxford’s impact in action.

How do you define ROI in executive education today, and how does your programme deliver on that promise?

That’s an important question. ROI in executive education today goes far beyond salary uplift, though many of our participants do see that. The real return is harder to quantify but deeply felt. It’s about ‘transformation’; new perspectives, lasting networks, greater comfort with risk and uncertainty, the confidence to lead responsibly, and clarity about the legacy they want to leave.

At Oxford, participants are challenged by world-class faculty and diverse peers, which builds both confidence and purpose.

At Oxford, participants are challenged by world-class faculty and diverse peers, which builds both confidence and purpose. Madonna Okpaleke, a 30% Club Scholar, has spoken about how the Executive MBA gave her the confidence to raise her voice against bias and make it count. Meanwhile, Andrea Guzzoni, a former start-up founder, used the Executive MBA to pause and reset after years of rapid growth. Today, as Venture Capital Sector Director at Founders Factory, he applies those insights to back early-stage founders and shape the next wave of ventures.

These stories show the true ROI of the Oxford Executive MBA: not just career advancement, but expanded horizons, resilience, and leadership that embraces uncertainty while focusing on lasting impact.

Many of your alumni are now in high-impact roles around the globe. Is there a particular success story that embodies the leadership values Oxford seeks to instill?

We are lucky to have many great alumni on the programme, many of whom still keep in touch and continue to exemplify the values of responsible leadership that Oxford Saïd seeks to instill.

For example, Axel Addy, former Minister for Commerce and Industry of Liberia, played a pivotal role in guiding Liberia’s accession to the World Trade Organisation (WTO), demonstrating how business acumen can be applied to shape inclusive economic growth at a national level.

One of our earliest participants, Mark Carmichael, built a distinguished career leading major mergers and acquisitions around the world, and now returns to the School as a guest speaker, inspiring current participants with his insights.

Looking ahead, what is your vision for the Oxford Executive MBA in the next decade? How do you plan to maintain its leadership position in global rankings?

Looking ahead, our vision for the Oxford Executive MBA is to continue developing leaders who are not only successful in business but also purposeful in addressing the most pressing global challenges. We will do this by continuing to strengthen our global diversity and reach, innovation in teaching and learning, and focus on impact and responsible and sustainable leadership.

Regarding rankings, our strategy is simple. Stay at the forefront of thought leadership, maintain a rigorous and transformational curriculum and foster a vibrant alumni community that continues to achieve the highest levels across industries and borders.  By measuring our success not only in terms of career progression, but also in contributions to society, we will ensure the Oxford Executive MBA remains distinct, relevant and globally recognised for years to come.

Executive Profile

Siobhan Frank is Programme Director of the Oxford Executive MBA at Saïd Business School, University of Oxford. She leads strategy, development, and delivery of this globally top-ranked programme, overseeing recruitment, admissions, and participant experience. Passionate about purposeful leadership, Siobhan fosters diverse, global executive communities that drive meaningful impact.

The post Oxford Executive MBA: Shaping Global Business Leaders through Learning and Research appeared first on The European Business Review.

Johnny Gutierrez, a senior project manager at ADNOC with more than 20 years in the energy sector, has seen these changes from the inside. “Working for a leading oil and gas company that is strongly committed to the net zero vision, I felt the need to become a true sustainability ambassador. My goal is to go beyond compliance and deliver real impact for both my company and the UAE’s sustainability agenda.” His perspective reflects a growing reality. Technical knowledge is valuable, but the ability to translate sustainability into strategy and measurable results is what organisations are searching for.

The new rules of the game

Nowhere is the shift clearer than in regulation. In Europe, the Corporate Sustainability Reporting Directive (CSRD) has taken effect, requiring nearly 50,000 companies to publish extensive ESG data. For many, this will be the first time they are held to such detailed disclosure standards. Boards that once treated sustainability as a matter for annual reports must now ensure that financial and non-financial performance are integrated and consistent.

The Corporate Sustainability Due Diligence Directive (CSDDD) expands this responsibility across global supply chains. European companies will be expected to track environmental and human rights practices of suppliers, contractors, and subsidiaries around the world. The implications are far-reaching. Large companies will be required to redesign procurement systems, monitor performance, and prove that they are addressing risks effectively.

The EU Taxonomy, meanwhile, defines which activities can be classified as sustainable. This is more than a label. It sets the parameters for access to financing. Activities that fall outside the definition may struggle to attract investors or qualify for preferential lending rates.

Finally, the Carbon Border Adjustment Mechanism (CBAM) will soon attach a tangible cost to carbon-intensive imports. For industries such as steel, aluminium, and cement, this will reshape competitive dynamics overnight. Producers with cleaner processes will gain a clear advantage. Those without will see their costs rise.

Together, these measures represent a fundamental change in the way companies operate. Sustainability is no longer a matter of reputation. Non-compliance can mean financial penalties, legal liabilities, or exclusion from markets.

Stakeholder expectations rising

Regulation is only part of the story. Pressure is mounting from stakeholders on every side. Investors are treating climate risk as financial risk and pressing companies for credible transition plans. The days of broad pledges with little follow-through are over. Detailed roadmaps, with evidence of implementation, are now demanded.

Consumers are also becoming more discerning. In Europe, purchasing decisions are increasingly influenced by environmental credentials. From packaging materials to product footprints, customers are willing to switch brands when they see a difference in commitment. For industries ranging from food to fashion, this shift is reshaping competitive advantage.

Employees are another driving force. Younger generations in particular weigh purpose alongside pay. They want to work for organisations that align with their values, and they are prepared to leave when those values are not reflected. Surveys consistently show that employees expect their employers to take a clear stance on climate and social issues. Talent retention and recruitment now depend on credibility in sustainability.

The impact of climate change itself adds another layer of urgency. Extreme weather events are disrupting supply chains, damaging assets, and raising insurance costs. Rising carbon prices, whether through trading schemes or taxation, further increase the pressure on companies to reduce their footprint.

For leaders, the message is clear. Sustainability is no longer confined to one department. It cuts across strategy, finance, operations, and culture.

A gap in leadership capacity

Despite widespread recognition of the challenge, many organisations are not equipped to respond at the pace required. Most have technical specialists who understand carbon accounting, lifecycle assessment, or ESG reporting. These skills are vital, but they do not guarantee transformation.

The gap is leadership. Boards often approve ambitious targets for emissions reductions or circularity. Middle managers are often aware of the need for change. Yet the translation of those targets into everyday decision-making falters. Teams operate in silos. Functions compete for resources. Short-term priorities overshadow long-term commitments. The result is a pattern of ambition without delivery.

Recruiting leaders from outside the organisation has proven difficult. The global pool of executives who combine sustainability expertise with business transformation experience is still limited, and competition for them is fierce. Many companies conclude that the only viable solution is to develop leaders internally. This requires equipping experienced managers with new skills, broadening their perspective, and giving them the confidence to drive change across functions.

Preparing leaders for transformation

This was the motivation that led Gutierrez to IMD’s Executive Master in Sustainable Business Transformation. “I initially looked for a sustainability program, but what I found is much deeper and more relevant,” he explains. “The business transformation component, in addition to sustainability, makes it unique and directly aligned with my future career aspirations.”

The business transformation component, in addition to sustainability, makes it unique and directly aligned with my future career aspirations.

The program was designed to meet the leadership gap head-on. Its modular structure allows executives to balance study with demanding professional roles. Digital modules build deep expertise in sustainability, while transformation modules focus on cross-functional skills such as strategy execution, stakeholder engagement, and organisational change. Electives provide flexibility to tailor the experience to specific career goals.

At the centre is a capstone project that requires participants to apply their learning to a real challenge. Some use the project to tackle pressing issues within their current organisation, such as decarbonising operations or redesigning a supply chain. Others work with new partners, providing consulting-style support to demonstrate impact in a different context. In both cases, the outcome is tangible evidence of leadership capacity in action.

Gutierrez values this practical orientation. “Academically, I am gaining far more than I expected. The faculty are outstanding, my classmates bring unique global perspectives, and the dedicated coaches are an unexpected but highly valuable element. Personally, the program has reignited my passion for purpose-driven business transformation.”

Why peer learning matters

Another distinctive element is the diversity of the participants. Executives join from industries as varied as finance, healthcare, manufacturing, and technology. Each brings a different lens on the sustainability challenge. For example, a healthcare executive might focus on supply chain transparency, while a manufacturing leader explores energy efficiency. The exchange of perspectives enriches the learning experience and highlights the universal relevance of sustainability.

For Gutierrez, this was reassuring. With more than two decades of industry experience, he initially wondered whether he might be among the oldest in the cohort. Instead, he found that his experience was an asset. Sustainability is a relatively new field. No one arrives as a complete expert. This creates a learning environment where contributions from different backgrounds are valued.

Implications for business and society

The implications extend beyond individual development. Companies with leaders who can connect sustainability with strategy will be better positioned to comply with regulation, secure investment, and attract talent. They will also be able to identify opportunities for innovation, from new business models to partnerships that create shared value.

Those without such leaders face growing risks. Failure to comply with regulation can close off markets. Weak sustainability performance can deter investors and lenders. Poor credibility on climate action can damage employer branding.

For society, the stakes are even higher. The transition to sustainable business is about more than competitiveness. It is about ensuring that economies remain viable within environmental limits while also addressing social expectations. Leaders who can guide this transition will shape not only the future of their organisations, but the resilience of communities and ecosystems.

The time to step up

The window for action is narrow. By 2026, CBAM enforcement will begin. By 2028, many of the new European directives will be fully operational. Stakeholders are already showing limited patience for incremental change.

Gutierrez captures this urgency clearly: “The world is at an inflection point where sustainability and transformation are no longer optional. Companies must rethink business models, embrace innovation, and deliver measurable impact. Leaders need the skills to bridge sustainability with strategy and execution.”

The transition will happen regardless of whether companies are ready. The pace and the outcome will depend on the leadership available.

The executives who step up now will be the ones who turn ambition into action, align purpose with profit, and deliver results that matter. For them, and for the companies they serve, the time to act is not tomorrow. It is now.

About the International Institute for Management Development (IMD) 

The International Institute for Management Development (IMD) has been a pioneering force in developing leaders and organizations that contribute to a more prosperous, sustainable, and inclusive world for more than 75 years. Led by an expert and diverse faculty, with campuses in Lausanne and Singapore, a Management Development Hub in Shenzhen and an Innovation Hub in Cape Town, IMD strives to be the trusted learning partner of choice for ambitious individuals and organizations worldwide. Our executive education and degree programs are consistently ranked among the world’s best. Through our research, programs, and advisory work, we enable business leaders to find new and better solutions, challenging what is and inspiring what could be. To learn more, visit www.imd.org.

The post Who Will Lead the Transition? Why the Future Belongs to Leaders Who Can Deliver Sustainability appeared first on The European Business Review.

To mark the week, we’ve curated a selection of thought-provoking insights from WBS experts and research. They explore lessons in leadership, company culture and practical strategies for building more inclusive organisations. Our transformational learning experiences at WBS take these ideas further, equipping leaders with practical strategies to inspire inclusive, high-performing teams. From fostering employee wellbeing and cultivating positive work cultures to applying behavioural science for people-centred decision-making, our courses empower you to lead inclusively and make an immediate impact.

Empower your leadership. Secure your place on one of our programmes today:

Inclusivity insights

Five strategies to change company culture, inspired by Maro Itoje

British Lions captain Maro Itoje’s leadership style illustrates how embedding inclusivity into everyday routines can foster belonging, spark creativity, strengthen retention and build resilient teams.

Read more

Unlocking the power of inclusive leadership

Inclusive leadership ensures everyone feels valued, respected, and included. But what qualities make a leader truly inclusive and how does this drive organisational success?

Read more

Culture of inclusion: Four lessons to embrace diversity

What can businesses learn from Coventry’s year as UK City of Culture? Its inclusive approach demonstrates how co-creation and tailored initiatives can build buy-in, foster social cohesion, and improve wellbeing.

Read more

Upcoming events

Executive Education Open Evening

The Shard, London: Reception area, 17th Floor

Join us for an inspiring event exploring executive development, strategic leadership, lifelong learning, and the impact of business education on career and organisational growth. Join immersive tasters, live Q&As with past participants, and connect at our networking reception.

Register now

The post Refining Leadership Through Inclusion appeared first on The European Business Review.

The Open Day will provide a wealth of information about SDA Bocconi’s MBA Programs through a mix of presentations and informative meetings with our Directors, Recruiting & Admissions Team, and Career Development Center, offering valuable insights and useful information to help you explore the MBA path that best fits your goals.

We look forward to welcoming you on campus or online.

Whether you are joining us on-campus in Milan or online, we’re excited to connect with you and support your MBA decision-making process.

And if you join us in person, you will also have the chance to explore our new Milan campus on a guided tour, and network with students, alumnae, and alumni from our MBA Programs.

Discover the event program and choose your option to participate:

Register

See you on campus or online!

The post On 20 September, Join SDA Bocconi’s MBAs Open Day in Milan and Online appeared first on The European Business Review.

Find out more about emba X

A Swiss-Made Alpine Journey

emba X is an 18-month, part-time leadership programme for experienced executives who want to grow personally and professionally.

The quality speaks for itself:

 ETH Zurich ranked #1 in the QS World University Rankings: Europe 2026

 University of St.Gallen’s IEMBA ranked #1 Executive MBA in Switzerland, QS EMBA Rankings 2025

Are you ready for a change in altitude?

Apply by 31 October 2025 and start an exciting personal and professional journey from February 2026.

Reach out at embax@unisg.ch, we’ll be glad to support you with the application.

Apply now

The post emba X: Europe’s Most Relevant Executive MBA appeared first on The European Business Review.

PhD or DBA? As the world of work evolves, this analysis explores how each degree measures up, thereby helping professionals make smarter, values-driven choices for lasting career impact.

This short article reflects the essence of individual choice while also highlighting the transformative potential of both degrees. It invites readers to consider their unique paths and aspirations in the context of business and Management education, encouraging them to explore the opportunities that await.

In today’s dynamic professional landscape, the pursuit of a doctoral degree in management/business is no longer confined to academia. Increasingly, experienced professionals are weighing the merits of two distinct paths: the Doctor of Philosophy (PhD) and the Doctor of Business Administration (DBA). While both are rigorous and prestigious, they serve different purposes and appeal to different aspirations. The choice between them is not merely academic; it reflects deeper questions about how individuals define success, what they value in their careers, and how they envision their future impact.

Drawing on the Dual Aspect Importance and Achievement Career Success Scale (DAIA-CSS) developed by Briscoe et al. (2021), it first examines how professionals experience subjective career success—the personal fulfilment derived from learning, impact, autonomy, and relationships. It then turns to objective career success, focusing on externally recognized indicators such as status and salary. By comparing how each degree aligns with these dimensions, the article offers a nuanced framework to help professionals make informed, meaningful doctoral choices.

Subjective Career Success: Values, Aspirations, and Doctoral Choices

Choosing between a Doctor of Business Administration (DBA) and a Doctor of Philosophy (PhD) demands thoughtful decision-making. It depends on what you value most in your career. Do you seek impact, autonomy, financial growth, or lifelong learning? According to Briscoe et al. (2021), subjective career success is shaped by seven distinct dimensions—each reflecting different aspirations and definitions of fulfillment. By understanding which of these dimensions matter most to you, you can make a more informed choice.

To make a meaningful choice between a DBA and a PhD, it is not enough to consider the nature of the program alone. One must also consider the career that follows.

Let us start by understanding what constitutes “success”. For sure, it has become more complex—and more personal. To address this, the (DAIA-CSS) scale was developed and validated involving 18,471 participants across 30 countries, representing all major cultural clusters. What makes the DAIA-CSS distinctive is its dual-response format: it measures not only how much individuals feel they have achieved in various aspects of their careers, but also how important each of those aspects is to them personally. This approach led to the identification of seven core dimensions of subjective career success that proved meaningful across national and occupational boundaries:

• Learning & Development,
• Work-Life Balance,
• Positive Impact,
• Entrepreneurship,
• Positive Work Relationships,
• Financial Security, and
• Financial Success.

To make a meaningful choice between a DBA and a PhD, it is not enough to consider the nature of the program alone. One must also consider the career that follows. Each of the seven dimensions of subjective career success can be examined across two phases: the experience during the doctorate and the trajectory after graduation. This dual-phase perspective reveals how each degree aligns with different definitions of success.

Learning & Development. For those who value intellectual challenge and the pursuit of knowledge, the PhD offers a deeply immersive experience. It is designed to cultivate original thinking, theoretical mastery, and academic independence. The DBA, while also rigorous, is more practice-oriented; it allows professionals to apply research to real-world business problems, often within their own organizations. After graduation, the PhD typically leads to academic careers where learning continues through teaching, publishing, and mentoring. The DBA, by contrast, is often a springboard for strategic leadership, innovation, or thought leadership in industry. In both cases, learning continues, but the context and purpose differ.

Work-Life Balance. The structure of the DBA is explicitly designed to accommodate the lives of working professionals. Programs are often modular or part-time, allowing candidates to maintain their careers and personal responsibilities. PhD programs, especially full-time ones, are more demanding and immersive, often requiring candidates to put other aspects of life on hold. Post-graduation, the picture is more nuanced. Academic careers can offer flexibility and autonomy, but they are also marked by high workloads, pressure to publish, and administrative responsibilities. DBA graduates, depending on their roles, may enjoy more predictable schedules or greater control over their time, particularly in consulting or entrepreneurial settings.

Positive Impact. PhD candidates often aspire to contribute to knowledge and society through research, teaching, and policy influence. The impact is typically long-term and indirect. DBA candidates, on the other hand, are often motivated by the desire to solve pressing organizational or societal problems. Their research is applied, and the impact is often immediate and visible. In the long run, PhDs may shape generations of students or influence academic discourse. DBAs may transform businesses, industries, or communities. Both paths offer the potential for impact—but through different mechanisms and timelines.

Entrepreneurship. The DBA is particularly well-suited to entrepreneurial ambitions. Many candidates are founders, consultants, or executives seeking to enhance their strategic capabilities and credibility. The program supports innovation, business development, and market positioning. PhDs are less directly aligned with entrepreneurship, though they can support academic spin-offs or innovation in research-intensive sectors. After graduation, DBA holders often leverage their degree to scale ventures or enter advisory roles. PhDs may contribute to innovation ecosystems, but the path is less commercially oriented.

Positive Work Relationships. The DBA experience is typically cohort-based, fostering peer learning and professional networking. Candidates often come from diverse industries and geographies, creating rich opportunities for collaboration and exchange. PhD programs, while collaborative in parts, are often solitary, especially during the dissertation phase. After graduation, DBA holders often operate in team-based environments or leadership roles where interpersonal dynamics are central. PhD holders may work in collegial academic settings, but also face competitive pressures related to funding, publishing, and tenure.

Financial Security. Financial considerations during the doctorate differ starkly. PhD students often rely on stipends or scholarships, which vary widely and may be modest. DBA candidates usually remain employed, maintaining income and often receiving employer support. Post-doctorate PhD careers in academia offer stability but modest salaries. DBA graduates, by contrast, often command higher compensation in executive, consulting, or entrepreneurial roles. The financial risk is lower during the DBA, and the return on investment is often more immediate.

Financial Success. PhD students typically accept short-term financial constraints in exchange for long-term intellectual rewards. DBA candidates invest in tuition but rarely sacrifice income. The financial calculus is different. After graduation, PhDs may achieve financial success if they transition into industry or leadership roles, but academic salaries are generally modest. DBA holders are more likely to see a direct financial return, particularly in high-level business roles or entrepreneurial ventures.

Table 1 illustrates how the DBA and PhD align differently with each dimension of career success, both during the doctoral journey and in the careers that follow. It is important to remember, however, that these dimensions reflect subjective career success—how individuals personally define and experience fulfilment in their professional lives. Each person may weigh these dimensions differently, and what feels like success to one may not resonate with another. The value of the DAIA-CSS framework lies precisely in its ability to accommodate this diversity.

Table 1: Similarities and differences between PhD and DBA

Objective Indicators of Career Success: PhD vs. DBA

While the DAIA-CSS framework provides a robust lens for understanding how individuals define and pursue success on their own terms, it is important to recognize that this perspective captures only one side of the career equation. Career success is also evaluated through more externally visible and socially recognized indicators; this is the domain of objective career success, which includes measurable outcomes such as salary, job title, promotions, and institutional prestige. These markers reflect how success is acknowledged and rewarded by organizations, markets, and broader societal norms (for more support, see for example, Arthur et al., 2005; Gunz and Heslin, 2005).

For professionals weighing the DBA and PhD paths, understanding how each degree performs in terms of these objective outcomes is essential, particularly when considering return on investment, long-term financial security, and career visibility. In this context, indicators such as status and salary become especially salient, as they shape how doctoral qualifications are perceived and valued in professional environments. While subjective fulfillment remains vital, the external validation of one’s achievements often plays a decisive role in shaping career trajectories and opportunities.

Status and the Doctoral Title: A Cross-Cultural and Institutional Perspective

In many cultures, being addressed as “Doctor” carries a weight of authority, expertise, and social distinction that can significantly influence professional interactions and career trajectories.

The symbolic power of the doctoral title, whether PhD or DBA, extends far beyond its academic origins. In many cultures, being addressed as “Doctor” carries a weight of authority, expertise, and social distinction that can significantly influence professional interactions and career trajectories. In academic circles, the PhD remains the gold standard for scholarly legitimacy, often serving as a gatekeeper for tenure-track positions, research funding, and intellectual leadership. The title is not merely a credential but a marker of one’s contribution to the advancement of knowledge. In contrast, the DBA, while academically rigorous, is more closely aligned with applied research and executive practice. Its status is often contingent on the context: in business schools and corporate environments, the DBA is increasingly recognized as a prestigious qualification for senior leadership and strategic consultancy roles.

Cultural norms further shape how the doctoral title is perceived. In countries like Germany, Austria, parts of Eastern Europe, and many countries in Latam (America Latina), the title “Dr.” is used formally and frequently, even outside academic settings, reinforcing its social prestige. In Anglo-Saxon contexts, particularly in the UK and the US, the use of the title is more reserved, often confined to medical domains. Meanwhile, in Asia and the Middle East, doctoral degrees are highly revered, often symbolizing not just educational attainment but also social mobility and familial honor. These cultural variations influence how status is conferred and recognized, affecting everything from networking opportunities to boardroom credibility.

In the professional world, status derived from a doctoral degree can open doors to elite networks, speaking engagements, and advisory roles. However, the nature of that status depends on the degree’s alignment with the expectations of the field. A PhD may command respect in policy or research-driven sectors, while a DBA may be more valued in corporate strategy, entrepreneurship, or executive education. Understanding these nuances is crucial for professionals seeking to leverage their doctoral credentials not just for personal fulfilment, but for strategic positioning within their chosen ecosystems.

Salary as a Marker of Career Success in Business Doctorates

Salary remains one of the most tangible and universally recognized indicators of objective career success. It not only reflects an individual’s market value but also signals how institutions and industries reward expertise, leadership, and strategic impact. For professionals considering doctoral education, the financial implications of pursuing a PhD versus a DBA are far from trivial. Beyond the immediate costs of tuition and opportunity loss, the long-term earning potential associated with each degree can significantly influence career decisions, especially in sectors where compensation is closely tied to perceived authority and contribution.

In academic settings, PhD holders in business typically pursue careers in research and teaching, where salary structures are influenced by institutional prestige, geographic region, and scholarly output. In top-tier business schools—particularly in North America, the UK, and parts of Asia—PhD graduates can secure well-compensated positions, especially when they publish in high-impact journals and contribute to the school’s global reputation. However, outside these elite institutions, academic salaries may be more modest, and the path to financial stability can be prolonged by years of postdoctoral or adjunct roles.

By contrast, DBA graduates are usually experienced professionals who pursue a degree to enhance their strategic capabilities and leadership profile. Rather than entering academia, they often remain in or return to the corporate world, where the DBA can serve as a catalyst for career acceleration. In this context, salary gains are often more immediate and directly linked to the individual’s ability to apply research insights into complex business challenges. The DBA is particularly valued in executive education, consulting, and entrepreneurial ventures, where thought leadership and practical impact are rewarded with higher compensation.

Table 2: Side-by-Side (US Averages)

While both degrees can lead to financially rewarding careers, the nature and timing of those rewards differ. The PhD offers long-term academic capital, often with delayed financial returns, whereas the DBA provides a more immediate pathway to enhanced earning potential, particularly for professionals who can translate their research into visible organizational value.

Conclusion: Doctoral Education in the Future of Work

In the context of the rapidly changing world of work, characterized by digital transformation, evolving leadership models, and the rise of portfolio careers, the landscape of doctoral education in business must also evolve. The choice between a PhD and a DBA is no longer a binary decision between academia and practice; it reflects how individuals define success and how institutions respond to the shifting demands of professionals and organizations in a knowledge-driven economy.

For individuals, the pursuit of a doctorate is increasingly shaped by the need to remain relevant, credible, and impactful in a world where expertise is constantly being redefined. The DAIA-CSS framework reminds us that career success is not one-size-fits-all. Some professionals seek intellectual depth and academic contribution; others prioritize strategic influence, entrepreneurial impact, or financial growth. The PhD and DBA offer different pathways to fulfillment, and the key lies in alignment between the degree and the individual’s evolving definition of success in the future of work.

The choice between a PhD and a DBA is no longer a binary decision between academia and practice; it reflects how individuals define success and how institutions respond to the shifting demands of professionals and organizations in a knowledge-driven economy.

For institutions, this transformation presents both a challenge and an opportunity. Too many universities still hesitate to embrace the DBA, fearing it may dilute their academic brand. But this view is increasingly outdated. The DBA is not a lesser doctorate; it is a different one, designed for a different purpose. It belongs at the heart of executive education, offering experienced professionals a rigorous, research-based platform to address real-world challenges. In a world where business problems are complex, fast-moving, and interdisciplinary, the DBA equips leaders to generate actionable insights with academic integrity.

In this context, the DBA should be seen not as a competitor to the PhD, but as a natural progression from executive master’s programs—such as the Executive MBA or specialized master’s degrees in finance, marketing, human resource management or leadership. For many professionals, these programs provide the foundation for strategic thinking and advanced management skills. The DBA offers the next step: a structured opportunity to deepen expertise, generate original insights, and contribute to the broader business community through applied research. It transforms experienced practitioners into practitioner-scholars—individuals who not only lead but also shape the thinking behind leadership.

This is particularly relevant in the fields of human resource management, strategy, marketing, and finance where globalization, demographic shifts, and digital transformation are redefining the nature of work and talented professionals are now expected to navigate complex, multicultural environments while addressing issues such as remote collaboration, global mobility, and inclusive leadership. The rise of artificial intelligence further amplifies these challenges, raising critical questions about algorithmic bias, workforce reskilling, and the ethical use of data in people analytics (See: Dolan, Raich and Trevino, 2025). A DBA enables leaders to rigorously investigate these emerging dynamics and develop evidence-based strategies that align organizational goals with human potential. By bridging academic research and practical application, the DBA empowers management professionals to become strategic architects of the future workplace—globally aware, technologically fluent, and deeply attuned to the evolving expectations of a diverse workforce.

For business schools, this presents a strategic opportunity. The DBA can serve as a flagship offering within the executive education portfolio, reinforcing the institution’s commitment to lifelong learning, innovation, and societal impact. By integrating the DBA into their ecosystem, schools can build bridges between academic research and business practice, attract high-caliber professionals, and expand their influence beyond traditional academic boundaries. Far from diluting the brand, a well-designed DBA program can enhance it, by demonstrating that the institution is responsive to the evolving needs of the market and capable of delivering research that matters.

As the future of work continues to unfold—with careers becoming more fluid, interdisciplinary, and purpose-driven, the demand for flexible, relevant, and high-impact doctoral education will only grow. Institutions that embrace this shift will be better positioned to lead. And individuals who reflect deeply on their values, aspirations, and definitions of success will be better equipped to choose the path—PhD or DBA—that aligns with their vision of a meaningful and impactful career.

As a final note, let us insist that the future of doctoral education in management/business depends on a shared commitment to relevance, diversity, and the recognition that success comes in many forms. Institutions must evolve to support this diversity, and individuals must choose the path that best aligns with their purpose. The DBA and the PhD are not competitors, they are complementary responses to a world where knowledge, leadership, and impact are more interconnected than ever. In the future of work, both degrees have a vital role to play.

The images are original illustrations by Ishu Shrestha,
HEAD OF DIGITAL STORYTELLING & GLOBAL ENGAGEMENT, The Global Future of Work Foundation. 

About the Authors

Dr. Jean Luc Cerdin is a full professor at ESSEC Business School (France). He specializes in international management of human resources, careers, and mobility. He obtained his doctorate (PhD) at the University of Toulouse and a master’s degree at London School of Economics. Dr. Cerdin has authored and co-authored many publications in his field of expertise, as well as several best-selling books. 

Dr. Simon L. Dolan is the President and Co-founder of GFWF. He was the former director of the ESADE Future of Work Chair, and holds a PhD in People Management and Work Psychology from the University of Minnesota. He is the co-founder of E-merit Academy, creator of the concept, methodology and tools of “Managing, Leading and Coaching by Values” (www.learningaboutvalues.com), and creator of the STRESS MAP and the online digital diagnosis of stress (www.stress2resilience.com), He is the founder of Gestion M.D.S. management consulting (Canada). He is a former full professor at the Universities of Montreal, McGill, Boston, and others. Dr. Dolan has published over 85 books (in different languages), and over 180 articles in journals destined for business and the academia. He is a paradigm breaker and highly solicited speaker on issues of work in Tomorrowland, culture reengineering, innovative executive coaching, stress management and health enhancement, and new leadership.

Dr. Michel Kalika, emeritus Professor, is the president of the Business Science Institute, an international academic network providing an Executive Doctorate in Business Administration (AMBA accredited) in face-to-face (10 locations) and online formats, in French, English, German,  and Spanish. In 2025, the Business Science Institute DBA program included 200+ doctoral manager-researchers from 60 countries, 200+ faculty members, 220 graduates, and a collection of 60+ books dedicated to DBA studies. He has co-coordinated a book on the DBA written by authors from eight leading DBA programs in six countries. Previously, Michel Kalika was professor at Lyon School of Management, University Jean Moulin, at Paris Dauphine University, where he created DBA and MBA programs, and dean of EM Strasbourg Business School. Michel is the author or co-author of more than 25 books and approximately 100 various other publications in the fields of strategy and information technology.

References

Arthur, M. B., Khapova, S. N., and Wilderom, C. P. M. (2005). Career Success in a Boundaryless Career World. Journal of Organizational Behavior, 26(2), p. 177–202. https://doi.org/10.1002/job.290

Briscoe, J. P., Kaše, R., Dries, N., Dysvik, A., Unite, J. A., Adeleye, I., Andresen, M., ……, & Zikic, J. (2021). Here, There, and everywhere: Development and Validation of a cross-culturally Representative Measure of Subjective Career Success. Journal of Vocational Behavior, 130, 103612. https://doi.org/10.1016/j.jvb.2021.103612

Dolan S.L. Raich M., Trivino (2025). Equipping for Tomorrow: Unlocking New Skills for the Future of Work in 2033, The European Business Review, July-August

Gunz, H. P., and Heslin, P. A. (2005). Reconceptualizing Career Success. Journal of Organizational Behavior, 26(2), 105–111. https://doi.org/10.1002/job.300

^[1]The authors are members of the international faculty that comprise our DBA program, which was established over a decade ago by Professor Michel Kalika through the Business Science Institute (BSI) in Luxembourg. Recently, we have strengthened our program with the exciting addition of the Global Future of Work Foundation, which now offers a virtual, multilingual DBA. This innovative program explores a variety of themes and perspectives related to the Future of Work, ensuring that our students are at the forefront of this vital area. Our international faculty represents a distinguished “who’s who” in the field, bringing a wealth of knowledge and experience that inspires and empowers our participants. For more info, check DBA in the Future of Work – Global Future of Work Foundation

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At 6 a.m., while most of his IMD MBA classmates were still asleep, Connor Lewis clipped into his bike and rode out around Lake Geneva. “It’s silent, you’re alone, and the whole country’s beautiful,” he says. A former competitive cyclist, Connor still trains most mornings before class. Not for medals anymore, but because the discipline clears his head and sets the tone for the day. 

He’s not the only one in the IMD MBA program with an athletic background. This year’s class includes several Olympians and world-class competitors. But this isn’t a story about sports. It’s a story about what sport reveals – and how the same mindsets that help athletes perform under pressure now shape how these students learn, lead, and grow. 

Because whether you’re lining up at a starting line or leading business under pressure, the same principles apply. 

Training a winning mindset: what athletes learn about discipline, consistency, and resilience. 

1. Discipline drives performance

When Olympic skier Fabian Wilkens Solheim talks about his racing career, he doesn’t focus on the thrill of competition. He talks about discipline, training day after day, often with no immediate results. 

This mindset – consistency over perfection – is one of the most transferable traits to business and leadership. Whether you’re managing people, building a company, or making tough calls, showing up and doing the work, especially when it’s uncomfortable, matters more than momentary success. 

2. Teamwork: leading together

Winning is not just about personal performance. It’s about how you bring others along with you and set them up to thrive long after you’re off the field. Aundria “Auni” Mirabrishami, a cricket player, captain, and coach, reflects on a recent match: 

Leadership is a primary focus of the IMD MBA program, and this includes emotional intelligence, shared ownership, and the ability to create space for others. “True leadership is about legacy,” says Aundria, “not spotlight.” 

3. Resilience: playing the long game

Oliver Zeidler, an Olympic gold medallist in rowing, puts it clearly:

That ability to bounce back – to learn, recalibrate, and return stronger – is what sets high performers apart. 

In the IMD MBA, resilience shows up in multiple ways: navigating difficult feedback, adapting to new cultures, or confronting the limits of your own expertise. Everyone in the program knows what it feels like to be challenged – and to keep going.  

4. Strategy in motion

In sport, strategy is essential – but so is adaptability. You start with a plan, but when the environment changes, you need to read the moment and pivot fast. In business, that same agility is critical. Georg Lauritsen, a competitive sailor turned consultant, says it well: “Most skills are trained, not gifted.” Whether he’s racing or solving complex problems in class, his approach is the same: prepare deeply, respect the team, and stay focused when things get tough.

5. Performance under pressure

Whether it’s a race against the clock or a crucial client pitch, business and sport both demand clarity and focus when the stakes are high. That’s why IMD’s approach to learning isn’t just academic; experiential, hands-on projects create the kind of stretch moments where performance under pressure becomes real. 

The habit of staying composed, staying grounded, and executing under stress is one that athletes know well. As Konstantin Dreyer, former captain of the Austrian Rugby 7s team says:

That skill isn’t just useful in the game, it’s essential in leadership.

6. Goal setting and continuous improvement

In sport, every action is measured: progress tracked, weaknesses identified, plans refined. Fabian remarks, “I think goal setting and the ability to work toward that goal is a skill that I’ve learned through sports.” IMD takes the same approach in the MBA program. Whether it’s evaluating functional knowledge, assessing transversal skills or reviewing leadership competencies, students bring a performance mindset and faculty serve as the coach. 

Underpinning this is the principle of Kaizen, continuous improvement through incremental progress. Just as in sport, success at IMD is defined by the commitment to regularly refine, adapt, and grow. Connor sums it up:

This mindset fuels both personal and professional growth throughout the journey. 

Why these mindsets matter – athlete or not 

The truth is, not everyone in the IMD MBA has stood on a podium. But almost everyone has experienced pressure, self-doubt, and the challenge of stepping outside their comfort zone. That’s why the lessons from sport resonate so widely – not because of competition, but because of what it teaches. 

At IMD, the setting may be different, but the inner work remains the same. Whether you’re on the field, in the classroom, or in the boardroom, success is a combination of habits, mindsets, and values that take shape under pressure. 

So while this may not be a story about sport, it is a story about performance, resilience, and growth – which are central to the IMD MBA experience, and one of the many reasons why Bloomberg Business week ranked the IMD MBA #1 in Europe.

To find out more about the program, visit imd.org/degree/mba/.

About the International Institute for Management Development (IMD) 

The International Institute for Management Development (IMD) has been a pioneering force in developing leaders and organizations that contribute to a more prosperous, sustainable, and inclusive world for more than 75 years. Led by an expert and diverse faculty, with campuses in Lausanne and Singapore, a Management Development Hub in Shenzhen, and an Innovation Hub in Cape Town, IMD strives to be the trusted learning partner of choice for ambitious individuals and organizations worldwide. Our executive education and degree programs are consistently ranked among the world’s best. Through our research, programs, and advisory work, we enable business leaders to find new and better solutions, challenging what is, and inspiring what could be. To learn more, visit www.imd.org.

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By Dr. George Sammour

This article explores how business schools can transform education by embedding sustainability and innovation across curricula, research, teaching, and operations. Drawing on global frameworks like the UN SDGs, it outlines actionable strategies to develop responsible leaders equipped to address pressing global challenges, foster social impact, and drive systemic change.

In today’s rapidly changing world, challenges like climate change, social inequality, and economic uncertainty call for thoughtful and comprehensive approaches to leadership and decision-making. Business schools possess a unique opportunity and responsibility to be part of the solution to these challenges. They must go beyond traditional instruction of management skills, and how to run businesses or develop profit-making strategies. Business education needs to foster leaders who can think critically about the broader values of business decisions.

This transformation can be achieved by embracing sustainability concepts and rethinking business education in terms of the curriculum, teaching, research, and service. In this context, the 17 United Nations Sustainable Development Goals (UN SDGs) offer an opportunity for business schools to work together with their stakeholders to shape a sustainable future. By integrating principles such as climate action, gender equality, and quality education into the curriculum, research, lifelong learning, and partnerships, business schools can empower students to address such challenges. When sustainability becomes part of daily campus life, not just a topic in the classroom, it inspires students to think critically, act with purpose, and design solutions that create value for both business and society. This transforms business schools from places of learning into contributors to positive social change. The following insights, from key sources, presents how integrating sustainability into business education is already making a difference.

When sustainability becomes part of daily campus life, not just a topic in the classroom, it inspires students to think critically, act with purpose, and design solutions that create value for both business and society.

According to the United Nations Sustainable Development Goals framework¹, when business schools align their curriculum with the SDGs, they create an institutional framework that supports global sustainability efforts. This adoption helps them meet broader social responsibility expectations while improving internal policies and practices. As a result, courses are redesigned to reflect actual global challenges, faculty gain new purpose in teaching impact-driven skills, and students conceive their future as change makers, while the Association to Advance Collegiate Schools of Business (AACSB) emphasizes that business schools are in a unique position² to adapt the UN SDG framework to their specific regional or institutional context. This adoption allows business schools to focus on SDGs that resonate most with their mission and stakeholders. Business schools can create customized courses, research initiatives, and partnerships, which supports the relevance of sustainability efforts within local economic, cultural, and environmental settings. Furthermore, initiatives like the Business School Impact System (BSIS)³  of the European Foundation for Management Development (EFMD), which requires business schools to integrate SDGs into business education, transform business education in three ways. First, it enhances curriculum relevance by connecting classroom learning to pressing global challenges; second, it strengthens stakeholder engagement through partnerships with local communities, governments, and industries; and third, schools gain competitive advantage by measuring and showcasing concrete SDG impacts, such as reduced carbon footprints or improved gender balance in leadership programs.

As described in the Sustainable Development Goals and Institutions of Higher Education (2022)⁴ report, integrating sustainability principles into business education prepares graduates to become responsible leaders and promotes business schools’ societal impact. Aligning SDGs with curricula by connecting classroom learning to real-world case studies enhances relevance, with 85 percent of recruiters prioritizing graduates’ sustainability literacy. Furthermore, the report revealed that schools embedding SDGs in their business curricula, positioning themselves as hubs for innovation and policy influence, witnessed a 30 percent increase in applications and 50 percent more industry partnerships.

Therefore, integrating sustainability concepts into business schools’ curricula, research, students’ activities, and services presents an opportunity to prepare future leaders equipped with business acumen committed to contributing to sustainable development. Thus, business schools must develop a clear action plan to embrace sustainability and innovation as core objectives of their operations. This requires taking a comprehensive approach that focuses on making real and measurable changes to how business education is shaped. The following actions comprise the main drivers of business education transformation towards sustainable development.

Curriculum Transformation

Sustainability and innovation must be embedded across all business disciplines, not limited to electives. The Environmental, Social, and Governance (ESG) and the UN SDG principles should be integrated into all key business areas, including finance, accounting, marketing, operations, technology, and strategic planning. Specialized tracks in areas such as sustainable finance and social entrepreneurship should complement this integration. Relevant case studies, industry reports, and interdisciplinary research must supplement traditional teaching material. Additionally, academic programs must include systems thinking to help students understand the interconnection of business, society, and the environment.

Innovative Teaching

Business schools need to shift from traditional lectures to active, experiential learning. Imagine campuses not just as places of study, but as real-world learning hubs where students work on sustainability solutions, whether by consulting with real businesses and NGOs, solving real-world problems, or participating in simulations that test their responses to complex ESG risks. Students’ participation in case competitions helps them develop critical decision-making skills in dynamic, realistic environments. Furthermore, business schools can empower sustainability clubs led by students to support them to lead, launch impactful initiatives, and inspire their peers through campaigns and peer learning.

Research and Thought Leadership

To transform business education, business schools must become centers of impactful research. This can be achieved through establishing dedicated sustainability research clusters, funding faculty and student research, and supporting interdisciplinary collaborations, which will accelerate knowledge creation. Industry partnerships are equally important. By co-authoring case studies with companies, researchers ensure that their work addresses real-world challenges while giving students exposure to current business needs. Furthermore, business schools can amplify impact by offering executive courses that translate research into practical tools for business leaders

Strategic Partnerships and Networking

Collaborations with leading sustainable corporations, NGOs, and social enterprises offer students and faculty valuable insights and real-world exposure. Engaging alumni in working in sustainability and participating in global initiatives like PRME or GBSN can amplify the school s influence and access to best practices. Business schools can significantly enhance their sustainability efforts by forming strategic partnerships and alliances with neighboring or regional academic institutions. These cross-campus alliances enable schools to combine resources, expertise, and influence to drive meaningful change.

Institutional Commitment

By systematically aligning their operations, governance, and reporting with sustainability values, business schools reduce their environmental impact and serve as living case studies for responsible institutional management. This begins with achieving operational sustainability through pursuing certifications for campus buildings (e.g., LEED)⁵, implementing comprehensive waste reduction programs, and transitioning to renewable energy sources. To demonstrate accountability, schools should publish detailed annual sustainability reports that transparently track progress across key areas: curriculum integration of sustainability concepts, research output on ESG topics, carbon footprint reduction, and community engagement initiatives.

Business Education for a Thriving Future

Modern business education has become about shaping leaders who can balance economic success with the health of our planet and the well-being of society. By embedding sustainability into every aspect of their programs, curriculum, research, partnerships, and operations, business schools can shift from passive observers to architects of systemic change. Graduates armed with this mindset will redefine success, turning resilience into competitive advantage and purpose into measurable impact. Slow, small steps are no longer enough; the future will be led by institutions ready to take actions to make sustainability a core part of leadership, not just an optional add-on.

About the Author

Dr. George Sammour is Associate Professor at Princess Sumaya University for Technology, Jordan. His expertise includes data analytics, business intelligence, and e-learning. He serves on editorial boards and accreditation committees, mentors universities in AACSB accreditation, and has published widely while leading quality assurance and academic development initiatives in higher education.

References

1. United Nations. Integration of the Sustainable Development Goals (SDGs) across the University. Retrieved from https://sdgs.un.org/Integration

2. AACSB. How Are Business Schools Engaging in the SDGs? Retrieved from https://aacsb.edu

3. EFMD. Business School Impact System (BSIS) and the Integration of SDGs. EFMD Blog, 2023.

4. Sustainable Development Goals and Institutions of Higher Education. (2022).

5. LEED Certification. Leadership in Energy and Environmental Design. U.S. Green Building Council. Retrieved from https://www.usgbc.org/leed

The post Transforming Business Education Through Sustainability and Innovation appeared first on The European Business Review.

Aspiring business executives who have finished college and who want to pursue a graduate-level business education have a variety of options. The most popular and conventional type of business graduate degree is a Master of Business Administration. When pursued as a full-time student, an MBA typically takes two years to complete. However, business schools often offer shorter graduate programs for students hoping to increase their business knowledge without pursuing a traditional full-time MBA, including master’s in management (MiM) programs, which full-time students may be able to start and finish within a single year.

Some of these programs offer specialized degrees, which cultivate the expertise necessary to become a leader in a specific field, such as supply chain management or artificial intelligence. Others provide general management degrees, which signify that students have received training in a variety of business topics, ranging from finance to strategy.

What is an MBA degree?

Simply put, an MBA is an advanced degree focusing on high-level business leadership and managerial skills. It is an internationally recognised degree that equips students with the necessary management knowledge regarding business operations. It is often a 1-2 year course that enhances students’ strategic thinking, leadership, and problem-solving skills. Moreover, it prepares them for leadership roles in varied industries. The course involves a mix of classroom learning, group projects, case studies, and guest lectures.

The most sought-after MBA specialisations are Sports Management, Business Analytics, Digital Marketing, International Business, etc. MBA programs are slightly different from school to school but will typically have a combination of core curriculum and elective courses. Through the core curriculum, MBA programs will cover a range of foundational business topics, including areas such as management, strategy, finance, marketing, ethics, and communications. With this widespread education, earning an MBA degree can equip you for senior and executive-level positions across many areas of business and can prime you for leadership positions that oversee multiple departments. Many students pursue an MBA degree after a few years in the workforce in order to advance their careers. You’ll find full-time and part-time programs that allow MBA candidates to continue working while attending school. Depending on the type of program, an MBA will typically take between one and five years to complete.

What is a MiM degree?

An MIM is a 1-2 year program that provides a comprehensive understanding of management practices and concepts. The curriculum offers both theoretical and practical knowledge via case studies, group projects, classroom learning, and guest lectures. It prepares students for various job roles across different industries. MIM is one of the most popular study programs in Europe and is commonly referred to as Master of Science in Management (MSM), also known as MSc in Management. Some of the common specialisations of this program are Finance, Economics, Strategy, Analytics, and Marketing, to name a few.

MiM vs. MBA

MiM and MBA programs are designed with varying levels of experience in mind. MiM programs are designed for individuals who are preparing for entry-level positions on a management track. Generally, that includes people who have recently earned their undergraduate degree or are working toward a career change. These programs typically take one year of full-time commitment, with an intensive focus on management skills.

MBA programs assume a certain level of established business acumen. Candidates may already hold leadership positions or are looking to advance into management or executive-level positions. Full-time MBA programs are generally a two-year commitment and will explore how various business departments interact within a company.

The students who attend MS in management programs tend to be immediately out of bachelor’s programs. Thus, they tend to be younger (early 20s) and less experienced than those who are admitted to MBA programs. MiM programs are good fits for business students who have either recently or will soon graduate from a business-focused bachelor’s program, or have no professional or work experience and will be applying for entry-level positions.

By comparison, MBA programs are positioned for those who have more experience within their fields, so applicants tend to be in their late 20s to early 30s. Executive MBA students tend to be even older and more experienced, usually 30–40-year-olds who have been in management positions. As a result, MBA programs are generally favored by students who have at least a year of professional work experience and plan to apply for higher-level management positions. As MiM programs originated in Europe, the degree tends to be more widely known and popular among students in the EU.

What do I choose?

Your choice of program will depend on your level of professional experience and immediate goals. If you’re graduating with a degree in a technical or humanities field and would like to get into business, and have little to no experience as a professional, then an MiM can teach you important theories and fundamental principles related to the business sector.

The post MBA vs MiM: Key Differences Explained appeared first on The European Business Review.

An advanced business degree can be an invaluable investment in your professional development. When considering your options, you’ll likely come across traditional MBA and executive MBA programs and wonder, “Is an EMBA the same as an MBA?

The business world presents numerous avenues for professional advancement, most notably, the MBA (Master of Business Administration) and the EMBA (Executive MBA). While both programs share overarching objectives, it is crucial to understand the subtle distinctions that define their approach and intended audience so you can make the best informed decision at your disposal.

What is an MBA?

In broad terms, the MBA represents a graduate-level program designed to furnish a holistic comprehension of business administration and management. Indeed, the acronym MBA stems from the expression “Master of Business Administration.” This curriculum encompasses an array of business-related disciplines, spanning from finance and marketing to operations and strategy.

In essence, an MBA transcends being merely an academic credential; it constitutes a transformative educational journey crafted to equip professionals with the requisite skills and visionary acumen essential for excelling in the competitive realm of business.

What is an EMBA?

An executive MBA program awards an MBA degree, but the program is designed with a schedule that accommodates experienced working professionals. Executive MBA students are seeking to enhance their leadership and advanced strategic abilities. To take the next steps in their careers, EMBA students are invested in building skills that allow them to excel in the leadership of teams and organizations. This differs from a traditional MBA program, which typically covers business basics for ambitious recent graduates.

What’s the difference?

Loosely speaking, MBA programs are designed to accommodate students who do not have significant prior business leadership experience, whereas Executive MBA programs typically require applicants to have five or more years of experience in managerial or administrative roles. An EMBA is best suited for those with at minimum 8 – 20 years of work experience, while a traditional MBA distinguishes early professionals from their peers. Whether you pursue an MBA or EMBA, the degree you earn will still be a Master of Business Administration. The main distinctions are program structure, delivery model, and format.

The clearest area of distinction between PMBA and EMBA programs is admissions criteria. While admissions policies vary by program, EMBA programs are unique in that applicants must have significant professional experience in business management, administration, and/or leadership. Programs may set their own standards for what constitutes a managerial, administrative, and/or leadership role, and the amount of required experience can range from five to ten years, depending on the program. The EMBA curriculum is specifically designed for students who are already familiar with working in the field of business administration. In contrast, MBA programs may not require students to have any prior work experience, although some prefer candidates who have one or two years of experience in a business field.

There may be additional admissions requirements for PMBA and EMBA programs, including letters of recommendation and a personal written statement depending on which business school you apply to. There are also many programs that do not require the GMAT, particularly for applicants with a cumulative undergraduate GPA of 3.0 or higher, and it is fairly common for EMBA programs to omit the GMAT requirement. All MBA programs require applicants to hold a bachelor’s degree from an accredited college or university, and some may have certain undergraduate prerequisites, like courses in statistics and/or economics.

Both programs provide training and instruction in core areas of business administration, including accounting, finance, marketing, operations and project management, and organizational leadership and communication. Both types of programs are designed to accommodate students who are working part- or full-time and to provide those students with knowledge and skills to advance in their careers.

In the process of deciding between an EMBA or an MBA, factors such as work experience, career aspirations, and program emphasis are paramount. However, both degrees present substantial prospects for advancing a successful career. However, the ultimate choice should resonate with each student’s unique goals and envisioned career trajectory. Embark on your journey towards entrepreneurial triumph.

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By Nitish Jain

SP Jain School of Global Management transformed its approach to business education by integrating AI into the learning process. Nitish Jain outlines how this shift has empowered students to prepare more effectively, engage more deeply, and succeed faster in competitive job markets by turning traditional lectures into personalised, high-impact learning experiences.

You’re 24. You walk into a job interview with a global tech firm. It’s your dream role. A panel of three stares back at you, resumes in hand.

The questions come fast. Go-to-market strategy for Southeast Asia. Pricing model for a new subscription-based product. A curveball on AI ethics. You’re nervous, but not frozen. You’ve been here before. Not once or twice, but repeatedly over the past week.

What the panel doesn’t know is that you’ve faced these exact questions. At 10 PM, 2 AM, whenever you needed to. Not with YouTube videos or coaching classes, but with an AI tutor that’s been part of your MBA journey from day one, fully integrated into your curriculum.

This tutor didn’t spoon-feed answers or give generic hacks. It interrogated your thinking. Pulled up real questions asked by real companies and challenged your logic until your answers held up under pressure. It even pushed back: “What is the risk you’re not seeing here?” or “That answer sounds safe. Do you actually believe it?”

This wasn’t revision, it was targeted career prep shaped around you. And by the time you sat in that interview, you were ready.

Sounds like a future ambition? It’s not. It’s happening right now at SP Jain School of Global Management. Students are showing up sharper—cracking interviews in half the attempts it used to take. Not because they studied harder, but because we stopped teaching like it’s 1985.

Learning that listens, not lectures

Walk into most university classrooms today, and it feels like stepping into a time capsule. A professor stands at the front, delivering a lecture. Students take notes. Then come the exam, the grade, the degree—a model that hasn’t changed in over a century.

Meanwhile, the world outside is moving at warp speed. Job roles are being reinvented. Skills become obsolete in months. AI and automation are rewriting the rules. And yet, education remains slow, standardised, and one-size-fits-all. The disconnect keeps growing—and students are the ones paying for it.

At SP Jain Global, we didn’t just tweak the old model. We asked: What would learning look like if we built it for tomorrow’s learners?

The answer was AI. Not as a chatbot or a shiny tool on the side, but as the foundation. That’s how we built AI-ELT, our AI-enabled learning assistant, to become a core part of how our students learn.

More than technology. It’s intent.

AI-ELT wasn’t built to just deliver content or run base-level quizzes. It was built to question you, challenge you, push you. It prepares you before class. Supports you after class. And sharpens your thinking when no one else is around. It takes you from two to four to six to ten. Step by step, until your thinking holds up anywhere.

Imagine the confidence with which you enter class. You’re energised because you’re no longer scrambling to understand the basics. You’ve covered that with the AI already. You’re ready to speak up. To debate. To make decisions. And so is everyone else.

The lecture disappears. Instead of defining what a market strategy is, the professor throws a live case on the table: “This company’s failing in India. What would you do?”

Class time shifts from what to why. From definitions to decisions. It becomes a live, intellectual workout. Faster-paced. More demanding. Infinitely more valuable. Even quiet students speak up because they’ve already done the hard thinking in private, with the AI-ELT forcing them to clarify and commit to their ideas.

Faculty don’t have to fill the hour. They get to stretch it. Push it. Lead real conversations with students who’ve shown up switched on.

And we’re seeing the results. Students are coming to class better prepared. Faculty say the quality of discussion has gone up. Questions are deeper. Thinking is stronger. And the impact goes beyond the classroom. Students using AI-ELT are cracking tough job interviews faster. On average, in just two attempts. That’s half of what it used to take!

That’s the real power of AI in education. Not automation. Not convenience. Not replacing teachers. But transformation. Removing the parts of education that never really worked. The lectures no one remembers. The surface-level prep. The guesswork.

It’s about creating thinkers, not note-takers. It’s about turning classrooms into conversations.

And most of all, it’s about giving every student, not just the lucky few, access to the kind of deep, personal mentorship and learning that actually sticks.

This is what education should have been all along. And now, it finally is.

The photo in the article is provided by the company(s) mentioned in the article and used with permission.

About the Author 

Nitish Jain is the Founder and President of S P Jain School of Global Management, which has a presence across four countries, including Dubai, Mumbai, Singapore and Sydney, and sister schools in London and California. Under his leadership, S P Jain Global has received global recognition and accolades from leading publications such as QS, Bloomberg Businessweek, Forbes, Financial Times, and The Economist. Nitish’s approach to education emphasises the importance of a comprehensive curriculum that integrates global intelligence, real-world skills, and technology. He has been interviewed on various international media outlets such as Bloomberg, BBC Singapore, ABC News, Business World, Economic Times TV, Khaleej Times, CEO Magazine and The Australian, and was invited by EQUIS to speak on internationalisation at a conference in Bali. Nitish holds an MBA from Cornell University, USA.

The post We Stopped Teaching Like its 1985. Here’s What Happened. appeared first on The European Business Review.

Strategy is the key to clarity, direction, and competitive advantage. It’s what empowers leaders to anticipate change and align decisions with purpose; defining long-term success.

Whether you’re navigating uncertainty, driving growth within your organisation, or leading high-stakes transformations, our strategy-focused programmes at Warwick Business School will equip you with the tools to lead with strategic confidence. Delivered at our iconic hub at The Shard in the heart of London, you’ll learn from world-class faculty and industry experts, with continuous opportunities to network, collaborate and apply your learning.

Turn strategy into impact.

Explore our programmes below and secure your place today:

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University of Warwick Campus

Whether you’re an emerging leader or a seasoned executive, this insightful event will explore the invaluable role of careers coaching in your leadership journey. Gain powerful strategies for career transitions, self-discovery, and skill development and explore our new Executive and Emerging Leaders programmes.

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Join us for an inspiring event exploring executive development, strategic leadership, lifelong learning, and the impact of business education on career and organisational growth. Join immersive tasters, live Q&As with past participants, and connect at our networking reception.

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Explore how sustainability is reshaping strategy and driving measurable impact. Join us at The Shard to hear real-world insights from Klöckner Pentaplast and Warwick Business School.

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In an era marked by complexity and constant transformation, business leaders need the mindset, skills, and perspective to shape meaningful change. SDA Bocconi’s Executive MBA blends decision sciences, business analytics and simulation-based learning with flexible formats tailored to today’s professionals. The result is a transformative experience that enhances strategic thinking and inspires a broader vision rooted in innovation and human impact.

It’s such an honor to have you with us today, Mrs Trinca Colonel. To begin, you have an extensive background in decision sciences and business analytics. How are these themes integrated into SDA Bocconi’s EMBA program?  

Analytics and critical thinking play a central role in shaping effective executives, equipping them with the ability to interpret increasingly complex business scenarios. Today, we face the exponential growth of available data and a vast amount of information at our disposal. The real challenge is transforming this complexity into strategic insight. 

This is why decision sciences and business analytics are thoroughly embedded in the Executive MBA at SDA Bocconi. We include a mandatory course on data analysis for business, aimed at developing strong analytical problem-solving skills. Students learn to apply predictive analytics to gain competitive advantage, identify potential business risks, and make sense of complex patterns. Even professionals from non-quantitative backgrounds, such as those with legal profiles, find this course highly valuable.  

Since 2022, we have also offered a concentration week dedicated to “Machine Learning and Artificial Intelligence for business,” consisting of 50 academic hours. For the 2025 edition, this week is fully booked, with 70 Executive MBA students participating—which highlights how crucial these topics have become for today’s leaders. 

In your view, what makes SDA Bocconi’s EMBA stand out globally among top-ranked EMBA programs? 

Our global reputation is solidly backed by triple accreditation and strong positions in international rankings, which reflect the quality and rigor of our program.

SDA Bocconi’s Executive MBA stands out for several key reasons. First, our global reputation is solidly backed by triple accreditation and strong positions in international rankings, which reflect the quality and rigor of our program. SDA Bocconi itself enjoys an outstanding international reputation, supported by nearly three decades of success in higher education. This long-standing expertise is reflected in the two formats of the Executive MBA: 23 years of the Modular format and 10 of the Weekend option (in addition to 17 years of the former evening EMBA program), each designed to accommodate different professional profiles and career paths. 

Our curriculum is deeply focused on global business challenges and strategic thinking, combined with a practical learning approach that allows students to apply concepts directly to their professional contexts. Another major strength lies in our faculty, which comprises professors with significant cross-industry experience, who bring research-driven teaching methodologies into the classroom. 

Beyond academics, our strong alumni network and extensive industry connections create invaluable opportunities for networking and growth. Moreover, we offer comprehensive career advisory services, including individual executive coaching sessions, mentorship programs, and career advisory workshops and meetings—ensuring that our students are well equipped to drive their careers throughout and beyond the program. 

SDA Bocconi’s EMBA is described as a transformative journey. How does the program foster this transformation, both professionally and personally, for its participants?  

The transformation that our EMBA fosters occurs on multiple levels, both professional and personal. 

Professionally, the program equips students with complex problem-solving skills, as well as strong analytical and critical thinking abilities. Through simulations that challenge them to manage complexity and uncertainty, real-world projects, assignments, and case study analyses, they develop a broad, interdisciplinary perspective that enables a 360-degree vision of business challenges.  

On a personal level, the EMBA encourages students to gain a deeper understanding of their strengths and limitations. It challenges them to step outside their comfort zones, develop greater resilience, and learn how to perform effectively under pressure. The program also supports continuous growth through group work, peer-to-peer learning, and a structured system of ongoing feedback. This process of reflection and interaction helps increase their confidence and prepares them to lead with greater self-awareness and agility.  

The program is offered in both Weekend and Modular formats. What are the main differences in experience between them? How do they cater to different professional profiles? 

We offer two distinct formats—Weekend and Modular—designed to meet the needs of different professional profiles and personal circumstances. 

The Weekend format, available in both Milan and Rome, is delivered through bi-monthly modules held on Friday evenings and full Saturdays. This schedule is particularly well suited to professionals based in Italy, who seek to balance their studies with ongoing work commitments and personal responsibilities. The format, conducted in Italian and English, fosters continuity and progressive learning. Students typically attend the location closest to them, either in Milan or Rome. The total duration of the Weekend option is approximately 18 months.

The Modular format, held in Milan and conducted entirely in English, is structured around alternating intensive training weeks and weekend modules, generally once a month. It offers a more immersive international learning experience, which is especially valuable for international or European-based professionals looking to step away from their day-to-day duties for focused academic engagement. The full program runs over approximately 18 months.

Each format is designed to deliver the same high-quality content and transformation, while giving students the flexibility to choose the path that best suits their professional and personal needs. 

Can you share some success stories from participants who found the flexible formats pivotal in completing the program without compromising their careers? 

One inspiring example is a woman with a technical executive background who went through a pregnancy while attending the program. Thanks to the flexibility of the EMBA and a personalized learning path, she was able to continue her studies seamlessly. Sponsored by her company, she successfully balanced her personal and professional commitments and was promoted to director immediately after graduation.  

Another case involves an entrepreneur who applied innovative strategic frameworks and broadened his business perspectives using insights gained during the EMBA. Not only did he grow professionally, but he also created opportunities for others—offering a job position to one of his classmates. Just two years after graduating, they together launched a successful new entrepreneurial venture.  

Finally, a student from the Pharma and Healthcare sector applied cost-efficiency models learned during the program directly in his company. By integrating academic insights into practical business solutions, he advanced his career significantly, reaching a global vice-president leadership role.  

These stories highlight how the EMBA’s flexible formats enable students to thrive professionally while navigating their unique personal circumstances.  

In light of SDA Bocconi’s high global ranking in environmental impact, have there been any movements to incorporate sustainability, ESG, or environmental impact themes further in the program?  

Absolutely. At SDA Bocconi, we have been integrating sustainability and environmental impact themes into the EMBA curriculum for over five years now. Today, approximately 20 percent of the content across modules reflects sustainability-related topics and these are embedded within core business disciplines—not treated as add-ons, but as fundamental components of the program. 

We also offer a mandatory course on Business Ethics, Diversity, Equity & Inclusion. It is essential for developing responsible leadership and enhancing students’ ethical decision-making capabilities. 

In addition, since 2021 we have introduced a dedicated concentration week, our Business and Sustainability Week, consisting of 50 academic hours. It covers key topics such as circular economy principles, environmental risk assessment, ESG frameworks, and green investment strategies. It has consistently been one of the most in-demand sessions, fully booked each year, with around 60 EMBA students taking part annually. 

What other innovations in learning approaches have been implemented recently in the EMBA to keep it cutting-edge? 

We’re constantly innovating our learning approaches to ensure that the EMBA remains aligned with the evolving needs of executives and the business landscape. In recent years, we have introduced a number of new tools and methodologies that enhance both the learning experience and its practical relevance. 

We’re constantly innovating our learning approaches to ensure that the EMBA remains aligned with the evolving needs of executives and the business landscape.

For example, we have integrated digital learning platforms with microlearning modules, allowing the class to engage with content in a more flexible and targeted way. We also make extensive use of advanced simulation technologies and business scenario simulations, which are crucial for applying knowledge in complex and uncertain contexts. 

At the school level, we have recently introduced a Decalogue for the ethical and conscious use of AI, which provides a framework for responsible engagement with artificial intelligence, across all master programs, including the EMBA. We have also strengthened our focus on individual development through continuous performance monitoring and structured feedback systems. 

As the Academic Director, how do you ensure that the program remains aligned with today’s global leadership and business challenges? 

Keeping the EMBA closely aligned with today’s global leadership and business challenges means continuously evolving both content and learning formats. One of the key ways we do this is by offering students the possibility to personalize their learning path—choosing one or two concentration weeks from a portfolio of 10, which we update regularly to reflect emerging trends and business needs.  

We also provide an international exchange program through partnerships with top global business schools, allowing students to gain exposure to different markets and perspectives. Each cohort also takes part in an international week abroad, selecting from three locations and topics, each hosted by a partner institution.  

Toward the end of the program, students can join up to 13 optional seminars focusing on highly relevant and innovative themes, further strengthening the flexibility and relevance of the curriculum.  

Guest speakers and company visits bring an additional layer of applied insight to the classroom, while the broader calendar of SDA Bocconi and Bocconi University events ensures continuous exposure to the latest ideas shaping the business world. 

What kinds of career advancements do you typically see among EMBA graduates in the years following completion?  

Career progression among EMBA graduates often becomes more visible in the medium term, typically within three years after graduation. At that stage, a significant percentage of students have either changed roles or moved to a different company. The majority capitalize on the degree within their current organization, taking on broader responsibilities or stepping into more strategic positions. Transitions may also include a sector change, often aligned with market trends and personal career planning.  

Rather than immediate shifts, most graduates follow a step-by-step career strategy, supported by structured networking and a clearer understanding of their professional goals. While only a minority leave the corporate world entirely to pursue entrepreneurial ventures, several do initiate such projects in parallel with their main roles. These patterns of advancement are consistent across industries, reflecting the program’s broad applicability.  

And finally, what can we expect to see from SDA Bocconi in the next decade?  

In the next decade, SDA Bocconi will continue to strengthen its role as a truly global education player, expanding its international footprint while remaining deeply connected to its Italian and European roots. The School’s evolution will reflect the growing need for institutions that can combine global vision with local understanding, preparing professionals to navigate complexity with cultural awareness and strategic clarity. 

At the same time, SDA Bocconi will remain at the forefront of innovation, embedding the responsible use of emerging technologies, including AI, into every aspect of its educational offer. This means not just adopting new tools, but helping students and organizations understand their impact, risks, and potential. The next chapter will be marked by an even stronger integration between academic rigor, technological progress, and a human-centered approach to business education. 

Executive Profile

Renata Trinca Colonel is Associate Professor of Practice of Decision Sciences & Business Analytics at SDA Bocconi. Since January 2021 she has been Academic Director of the Executive MBA. She teaches and consults for major firms across industries and has authored numerous publications. In 2019, she won the Bocconi Innovation in Teaching Award. 

The post Leading Through Complexity: Inside the Executive MBA at SDA Bocconi appeared first on The European Business Review.

Racial bias may not always be overt. Indeed, individuals may not even be aware of such bias in their own behaviour. Redzo Mujcic of Warwick Business School collaborated on an illuminating piece of research into racial bias in an everyday context. 

It is 70 years since Rosa Parks refused to give up her seat on a bus for a White passenger. 

Her act of defiance became a symbolic moment in the civil rights movement and inspired a year-long bus boycott by Black passengers in Montgomery, Alabama. 

Today, we don’t expect the colour of a person’s skin to affect everyday marketplace interactions, such as their ability to travel on a bus or the price of their fare. But is that really the case? 

When a Free Ride Isn’t Free for Everyone

My research with Paul Frijters, from the London School of Economics, examined whether some passengers still enjoy preferential treatment based on their appearance. 

Our field experiment in Brisbane, Australia, saw “test customers” board public buses more than 1,500 times. In each instance, they had no money on their pre-paid travel card to cover the fare. They then asked the driver if they could travel to a particular stop without paying. 

Company rules oblige bus drivers to ensure that all passengers have a valid ticket before travelling, just as shop workers are not allowed to hand out goods free of charge. 

Yet we found that nearly two-thirds of bus drivers did waive the fee – predominantly for lighter-skinned customers. 

White passengers in casual clothes were allowed to ride for free 72 per cent of the time. That was twice as often as similarly dressed Black passengers. 

Indian testers were allowed to travel for free approximately half the time, while those from other Asian ethnicities were treated similarly to white passengers. 

We found that nearly two-thirds of bus drivers did waive the fee – predominantly for lighter-skinned customers. 

Interestingly, there was no evidence of drivers favouring passengers from their own ethnic group. White passengers were more likely to receive preferential treatment, regardless of the ethnicity of the driver. Why is this the case? 

Bus drivers only had a few seconds to decide how to treat a passenger. Faced with a snap decision and limited information about the passenger, they used a customer’s skin colour as a proxy for other characteristics that could not be seen with the naked eye. 

Despite discriminating against Black passengers, they did not appear to resort to racist stereotypes about these customers being more aggressive. 

If that was the case, we would expect female passengers or more elderly customers to be treated differently from young men. Yet the evidence of racial bias against Black passengers remained after we controlled for variables such as age and gender. 

It is more likely that bus drivers were using race to gauge the likelihood that customers are telling the truth, viewing Black customers as less honest than their White counterparts. 

That would be consistent with the idea that drivers used other visual clues when deciding whether to grant a customer a free ride. We found that racial bias was reduced – but not eradicated – when test passengers wore business attire or army uniforms. 

Bus drivers may have concluded that these smartly dressed passengers had a higher income or were more honourable and patriotic, and were therefore more likely to be telling the truth about accidentally running out of credit on their pre-paid travel card. 

Alternatively, the bus drivers may have viewed them as a different category of Black passenger to those in more casual clothes and treated them differently as a result. 

From Casual Bias to Structural Costs

Whatever the reason behind the drivers’ decisions, our findings suggest that White privilege has an even greater impact than many people realise. 

Previous studies on discrimination in business transactions have focused on more heavily regulated sectors, such as public services, recruitment, and the property rental market. 

We found significantly higher levels of racial bias in discretionary favours than had been documented in these more formal business dealings. 

And because the favours we studied are informal arrangements – with no record that it took place – it is more difficult for customers who are discriminated against to complain about missing out on what others receive. 

It also makes it more challenging to establish the full cost of that racial bias. However, our findings indicate that the impact is considerable. 

Our crude calculations suggest that White passengers in Brisbane could collectively lose as much as 2.5 million Australian dollars’ worth of free bus travel each year if they were treated the same as Black customers. 

This does not include the psychological and social cost of discrimination. Many scholars have argued that this can be at least as great as the economic cost. 

As a society, we need to think about ways to eliminate this hidden bias from unregulated business transactions. 

Many scholars have argued that this can be at least as great as the economic cost. 

One option would be to introduce widespread controls that deny individuals the opportunity to make discriminatory decisions, such as prohibiting bus drivers from granting a free ride to any passenger, regardless of their skin colour. This would be a heavy-handed approach. 

Many scholars have argued that this can be at least as great as the economic cost. 

An alternative would be for organisations to perform regular audits of their operations, similar to the field experiment we conducted. This could be an effective tool for detecting discriminatory gifts and favours, allowing managers to address the issue. 

Taking this one step further, policymakers could establish a national audit office to monitor and even publicise cases of racial bias. The situations studied in these audits could even be replicated in training sessions for workers and school children to demonstrate that biases exist and to encourage individuals to behave in a more socially desirable way. 

Sharing this information would be a powerful tool to raise awareness about racial bias and drive behavioural change. Previous studies show that discrimination is more likely to arise in situations where consumers are not fully aware of how others are being treated. 

Research also demonstrates that raising awareness about racial bias leads to greater public scrutiny of those in positions of authority. This can help to eliminate discrimination from the decisions they make. 

Public pressure can also play a vital role in challenging racial bias in everyday interactions. 

Members of both minority and majority groups can contribute by speaking out when they witness incidents of racial bias. Individuals can also avoid asking for preferential treatment and refuse to accept favours that might not be granted to others. 

We all have a role to play in the journey towards fairer business transactions that do not discriminate against customers based on their skin colour. 

Discover more on decision-making, analytics, and behavioural science by applying for our Behavioural Science in Practice programme at Warwick Business School. 

About the Author 

Redzo Mujcic is an Associate Professor of Behavioural Science at Warwick Business School. His research is primarily in applied economics and quantitative social science. In his work, he uses large longitudinal surveys and natural field experiments to test theories of economic and social behaviour in everyday life. 

The post Exposing the Racial Bias that Influences Day to Day Business Transactions appeared first on The European Business Review.

KEY TAKEAWAYS

Investing in employee language training has become increasingly important for companies looking to stay competitive and drive growth.

The ability to communicate across languages has become a critical competitive skill in the modern workplace. Whether you’re an employee hoping to broaden your career prospects or an organization striving to expand its international presence, the benefits of multilingualism are profound and far-reaching. From forging stronger customer relationships to landing global roles, speaking a second language is no longer a niche advantage. In a world where global business knows no borders, language learning offers a return on investment (ROI) that stretches well beyond traditional training programs.

Professionals who master another language gain access to opportunities that may remain invisible to their monolingual peers. These can include exclusive international roles, cross-functional collaboration, and faster promotions. For organizations, multilingual employees help bridge cultural gaps, increase client satisfaction, and boost market share abroad.

So how exactly does learning a second language enhance job prospects and business performance? The advantages extend far beyond simple communication, influencing everything from salary potential to leadership growth.

1. Access to Global Markets

In today’s interconnected economy, companies are increasingly eyeing expansion into international markets. But success abroad requires more than translated brochures, it demands genuine cultural and linguistic understanding. Employees who speak the language of the company’s target audience are uniquely positioned to identify customer needs, adapt messaging, and build authentic relationships.

Studies show that companies with multilingual teams have higher success rates when entering foreign markets. These companies report better customer retention, higher revenue, and improved local partnerships, all thanks to employees who can act as cultural and linguistic intermediaries. Being able to operate in multiple languages also provides organizations with strategic agility.

2. Better Customer Relationships

Language is more than a tool, it’s a bridge. People are more likely to trust and engage with companies that speak their language. This emotional connection has direct business implications. Imagine a customer support scenario: a multilingual employee can quickly defuse tension, clarify misunderstandings, and resolve issues, all while making the customer feel seen and heard. This level of empathy and responsiveness drives customer satisfaction, boosts loyalty, and improves brand reputation.

For multinational companies with diverse client bases, this becomes a differentiator. In competitive industries offering multilingual services can be the deciding factor between retaining or losing a customer.

3. Increased Employability

For employees, learning a second language is a ticket to better job prospects and increased job security. As global business grows, the demand for bilingual and multilingual candidates continues to rise. In job listings, terms like “bilingual preferred” or “multilingual required” are increasingly common. Roles that involve international coordination, global client engagement, or cross-cultural negotiation particularly value employees who can effortlessly navigate linguistic and cultural divides.

Candidates who speak a second language often have access to jobs not available to monolingual peers. These might include overseas assignments, regional management positions, or global sales roles, many of which offer faster career progression and higher visibility.

4. Higher Earning Potential

Language skills don’t just open doors but they also open wallets. Numerous studies show that bilingual employees consistently earn more than their monolingual counterparts. Language skills can help employees move into roles with international travel, leadership exposure, and cross-border collaboration, each of which is linked to long-term salary growth.

While salaries may vary across regions, the pattern is clear: multilingual employees often command greater compensation and are more likely to be promoted into leadership roles.

5. Enhanced Cognitive and Leadership Skills

Learning a language isn’t just about vocabulary and grammar. It’s a mental workout. Bilingual individuals often exhibit stronger cognitive skills, including improved memory, decision-making, multitasking, and problem-solving. These mental benefits can directly translate into workplace effectiveness, especially in fast-paced or high-stakes environments.

As companies place increasing value on inclusive and culturally competent leadership, language learners are uniquely equipped to manage diverse teams, navigate global business etiquette, and foster collaborative, empathetic environments.

As the global economy continues to expand, the ability to communicate across borders will only become more essential. Embracing multilingualism today means future-proofing your career and your business tomorrow. Ultimately, the ROI of language learning isn’t just about profits, it’s about building bridges, fostering inclusion, and creating a more connected, competent, and competitive workforce for the future.

The post The ROI of Learning a Second Language for Career Advancement appeared first on The European Business Review.

KEY TAKEAWAYS

Expatriation can bring about many advantages to your personal and professional growth.

Moving abroad will most likely have a significant impact on your career. While the opportunity to live in a new country can be exciting, it often comes with a steep learning curve. Legal barriers can stall professional development, language difficulties may hinder job searches, and rejection in an unfamiliar job market can take a toll on self-esteem. In today’s globalized world, an increasing number of individuals are choosing to pursue work and career opportunities abroad.

Expatriates, or “expats” as they are commonly known, come from all walks of life and bring a diverse range of skills and experiences to the international workforce. As globalization continues to blur borders, more people are embarking on international careers. But for expats, a key question remains: How can you ensure your career thrives across borders?

This is where career mapping becomes essential. Career mapping involves setting both short-term and long-term career goals, identifying opportunities, and developing a strategy to achieve those objectives, even when navigating the complexities of foreign work environments.

1. Personal and Professional Growth

Living and working abroad can provide opportunities for growth that may not be available in your home country. As you adapt to a new environment, you’ll develop resilience, flexibility, and resourcefulness: qualities that are increasingly valued in the global workforce. Working in a foreign setting often pushes you out of your comfort zone. Whether it’s navigating bureaucratic systems, learning a new language, or managing multicultural teams, the challenges you face contribute to both your personal development and your career resilience.

2. Career Advancement

Many multinational corporations actively seek employees with international experience. Working abroad demonstrates your willingness to take on challenges, adapt to new circumstances, and lead in diverse settings. Expats often find themselves fast-tracked for promotions and leadership roles because of their broader worldview and problem-solving capabilities.

International experience can also fill gaps in your resume, especially if you’ve taken the initiative to work in sectors or regions that are underserved in your industry.

3. Intercultural Competence

In an increasingly interconnected world, the ability to effectively communicate and collaborate with people from different cultural backgrounds is essential. Living abroad accelerates the development of intercultural competence, which includes empathy, adaptability, and an understanding of cultural nuances. This skill isn’t just a “nice to have”, it can be a critical differentiator in competitive industries, particularly those with global teams or international clients.

4. Global Networking

As an expat, you have the opportunity to build a diverse professional network across countries and industries. These international connections can serve as valuable resources for future career moves, collaborations, or entrepreneurial endeavors.

Whether you’re attending local professional events, joining expat communities, or working in international teams, each interaction adds to your social capital.

5. Travel and Exploration

While not directly career-related, the chance to explore new regions, cuisines, and cultures enhances your worldview and contributes to a more well-rounded perspective both personally and professionally. These experiences often translate into better cross-cultural communication, creative thinking, and an openness to change.

Living and working abroad can be one of the most rewarding chapters in your career. But without a plan, it’s easy to feel adrift in a sea of unfamiliar systems and expectations.

By creating a personalized career map, you give yourself direction and purpose. Set clear goals, invest in continuous learning, and embrace both the challenges and the opportunities that come with working across borders. Whether your expat journey lasts a year or a decade, the skills, experiences, and global perspective you gain can shape your career in powerful and lasting ways.

The expat journey is a dynamic one, filled with both promise and unpredictability. By taking a strategic approach to your career—setting goals, mapping out your path, and adapting to change—you can turn the complexities of working across borders into a platform for growth. Embrace the adventure, plan wisely, and let your global career story unfold with intention.

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KEY TAKEAWAYS

Nowadays, the most successful global businesses are prioritising something that might not be widely known but is vital: Cultural Intelligence.

In an increasingly interconnected world, business leaders are constantly seeking new markets to grow their operations. From entering developing economies to forging cross-border partnerships, global expansion is now a core growth strategy for ambitious companies. However, the real challenge isn’t just logistics, compliance, or operations, it’s understanding people. This is where Cultural Intelligence becomes indispensable.

For any organization or entrepreneur looking to expand globally, developing CQ is not just a skill but a strategic advantage. Businesses with high cultural intelligence avoid costly missteps, build trust faster, and position themselves as authentic contributors in new markets.

What is Cultural Intelligence?

Emotional intelligence is a soft skill we’ve all heard about—it helps us handle emotions and connect with others. But as the world gets more connected, there’s another skill we need: cultural intelligence (CQ). CQ is all about understanding and adapting to different cultures, which is key when working with people from all over the world. It goes beyond just managing emotions — it helps us bridge cultural gaps, communicate better, and collaborate more smoothly. With teams and businesses now spanning across countries, having CQ can make a big difference in how well we succeed in the global workplace.

As globalization accelerates and businesses expand across borders, cultural intelligence has emerged as a crucial competency for business leaders, managers, and employees. In a globalized economy, it enables businesses to thrive by fostering effective communication, collaboration, and problem-solving among culturally diverse teams and stakeholders.

Cultural intelligence has emerged as a vital skill for individuals and organizations. Someone who is culturally intelligent is not just aware of diversity; they can relate (and adapt) to people of different races, cultures, religions, etc. In today’s global workforce, being an effective team player and a good leader is crucial to bottom-line business success.

Why Does It Matter?

In the past, business operations were often confined to domestic markets or homogenous cultural environments. However, with the rise of global trade, multinational corporations, and international partnerships, business has become inherently cross-cultural. Companies frequently operate in multiple countries and employ individuals from diverse cultural backgrounds, making cultural intelligence a fundamental component of successful business strategies.

Cultural intelligence is particularly relevant in contexts such as international negotiations, global team management, marketing to diverse consumers, and mergers and acquisitions across different regions. A lack of cultural awareness can lead to misunderstandings, conflicts, and even financial losses. A company that enters a foreign market without adapting its products or services to local preferences may struggle to connect with customers. Similarly, poor management of cross-cultural teams can result in lower productivity, disengagement, and high employee turnover.

Individuals with high CQ can leverage cultural diversity as a source of creativity and innovation, bringing fresh perspectives to problem-solving and decision-making processes. Cultural intelligence at the workplace goes beyond mere tolerance or awareness of cultural differences. It involves actively seeking to understand and respect diverse viewpoints, values, and customs. By cultivating an inclusive environment where every individual feels valued and respected irrespective of their cultural background, organizations can harness the full potential of their diverse workforce.

This not only enhances employee morale and satisfaction but also contributes to the organization’s overall success in an increasingly globalized world.

With global collaboration becoming progressively instrumental for business success, cultural intelligence is now more critical than ever in our daily lives. Gaining cultural intelligence adds a competitive edge to your business by improving communication, cooperation, teamwork, and overall performance.

Cultural intelligence is no longer a nice-to-have skill but a crucial competency for global business success. As the world becomes more interconnected, the ability to navigate cultural differences and leverage diversity will determine the success of individuals and organizations alike. By investing in the development of cultural intelligence, businesses can enhance communication, build stronger relationships, drive innovation, and create inclusive environments that lead to sustainable success.

It is now an invaluable skill in today’s interconnected world. By nurturing cultural intelligence, you and your organization can create inclusive environments, foster effective communication, and leverage global opportunities.

The post Why Cultural Intelligence is the New Soft Skill in Global Business appeared first on The European Business Review.

KEY TAKEAWAYS

It’s no secret that being fluent in a second language can help you get ahead in your career.

In today’s globalized world, multilingualism is a highly valued and coveted skill. It’s not unusual in many professions to encounter others who speak a variety of languages and having the ability to communicate can foster connection, strengthen organizations and yield better outcomes. Making the effort to master English or another language can be the stepping stone that you need to make the leap up from junior to management, or even to the executive level. One of the key ways that becoming bilingual or multilingual can boost your career is by instantly improving your chances of doing business or finding work internationally.

Language skills quite literally open doors for new opportunities. Speaking more languages helps you understand the global marketplace better, as well as understanding the wants and needs of international customers, suppliers and partners. Being able to converse directly prevents potentially costly misunderstandings and improves accuracy; it also saves translation costs.

The internet has made it easier than ever for companies to expand to international markets. With many smaller businesses reaching to international customers and partners, an increasing number of job offers require speaking a second language. So whether you are looking for a job in a big corporation or a small company, chances are you will be required to speak at least one foreign language.

Speaking more than one language has been proven to confer major gains on brain development. Bilingual young adults not only tend to perform better in the job market but are also more likely to show traits such as empathy and problem-solving skills. In recognizing the importance of language, here are five benefits of knowing more than one language in the job market.

Here are other professional benefits to learning more languages.

1. Better job opportunities

You’ll open the doors to a range of job opportunities when you speak more than one language. There’s an increasing demand for bilingual and multilingual professionals in all sorts of fields. From marketing to banking to law and beyond, your ability to speak a second language gives you a real edge in the job hunt. You’ll also have access to jobs that require fluency in a second language by definition, such as roles in translation, interpretation, and teaching languages. If you’re interested in working abroad, language skills may also be a prerequisite for some positions.

2. Your earning potential increases

Businesses see the correlation between bilingual or multilingual employees and growth in international markets, so they are willing to invest in acquiring staff with strong language skills. This wage premium reflects not only the practical value of language skills in global business dealings but also the added cognitive, analytical, and cultural competencies that come with language learning. As companies expand into new markets, employees who can navigate multiple linguistic and cultural environments are viewed as key assets.

3. Your global reach exponentially expands

When you speak more than one language, there is a higher probability of increasing your network. In today’s globalized world with the pivot of certain markets moving towards Asia, having learned an Asian language under your belt can provide a major boost in expanding your network which you can use when looking for opportunities. This can also provide huge benefits when you are looking for opportunities or operating a business, as it can automatically increase the size of your target market in which you can sell your product or services.

4. You become a more effective communicator

Being bilingual or multilingual sets you apart. Language skills are coveted by employers looking to build a competitive business and are sought after when interviewing for the next step in your career. Second language-fluency can help you secure a respected job at a major international firm. Everything comes down to effective communication. Proficiency in a second language makes networking more effective, allows you to make the most of opportunities and begin potentially profitable conversations – both for you and for your business.

5. Your professional network diversifies

Speaking your client’s language not only demonstrates respect and cultural sensitivity, it also helps foster trust and rapport more quickly. This deeper connection can lead to stronger, longer-lasting professional relationships and open doors to collaborations that might not have been possible otherwise. Moreover, being able to communicate across languages enables you to engage with a wider range of professionals at conferences, in global teams, and through industry networks, significantly broadening your reach and influence in your field.

The career benefits of learning a second language go well past having the vocabulary to close a deal on your big business trip. Language gives you insight into culture. The ability to speak with someone in their first language breaks down barriers while building trust. No matter the workplace or business setting, your language skills will go a long way toward developing strong relationships.

The post The Multilingual Edge: How Speaking More Than One Language Boosts Career Mobility appeared first on The European Business Review.

What does it mean to prepare leaders in a world where change is constant and increasingly complex? The convergence of global shocks — from the pandemic to technological acceleration to evolving geopolitical tensions — has altered not only the rules of business, but the foundations of higher education. At SDA Bocconi, this awareness has driven a strategic rethinking of the entire MBA experience, with the aim of anticipating rather than simply responding to change. 

The transformation of the Full-Time MBA, Executive MBA, and Global Executive MBA (developed with Rotman School of Management) reflects this systemic approach. These programs — which represent the flagship of the School’s offering — have been redesigned through a shared vision, not as isolated updates but as part of a coherent evolution across the entire portfolio.

The Full-time MBA, Executive MBA, and Global Executive MBA programs — which represent the flagship of the School’s offering — have been redesigned through a shared vision, not as isolated updates but as part of a coherent evolution across the entire portfolio.

Three fundamental principles guide this shift. The first is the strong value-based positioning, rooted in the School’s broader vision: a focus on sustainability and on the kind of leadership the future economy demands — one that puts the human being at the center, promotes the responsible use of natural resources, and aligns business value creation with broader societal impact. This perspective has directly influenced the rethinking of the MBAs curricula, making these programs more consistent with the School’s long-term commitment and more proactive in addressing the evolving context in which leaders operate. 

The second element is the strategic role of technology. As AI and other innovations become integral to business, it’s no longer enough to know how to use these tools; — what matters is understanding their full potential and their risks. That’s why the programs now combine hands-on exposure with a critical perspective on how technology shapes decision-making. A recent agreement with OpenAI — at the moment a unique case among business schools — will give students, faculty, and staff access to the most advanced AI tools available. 

The third principle is the relevance of Europe, — and Milan in particular, — as a destination for meaningful professional and personal development. In a global context shaped by uncertainty and new geopolitical balances, the choice of where to study plays a role in shaping one’s perspective as a leader. For many students in the MBAs and in our Specialized Master programs, being based in Italy adds a distinctive cultural and relational dimension to their learning journey. 

“Europe, Italy and Milan offer an environment where managerial education naturally matches with a broader cultural perspective,” says Enzo Baglieri, Associate Dean of the Master Division.“The human-centricity embedded in our vision of management inspires future leaders to approach complexity not just with analytical tools, but also with a deeper understanding of the dynamics of relations in the economic context.”

This evolution stems from a broader intellectual process shared by the academic directors of the MBA programs, — a reflection rooted in the School’s long-standing commitment to rigorous research and critical thinking. It reflects a distinctive method: using evidence-based insight to rethink management education and reimagine its impact. A direct expression of the School’s guiding vision: Research. Rethink. Reimagine. 

Discover SDA Bocconi MBAs

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KEY TAKEAWAYS

Choosing between paying off student loans or investing can be difficult because there’s no universally correct decision.

When you graduate from business school with a costly, new diploma, instinct tells you to latch on to the first decent job offer an employer throws your way, and then whittle down your student loan debt as best you can. But what about investing those first earned dollars in the stock market? The more money you put in, and the earlier you put it in, the more money you can potentially get out of it for retirement, buying a home or whatever other significant financial goals you have.

If you brood on this long enough, most graduates can’t help but ask themselves: Is there a better place for me to put my money in? In other words, is it better to pay down student loan debt or invest in something else entirely?

MBA graduates usually find themselves faced with this similar dilemma. Should they use the money to pay off that pile of debt they’ve accumulated, or is it more advantageous to put the money to work in investments that will grow for the future? Either choice can make sense, depending on the circumstances. Paying off student loans or investing isn’t always a clear-cut choice. Although it’s often good to get out of debt earlier, sometimes it pays off more in the long run to put more of your funds toward building up your investments.

Investing vs. Debt Repayment

Investing is a way to set money aside for the future, ideally in an investment vehicle such as stocks, bonds, or mutual funds that will grow in value over time. Debt, on the other hand, represents money that you’ve already spent and that a lender is charging you interest on. Left unpaid, that debt will grow and grow, with interest charges adding to your balance and incurring interest charges of their own.

The Case for Investing

You can save a lot of money by aggressively paying down your student debt, but what about the stock market? Compound interest, that property your economics professor would preach about daily, can earn you a lot of money, if you make the right choices. As a general rule, if you can earn more interest on your money by investing it than your debts are costing you, then it makes sense to invest. If you have a mortgage with an interest rate of 5% and a stock market index fund that is returning 10% a year, you’ll come out ahead by investing your extra cash in the index fund.

On the other hand, if you have credit card debt at 20%, you would be better off putting your extra cash toward paying that debt rather than investing it in the index fund. Unfortunately, it isn’t always that straightforward. Investments can be volatile. That index fund might be up 10% this year but down 10% next year. While there are investments that pay a guaranteed interest rate.

Another factor is more psychological: your risk tolerance. If you are comfortable taking the gamble that your investments will bob up and down with the markets, sometimes rising in value and sometimes losing value, then you are a better candidate for investing than someone who would lie awake at night worrying about what the market might do tomorrow.

The Case for Paying Down Debt

This can work, but you need a high enough and steady enough income from your first job. You will have a lot of trouble paying off your student loans early if you’re already struggling with rent and utilities. Get a roommate or live at home for a year or two if you want an easy way to cut expenses and use the money to pay off the student loans. You should also always have an emergency fund stashed away in the amount of 3-6 months of your income before tackling your student loans. It’s tough to get to work if your car breaks down and you haven’t put any money away to fix it.

The more you can bolster your required payment the better. The key here is to allocate as much as you can, without depriving your life of all joy and meaning. It’s OK to eat out now and then, but picking up restaurant tabs five or six times a week is a step backward financially. And that two-month-long African safari? Put that one on hold. If you’re having trouble establishing a balanced budget, consider calling up a nonprofit credit counseling agency for some free advice on how to make ends meet.

There are several good arguments for choosing to pay down debt rather than investing. You might come out ahead if your debt carries a relatively high interest rate, and it would look good on your credit score, a number that can be very important if you want to borrow money in the future, such as for a mortgage or a car loan. Having a low credit score can mean paying higher interest rates if you can get a loan at all. Your credit score can even affect other aspects of your life, such as the premiums you’ll pay for insurance, whether a landlord will rent to you and even whether an employer will hire you.

Personal finance is personal. What works for someone else might not be best for you, because your goals may differ.  High student loan payments can also limit your ability to take on new debt. In that case, if homeownership is your primary goal, you might focus on paying down your student loans so you can more easily qualify for a mortgage.

There’s no one right answer when it comes to whether you should prioritize paying off student loans or investing. There are both monetary and psychological aspects that will likely factor into your decision. Weigh your options in regard to your own financial situation, think about what you’re comfortable with, and consider speaking with a trusted advisor if you need further assistance.

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KEY TAKEAWAYS

In today’s competitive employment market, higher education plays a crucial role in shaping careers.

For many professionals, getting an MBA seems like the next logical step to advancing their career. The benefits of an MBA are applicable regardless of your industry or area of professional focus. However, some individuals may wonder if it’s worth it to pursue an MBA, given the commitment and expense involved. For those who plan to work in a managerial capacity, with financial institutions, or who have entrepreneurial aspirations, an MBA can help build the leadership skills required to succeed in these arenas.

In addition to a wider range of job opportunities and increased earning potential, an MBA can help you connect with a diverse group of professionals and become part of an extensive global alumni network.

Here are some things you need to take note of when considering if an MBA is worth it for you.

1. You’re eyeing a career change

Have you been considering switching industries, or even countries, in your professional career? Do you feel like it’s time for something new, even if you’re not sure what that is?  An MBA can help you change industry, job function, or location—or all three at the same time, in a so-called “triple-jump”. Career and leadership coaching is a core component of an MBA curriculum, so the degree can also benefit professionals who are unsure about their next steps. If you’ve always wanted to pursue a career abroad or wish to move into a sector that better aligns with your interests or values, those are signs that you’re ready to take the leap into an MBA.

2. You want to expand your professional network

Earning an MBA makes you part of a global network of nearly 100,000 alumni, giving you access to respected and intelligent professionals you may not have otherwise had a chance to connect with. Beyond being part of a broader community, you’ll also have the opportunity to build relationships with other professionals in the classroom and beyond. An MBA can unlock new professional opportunities, including senior management and C-suite roles. It’s a valuable credential for those seeking to climb the corporate ladder or switch industries. MBA programs offer access to a vast network of professionals, alumni, and subject-matter experts. These networks often lead to mentorship opportunities and connections with top companies, enhancing career growth.

3. You need an infusion of entrepreneurial DNA

MBA programs can exist, technically, without entrepreneurial training. In practice, however, that approach compromises the future of the industry. Particularly within food and wine, and particularly in Italy where gastronomic traditions are revered, there is a paradoxical need for innovative business strategies that will sustain the enterprises and enable the traditions to persist. Leone and her team know that this is a challenge especially in Italy where businesses do not excel at scaling up; that’s why the MBA program is embedded in the Italian context — part of its DNA — but with a global entrepreneurial mindset.

4. Your personal circumstances make it possible

There are lots of personal variables to consider when deciding if you’re ready for an MBA. You may have the requisite professional experience, but can you afford to take one or two years off work to study? You may be ready for a career change, but do you have family commitments that prevent you from relocating abroad? An MBA represents a substantial financial investment. The average cost of an MBA is very, very steep. While total MBA fees can vary depending on where you study, the bottom line is that cost is an essential consideration when deciding if you’re ready for an MBA.

If you think your employer would be open to sponsoring your MBA, this is an excellent way of attending business school without the financial burden. But if you want to move abroad or switch sectors, consider whether you’re in a position to support yourself through an MBA right now.  A full-time MBA is also a considerable time commitment. During that time, you’ll be expected to attend classes on campus. If taking up to two years off work isn’t possible for you, whether because of personal commitments or for professional reasons, then you might look into a part-time MBA or an online MBA.

5. You need a deep dive into an industry’s unique dynamics

Naturally MBA programs teach competencies in business and management, first and foremost. Given that foundation, there are also advantages of specialization in order to understand the unique dynamics of the food and wine industry. Every industry needs business practitioners, but it’s the ability to live and breathe the industry from within that initiates the most meaningful and lasting innovations.

An MBA can be a transformative experience, but it’s not the right choice for everyone. Carefully evaluate your timing, financial situation, and career objectives. For some, online MBA programs may offer the flexibility and affordability they need, while others may find traditional on-campus programs more rewarding.

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More than just machine learning: A human approach to tech-driven innovation

LSE’s new programme isn’t another technical bootcamp or buzzword parade taught by people outside the industry. Instead, we get to the heart of what matters: how leaders can integrate AI responsibly and effectively in their organisations. Participants explore how AI shapes decision-making, creativity, productivity, and how culture – and how to lead through that change.

As the top university in the country, LSE’s programme (one of the first of its kind) combines the tech aspect of AI with corporate culture, psychology and behavioural science. You’re not going to get theoretical discussions in ivory towers. You’re going to get real world case studies, practical experience, and guest speakers from companies on the AI frontier – OpenAI, Google DeepMind, Faculty AI, Korn Ferry, and Electric Twin, executives leave with practical tools to deploy AI in a way that’s safe, ethical, and strategically sound. 

The possibilities of AI technology are huge. As are the potential pitfalls.

A little bit of knowledge is a dangerous thing. Already, many big businesses are falling foul and paying the price of not taking the time to really understand how AI can work effectively for their organisation. Just ask Air Canada, which was ordered to pay compensation after its chatbot gave false information. Mistakes like these aren’t just embarrassing, they’re expensive. And they often stem from a failure to understand not just how AI works, but how it behaves.

– Professor Michael Muthukrishna

LSE are offering C-suites and other senior leaders knowledge and skills through an intense, immersive week that will enhance existing leadership skills with new tools and strategies, as well as aid the cultural adaptation of workforces to a new technological reality – effectively helping leaders to futureproof their businesses. 

An elite teaching team with real-world edge

This hands-on, applied programme is taught by Professor Michael Muthukrishna and Dr Dario Krpan, both with deep industry experience, alongside leading industry expert guest speakers, such as Joel Liebo (Senior Research Scientist, Google DeepMind), Marc Warner (CEO of Faculty AI), Jayna Devani (International Education Lead, OpenAI), Ben Warner (CEO of Electric Twin, former UK government Chief Data Scientist, and LSE Senior Visiting Fellow), and Vinay Menon (Senior Partner and Global AI Lead at Korn Ferry). It’s a rare opportunity to engage directly with thinkers and practitioners shaping the future of AI — and business.

A future-focused portfolio for an ever-changing world.

AI is just one of the many complex challenges that LSE is helping business leaders and executives to navigate, understand and overcome. Their broad portfolio of contemporary topics is designed to stretch, challenge and empower participants to think critically and analytically about the bigger picture. To interrogate what the issues of today mean to the future of businesses and gain an increased awareness of the intricate interconnectedness of global business, geopolitics and socioeconomics and how vital this is to navigating change with confidence.

Rated the number one university in the UK and University of the Year by the Times and Sunday Times, each programme is delivered by a world-class faculty and informed by cutting-edge research. It’s no wonder LSE has been equipping leaders for success for 130 years and will continue to do so for many more to come.

This new LSE Executive Education programme AI and the Future of Organisations: Insights for Business is taking place at LSE’s campus in London this September.

The post How LSE is Equipping C-suite Executives with the Skills to Successfully Navigate and Integrate AI into the World of Work appeared first on The European Business Review.

Interview with Renata Blanc of Porto Business School

Portugal is renowned for its early navigators’ audacious journeys of global exploration. What better home, then, for an International MBA programme that equips its students to navigate global ambiguity with purpose, curiosity, and courage?

Great to have you with us, Ms. Blanc! To start off, could you share the vision that drives Porto Business School’s International MBA?

Our MBA vision is to cultivate “market-ready explorers” — leaders who are equipped not only to respond to change but to lead it. We believe the future belongs to those who can navigate ambiguity with purpose, curiosity, and courage. Our International MBA is designed to empower professionals to shape their own path, with a deeply personalized, future-focused, and impact-driven learning journey.

The programme is described as one that empowers leaders for the “future of work”. From your perspective, what key leadership qualities does today’s evolving business landscape demand, and how does your MBA programme help cultivate them?

That’s such an important question — and one we reflect on constantly. We’re in a moment of profound disruption. It’s not just about technology anymore, although of course the pace of technological change is enormous. It’s also about climate urgency, shifting geopolitical landscapes, and major social transformations. All of these forces are converging to create a business environment that’s more complex and fast-changing than ever before.

The traditional models are no longer enough. Today’s leaders need to be visionary and emotionally intelligent.

So, what does that mean for leadership? Well, it means the traditional models are no longer enough. Today’s leaders need to be visionary and emotionally intelligent. They need to be inclusive, adaptable, and deeply comfortable with uncertainty. It’s no longer about keeping up. Leaders now must be future-shapers — able to imagine new possibilities and mobilize teams and communities to bring them to life.

That mindset is at the heart of our MBA. We’ve built the program to actively cultivate these capabilities. Our Leadership Track, for example, is designed to strengthen self-awareness, improve team dynamics, and help students develop an inclusive leadership style. It includes both group and one-on-one coaching, so students really work on their own leadership identity.

And then we challenge them to apply those skills in the real world. A few examples:

• In the AI Business Impact Challenge, students work in teams to develop strategic solutions for a real company problem — with support from an AI Lab that equips them with the latest tech insights.
• Our Team Building with Social Impact event pushes them out of the classroom and into collaborative, purpose-driven outdoor challenges that also serve the community.
• And through the NGO Board Fellows program, they actually sit on the board of a nonprofit organization. That’s a rare and incredibly rich leadership experience.

Ultimately, we’re not just preparing students for their next job. We’re helping them grow into leaders who can create meaningful, positive impact — in their companies, their industries, and in society at large. And we want that journey to start from the very first day of the program.

In a crowded global MBA landscape, what distinguishes Porto Business School’s International MBA from more traditional or conventional programmes?

I believe our program offers outstanding value. It combines top-tier, contemporary content with a highly personalized and impactful learning experience. What truly sets us apart is the combination of academic excellence, innovation, leadership development, and strong ties to both community and industry. Key differentiators include:

• Strong Personalization, allowing students to tailor their journey by choosing between 11- and 15-month formats, a wide range of electives, and diverse Capstone Projects and Internships.
• Leadership Development, througha dedicated Leadership Track includes both group and individual sessions focused on enhancing self-awareness, team collaboration, and leadership impact.
• Innovative AI Focus via an AI Track integrates hands-on learning through the AI Lab and culminates in the AI Business Impact Challenge — where students solve real challenges using AI.
• Sustainability Orientation, by embedding sustainability across the curriculum, complemented by specialized elective courses on ESG and the option to earn a Sustainability Certificate.
• Specialized Tracks for those who want to deepen expertise in areas like Leadership, Entrepreneurship & Innovation, AI, and even Biodiversity and Nature-Based Strategies for Business.
• Community Engagement that encourages students to lead with purpose, through a mandatory Team Building with Social Impact and an optional NGO Board Fellows initiative where students take a seat on the Board of an NGO.
• Top-Notch Electives and Specializations, with a wide set of electives and a choice of six areas of specialization from which to select one on which to concentrate — including traditional areas like Finance, Strategy, Marketing, and Operations, as well as cutting-edge domains like Innovation & Entrepreneurship or Data, Tech & AI.
• AI-Powered Personalization, here we’re walking the talk — much of the upcoming cohort journey will already be supported by real-time AI advisors and coaching tools, helping students navigate choices and maximize their learning experience.

And of course, Porto itself is an integral part of our value proposition. It’s a vibrant, charming city with a rich mix of heritage, coastline beauty, and a dynamic business environment that blends established industries with a thriving startup scene.

Two of the programme’s standout components are the Leadership Track and the Business Impact Challenge. How do these hands-on experiences translate into tangible, real-world value for students?

These experiences are not academic simulations — they’re career accelerators. The Leadership Track helps students master interpersonal and executive skills, while the AI-powered Business Impact Challenge (BIC) places them at the intersection of innovation, sustainability, and strategic problem-solving, producing results that add immediate value to their professional portfolios.

The Career Development Center plays a central role in guiding students beyond the classroom. Could you elaborate on the type of support and resources you provide to help participants shape their post-MBA career paths?

Our Career Development Center provides one-on-one coaching, skill mapping, and AI-powered CV optimization. Students receive individualized support to identify the right career paths, develop standout profiles, and connect with global opportunities, whether they’re pivoting industries or accelerating their current trajectory.

With features like the Global Immersion Week and a culturally diverse cohort, your MBA clearly has a global dimension. How does the programme foster a truly international mindset among its participants?

From Global Immersion Weeks in cities like Amsterdam and New York to exchanges with partner schools worldwide, our program immerses students in international contexts. Combined with a truly diverse cohort — 50 per cent international students from over 10 countries — we nurture cultural intelligence, cross-border collaboration, and global leadership.

Professionals today are seeking more than just technical acumen — they’re also after personal growth, purpose, and resilience. How does the programme nurture the holistic development of its students?

We go beyond technical skills. The IMBA nurtures each student’s sense of purpose, resilience, and self-knowledge. Through dynamic learning, coaching, and electives designed around personal passions and market needs, we help students align their career goals with deeper personal meaning.

Porto itself has become known for its dynamic startup ecosystem and innovation-driven business environment. How does being located in this vibrant city enrich the MBA experience and open doors for entrepreneurial exploration?

Porto is a thriving innovation hub, and our students are embedded in it. Whether through the Entrepreneurship Track, local startup collaborations, or integration in projects of the Porto Business School Innovation Exploration Hub, our students access real opportunities to prototype, pitch, and build ventures in one of Europe’s most vibrant entrepreneurial ecosystems.

Looking ahead, what exciting developments or evolutions can we expect from the International MBA in the coming years?

Looking forward, we’re expanding our AI-driven personalization tools and integrating more tech-enabled, impact-focused learning experiences. We are also deepening our global partnerships and designing new formats that bring even more flexibility and relevance to tomorrow’s leaders.

And finally, on a personal note — as Programme Director, how do you define success when it comes to your students and the legacy of the programme?

Success, to me, means transformation — when a student not only reaches their goals but discovers new ones, becoming a more empowered, self-aware, and impactful version of themselves. The true legacy of our IMBA is the community of bold, values-driven leaders we help shape across industries and borders.

Executive Profile

Renata Blanc is the Director of the International MBA at Porto Business School, where she also lectures in Problem Solving, Decision Making, Accounting, and Strategy. A passionate educator and coach, she has led PBS and FEP teams to win multiple international business case competitions. With a solid background in consulting and auditing (including at Deloitte), she is a senior advisor on management and strategy projects — from strategic planning to financial and administrative restructuring. Holding a Ph.D. in Business Sciences (FEP), an MBA and a Master’s in Business Management, her academic journey began with a degree in Economics from the University of Porto. Today, she combines academic excellence with hands-on impact in the classroom and the boardroom.

The post Porto Business School: Cultivating Market-Ready Explorers appeared first on The European Business Review.

KEY TAKEAWAYS

With total costs exceeding $200,000 at many top schools, it’s natural to pause and ask yourself: Is the MBA still worth it?

An MBA is one of the most coveted degrees in the industry today. It’s designed to equip students and working professionals with the much-desired skills to assume top leadership positions. Graduates gain the required knowledge and expertise that helps them function effectively in managerial roles. In other words, an MBA is the perfect stepping stone to climb the corporate success ladder.

However, the program more often than not involves a huge investment, both in terms of money, time, effort, and dedication. The rising costs of MBA programs can make prospective students concerned. However, the return on investment (ROI) of the program makes it all worthwhile in the long run.

Understanding ROI in the context of an MBA

ROI is the popular acronym for Return on Investment. In the context of MBA specifically, ROI means determining the value the degree holds concerning the money, time, and effort invested. The easiest way to measure the MBA ROI is to compute the career and financial gains compared to the course cost. Some of the key factors to be considered in the process include:

• Salary increase: Compare the salary gain pre- and post-MBA.
• Advancement in career prospects: Evaluate the scope for career growth including promotions and higher-paying managerial or leadership roles.
• Acquisition of skills: Take into account newer skills obtained from the MBA program. These may include critical thinking and analysis, problem-solving, leadership, and effective communication.
• Opportunity to network: An MBA unlocks the potential for creating numerous professional relationships with peers, faculty, and industry experts.

It is important to consider here both the tangible (financial) and intangible benefits of the degree. Some intangible MBA ROI long-term benefits include personal growth, job satisfaction, professional leap, self-confidence, and more.

How long does it take to recoup the cost of an MBA degree?

On average, based on various institutions and programs, it takes graduates anywhere from 3 to 5 years to break even. However, this period varies depending on the career and industry you have. Besides tuition, the opportunity costs, like wages lost while studying, play a significant role. For instance, if you leave a job to pursue a full-time MBA, you’re also losing out on potential earnings.

What factors affect the ROI of an MBA degree?

• Geographical Location: While there are attractive MBA jobs abroad for freshers, the cost of living and local market conditions can impact ROI.
• Institution’s Prestige: Schools with global recognition often promise better returns. However, it’s essential to analyze the best ROI MBA programs globally.
• Networking Opportunities: Elite B-schools provide an unparalleled network of alumni and industry leaders. This networking often leads to lucrative opportunities post-MBA.
• Specializations: Niche areas like FinTech or AI in business may promise better returns in the current market scenario.

Risk is an inevitable part of life, but understanding how to calculate and manage it is the key to making high-ROI decisions. Whether you’re investing in a big purchase or an MBA, the same fundamental principles apply: analyze the upside, quantify the downside, and take action when the upside justifies the risk.

The post MBA ROI: How Long Does it Really Take to Break Even? appeared first on The European Business Review.

KEY TAKEAWAYS

One question that should be asked of every business school is: How well will the MBA program help me build my professional network?

An MBA is a stepping stone into some of the biggest companies in the world. It’s also an opportunity to apply your skills in lucrative internships, and a way to experience different cultures. But postgraduate career opportunities don’t just appear out of nowhere. To get there, MBAs need to network—and network well.

Networking is one of the most powerful reasons people pursue an MBA degree. Considering that 22% of the world’s CEOs have an MBA degree, networking and therefore access to MBA alumni can be easily regarded as equally important as the business schools’ case study system, and any class of the MBA curriculum,” he adds.

You pick up lots of new skills on an MBA degree, ranging from practical skills in management and leadership to vital soft skills in teamwork and cultural differences. But the degree also offers you an opportunity to build your professional network, which is likely to give you an advantage in the job market compared to non-MBAs.

Steps to Better Networking

While networking is a crucial part of business school, there’s a difference between simply meeting new people and doing effective networking. These five tips will help you refine your networking skills and ensure that you’re making the right connections for your career.

1. Refine your network

Your networking will be more effective if you seek out people from the industries, sectors or companies that you’re actually interested in. You’ll find that a refined, targeted professional network will offer you better advice and quicker answers to the questions you might have.

2. Don’t hold back on LinkedIn

LinkedIn is an MBA student and graduate’s best friend. As well as a social network for professionals, it acts as a huge database of roles and opportunities. If you find someone who works at a company or in a role you’re interested in, don’t hesitate to reach out with a message. 

3. Take advantage of alumni networks

It’s not just your peers and professors who will help you find your dream role. Business schools have huge alumni networks—often exceeding 50,000 people—and schools make it possible for current students to communicate with graduates. Even smaller alumni networks can be beneficial, as those close ties can lead to meaningful connections. 

4. Do your research

You’ll build connections faster if you know who you’re talking to. Make sure to properly do your research on any LinkedIn connections or people in your alumni network that you want to speak to, you’re more likely to get good advice if they know that you’ve done your homework.

5. Keep in touch

Networking doesn’t stop when you graduate from your MBA. It’s great if you’ve formed strong connections with your classmates during your program, but the rest test is when your course is over. Try to keep in regular contact with your network, including professors. You’ll be kept in-the-know about potential roles, and with regular contact you’ll know exactly who to reach out to if you need help when seeking a new role.

Your ability to connect, collaborate, and communicate can set you apart more than a resume ever could. And that’s the real magic of an MBA at Pacific—you don’t go through it alone and you get the tools to.

The post The Hidden Value of Your MBA Network: Why it Matters More than You Think appeared first on The European Business Review.

KEY TAKEAWAYS

With affordable education, globally ranked business schools, and strong ties to industries like engineering, automotive, and software development, Germany stands out as a top destination for tech-focused business education.

Germany is famous for producing some of the world’s best engineers, scientists, and technology professionals. With a strong global reputation in engineering, automotive innovation, and industrial technology, it’s no surprise that international students are increasingly asking: Should I pursue an MBA in Germany to boost my tech career?

The answer is a resounding yes. Germany combines academic excellence with practical experience, low tuition fees, and direct links to some of the world’s most advanced companies. Whether you’re looking to enter the tech startup scene, work for a global automotive leader like BMW or Volkswagen, or specialize in Industry 4.0 and digital transformation, Germany offers an ideal environment for career growth.

Why Germany is a Top Destination for Tech-Focused MBAs

1. Access to World-Class Education at Lower Costs

Germany is known for its high academic standards and rigorous educational system. What sets it apart from other MBA destinations is the cost-effectiveness. Public universities often charge only a nominal semester fee. For instance, students at TU Berlin typically pay around €300 per semester, which includes public transportation and administrative costs.

In addition, Germany offers several scholarship programs—such as the DAAD (German Academic Exchange Service)—that support both domestic and international students with tuition and living expenses. These financial advantages make it possible to receive a globally respected education without incurring massive student debt.

2. Global Business Schools with Tech-Integrated Curricula

German business schools like ESMT Berlin, Mannheim Business School, and WHU – Otto Beisheim School of Management consistently rank among the best in Europe. These institutions offer MBA programs tailored to the demands of the tech economy, with specializations in digital transformation, entrepreneurship, supply chain management, and data analytics.

Many programs are taught in English and include electives or concentrations that allow students to tailor their education to technology-driven careers. Students also benefit from close collaboration with German corporations, giving them firsthand insight into real-world business problems.

3. Practical Training and Real-World Experience

One of the defining features of German education is its strong emphasis on practical, hands-on learning. MBA programs frequently integrate internships, capstone projects, and consulting assignments with major companies in sectors like IT, automotive, and clean energy.

For tech-focused MBAs, this means more than just case studies—it means working directly with companies like SAP, Siemens, Bosch, or Deutsche Telekom on current challenges. This exposure significantly boosts employability and ensures students graduate with market-ready skills.

4. Gateway to Europe’s Largest Tech and Engineering Economy

Germany is the largest economy in Europe and the fourth-largest globally. It is home to global tech firms, thriving startups, and innovation clusters like Berlin, Munich, and Stuttgart. As a student, you’ll be positioned in a country that actively fosters digital innovation and industrial technology, offering unmatched career prospects post-graduation. Additionally, Germany’s central location in Europe makes it easy to connect with other business and tech hubs like Amsterdam, Zurich, and Paris. With a post-study work visa of up to 18 months, international graduates have ample time to explore job opportunities after completing their MBA.

5. International Environment and Cultural Diversity

Germany has become increasingly international in recent years. Its universities host students from over 180 countries, fostering a rich cultural and intellectual environment. This multicultural exposure is invaluable for MBA students preparing for global leadership roles.

Most top MBA programs are taught entirely in English, eliminating language barriers and making it easier for international students to adapt and excel.

6. Excellent Quality of Life and Student Support

Germany consistently ranks high in quality of life metrics, offering clean and safe cities, efficient public transportation, excellent healthcare, and vibrant cultural scenes. Cities like Berlin, Hamburg, and Munich offer a mix of historical charm and modern innovation. Universities also offer extensive support services for international students—including career counseling, language assistance, and networking events—ensuring a smooth academic and social transition.

For aspiring tech leaders, Germany offers a unique combination of high-quality education, practical experience, industry access, and affordability. Its MBA programs are not only globally competitive but also deeply integrated with the needs of today’s technology-driven economy.

Whether you’re looking to innovate in AI, data science, or industrial automation, an MBA from a German institution can give you the foundation, network, and skills needed to succeed in the global tech landscape.

The post Why Germany is Ideal for MBAs with a Tech Focus appeared first on The European Business Review.

KEY TAKEAWAYS

German MBA degrees are becoming more popular and competitive, and much of the demand comes from foreign students.

Although less well-known compared with traditional MBA schools, many German schools are located in thriving economic centers where future prospects are high. When talking about Germany, most people just think of beer, bratwurst, and beautiful castles. But that is not all. Germany is rapidly becoming a top choice for affordable, globally respected business education.

1. Affordable, Low-Cost Education

Tuition fees are often the biggest financial concern international students have to deal with and MBA courses are among the most expensive. Public higher education in Germany is offered for free, but the best German MBA schools are in private ownership and carry certain fees. However, compared to popular MBA courses like those in the UK and US, the cost is comparatively lower. Germany’s public universities typically only charge minimal tuition fees. This is true even for international students. This makes doing an MBA in Germany far less expensive than in other countries, allowing you to invest in your education without financial strain.

2. A Robust Economy with Strong Industry Ties

As Europe’s largest economy, Germany is home to leading companies such as BMW, Siemens, and SAP. Many MBA programs in Germany offer internships and consulting projects with these firms. This direct connection to industry helps build relevant work experience. You can also build professional networks that can shape your career later.

3. English-Taught Programs

Language barriers are not a concern for most MBA programs in Germany. Many universities offer courses entirely in English. So while learning some German can enhance your daily experience, fluency is not required to succeed academically.

4. A Central Location in Europe

Germany’s position at the heart of Europe provides easy access to major cities. Destinations like Paris, Amsterdam, and Vienna are just a short flight or train ride away. Beyond leisure travel, this proximity offers exposure to diverse business environments and networking opportunities across European markets.

5. A High Standard of Living

MBA salaries in Germany are quite attractive. More so when compared to the cost of education and living. Depending on the industry and your experience, salaries can range between €55,000 to €100,000 per year. Post-MBA jobs in Germany in consulting and finance tend to offer the highest pay. For instance, a strategy consultant at McKinsey Germany can earn close to €90,000 in the first year.  Roles in technology and manufacturing, like product management at Siemens or supply chain roles at BMW, also offer great compensation. Plus, they come with additional benefits like bonuses, relocation allowances, and training support.

Germany also offers reliable public transportation and accessible healthcare. Plus, the cities are clean and safe, and the countryside is scenic. This makes the living experience great. More importantly, the cost of living still remains reasonable compared to many Western nations. This allows you to maintain a comfortable lifestyle during your studies. All-in-all, Germany is the perfect combination of affordability, opportunities, and a balanced lifestyle.

Studying an MBA in Germany is not all about seeking a degree; there are countless things to experience in this Germany, aside from your study adventure.

Germany’s international student community is highly diverse and provides an opportunity to socialize with people from different nations and learn about their culture, their customs, and traditions. Germany is also a land of wonderful historical sights.

The post Studying in Europe’s Economic Powerhouse: The German MBA Advantage appeared first on The European Business Review.

Master the science of human behaviour at WBS

At Warwick Business School, our immersive three-day Behavioural Science in Practice programme blends cutting-edge theory with real-world application. Delivered in the iconic Shard, it brings together leading WBS academics and practitioners from CogCo to explore what drives human behaviour, and how we can shape it. You’ll learn how to design and refine impactful interventions to tackle live business problems and discover how tools like AI are reshaping the way we address behavioural challenges.

• Application deadline: 5 November 2025
• Start date: 26 November 2025
• Duration: 3 days
• Venue: London – The Shard

Secure your place now

Other news from WBS

How are CEOs influenced by their spouse?

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Professor Daniel Read examines how our evolutionary past may be fueling impatience in modern business strategy and decision-making.

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Upcoming events

Why great leaders think like behavioural scientists

Online

Discover the science behind human behaviour in this dynamic session featuring a 15-minute lightning talk from Edward Gardiner, Managing Director at CogCo. Stay for a live Q&A panel with past participants on the Behavioural Science in Practice programme, as they share how the experience has shaped their work and thinking.

Register now

CORE Presents: The Strategic Mindset of Leadership

 Online

In an era defined by volatility, complexity, and geopolitical disruption, how can leaders cultivate a mindset that not only anticipates change but thrives in it?

Join a dynamic 30-minute webinar exploring the Strategic Mindset of Leadership, hosted by Warren Manger, Editor of CORE Insights.

Register now

Empowering your Leadership Journey Through Careers Coaching

University of Warwick Campus

Whether you’re an emerging leader or a seasoned executive, this insightful event will explore the invaluable role of careers coaching in your leadership journey. Gain powerful strategies for career transitions, self-discovery, and skill development and explore our new Executive and Emerging Leaders programmes.

Register now

The post Master the Science of Human Behaviour at WBS appeared first on The European Business Review.

Here’s the issue: most leaders have either subject-matter depth or general management skills. Few have both. And that’s exactly the gap IMD is helping to close with two new Executive Master’s degrees:

→ AI & Digital Business Transformation
→ Sustainable Business Transformation

They’re designed for experienced professionals who want to build on their subject-matter expertise to lead enterprise-wide change.

Here’s what stands out:

• Hard-edge strategy meets hands-on execution: You’ll sharpen your expertise, then learn how to connect it to core business goals to influence decisions, shape strategy, and create business value.
• A format that flexes with you: Modular and paced to fit around your work and life. Mix online and in-person learning, global electives, and immersive programs.
• Career acceleration with direct ROI: Through targeted workshops, expert guidance, and peer exchange, you’ll be prepared to step into senior roles with confidence.
• A network that multiplies your opportunities: You’ll collaborate with professionals across industries, work with IMD faculty, and connect with corporate partners. These are relationships that open doors to new roles, markets, and opportunities.
• Credibility you can demonstrate: You’ll complete a Capstone Project or Thesis; either solving a real business challenge or exploring new areas of research. It’s a way to prove your expertise and show the impact you can make.

Curious to see if one of these degrees fits your next career move?
Take a look at the brochure that speaks to your path:

→ Download the AI & Digital Business Transformation brochure
→ Download the Sustainable Business Transformation brochure

Ready to take the next step? We’re here to help.

The post Grow Your Career Where Business Needs it Most – IMD appeared first on The European Business Review.

With today’s geopolitical uncertainty, economic volatility, and the fast-moving integration of AI into nearly every aspect of business, executives are navigating intense complexity with less time than ever to pause and reflect about their own learning and development.

At the International Institute of Management Development (IMD), the learning innovation team has been exploring how AI can help participants in the Executive MBA program. What if AI could make learning more integrated, personal, and aligned with your goals, even between modules? Not by replacing the deeply human aspects of leadership development, but by supporting them.

Here’s how IMD is putting that into practice. 

AI that helps you connect the dots as you learn 

One of the first ways IMD began integrating AI into its degree programs was also one of the simplest: helping participants make better sense of what they were learning, as they were learning it. 

IMD AI+ is a generative AI tool trained on the school’s own program content, faculty insights, and real case material. It’s available to learners during their studies as a kind of always-available thinking partner. It is ready to explain a tricky concept, revisit a lecture topic, or connect dots between different modules. 

What’s interesting is how participants are actually using it. Not to cut corners, but to stay curious. To unpack ideas in the moment, or revisit something days later when it finally starts to click. 

It’s not designed to replace teaching, it just makes it easier to keep learning, even when the classroom session ends. 

And that’s exactly what set IMD’s learning innovation team down a new path: if a tool like this could help learners stay engaged during the program, what else might be possible between sessions? Or even beyond them? 

That question led to something much more personal. 

Stay focused and on track with the right nudge 

When you’re doing an EMBA, you’re balancing the demands of work, life, and an intensive program. It can be a challenge to keep your development front of mind. Sometimes what you need isn’t more content or information. You need clarity. A gentle reminder. A nudge in the right direction, right when it matters. 

That’s where IMD’s new AI-powered nudging tool comes in. It’s designed to support learners in a quiet but meaningful way: prompting reflection, reinforcing goals, and connecting them to the right insights at the right moment. 

It can serve as a valuable partner in between coaching sessions, or for learners who aren’t currently working with one. The goal isn’t to replace the human element, but to work alongside it. 

As Sarah Grant, Director of Learning Innovation at IMD, puts it:

Here’s how it works: 

• It helps learners think more clearly by posing questions and prompts that encourage self-awareness and reflection.
• It supports accountability by reminding you of the goals you’ve set and nudging you gently back toward them.
• It draws from tested frameworks aligned with IMD’s personalized learning journeys.
• It stays in its lane, fully transparent about being AI and careful not to overstep.
• It evolves over time by learning from interactions and adapting to your rhythm, with governance in place to keep it aligned and responsible.

Behind the scenes, the nudger draws from diagnostics and insights already embedded in the IMD EMBA experience. As participants move through the modular, flexible program, it offers a steady, low-friction way to keep personal development on the radar. Whether you’re focused on inclusive leadership, decision-making, or communication, the system is designed to surface your goals when it matters most. 

In a program as dynamic and self-directed as the EMBA, growth can’t just happen during the modules. It has to stretch into the in-between. This tool is designed to help participants turn everyday moments into meaningful steps forward. 

Make confident choices in a flexible program 

One of the most exciting things about IMD’s Executive MBA is the flexibility. You can shape your own path, choose your focus, and decide what kind of global experience you want to build.

One of the most exciting things about IMD’s Executive MBA is the flexibility. You can shape your own path, choose your focus, and decide what kind of global experience you want to build.

But sometimes choice can be overwhelming. With so many possibilities, how do you know what comes next? What aligns with your growth, your goals, or even just your curiosity? 

That’s why IMD is developing new ways to help learners make more intentional choices. With the help of AI, they’re exploring how to map out the different “what ifs” that come with every possible path and turn that into a thoughtful, immersive experience. 

Something that invites you to pause and ask: 

• Where do I want to grow next? 
• What would challenge me in the right way, right now? 
• What might I miss if I don’t choose this path?

The idea isn’t to automate your decisions. It’s to create space for reflection. To offer a clear, human way of thinking through your options that draws on faculty insight, behavioral science, and smart use of AI. 

It’s one more way IMD is rethinking what it means to learn. Not just by offering more choice, but by helping you navigate it with clarity and purpose. That’s the kind of experience IMD is working to build. Real. Reflective. Integrated into your life, not separate from it. 

And with AI, it’s now possible to bring that level of support to each EMBA participant in ways that are faster, more personal, and designed to stretch far beyond the classroom. 

Learning that keeps pace with your life 

You don’t need to be convinced that learning matters. You already know it’s part of staying sharp, staying relevant, staying ahead. Making it happen, in the thick of everything else you’re balancing, that’s something else entirely.  

The IMD EMBA approach is unique. Yes, it’s rigorous. It’s global. You’ll step into high-impact modules like the Global Immersion Weeks, where you’re tackling live business challenges in unfamiliar markets. You’ll build new capabilities and expand your leadership range. 

However, the program doesn’t treat those moments as the only ones that matter. In fact, the time between them matters just as much. The strategy offsites. The conversations that give you something to mull over. The unexpected moments when something you learned weeks ago suddenly comes into play. 

That’s why IMD is designing a learning experience that doesn’t stop when the module ends. One that meets you where you are, adapts to how you think and lead, and stretches with you as your goals evolve. 

AI is part of that equation. So is the team of coaches, faculty, and learning designers behind the scenes. Together, they create a framework that helps you reflect with structure, make decisions with clarity, and keep developing even when life is at full tilt. 

Explore how the IMD EMBA is evolving to meet the way you learn: IMD Executive MBA  

About the International Institute for Management Development (IMD)   

The International Institute for Management Development (IMD) has been a pioneering force in developing leaders and organizations that contribute to a more prosperous, sustainable, and inclusive world for more than 75 years. Led by an expert and diverse faculty, with campuses in Lausanne and Singapore, a Management Development Hub in Shenzhen and an Innovation Hub in Cape Town, IMD strives to be the trusted learning partner of choice for ambitious individuals and organizations worldwide. Our executive education and degree programs are consistently ranked among the world’s best. Through our research, programs, and advisory work, we enable business leaders to find new and better solutions, challenging what is and inspiring what could be. To learn more, visit www.imd.org 

The post How IMD is Using AI to Make Executive Learning More Human appeared first on The European Business Review.

Society of Corporate Compliance and Ethics® (SCCE®) is bringing its highly sought-after Basic Compliance & Ethics Academy to Spain! Don’t miss this unparalleled combination of applied compliance education, comprehensive information, and valuable professional connections, as well as the chance to sit for a professional certification exam.

More than 9,000 compliance professionals worldwide have turned to an SCCE Academy for foundational compliance education—register now to find out why!

Through instruction by experienced faculty, small group discussion, and problem-solving exercises, you’ll practice applying core compliance principles to real-world scenarios for practical understanding of compliance fundamentals.

The comprehensive agenda covers key topics including:

View the full agenda

In addition to advancing your knowledge, the Academy experience facilitates networking among participants and often leads to the formation of career-long professional bonds.

Class sizes are limited: reserve your spot today!

Register now

Enhance your credentials! Academy participants earn the live continuing education units needed to sit for the optional Certified Compliance & Ethics Professional-International (CCEP-I)® certification exam offered on the last day of the event (separate application and fee required).

The post Applied Compliance Education, Networking & Certification in Barcelona – SCCE appeared first on The European Business Review.

KEY TAKEAWAYS

With its renowned universities, picturesque cities, and rich culture, it’s no wonder that so many students choose to study in France.

France offers a wide variety of educational opportunities, from world-renowned business schools to prestigious engineering programs. And with its convenient location in the heart of Europe, the country is an ideal base for exploring the continent. It’s the fourth most popular destination for international students, welcoming over 300,000 each year.

Students benefit from a high-quality education at an affordable price, as tuition fees are relatively low compared to other countries. Additionally, there are many scholarships and financial aid opportunities available. France is also a great place to learn a new language, as most programs are taught in English and French. And with plenty of historical landmarks and beautiful scenery to explore, students will never get bored.

1. Universal credibility of French business schools

French business schools rank among the top institutes in the world, and degrees from these institutions are given much respect outside even outside Europe. They are globally acknowledged for their academic rigour and their ability to produce top-notch graduates. Many business schools are also affiliated with a university, but some operate as standalone institutions.

In France, there are over 200 business schools that are accredited by the French government. French business schools typically have close relationships with businesses and offer internships and other opportunities for students to gain experience in the real world. As a result, graduates of French business schools are highly sought-after by employers.

2. A vibrant entrepreneurial ecosystem

Paris is among Europe’s leading startup hubs. A French leading business school is linked to the entrepreneurial ecosystem, opening access to opportunities for student startups and even working with global firms. They offer specialised programs on entrepreneurship, allowing students to start their business ventures or intern with innovative companies.

3. Rich cultural experience

Beyond academia, studying business studies in France is an opportunity to live in French culture. France is one of the significant art, history, fashion, and cuisine capitals around the world. This richness in culture makes international students’ interest in France more alive and full of interesting immersions. Business studies in France involve students from various countries, with these institutions offering a chance to connect with people from around the world.

Multicultural relations help develop critical cross-cultural communication skills that are much needed in this global business scenario. Learning French is a significant benefit of studying in France. Programs offered at a French leading business school are predominantly in English, but they also encourage French-speaking. Being a rich and vital language, it gives the students an extra competitive edge, especially if they are thinking about working in French territory or collaborating with French-speaking clients all over the world. 

4. A world class economic power

While France may not be the largest economy in the world, it is still a major force to be reckoned with. With a GDP reaching trillions each year, France is the fifth largest economy in the world, and it is one of the few countries with a AAA credit rating from all three major rating agencies. Additionally, France is a member of the G7 and G20, two of the most powerful economic groups in the world. Moreover, it is one of the world’s leading economic powers, with highly developed infrastructure and a skilled workforce. The country has a strong industrial base, with key sectors including agriculture, automotive, aerospace, chemical, electronics, machinery, metallurgy, pharmaceuticals and textiles.

France is also a leading European destination for foreign investment, due to its favorable business climate. The country has a strong service sector, accounting for close to three-quarters of GDP. Major service industries include tourism, banking, and insurance. The country’s economy is diversified and resilient, making it well-positioned to weather global economic challenges.

5. The French lifestyle

The French lifestyle has long been admired by people around the world. From the food to the fashion, there is just something about French culture that is both alluring and enviable. But what is it really like to live the French lifestyle? For starters, the French place a great emphasis on quality over quantity. They take the time to enjoy life’s little pleasures, whether it’s savoring a delicious meal or taking a leisurely stroll through a beautiful park. They also have a great appreciation for art and culture, and you’ll often find them frequenting museums, galleries, and theaters.

The country has long been a global center of art, science, and philosophy. It hosts Europe’s third-largest number of cultural UNESCO World Heritage Sites after Italy and Spain. Since the 17th century, France has had a major impact on Western culture, particularly in the fields of cuisine, fashion, wine, language, law, and politics.

Business studies in France have a well-knit punch of academic rigour, industry relevance, and cultural exposure compared to other European programs. A French leading business school links theoretical knowledge with practical exposure through the broad curriculum. This prepares a business graduate for a competitive yet successful business career.

The post From Château to Corporate: The Unique Culture of French Business Schools appeared first on The European Business Review.

KEY TAKEAWAYS

Paris is home to some of the best EMBA programs in the world, with a booming business sector and a diverse population.

Paris, the capital of France, is famous for its beautiful buildings, art museums, and fashion. But most importantly, in recent years, it’s also quickly solidified it’s place as a key global business hub.  Many big companies like Sanofi, Total, and Airbus are based in Paris. This gives students, particularly business school students, chances for internships and jobs.

Studying at a Paris business school or top university for business management is a smart choice. France is increasingly recognized as a major international center for management education because of its esteemed universities, cutting-edge curricula, and rich cultural legacy. It’s remarkable rise to this status over the years has been defined by its historical roots, innovative pedagogy, and deliberate globalization initiatives. France has constantly changed to meet the ever-changing demands of the business world, from the founding of innovative institutions like HEC Paris in the late 19th century to the adoption of cutting-edge methodology and emphasis on experiential learning in the modern period.

France has established itself as a draw for international students looking for top-notch management education thanks to its advantageous location in Europe, thriving corporate environment, and dedication to academic achievement. This essay investigates France’s development as a worldwide center for management education, exploring its historical foundations, analyzing contemporary issues, and forecasting future opportunities in the constantly changing field of business education.

1. Career prospects

Paris is home to 29 of the companies listed in the Fortune Global 500—the 500 largest corporations in the world by revenue—demonstrating the high level of opportunity available for those with an EMBA in the city. According to the National Institute of Statistics and Economic Studies (INSEE), France has also enjoyed its strongest growth since 2011. 50,000 private sector jobs were created in France in recent years as employment rates rose to levels not seen since before the financial crisis. French job prospects are in the best shape they’ve been in recent history.

2. Strategic location in European commerce

Paris is at the heart of European commerce, making it easy to reach major markets and transportation hubs. This is perfect for businesses wanting to grow in Europe and beyond. Paris is a great place for students wanting to study international business management. The city’s business schools, universities, and programs offer many opportunities. Students can gain the skills and knowledge needed for global business success.

3. Government policies and support for management education

France’s dedication to advancing education is demonstrated by its investments in R&D and innovation, which support management education by providing access to cutting-edge facilities, funds for research, and chances for collaboration. Government rules also guarantee rigorous academic requirements and accreditation procedures, which raise the caliber and legitimacy of management programs that are provided to students from abroad. All things considered, French government policies show a dedication to giving foreign students access to top-notch management education while encouraging cross-cultural interaction and diversity within the academic community.

4. Diversity

The business case for diversity has been well reported—companies that have employees from a good mix of ethnic backgrounds are more likely to outperform their competitors. Paris is considered one of the most diverse cities in Europe, with over 11 million people living within the city and its surrounding suburbs. According to INSEE, around 20% of the Parisian population is made up of first-generation immigrants. There are few locations in the world that boast a better melting pot of diversity.

5. A Hub for startups and innovation

Key to this economic growth has been the country’s focus on startup culture. Paris is also home to Station F, the world’s largest startup campus. This is symptomatic of the drive towards entrepreneurship, which should appeal to EMBA graduates looking to leave their mark on the business world, get involved with emerging companies, or start something new.

France is experiencing a startup boom right now, and Paris is at the center of it. The city boasts one of Europe’s largest startup incubators and a thriving ecosystem of tech companies and venture capital firms. Business students benefit from exposure to entrepreneurship, innovation labs, and accelerator programs that encourage them to launch their own ventures or contribute to high-growth companies.

Paris, long celebrated as the capital of fashion, culture, and cuisine, is now firmly establishing itself as a global hub for business education. With a strategic location in Europe, an influx of international students, and a growing ecosystem of innovation, the City of Light is quickly becoming the City of Business Learning.

The post Why Paris is Becoming a Global Hub for Business Education appeared first on The European Business Review.

KEY TAKEAWAYS

Switzerland’s reputation as a global business hub—combined with its diverse MBA programs, competitive salary prospects, and world-class faculty—makes it an exceptional destination for ambitious business professionals seeking international impact.

When people think of careers in Switzerland, finance is usually the first sector that comes to mind. And rightly so—Switzerland is one of the world’s premier financial centers, with a high concentration of banks and financial services roles.

But there’s much more to Switzerland than finance.

Home to global leaders in pharmaceuticals, hospitality, and consumer goods, Switzerland boasts one of the highest concentrations of Fortune 500 companies per capita. This creates a dynamic landscape for MBA students to explore varied career paths beyond the traditional finance track. At the University of St.Gallen, for example, MBA students have landed roles at global companies like Estée Lauder (cosmetics), Dufry (travel retail), and Christie’s (luxury auction house). The diversity of the Swiss economy provides fertile ground for graduates to launch impactful careers in sectors they may not have initially considered.

1. Strong Industry Links

Switzerland is home to multinational giants across industries including finance, pharmaceuticals, and tech. Business schools in the country cultivate strong ties with these companies, offering students robust internship opportunities, real-world consulting projects, and access to influential alumni networks. These connections give graduates a distinct edge when stepping into leadership roles on the global stage.

2. Multicultural Environment

With four official languages and a rich international student population, Switzerland offers a uniquely multicultural learning experience. Swiss business schools immerse students in cross-cultural collaboration, equipping them to lead diverse teams and operate effectively in international markets.

3. Focus on Innovation

Switzerland consistently ranks as one of the most innovative countries in the world. Business schools benefit from this national emphasis on research, technology, and entrepreneurship. Students are encouraged to think creatively and challenge conventions—whether launching startups or driving innovation within established companies. Switzerland’s support ecosystem for entrepreneurs further enhances opportunities for business creation and growth.

4. Political and Economic Stability

As a politically neutral and economically resilient nation, Switzerland offers a secure and predictable environment for both education and career development. This stability enables students to focus fully on their studies and long-term career planning without external disruption.

5. Exceptional Quality of Life

From world-class healthcare and low crime rates to stunning natural scenery and efficient infrastructure, Switzerland consistently ranks among the top countries for quality of life. For students, this means a high standard of living and an enriching environment for personal and professional growth.

Switzerland may be known for its banks, but its value as a destination for high-impact MBA careers goes far beyond finance. With unparalleled access to global industries, a culture of innovation, and a lifestyle that supports well-being, Switzerland stands out as a compelling and often underrated choice for the next generation of business leaders.

The post Why Switzerland is a Hidden Gem for High-Impact MBA Careers appeared first on The European Business Review.