Far from being another EMBA, the University of St.Gallen’s IEMBA (International EMBA) is a distinctively crafted programme, merging rigorous academics, global immersion, and peer exchange to develop deliberate, globally attuned leaders with the contextual intelligence to meet complex challenges and lead with depth, range, and purpose.

In a world where certainty is no longer a given, what does it take to lead with clarity, conviction, and care?

It is indeed a daily reality for senior professionals operating in fast-moving global markets that ambiguity, disruption, and transformation are the norm. Effective leadership today requires more than confidence or competence, it calls for contextual awareness, strategic adaptability, and the discipline to think beyond immediate results.

At the University of St.Gallen—Switzerland’s top-ranked business school and consistently among Europe’s best (FT European Business School Rankings 2024)—this evolving definition of leadership shapes every aspect of its International Executive MBA (IEMBA) programme. Delivered part-time over 18 months, the IEMBA combines immersive study across four continents with rigorous and up to date academic content and a strong focus on personal development.

For those enrolled, it’s not only about what they learn—it’s about how they apply it, who they become through it, and the lasting professional growth
it enables.

Leadership as Strategic Presence

For Nawar Belshalat, a current IEMBA Student due to graduate in May 2025, the programme came at the right time, after years of consideration. “I’d been accepted into another EMBA years ago, but it never felt quite right,” she recalls. “Post-COVID, I was ready to commit—but I wanted something international, thoughtfully structured, and realistic for my work at the Louvre Abu Dhabi. St.Gallen stood out.”

One of the key shifts for her was learning to lead with more intention. “There’s so much pressure to react quickly and fix things. But the programme taught me the value of slowing down, creating space, and becoming more deliberate. That presence—how you carry yourself, how you listen—has become a core part of how I lead.”

Thanks to the modular structure—14 in-person weeks delivered across 18 months—she has been able to bring new thinking directly into her leadership practice. “You return from each module with something real to work through. It’s not abstract. It’s lived.”

Learning Through a Cohort of Equals

This real-time application is by design. According to Prof. Dr. Reto Hofstetter, Academic Director of the IEMBA, transformation happens when experienced professionals are immersed in environments that challenge, stretch, and support them. “We curate every cohort with intention,” he explains. “Senior leaders from across industries, functions and geographies. The learning comes not just from the faculty, but from the depth of exchange between peers.”

That design resonated deeply with Agnes Lonska, Head of Global Procurement Engineering at Roche and IEMBA HSG Alumna. “Before the programme, I often felt I had to navigate complexity alone,” she says. “Through the coursework, conversations, and informal discussions with peers, I realised the value of having a diverse, experienced network to lean on.”

The immersive format was key to that sense of community. “It’s not like attending weekend lectures. You’re removed from daily pressures, present with your cohort, and fully engaged. That builds trust very quickly. Some of those relationships have become long-term friendships—and professional connections,” says Agnes.

From Departmental Focus to Organisational Strategy

One of the most significant shifts for Agnes was her move from a narrowly defined operational lens to a broader, systemic view. “Before, I focused on what my department needed to deliver. But after the strategy modules—especially the frameworks taught in the Business Model Innovation course—I began thinking about how our work fits into the long-term vision of the company.”

“We help participants develop integrative thinking—so they can connect the dots, recognise interdependencies, and lead beyond the boundaries of their function.”

This shift changed the way she leads. “Now, when I set objectives, I tie each one clearly to our broader organisational strategy—and explain why it matters. That context has dramatically increased team engagement. They can see their part in the whole.”

This reflects one of the programme’s core intentions. “We don’t just teach strategy,” says Prof. Dr. Hofstetter. “We help participants develop integrative thinking—so they can connect the dots, recognise interdependencies, and lead beyond the boundaries of their function.”

Developing Contextual Intelligence Through Global Exposure

Another standout of the IEMBA is its international scope. The Programme Courses take place, not only in Switzerland, but also Singapore, Beijing, California, Cape Town and various other European countries. This format exposes participants to multiple business environments, regulatory landscapes, and strategic cultures.

“The China module was an eye-opener,” says Nawar. “It wasn’t just about doing business differently—it was seeing how deeply context shapes leadership, communication, and even how success is defined. That module shifted the way I approach global challenges.”

Prof. Dr. Hofstetter calls this “contextual intelligence”—the ability to adjust leadership approaches to different settings. “It’s no longer enough to be competent in one market or one culture. Today’s leaders must be agile, observant, and capable of leading across systems and styles.”

Transformation Grounded in Purpose

The IEMBA curriculum includes 10 Fundamentals and four Electives that students can select from a list of various topics, as well as a final thesis project. It spans topics such as AI, Management Accounting, Conflict Management and Leading the Sustainability Transition. What makes the programme distinctive is how these are delivered—with the full integration of theory and real-world application, supported by industry-respected faculty.

In parallel, the Personal Development Programme (PDP) runs across the entire IEMBA journey, enabling participants to reflect on their own leadership behaviours and development. “We don’t prescribe a formula,” says Prof. Dr. Hofstetter. “We offer a framework that encourages participants to ask difficult questions about their leadership style, their purpose, and their impact.”

For Agnes, this blend of intellectual challenge and personal reflection was key. “You’re not just learning models—you’re applying them, testing them, questioning them. And over time, you notice that your decision-making sharpens. Your confidence grows.”

Conclusion: Leadership for a World in Flux

If uncertainty is now the defining feature of modern business, then leadership must evolve with it. The University of St.Gallen’s International EMBA doesn’t teach leadership as a fixed formula. Rather, it creates the conditions in which leaders can interrogate their own assumptions, expand their perspectives through diversity, and practise new ways of thinking—and being—in a global context.

It is not about becoming someone different, but becoming more fully oneself, with greater range and responsibility.

This is not leadership for stability, but for flux. Not for commanding, but for connecting. And in a world where clarity, conviction and care can no longer be taken for granted, that may be what matters most.

Want to know more about the IEMBA programme or join the 2025 cohort – get in touch!

• emba@unisg.ch
• emba.unisg.ch/en
• Book a 1:1: https://unisg.link/IEMBA_Contact_Us

The post Leading Through Uncertainty: How the University of St.Gallen’s IEMBA Shapes Leaders for a Complex World appeared first on The European Business Review.

Could you tell us a bit about what inspired your career path in life sciences and what excites you most about your role at Merck Life Science? 

As long as I can remember, I have always been drawn to nature and science. Driven by a deep curiosity, I sought to understand how things work in my environment, from the vast universe to intricate molecular interactions. As I grew up, I felt a strong sense of purpose to contribute to improving health, which naturally led me to embrace studies in biology and biotechnology. After completing my doctorate, I had the opportunity to join the Life Science division of Merck, starting as an application engineer and progressing through various technical, commercial, marketing, and executive strategy roles. 

Today, I lead a team of strategic product managers responsible for two major product portfolios used in the processing of pharmaceutical products, including biologics such as vaccines and immunotherapies. My role encompasses diverse tasks and responsibilities, but I am particularly passionate about introducing innovative products to the market. These innovations not only enhance the quality and safety of drugs but also reduce production costs. Ultimately, I am driven by a greater mission: to increase global and sustainable access to life-saving medications. 

What initially drew you to pursue an International Executive MBA (IEMBA), and what were you hoping to achieve both personally and professionally through the program?

I realized that I needed to enhance my business acumen and step out of my comfort zone to make better decisions, lead effectively in a constantly changing world, and drive innovation.

Throughout my 15-year career at Merck, I successfully transitioned from a technical role to a business role with leadership responsibilities. While the company provides strong support for such transformational paths, I realized that I needed to enhance my business acumen and step out of my comfort zone to make better decisions, lead effectively in a constantly changing world, and drive innovation. This realization motivated me to pursue an International Executive MBA to broaden my knowledge and perspectives in business. 

On a personal level, I also saw the MBA as an opportunity to learn more about myself—the strengths and the areas for growth—because I firmly believe that we should never stop learning and improving. By doing so, we can better serve our communities and families and create a greater impact in society.

What unique qualities or aspects of the University of St.Gallen’s IEMBA program stood out to you, and how did they align with your career goals? 

I chose to embark on the St.Gallen IEMBA program because of its strong reputation. The program is well known for its practical, problem-solving approach and for bringing together diverse cohorts from various industries and perspectives. Additionally, the university’s location in Switzerland offers direct exposure to a highly innovative environment and access to experienced executives from leading Swiss industries. Finally, the opportunity to participate in international modules and learn from other geographies further piqued my interest in the program. These aspects aligned perfectly with my career goals, as I was seeking to expand my business skills, particularly in the areas of innovation and entrepreneurship. 

Reflecting on your IEMBA journey, how did the program challenge your understanding of leadership and strategic decision-making in the life sciences field? 

The program truly challenged my thinking in various ways, enabling me to grow both professionally and personally. For example, I enhanced my ability to make decisions under uncertainty, apply newly learned frameworks to analyze complex scenarios, and develop strategic solutions while evaluating creative, out-of-the-box alternatives. Additionally, learning more about sustainability and social impact prompted me to question the traditional profit-maximization dogma and explore alternative business models, including sustainable practices within the life sciences industry.

How did the IEMBA program deepen your ability to innovate within the technical and business aspects of your role at Merck Life Science? 

Learning more about sustainability and social impact prompted me to question the traditional profit-maximization dogma and explore alternative business models, including sustainable practices within the life sciences industry.

This learning experience clearly pushed me to be bolder when it comes to innovation. Exposure to cutting-edge technologies, such as AI, renewable energy, and diverse business models, was highly beneficial as it prompted me to redesign the innovation road maps for my portfolios and craft new business model propositions. For example, I was able to define immediate actions to enhance the sustainability of some of our products and evaluate alternative business models for our China market.  

How did your IEMBA experience help you redefine success, and what new values or priorities have emerged in your professional and personal life as a result of the program? 

The IEMBA clearly bolstered my confidence. It allowed me to improve my self-awareness and refine existing skills and behaviors that I had previously exhibited unconsciously. The additional business knowledge I gained now gives me greater assurance and enables me to handle the high volume of decisions in my current role in life sciences with greater ease. I also realized that my credibility within Merck increased thanks to the program, as I was entrusted with high-impact projects and decisions resulting from a complex and dynamic market. 

What advice would you give to someone considering an IEMBA, especially to those in your field of life sciences, and how can they leverage the program for long-term career growth? 

I would advise prospective students to approach the program with an open mind, be prepared to be challenged at multiple levels and to confront unconscious biases, and embrace vulnerability. For those working in the life sciences field, this program offers an opportunity to apply insights and case studies from other industries and consider business models that have yet to be explored in our sector. The life sciences industry, often seen as traditional and constrained by ethical boundaries, offers a highly creative environment for business sciences. By integrating cutting-edge technologies, it can evolve to further advance science, health, and human well-being. 

Executive Profile

Anissa Boumlic, PhD, is a senior leader in biopharma, with extensive experience across biotech and pharmaceutical strategy. Currently Director of Strategy Operationalization at Merck KGaA, she focuses on advancing bioprocessing, particularly in oncology and vaccines. She’s passionate about increasing global access to biologics and promoting diversity in leadership. 

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“My name is Stéphane Calvarese, I’m 48 years old and I’m Industrial Director at Panaget. I trained as an engineer and have spent my entire career in production with various companies in the industrial sector. In my quest for responsibility and challenge, I have managed increasingly large teams and projects. In 2015, I decided to embark on the Executive MBA adventure to broaden my field of expertise, particularly in business, marketing and strategy. I chose to take this course at KEDGE Business School for the flexibility of the training program (delivered on several sites) as well as for its international ranking. I took modules in Bordeaux, Marseille and Paris.

After almost 20 years spent in production, this training course was a real eye-opener to the world, both through the training courses and the seminars I was able to take in Japan and the United States. I was particularly impressed by the Business Model Design, Geopolitics and International Finance courses, which gave me a new perspective on the issues facing my company, as well as on economic and social developments on a national and international scale”.

The Executive MBA, a formidable personal development gas pedal

“Joining an Exec.MBA is about enriching your skills so that you can play an active role in your career development. It also means taking the time to analyze your own motivations, strengths and weaknesses. In my job, I have to manage a large number of people, and motivation is always a determining factor in performance, especially in a context of change. The support of my tutor and my individual coach were essential in the construction and progress of my Capstone project (end-of-programme dissertation). The experienced and enthusiastic professors, the colleagues from all over the world and the extremely wide-ranging training program make this MBA a formidable personal development gas pedal.

During this intense period, I methodically built up my own management keys to better apprehend the changes to come and support my teams in an environment that is evolving at an ever-increasing pace. I’ve come to understand the importance of the meaning we give to our work, and I try to apply it every day in my management and in my exchanges.

Thanks to this program, I’ve developed the skills and self-confidence I was lacking to pursue my professional development. The diploma is also a sign of confidence for an employer. But above all, I learned about myself, my strengths and how best to use them in my work.”

Find out more about the Executive MBA?

KEDGE’s Executive MBA, ranked 5th in France and 18th worldwide by the Financial Times 2023, offers an 18-month curriculum focused on leadership development, global vision, organizational resilience, and the challenges of environmental and digital transition.Triply accredited (AMBA, AACSB, EQUIS), this program delivers a prestigious business administration diploma, aimed at experienced executives (over 5 years’ experience). Participants acquire critical thinking, managerial knowledge and a sustainable vision of business. Peer learning is essential, encouraging rich exchanges and the building of varied networks.With a 93% recommendation rate, the KEDGE Executive MBA is the ideal program to support your professional transformation.

This article was originally published in Kedge Business School’s website on 13 January 2024. It can be accessed here: https://www.kedgebs-alumni.com/en/news/interview-lexective-mba-a-formidable-personal-development-accelerator-2011

Read more about KEDGE Global Executive MBA

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Bath MBA graduate Luiza Correa Brasil shares her experiences of the programme and how she used it as a platform to create new career opportunities.

The post Breaking Through the Ceiling to Reach New Professional Levels appeared first on The European Business Review.

Based in Singapore, Maeve decided to pursue her Executive MBA from SP Jain’s Singapore campus while working as a Plant General Manager for the Concentrate Manufacturing facility of Coca-Cola. Post the program, she gained the necessary skills and transitioned into a new role as a Global Supply Chain Director for nutrition at Coca-Cola.

Way past her corporate years, Maeve knew she wanted to earn an EMBA as it would be the right choice to further advance her career. However, she was already quite preoccupied with work and couldn’t find the time to pursue her studies.

At a business conference, Maeve happened to meet Ms Anu Madan (Deputy Director – Alumni Relations, SP Jain), where she was introduced to SP Jain’s Executive MBA program. She was intrinsically intrigued by the broad nature and curriculum of the program and felt that it was in sync with what she had been looking for. The modular and flexible structure of the program greatly caught her attention. This made her realise that she could balance her studies with her ongoing work life.

Upon further research, Maeve was delighted to learn about the reputation and accreditations SP Jain holds as an institution in the international business education sector. She believes, “Employers first look for an EMBA from a credible business school with good accreditations and then at the specialisation one has chosen.” Seeing all her criteria being ticked off her checklist, Maeve finally decided to enrol for SP Jain’s EMBA. Above all, Maeve says, “My personal interaction with Ms Anu played a significant role as I received a warm welcome which made me want to find out more about the institution, and the rest is history.”

Previously, Maeve’s expertise lay in Supply Chains and Manufacturing Operations. When she began her SPJ journey, she was in the mid-level senior management position as a General Manager with significant experience in running the enterprise and operations. This position provided her with in-depth functional knowledge of supply chain and manufacturing.

With significant expertise already on her plate, Maeve found the EMBA to be an ideal fit for her career as it has broad business-based learning sessions covering all the integral functions. Irrespective of her functional expertise, she had the opportunity to learn all the other areas which she hadn’t touched upon previously. Maeve believes that the program is structured to mould T-shaped leaders, which is achieved through case study discussions and simulation cases in the classroom. To break the glass ceiling and become a broad generalist from a specialist, Maeve had taken the plunge to complete her EMBA to enrich her professional expertise.

One of the specialties of the EMBA is the cumulative wealth of professional experience of the cohort. Every student has a diverse work experience based on their background. Maeve had come with immense corporate experience in her field, which benefited all the other students in the classroom. The discussions through group projects and understanding of perspectives through peer learning is something that isn’t usually seen in the workplace with co-workers.

“Working in small groups for projects with people from completely different backgrounds and levels of experience brings a fresh dimension on how to approach a problem”, she shares as it challenged her to reflect on how she had been troubleshooting and solving problems at work.

Maeve observed a change in her perception; she started looking at things from the perspective of different industries rather than constantly viewing them from her paradigm. “I was lighter on the tech side, but there were amazing tech students in my cohort with whom I truly enjoyed working in groups. We could learn so much from each other, which made the learning fun and beneficial”, she added.

In particular, Maeve was enthusiastic about the Finance modules in the curriculum as they were very relevant and complimented her daily work life. Even though she had no backing on financial or in-depth marketing concepts, the 18-month study greatly covered these topics and helped her build on her skills even further.

Maeve added that her secret to a good work-life-study balance is planning her calendar and conveying it upfront to her family and friends, letting them know her availability but only for special occasions. When she makes a commitment, she makes sure to put the necessary time into it. With the flexible program, she could plan her social, family and study life. She shares, “I thought of it as a gift for myself and realised that I would have to make some compromises along the way.” Although her days were long as she was balancing work and study life together, the process was exhilarating. 

Maeve pointed out that studying an EMBA is a prerequisite today, unlike in her time when such a degree would be only a beneficial learning one. Once a professional gets placed in general management, director or executive-level roles, it becomes essential to upskill oneself and become an effective leader. In Maeve’s opinion,

“An EMBA does not define or create your career pathway; rather, it enhances your career greatly”.

Wish to learn more about SP Jain’s Executive MBA program? Get in touch with us to schedule a chat. Click Here!

Click here to read more stories from SP Jain’s EMBA students and alumni.

This article was originally published on S P Jain School of Global Management’s website on 4 July 2022. It can be accessed here: https://blog.spjain.org/admissions/from-a-senior-manager-to-a-global-industry-leader-maeve-lynchs-emba-story

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For Peter Davies, choosing an MBA with sustainability at the heart of delivery became the catalyst for a transformative change in his career. He discusses what inspired him to pursue the Bath MBA and how the programme equipped him for his current position at Good Energy.

In business, sustainability is non-negotiable. How you choose to incorporate it into what you do affects relationships with your employees, your supply chain and your customers. Having clear ethics regarding sustainability is so important for the long term – you’ll suffer if you don’t.

When I finished university in 2022, I took up an internship in corporate strategy with local green energy supplier, Good Energy. This led to a permanent role, focusing on diversifying the energy supply – which is currently more important than ever, due to the current energy crisis affecting the day-to-day lives of millions.

Due to the sharp rise in energy prices and a high number of suppliers going bust, our services are changing to try and reduce the impact this has on our customers.

I’m currently transitioning our supply to sustainable resources, with the aim of reaching net zero emissions. Green energy alternatives can be cheaper than conventional fossil fuels, too. Because of this, solutions such as solar panels and heat pumps are becoming increasingly popular.

If it wasn’t for my time at the University of Bath, I wouldn’t be in my current job role. The School of Management has great links with local businesses, which I made the most of to get my internship.

Throughout my studies, I learned a lot about sustainability management, which I use daily at work. At the School of Management, sustainability was always incorporated into what we did, from lecture content to the campus itself.

I made great friends there, too. I’m still in contact with other MBA alumni, we have a WhatsApp group and try to catch up whenever we can.

The way business works is changing, you need to take sustainability into account no matter your job role or sector. My goal is to eventually run my own business and because of my experience, I have the skill set to do this.

To me, ambition is realising your potential and trying to push to exceed your own expectations. The more effort you put into your studies, the more value you’ll get out of them. Rather than waiting for someone to give you opportunities, go and get them.

The article was first published on 11 March, 2024

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Gaetano Lapenta is an entrepreneur based in Italy. After 15 years in a career as a manager in well established companies, Gaetano decided to pursue an Executive MBA at POLIMI Graduate School of Management. During this time, he started his company – ‘Fybra’. Fybra is a start-up focused on innovation, algorithms, and energy efficiency.  

My journey through an Executive MBA and the subsequent creation of my own startup Fybra has been an experience that marked a turnaround in my career and life. Before joining the EMBA program at Polimi Graduate School of Management in Milan, I was a corporate manager who only saw myself as a contributor to the company’s success. I believed that my role was to work hard every day to help the organization grow, while simultaneously increasing my own knowledge and skills.  

I believed that the program would help me develop better hard skills, earn a better salary, and provide me with a better career. The process took two years and was a slow but steady one. And for sure at first, I felt that I was receiving tools and abilities that could help me become a better manager. It was only later that I began to see that such know-how could also enable me to become an entrepreneur and have a direct, positive impact on society. 

During my time in the program, one concept that had a lasting impact on me was “purpose.” At first, it seemed abstract and lofty. However, as I learned more about its implications and began to draw up an action plan, my entire attitude began to shift. Researchers and professors provided surveys and numbers that proved how a clear definition of the company’s inner and higher goal could boost profits and lead to successful outcomes. This realization motivated me to take a fresh look at my life and circumstances. 

The best evidence of how purpose impacted me was something that happened right during the executive MBA. My daughter’s school building needed an expensive refurbishment with the installation of a complex ventilation system. The building was hyper-isolated and had a high concentration of indoor pollutants in the classrooms. I came up with the idea of optimizing the ventilation rate via an algorithm that would efficient the use of the windows (a better natural ventilation system), which I then prototyped on my desk. It was a kind of “booster for windows” that, through machine learning, could make natural ventilation less expensive and more comfort-oriented, so that users could benefit from better air and less energy consumption together with high thermal comfort. The more I thought about the technology I had created, the more I saw its potential for concrete and beneficial outcomes for society, including improved air quality and wellbeing, reduced illness transmission, and energy efficiency in poorly ventilated structures. At a very low cost. 

It was with renewed enthusiasm and a sense of mission then that I approached classes, ready to apply all ideas and information towards my envisioned project. IP protection, startup evaluation, fundraising, organizational behavior and innovation, finance: all topics were essential in launching a successful business.  

My purpose-driven idea, which would eventually become Fybra (For Young Brains), became my final thesis at the EMBA in Milan in 2019. Since then, a lot has happened. We filed for our first patent in January 2020, one month before Covid upset Italy and the world. When the pandemic hit, Fybra became one of the most effective technologies to keep public places open, as our low-cost and easy-to-manage control of air quality and ventilation could help reduce disease transmission. We fundraised twice and secured three patents. The whole team was passionate and committed to creating a useful and purposeful technology and to spread it all the way. 

Purpose is a natural fuel for an organization; it certainly was for Fybra. In January 2022, I was honored to be named Entrepreneur of the Year by the AMBA Association and earlier Global Changemaker by the Financial Times. These recognitions resulted solely from our purpose-driven journey and efforts to create a positive impact on society. 

I started my EMBA with the goal of becoming a better manager, but the process led me to become an entrepreneur with a higher ideal. Not only did I gain valuable new skills and knowledge, but I also discovered my calling and purpose. The experience showed me that the impact an organization has in the world can be significant when driven by a clear purpose.  

To conclude, I am now empowered with the ability to not only manage but create and innovate. It gave me a deeper understanding of what drives me, and I found my calling in entrepreneurship with a higher purpose. The journey has been challenging and exhilarating, but the newfound sense of purpose has cemented my desire to create beneficial solutions for society. I also feel that this is something that will be my way of leaving and working from now on, whatever the future will reserve. For sure I am ready to take on the next challenge with this clearer view.

About the Author 

Gaetano Lapenta is an Executive MBA graduate from POLIMI Graduate School of Management. Gaetano co-founded his Milan-based company Fybra in 2021, to solve a personal challenge: poor indoor air quality faced by his daughter and many other schoolchildren. Fybra makes a device that detects when the quality of air in a room is below average.  

From a venture whose products benefited 40,000 people, mainly in schools, the company has expanded massively in recent years, with it now reaching more than 300,000 people, including those in offices and homes. 

The post Finding Purpose and Making A Positive Impact in Your Career   appeared first on The European Business Review.

Business programmes once taught the importance of maximising profit at all costs but leading MBA programmes are teaching of the power – and profit – that can be achieved through a very different approach.

Corporate responsibility and sustainability have become key factors in today’s global business world. Sustainable business practices have become increasingly important considerations for companies seeking to maintain a competitive edge. As a result, more and more organisations are embracing ESG (environmental, social, and governance) principles to guide their decision-making.

Professor Andrew Crane is the Director of the Centre for Business, Organisations, and Society at the University of Bath School of Management. He also leads the delivery of Responsible Business on the Bath Executive MBA programme, helping professionals to develop the skills and knowledge needed to navigate sustainability challenges.

“There are so many challenges facing the world with everything from climate change and inequality to biodiversity. Business has a role in contributing to those problems, but also for solving them,” he explains.

“Contradiction in organisational priorities can be difficult for business leaders. The MBA programme can be a powerful tool to empower and liberate them to do something positive and be the changemakers in their organisations,” he adds.

The Bath MBA programmes are designed to provide students not only with an awareness of ESG issues within business, but also to equip them with the practical skills needed to tackle them. Teaching is underpinned by a deep focus on embedding sustainability and responsibility throughout both teaching and research.

“Students leave Bath, not only with a passion to enact change, but with the tools needed to effectively execute positive change throughout the duration of their management careers,” he continues.

“We try to instil the conversation of social responsibility and concern for social impact across the breadth of business, from finance and marketing to operations and HR practices. We tackle the challenges in these areas and then empower students to bring this conversation into their organisations and to have the right literacy to do so. They have the language but now they also the skills and knowledge to become as close as possible to an expert.”

Professor Crane adds: “We want our graduates to be leading employers who know how to achieve impact in their communities.”

Testimony to the University’s commitment to ESG is its place in the Top 100 of the QS World University Rankings: Sustainability 2024 demonstrating a commitment to infuse sustainability throughout programme delivery at the University. The University of Bath ranked 92nd out of 1,403 universities, scoring highly in each of the three performance categories of Environmental Impact, Social Impact and Governance.

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While the incoming class traveled to The Fletcher School’s campus for orientation last month, another group of leaders also found themselves in the classroom. From August 27 to September 1, a cohort of executives from the Asian Development Bank (ADB), one of the leading financial institutions working to promote prosperity and eradicate poverty in Asia and the Pacific, gathered to develop a new strategic approach to tackling climate change in the region, hosted by Fletcher Executive Education. 

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Introduction

The startup landscape is dynamic, with new ventures constantly emerging, seeking to disrupt industries and drive innovation. However, navigating this fast-paced world requires more than just a groundbreaking idea. It demands strategic thinking, financial acumen, effective leadership, and the ability to adapt to ever-changing market demands. Understanding business strategy, leadership skills, and global perspective are essential to startup success. 

Executive education programs are instrumental in providing these necessary skills and knowledge. They have emerged as powerful tools to equip aspiring entrepreneurs and startup founders with the essential skills and knowledge necessary to thrive in this competitive environment. 

The Power of Executive Education for Startups

Starting a business is akin to embarking on a journey with unforeseen twists and turns. Executive education programs play a pivotal role in preparing startup founders and professionals for this journey. These specialised programs are meticulously designed to provide targeted training, insights, and practical knowledge tailored to the unique needs and challenges of the startup ecosystem.

Key Benefits of Executive Education for Startups

• Strategic Thinking: Executive education instils strategic thinking, enabling startup founders to craft a clear vision and roadmap for their venture. Understanding market dynamics and competitive landscapes becomes crucial for sustainable growth.
• Leadership and Management: Effective leadership and management skills are pivotal for startup success. Executive education programs offer insights into managing teams, resources, and operations efficiently, fostering an environment of productivity and innovation.
• Financial Acumen: Understanding financial aspects is a fundamental requirement for startups. Executive education covers financial strategies, budgeting, fundraising, and managing cash flows effectively, ensuring financial sustainability and growth.
• Networking Opportunities: Executive education often provides access to a valuable network of professionals, potential investors, and industry experts. Networking is a fundamental aspect of startup growth, and these programs offer opportunities to build meaningful connections.
• Access to Expertise: Learning from experienced faculty and industry practitioners equips startup founders with practical knowledge and insights. Gaining from the experiences and expertise of others can be a game-changer in the startup world.

How to Choose the Right Executive Education Program for Your Startup

Selecting the appropriate executive education program for your startup is a crucial decision that demands careful consideration. Here are some key factors to keep in mind:

• Relevance: Ensure the program aligns with your startup’s industry, stage, and specific needs. The program’s content should be directly applicable to the challenges and opportunities your startup faces.
• Faculty Expertise: Research the faculty to ensure they possess the relevant experience and expertise in the startup realm. Knowledgeable and experienced faculty can provide valuable insights and guidance throughout the program.
• Alumni Success Stories: Explore the success stories of program alumni to gauge the practical impact of the education received. Hearing about the success of past participants can give you confidence in the program’s ability to drive tangible outcomes.
• Networking Opportunities: Evaluate the networking potential the program offers, as connections made during such programs can be invaluable. Look for programs that facilitate networking events, panel discussions, and opportunities to interact with industry professionals.

Notable Executive Education Programs for Startups

Several renowned institutions offer executive education programs tailored to the specific needs of startup enthusiasts. These programs provide valuable insights and skills essential for navigating the startup landscape effectively.

1. Harvard Business School – Startup Bootcamp: The First Step

Harvard Business School’s Startup Bootcamp is an intensive program aimed at early-stage entrepreneurs. It covers essential aspects such as business modelling, market research, financial planning, and investor pitches. This program is an ideal launchpad for startup enthusiasts looking to solidify their business foundations and build a strong trajectory for growth.

2. Stanford Graduate School of Business – Executive Program in Innovation and Entrepreneurship

Stanford’s Executive Program in Innovation and Entrepreneurship is designed to foster innovation and entrepreneurial thinking. It covers a wide array of critical areas, including innovation strategies, product development, marketing, and building a culture of innovation within a startup. This program is perfect for those aspiring to revolutionise their startup’s growth trajectory by embracing innovation.

3. Wharton School – Entrepreneurship Acceleration Program

The Wharton Entrepreneurship Acceleration Program caters to both early-stage and growth-stage startups. It emphasises scaling strategies, fundraising techniques, and operational excellence. With insights from successful entrepreneurs and industry experts, this program provides actionable strategies and best practices for startup success.

Conclusion

Leveraging executive education is a strategic move for startup success. These programs offer a wealth of knowledge, mentorship, and networking opportunities that can significantly enhance your startup’s growth prospects. By investing in executive education, you’re investing in your startup’s future success. Choose the right program that aligns with your startup’s vision, mission, and objectives, and take the first step towards realising your entrepreneurial dreams. Remember, the knowledge gained from executive education can be the catalyst that propels your startup to unprecedented heights of success.

The post Setting Sail to Startup Success: The Power of Executive Education appeared first on The European Business Review.

Their connection only grew stronger with time, and in 2016, they sealed their love in a heartfelt marriage ceremony. But this was only the beginning of their shared adventures. In 2017, they began a new chapter embarking on an 18-month EMBA journey with SP Jain Global. Throughout their EMBA experience, Suet and Shaohong exhibited unwavering dedication and a shared passion for growth and success, making them a dynamic duo who continue to leave their mark on the world.

Today, we have the privilege to delve deeper into Suet and Shaohong’s inspiring EMBA journey and discover the invaluable lessons they gathered along the way. So, let’s find out more about their captivating story over a quick chat.

Would you like to tell us about your professional journey so far? 

Suet- Initially, I embarked on my career by working for local developers in customer service positions. However, after a few years, I found myself growing restless and yearning for a change. It was then that I made the bold decision to transition into the marketing and business development fields. 

When the pandemic struck, I decided to take a temporary hiatus from being a full-time employee and seize the opportunity to venture into e-commerce trading in Singapore. With determination and perseverance, I established my own business, navigating the intricacies of the online marketplace.

As the e-commerce business thrived under my team, a new chapter unfolded in my professional journey. I returned to my previous employer, armed with valuable experiences and insights gained from running my own business. I have been offered a regional role, where I will be entrusted with overseeing operations and fostering growth in the Asia Pacific region.

Reflecting on the path I have taken thus far, I am filled with a sense of fulfilment and gratitude. Each decision I made, even in the face of uncertainty, has contributed to my personal and professional growth. I consider myself truly blessed for the opportunities I have encountered, and I look forward to embracing the challenges ahead with open arms.

Shaohong – Professionally, for the first 10 years of my career, I have always been in the fields of biomedical sciences and public health. I had relatively diverse job experiences, from working as a laboratory officer in an animal lab to being a data analyst in a public health research institute and doing public engagement for a public health statutory board.

After graduating from my EMBA in 2019, there was an opportunity to move into the tech space, and I have been doing tech partnerships and engagement ever since.

How did you both decide to pursue an EMBA program at SP Jain Global? 

Shaohong – In 2016, I reached the stage of my career where it started feeling very stagnant. I wanted to break out of my comfort zone, and going to the next stage of my education seemed like the right step forward.

As a Biomedical Sciences graduate, a Master’s in Science did seem like the natural thing to do at first. But after some self-reflection and weighing all my options, I decided that an Executive MBA would benefit me much more – be it for my career or personal development.

Suet – After conducting thorough research and exploring various options, I turned to the internet to discover reputable schools in Singapore offering part-time MBA programs. Given my desire to continue working alongside studies, I focused solely on part-time programs during my search. Among the schools that surfaced in my quest, SP Jain Global caught my attention. Its proximity to my place of residence added to its appeal, prompting me to reach out and inquire about their EMBA program.

To my delight, the recruitment team responded to my inquiry, expressing their willingness to arrange a meeting at the campus. From the moment I set foot on SP Jain Global’s Singapore campus, I was captivated by its remarkable beauty. Moreover, its convenient location made it easily accessible, alleviating any concerns I may have had about commuting.

During the meeting, I had the opportunity to discuss the program’s structure and requirements, among other essential aspects. The schedule presented appeared well-suited to my existing commitments, reinforcing my belief that I could successfully balance work and studies. The recruitment team showcased the utmost professionalism, demonstrating a deep understanding of the program and its benefits. They readily addressed my every question and concern, leaving me impressed and reassured.

The positive experience and the confidence instilled in me by the recruitment team solidified my decision to embark on my EMBA journey with SP Jain Global. It was apparent that the institution had placed a high emphasis on delivering quality education while catering to the needs of working professionals like myself. With their support and guidance, I eagerly anticipated the enriching experiences and knowledge awaiting me as I embarked on this educational endeavour.

Which aspects of the program did you like the most in terms of faculty, course curriculum, projects, and diverse cohort? 

Suet- Among the various courses I undertook during my educational journey, I found myself particularly drawn to those that incorporated simulations. These courses, filled with challenges and excitement, offered a unique and immersive learning experience, leaving a lasting impact on me.

Simulations allowed me to apply theoretical concepts in practical scenarios, mirroring real-world situations. This hands-on approach not only deepened my understanding of the subject matter but also sharpened my problem-solving and decision-making skills. By actively engaging in simulated scenarios, I could explore different strategies, analyse outcomes, and learn from both successes and failures.

One notable benefit of simulations was the positive impact they had on team dynamics and collaboration. Working alongside my peers in these simulated environments fostered a higher level of trust and camaraderie among us. We relied on one another’s strengths, shared insights, and collaborated to achieve common goals. The shared experience of navigating complex challenges together strengthened our skills and fostered a cohesive and supportive team dynamic.

Furthermore, simulations offered a safe space to experiment and take calculated risks. The absence of real-world consequences allowed us to push boundaries, test innovative ideas, and learn from the outcomes without fear of detrimental impacts. This freedom to explore and experiment in a controlled environment was invaluable in fostering creativity and encouraging outside-the-box thinking.

Ultimately, the courses with simulations left an indelible impression on me. They provided a unique blend of challenge and excitement, bridging the gap between theory and practice. Beyond the acquisition of knowledge, these courses cultivated essential skills, nurtured teamwork, and instilled a sense of confidence in tackling complex real-world challenges.

Shaohong – The first thing that stood out about SP Jain Global was its ranking. I admit it was a little superficial, but it led me to find out more about the course. However, after my interaction with the representatives from the school, I realised that this school is much more than its ranking. It has a team of dedicated professional staff who are effective and responsive. They provided me with great administrative support from before I even signed up for the course all the way to my EMBA graduation.

The academic faculty of the program were also highly knowledgeable and knew how to bring out the best in their students. I was very grateful that I did my EMBA with SP Jain Global.

What was the in-class diversity in your EMBA cohort? What industries and experiences did your batch mates come from? How did this in-class diversity help enhance your learning experience?

Suet – Our batch mates encompassed a rich tapestry of diverse backgrounds, each bringing their unique expertise to the table. Among us were classmates who hailed from the finance, technology, and project management sectors, with many boasting extensive industry experience. This amalgamation of seasoned professionals made our collective learning journey truly exceptional.

Interacting and collaborating with individuals who had spent years honing their skills and knowledge in their respective fields proved to be a valuable and enlightening experience for me. Our classroom became a vibrant hub of knowledge exchange, where we leveraged our diverse perspectives to tackle projects together.

Working on group projects allowed us to tap into the vast reservoir of expertise within our cohort. The fusion of finance, technology, and project management backgrounds brought a wealth of insights and innovative approaches to problem-solving. Each team member’s expertise became a valuable resource, and through collaboration, we were able to bridge gaps in our individual knowledge and skill sets.

Engaging in discussions and exchanging ideas with classmates, who possessed deep industry insights allowed me to broaden my understanding beyond my field. I gained valuable insights into finance, technology, and project management that expanded my overall business acumen. This multidisciplinary exposure not only enriched my educational experience but also prepared me for the complexities of the professional world, where cross-functional collaboration is often vital for success.

The learning experience within our diverse cohort went beyond the boundaries of the classroom. Engaging in vibrant discussions, sharing practical examples, and drawing from real-world experiences contributed to a well-rounded education. This collaborative environment fostered a culture of continuous learning, where we embraced the opportunity to expand our knowledge by engaging with peers from different backgrounds.

In conclusion, the diverse backgrounds of our batch mates created a fertile ground for mutual learning. Through project collaborations and lively exchanges, we not only gained a deeper understanding of our respective fields but also developed a broader perspective that transcended our disciplines. Our diverse cohort truly exemplified the power of collective learning and the value of multidisciplinary collaboration.

What has been your experience as a female entrepreneur thus far, Suet? Have you encountered any obstacles or fears when launching your business?

Suet – Becoming an entrepreneur has proven to be one of the most rewarding decisions I have ever made. While the journey has been filled with challenges, it has provided me with invaluable opportunities for personal growth and resilience-building, both for myself and my dedicated team.

 The initial stages of launching my venture were rife with fears and obstacles. While conceptualising the idea came naturally, translating it into reality proved as a complex and multifaceted process. During the planning phase, I envisioned a platform that would boast an extensive catalogue of at least a thousand items upon its launch. To bring this vision to life, my team and I dedicated long hours, tirelessly preparing for the execution.

However, as we delved deeper into the implementation process, we encountered unexpected hurdles. Time constraints imposed limitations, and despite our best efforts, we could only launch a fraction of the envisioned catalogue. Furthermore, as the platform went live, we discovered unanticipated bugs and errors within the system. This realisation prompted us to engage in extensive coordination with our web developers, investing several months in resolving these issues.

Throughout this journey, I often encountered situations where my envisioned plans clashed with the technical limitations of the system. It was a humbling experience to realise that certain ideas and functionalities I had in mind were simply not feasible within the existing framework. Collaborating closely with the technical team, I learned to adapt and make necessary adjustments, aligning my aspirations with the capabilities of the system.

Despite facing setbacks and challenges, we persisted and navigated through the intricate landscape of running an e-commerce platform. Each hurdle became an opportunity for growth and learning. We refined our processes, improved communication, and bolstered our problem-solving skills. As a team, we became more adaptable, resourceful, and resilient, transforming setbacks into stepping stones toward success.

Looking back on our entrepreneurial journey, I am filled with a sense of pride and accomplishment. The path we undertook was arduous, but it was also the catalyst for personal and professional development. It taught us the importance of embracing challenges, learning from setbacks, and finding innovative solutions. While we encountered unexpected roadblocks along the way, they ultimately strengthened our resolve and deepened our understanding of what it takes to succeed in the ever-evolving world of entrepreneurship.

My advice is, do not procrastinate, start now and enjoy the journey.

In the age of AI and automation, how will skilled analysts with expertise in data analytics and programme planning like you, Shaohong, continue to provide value in risk assessment and operation planning?

Shaohong – Though AI and automation can automate routine tasks and process vast amounts of data quickly, I believe we will still need human intuition and critical thinking skills to make sense of the data and apply it to real-world situations. It will be important to introduce a human perspective that can complement the capabilities of AI and automation, enabling a more accurate and comprehensive assessment.

Skilled analysts can also help organisations make better decisions by providing context and interpretation to the data. They can identify trends and provide recommendations based on their experience and expertise. It helps organisations plan and execute operations more effectively and efficiently.

At least for the near future, I believe that skilled analysts with expertise in data analytics and program planning will continue to be essential in providing human judgment and context, making them valuable contributors to risk assessment and operation planning.

Adding to my previous question – How, according to you, will data analytics and public engagement evolve in the next decade, Shaohong? How can these skills be used to create targeted initiatives for long-lasting behaviour changes?

Shaohong – Both data analytics and public engagement have already evolved significantly in the past decade with the increasing availability of data and new communication technologies and platforms such as social media. I have no doubts they will continue to evolve further with emerging technologies such as Internet-of-Things (IoT) and Augmented/Virtual Reality (AR/VR).

I expect data analytics to become more sophisticated and powerful in providing insights and predictions to facilitate decision-making. It creates more targeted and personalised initiatives that can be customised to specific groups or individuals. Whereas for public engagement, it will become more diverse and interactive, enabling more immersive and interactive experiences and increasing engagement and participation in initiatives aimed at behaviour change.

However, to drive long-lasting behaviour change, it is crucial to combine the power of data analytics with effective public engagement strategies. Data analytics can provide insights into individual behaviour patterns, while public engagement can raise awareness and motivate individuals to take consistent action, eventually leading to behaviour change.

What advice would you provide to the working professionals who wish to pursue an EMBA from SP Jain Global?

Suet – For those seeking career progression or considering higher education, I wholeheartedly recommend the EMBA program with SP Jain Global. It has been an incredible and rewarding journey.

In times of uncertainty, having additional knowledge and skills can be invaluable in overcoming obstacles and navigating the challenges we face in our professional lives. EMBA equips you with the tools and insights to thrive in a rapidly evolving business landscape.

If you’re contemplating taking the course alongside your spouse, I highly encourage it. I initially wished to pursue an MBA and convinced my husband to get him on board. Despite coming from a science background and being hesitant about pursuing an MBA for his higher education, he quickly fell in love with the program within three months. He never once regretted the decision, as he also experienced significant personal and professional growth throughout the two-year journey.

Notably, many of our classmates, including my husband and myself, secured new job opportunities shortly after graduating from the program. The EMBA provided a competitive edge, enabling us to explore better career prospects. Some of our peers even decided to migrate out of Singapore, showcasing the program’s global relevance and impact.

The success and progress experienced by our cohort can be largely attributed to the comprehensive nature of the EMBA program, which prepared us to excel in various roles and industries.

Shaohong- One, go into the course with an open mind. No matter how experienced you are, there is always something to learn from your peers. Always be willing to share and listen because there is the essence of EMBA, the environment to be exposed to a diverse group of professionals and fields that can create new sparks in your learning.

Two, be disciplined and follow the 18-month curriculum. I understand that it can be tough juggling between family, work and studies as a working professional. Just don’t give up. It is a well-structured course, and all you need to do is follow the curriculum and complete the course accordingly. Before you know it, GRADUATION DAY IT IS! And finally, have fun and immerse yourself in the whole experience. Make new friends. Speaking from experience, I can dare say that when you look back after your graduation, you will start to miss the times you had during your EMBA journey.

This article was originally published on S P Jain School of Global Management’s website on 16 August 2023. It can be accessed here: https://blog.spjain.org/alumni-stories/how-emba-unlocked-competitive-edge-and-elevated-our-career-prospects-suet-huay-loh-and-shaohong-liangs-journey

The post How EMBA Unlocked Competitive Edge And Elevated Our Career Prospects – Suet Huay Loh And Shaohong Liang’s Journey appeared first on The European Business Review.

Why did you decide to pursue an MBA degree at this stage of your career?

I was looking for a degree to help sharpen my business strategy, corporate finance, and innovation skillset and support my company in building sustainable growth. I am committed to working hard and continuing training in business management and leadership that can help me add value to my company. It includes international exposure to best practices, case studies, and an exchange of experience that can offer me a unique perspective.

Every intake, the EMBA Online program brings together students from 10+ countries. What was your favourite part of learning with this diverse cohort?

I have worked in the financial services and technology industries for over 20 years. But as an EMBA student at SP Jain, I got the chance to work with students across various sectors, such as manufacturing, pharmaceuticals, automotive, etc. I never had this opportunity before. My cohort consists of students from 10+ industries, and we all have a lot to teach each other.

What is your impression of the EMBA curriculum at SP Jain? What transformations have you seen in yourself after the program?

The EMBA curriculum at SP Jain, designed to be global, is relevant to the changing business environment and is immediately applicable at work. The course gears towards preparing the students for their company’s sustainable strategy and innovation.

I underwent several changes post the course. After completing my EMBA program and going through the business simulations, I could understand the perspective of various corporate offices such as strategy, finance, marketing, operations, human resources, and the corporate board. 

Did you take on new professional responsibilities after completing the program? 

Yes, I was able to leverage my new skillset and accelerate the execution of strategies. I collaborated with both – start-ups and established companies to help them find the next growth drivers of their businesses.

Do you have any advice for future students of SP Jain’s EMBA on how they can make the most of this program?

I would advise future EMBA students to know where they are now in their careers and where they want to be in the next five years. 

They should look at the gaps in terms of skills and experience. Upon knowing those gaps, they can compare them with the SP Jain curriculum if they are addressed. The students can speak to the recruitment officers and attend SP Jain Alumni sessions to understand better how it delivers its curriculum. More likely than not, the courses will address the gaps, among other things.

To make the most of the program, the students should take notes during the classes, ask questions, read the case studies, memorise the framework, immediately apply the learnings at work, exchange ideas with classmates, and not forget to have fun with them!

Click here to read more stories from SP Jain’s EMBA students and alumni.

This article was originally published on S P Jain School of Global Management’s website on 4 January 2023. It can be accessed here: https://blog.spjain.org/community/student-life-experiences/international-exposure-to-the-best-practices-with-sp-jains-emba-marc-gorospes-experience

The post International Exposure to the Best Practices with Sp Jain’s EMBA – Marc Gorospe’s Experience appeared first on The European Business Review.

Accelerating career success

With 15 years’ experience in supply chain planning, Thiago recognised that to accelerate the leap into senior management, he needed to showcase his potential and demonstrate an aptitude for leadership. Combining his ambition to study with a full-time career meant taking the decision to pursue an Executive MBA at the University of Bath.

Thiago explained: “I had made it clear from joining PepsiCo that one of my goals was to develop myself further through an MBA. I knew that the breadth of business knowledge and leadership development the programme offered would enable me to grow in my position and take on more responsibility within the organisation.”

“PepsiCo needed to see a clear business case for their investment and to understand what benefits this would bring to their business. They also needed to understand my aspirations and commitment to the company’s future.”

“I considered many factors when choosing a university for my MBA but felt that the programme at Bath offered a wide range of modules that were not only interesting for me but that would also have impact for PepsiCo.”

Building the business case

PepsiCo have an established partnership with the Bath MBA across a wide range of leadership development projects, from internships to corporate mentoring.  When approached by Thiago, the team at Bath recognised the potential he had as an Executive MBA candidate and supported his application through their corporate partnerships programme.

Becky Gallagher, Head of MBA Admissions and Recruitment, at the University of Bath, explained: “As soon as I met Thiago, I knew that our Executive MBA would have a huge impact on his career and life. He had taken a very reflective approach to his career and had clearly identified his skillset and the tools he now needed to break through the career ceiling.”

“He knew what he wanted from an Executive MBA but he also had an awareness of the huge impacts his learning could have on his colleagues and organisation. As a team, we knew that Thiago would bring something very special to our programme and we wanted to support him in joining us.”

“Our MBA corporate partnerships encourage organisations to consider their long-term strategy for growth and how they can nurture and develop talent from within. We work with organisations to help identify future leaders and deliver world-class, practice-based learning that aligns with both their operational and strategic needs. We could see that Thiago presented huge potential for PepsiCo, so we wanted to do all we could to help bring his ambitions to fruition.”

Explaining the impact the partnership programme had in developing a successful business case to PepsiCo, Thiago continued: “The support I received from the MBA Team at Bath was phenomenal. They were able to put a meeting together with my line manager and the HR team to discuss the Executive MBA programme in detail. About how it would impact, not only on me, but my sector and role, and how it would touch different people and parts of the organisation. This was the evidence PepsiCo needed to invest in me.”

Investing in progression

Sophia Wilson, Supply Chain Planning Manager at PepsiCo explained the strategic thinking behind their investment: “This was a significant outlay for the business, even for one the size of PepsiCo. We have a budget for employee development but it doesn’t often stretch to a full MBA so the decision to invest in Thiago wasn’t without obstacles. Thiago presented a solid business case but he also demonstrated drive and ambition.”

Thiago started the two-year, part-time Executive MBA programme at Bath in 2021 with the support and financial backing of PepsiCo. He is due to graduate later this academic year. “It’s been a long journey for me, and quite an emotional one, but it’s been a fantastic experience,” he says.

As well as working with senior executives from across the spectrum of public and private sector organisations, Thiago has learned about current business issues, corporate strategies and complex management situations, hearing from experts in their field and working on real projects. This approach has allowed Thiago to bring a breadth of knowledge and understanding back into his organisation, putting theory into practice and delivering real solutions to the business.

A collaboration that delivers outcomes

Sophia recognises the significant impact the programme has had on Thiago, commenting: “I have already seen the change in Thiago since starting his MBA at Bath. His critical thinking skills have developed and he’s coming to us with new ideas and working on different projects. Thiago has really embraced a new leadership role, providing extra training to team members and sharing what he has learned at Bath.”

“Thiago has grown in confidence and is reaching out to different stakeholders across the business. This experience has been massively positive for him and us.” 

If you’re an organisation interested in exploring the impacts of an MBA leadership development programme, or an individual who would like to discuss your ambitions for an MBA, contact Becky Gallagher, Head of Admissions & Recruitment, at mbaapps@bath.ac.uk or arrange to visit us on campus. We’re here to help.

The post Investing in Leadership Talent: Using an MBA to Break the Career Ceiling appeared first on The European Business Review.

Corporate responsibility and sustainability have become key factors in today’s global business world. As society has become more aware of the environmental impact of business practices, companies have been forced to adapt to changing expectations and market demands.

Sustainable business practices, such as reducing carbon emissions, conserving natural resources, and promoting social responsibility, have become increasingly important considerations for companies seeking to maintain a competitive edge. As a result, more and more companies are embracing ESG (environmental, social, and governance) principles to guide their decision-making.

The role of business leaders in driving positive change has never been more important, and pursuing an MBA can be a key step towards developing the skills and knowledge needed to make a real difference in the world.

An MBA with impact

Professor Andrew Crane is the Director of the Centre for Business, Organisations, and Society at the University of Bath School of Management. He also leads the delivery of Responsible Business on the Bath Executive MBA programme, helping professionals to develop the skills and knowledge needed to navigate sustainability challenges.

“There are so many challenges facing the world with everything from climate change and inequality to biodiversity. Business has a role in contributing to those problems, but also for solving them,” he explains.

“Contradiction in organisational priorities can be difficult for business leaders. The MBA programme can be a powerful tool to empower and liberate them to do something positive and be the changemakers in their organisations,” he adds.

The Bath MBA programmes are designed to provide students not only with an awareness of ESG issues within business, but also to equip them with the practical skills needed to tackle them. Teaching is underpinned by a deep focus on embedding sustainability and responsibility throughout both teaching and research.

“Students leave Bath, not only with a passion to enact change, but with the tools needed to effectively execute positive change throughout the duration of their management careers,” he continues.

“We try to instil the conversation of social responsibility and concern for social impact across the breadth of business, from finance and marketing to operations and HR practices. We tackle the challenges in these areas and then empower students to bring this conversation into their organisations and to have the right literacy to do so. They have the language but now they also the skills and knowledge to become as close as possible to an expert.”

Professor Crane adds: “We want our graduates to be leading employers who know how to achieve impact in their communities.”

Testimony to the School of Management’s commitment to ESG, the university was named as a top 10 global business school in the Corporate Knights MBA rankings, delivering one of the world’s most sustainable MBA programs and demonstrating a growing commitment to infuse sustainability throughout.

“The Corporate Knights ranking focuses on the sustainability credentials of the school and how they incorporate sustainability into their teaching and research,” explains Professor Crane.

“We have consistently been in the top 10 for a number of years and that’s a testament to the deep embedding of sustainability into the School of Management.”

Creating positive change for the future

Bath MBA graduate, Peter Davies, embarked on an internship with Good Energy during his MBA with University of Bath School of Management, enabling him to develop his expertise within the sustainability industry. The opportunity saw him secure a full-time position with the company working within corporate development.

Being new to the sustainability sector, Peter explains that it’s good to know that the work he is doing positively contributes to society. 

“Whether you’re looking to work within the sector of sustainability or not, sustainability is important in all aspects of management,” he says.

“Sustainability is driven by responsible leaders. Teams that really value sustainability can create and implement change that can lead a company to make amazing differences and impacts on the world.”

MBA programmes play a critical role in preparing students for tackling the sustainability challenges that they might encounter throughout their career, and teaching them to think critically about the wider impact of the work that they do.

Executive MBA student at the University of Bath, Laurent Perge, is working alongside his MBA studies to engage and support local businesses through the SET Squared programme, an initiative that works with the University of Bath to support businesses and help them grow sustainably.

“I have embraced a career in sustainability and to be able to make good changes for the people of the planet,” he says.

“The EMBA programme has helped me to reflect on my career and my leadership style. I have much more awareness about business, but also about how I lead people and how I apply the principles of good leadership to my role.”

Sustainability is good for business

A report by the United Nations Global Compact states: “More must be done by businesses globally to accelerate corporate sustainability and responsible business practice.” (UN Global Compact Strategy, 2021)

The statistics are overwhelmingly convincing too. Deloitte report that 49% of companies are developing new climate-friendly products or services; 44% are relocating or updating facilities to make them more resistant to climate impacts and an incredible 37% of companies are linking senior leader’s compensation to environmental sustainability performance.

Companies that prioritise sustainability and corporate responsibility are not only doing their part for the planet and society, but also improving their financial performance, operational stability and reputation.

There has never been a better time to pursue an MBA programme that brings these issues into sharper focus and equips leaders with the skills and knowledge to face the challenges ahead. The Bath MBA is a great place to start your journey towards becoming a leader who can make positive impacts and amazing differences in the world.

If you’re interested in finding out more about The Bath MBA, contact Becky Gallagher, Head of Admissions & Recruitment, at mbaapps@bath.ac.uk

The post The Power of Sustainability and the MBA Effect: How MBAs are Changing the World appeared first on The European Business Review.

Having already seen significant success in her career from an early stage, Alessandra Del Centina, Principal Consultant at Vendigital, was keen to explore new opportunities to accelerate to a more senior level within her organisation and open up new challenges.

“After graduating in Management Engineering in Milan, I moved to the UK and worked on a graduate scheme supporting the different functions and departments across a business,” she says. “I realised very early on that I really enjoyed the variety of working on different projects and with different clients and so, took on a role as a Principal Consultant at managing consultants, Vendigital. It’s been a really fantastic opportunity to work across different sectors and companies, helping clients to rebuild their business models post-pandemic.”

“I’ve now come to a point in my career where I want to accelerate my success, expand my network and learn from others, surrounded by the best lecturers, support and opportunities that I can.”

Alessandra joined the Bath Executive MBA programme in 2021 with the support of her employer. “Having a background in engineering and business meant that a lot of the theoretical concepts are already known to me, but I was keen to revisit them as a professional and explore how different the experiences would be from my undergraduate studies,” she explained.

“As a management consultancy firm, we sell expertise, professionalism and skill, so the human element and the cultivation of talent is really important. I had seen colleagues grow and develop whilst they were completing their MBA so I was in a privileged position and could already see the benefits.”

Vendigital have been working with the MBA team at the University of Bath for almost 4 years. In that time, they have worked collaboratively to help identify and nurture potential candidates for the part-time Executive MBA programme, with the aim of developing talented colleagues with the right skills and knowledge to take the next step in their career ladder.

Anita Maguire, People Director at Vendigital, explained the strategic thinking behind their partnership with the University of Bath, “We were first introduced to the Bath MBA through the University’s graduate placement programme. It showed us the quality of graduates that come out of Bath and so we wanted to explore further how we could use this to develop our people, progress their careers and ultimately, deliver to our clients.”

“When thinking about succession planning, we consider how we equip our colleagues to reach their full potential and support their ambition to progress their career and move into bigger roles in the Vendigital team. We are always looking across our teams to identify motivated and passionate candidates who we think would benefit from an MBA. We quickly realised that there is a large appetite for it across our teams that was going to be of benefit to the organisation, but also to each of them as individuals.”

Anita stressed that there was more than simply good people development practice on the criteria list when looking for opportunities to develop their future leadership teams. “Have we seen a commercial benefit to our investment and partnership with Bath? Absolutely. We have seen a huge difference in every team member as they have progressed through the Bath MBA program. All of the students that we have sponsored have progressed in seniority levels.”

“Vendigital are expecting to grow by 30-40% this year alone and we see the MBA executive programme as a key enabler of developing our team and the leadership team of tomorrow. The impacts have been far-reaching, providing us with a competitive advantage and level of credibility that allows us to compete with the big consultancies.”

Alessandra recognises the impact the course has already had on her personal strategic development, and how she applies this to her role at Vendigital. “The programme teaches you not just theoretical concepts and business models, but also how to benchmark yourself against others and apply your personal learning experiences, which is absolutely fundamental in the progression and development of a person.”

“There is this fantastic, immersive learning atmosphere where it is safe to challenge one another and be really open and honest about some of the things that we can do better as professionals but also for our organisations,” she explains. “The modules and assignments encourage a strategic frame of mind and constantly challenge you to consider the bigger picture of why are we doing this and what are we trying to achieve? You can then apply this to your work and make changes that have huge impact and make you so much more effective in the workplace.”

Anita’s advice for anyone considering an MBA partnership for their employees? “If you are serious about succession planning and how best to develop your teams, do speak with the MBA recruitment team at the University of Bath. They are incredibly knowledgeable about the programme, the content, the type of individual that it would really benefit but also how to make it work for your organisation so that you get the most out of your investment.”

“We’ll absolutely continue our partnership with the MBA at Bath to help drive our business forwards.”

Visit The Bath MBA for more information or contact Becky Gallagher at mbaapps@management.bath.ac.uk

The post Driving Success Through Collaboration and Partnership appeared first on The European Business Review.

Ley, now lead business development manager with Lumen Digital Ventures, was not alone, although she was ahead of the curve when she began the process in mid-2020. The pandemic, like other life-altering shocks, has caused many in the workforce to question their career path and life goals. Over 40 percent of those who responded to Microsoft’s Work Trend Index, a global survey of over 30,000 people, are thinking about leaving their employer this year. Making a move that makes sense, though, requires thought, planning, and education. 

“I am a big follower of Tony Robbins,” says Ley, “and one of his key phrases for growth and change is about making something a Must. If it’s anything less than that, you probably won’t do it. I got to the point where I knew I wanted to make a pivot and education became a Must.”

“When I started looking for opportunities, I quickly found Wharton’s Venture Capital program,” says Ley. “I assumed it would be high quality, in terms of the content and the faculty, even though it was only offered online at the time. The live online format was new for everyone, and Wharton transitioned really well. The students especially were really engaged in the new ecosystem. Of course, there are tradeoffs between online and in-person learning, but I was encouraged by everyone, the Wharton faculty and staff, as well as the students, to make the learning experience as positive as possible.” 

She says it was during that week that she first heard about the Advanced Finance Program (AFP), which includes six individual classes. “Many of the other students were raving about their experience in it. At that time no one had attended all of their programs online or completed the AFP through the virtual platform, but the key selling point for me to continue past Venture Capital was the incredible support staff and the high level of engagement from the other students. Wharton’s staff made it so easy as a working professional to complete the program in what was then [August 2020] a unique online environment. It was great to be able to engage with people from diverse industries who come at the world with different lenses.” 

“I would certainly like to attend an in-person class at Wharton in the future to get a different learning experience, but I was able to make meaningful connections that are already paying dividends,” Ley says. “You can form connections no matter the platform.”

The “Stars Aligned” with Online Education

“Last year taught me the importance of flexibility and how we all have to be more agile,” says Ley, who also works as a startup advisor, board member, and angel investor. “Everyone’s life turned upside down, and there was no commuting, networking events, or conferences. You had to find new sources of professional engagement and growth, and get smarter about remaining relevant while working from home.”

She says Wharton and the AFP provided a “great conduit to engage me mentally and professionally — the ability to complete the program online was positive. It was something I had wanted to do for a while but never made the time. All the stars aligned: I was fortunate to have had the resources and the time to make it happen.”

Mid-Career Learning

Ley highlights two important reasons for completing a comprehensive program like the AFP. “An MBA was essential to help me navigate the early years of my career. But as I gained more seniority, started making more strategic decisions, and was required to make more impactful decisions, I needed a new toolkit to achieve optimal outcomes. I think of Wharton’s AFP as an MBA part two.”

“The second reason for completing the program is that everyone you meet is dealing with the same challenges and is at a similar point in their career path. We all have to make decisions about whether something is a good or a bad deal, or whether to buy or sell a company. The level of discussions is very different from those you have in an MBA program.”

“I encourage everyone who is considering the AFP to think about where they are in their career. If you need new tools to get to next level, are struggling with decisions, or want to make a pivot, this is an opportunity to make the changes you are looking for,” Ley says. “It’s so easy to go on autopilot in your career, but this acts as a reset. It sparks new interests, introduces you to new people, and recharges your battery.” 

Visit WhartonAFP.com for more information

The post Making a Mid-Career Pivot with the Advanced Finance Program appeared first on The European Business Review.

After more than 20 years in R&D management positions – the last eight as chief technology officer and member of the board – Jürgen Götzenauer, PhD started his own advisory company earlier this year.

Such a move might be unremarkable in the United States, where almost 14 percent of those who are working age are running their own businesses, according to the Global Entrepreneurship Monitor (GEM) study. But the average for the European Union is just over 7 percent, and according to the European Commission, only 37 percent of Europeans would like to be self-employed (as opposed to 51 percent of Americans).

But the EU numbers are on their way up: Götzenauer has joined a growing number of European entrepreneurs who have left the corporate world to go solo. According to the GEM report, societal attitudes about entrepreneurship in the EU are becoming more positive and startup funding is increasing.

With degrees in computer science and business administration, Götzenauer had knowledge of most of the disciplines that comprise a business (a clear advantage over those with more limited experience). But he decided he needed more. “My background is as a technician, so I always saw the business from that perspective,” he says. “When I was CTO, I had to broaden my view. I needed to be competent discussing finance, marketing, and strategy and I wanted to learn from the best sources available.”

Götzenauer says in addition to gaining that broader view, what he learned while gaining his MBA needed an update because the business world is changing so quickly. He started researching his options and found the General Management Program (GMP) at the Wharton School of the University of Pennsylvania in the United States. “I enrolled in the General Management Program because Wharton is the best school to help move from a technical manager to someone with true general management expertise,” he says.

Entrepreneurs’ need for this kind of expertise, research shows, is very real. In fact, a number of studies of both successful and failed startups show that “leadership with general and domain-specific business knowledge” was a requirement for success. It turns out a large number of entrepreneurs take huge risks – both to themselves and their investors – without solid grounding in what it takes to run a business.

That’s where Wharton’s General Management Program comes in. It requires participation in six week-long courses: one each in finance, leadership, marketing, and strategy or innovation, plus two electives, over two years. Götzenauer says the flexibility of the curriculum was important: “There are so many programs offered that it is easy – even with a 14,000 kilometer commute – to create a schedule to complete them all in two years.”

But with the business world’s speed of change, as Götzenauer notes, the need to refresh knowledge and skills is ongoing. Once the General Management Program has been completed, participants are awarded alumni status, making them part of a global Wharton network with more than 98,000 members. Hundreds of Lifelong Learning events for alumni are held around the globe each year. They include Global Forums, webinars, and tech-based chats on topics such as data analytics, alternative investments, and the science of startups.

Expert Faculty

Wharton’s programs provided what Götzenauer calls “a true Ivy League academic experience. You are taught by the top professors in their fields, and the amount of knowledge they share is really impressive. You are with them for a short period of time but they are able to cover so much content.”

He says after a week attending a course at Wharton called Finance and Accounting for the Non-Financial Manager, he flew back to Austria understanding all of the high-level finance topics needed for a top management position. “It was the same for marketing, organizational behavior, and innovation,” he adds. “Every program stands out because of the faculty and the comprehensive content.”

A highlight of the experience was learning from Wharton Management Professor Nicolaj Siggelkow, a protégé of strategy guru Michael Porter. “In my strategy and marketing classes in Austria, we studied Michael Porter by reading. At Wharton, I learned from the source. The biggest takeaway from Nicolaj’s Strategy and Management for Competitive Advantage course is gaining a more holistic view. His way of looking at it as a set of integrated activities was very impressive and completely changed my view about what strategy is.”

Although Götzenauer wrote his dissertation on innovation, he was eager to take the Mastering Innovation class as part of the General Management Program’s curriculum. Led by professors Christian Terwiesch and Karl Ulrich, who are also co-authors of the book called Innovation Tournaments, the Mastering Innovation course at Wharton shows participants how to apply a structured, process-driven approach to innovation – a radical departure from the standard “let’s hope for a spark of genius” method. In previous runnings of the course, executives visited startups and high-growth companies in California’s Silicon Valley, learning from their successes and challenges in fast-growing and highly competitive markets.

Strategic Marketing for Competitive Advantage was another course at Wharton that Götzenauer found illuminating for its innovative approach. Non-marketers develop a solid grounding based on strategy rather than tactics. It differs greatly from much of today’s marketing advice and hype that focus on topics such as enticing consumers with influencers and interacting with them through AI chatbots and social media platforms. The course is taught by the same professors who teach in Wharton’s MBA program: experts in customer analytics, pricing, competitive strategy, communication, contagion and viral marketing, and branding.

Connections that Count

Götzenauer says a highlight of his Wharton Executive Education experience was meeting and working with successful leaders from around the world. Because acceptance requires at least 10 years of managerial experience and leadership responsibilities, plus significant career achievement, the program draws top talent from a broad range of industries, roles, and geographies.

By attending six individual programs, the number of connections and networking opportunities is substantial. “Everyone I met was high level, and they were very diverse in terms of geographies, industries, and functions. I would not have been able to grow my international network to include people in medicine and law, for example,” says Götzenauer.

That network is already paying dividends. “I am working with someone from Washington DC who I met in the Strategic Marketing program,” he says. “I told him I was starting my own business, and luckily enough he had made the same decision. We decided to stay in touch. Now when a company from the US wants to extend its business to Germany or Austria, he reaches out to me. When I have a client looking to move into the US market, or to cooperate with US companies, he has the network I need. This has been a huge benefit of the GMP¹ for both of us.”

Developing an Entrepreneur’s Mindset

Leaving a senior role in an established firm ultimately takes more than classroom knowledge and skills. Götzenauer says he had considered going out on his own “for years,” but he wasn’t ready to take the risk. “When I was in Silicon Valley with the Mastering Innovation program, seeing all of the startup activity there, I realized if I really wanted to be an entrepreneur, I was going to have to change my mindset.”

Today, Götzenauer is a management consultant, focusing on supporting high-tech companies in product development and innovation, and working with potential investors on tech ratings and software due diligence. He credits attending Wharton with helping him make the change. “I knew by the end that I had the tools, knowledge, experience, and network I needed. Over two years, Wharton gave me the confidence to see risk taking differently. I was ready.”

For more information, visit: WhartonGMP.com

The post Wharton: Where Entrepreneurs Learn the Business of Business appeared first on The European Business Review.

With Columbia Business School’s Executive Development Program, you take a deep dive into the full spectrum of critical business foundations with a fast-paced, two-week curriculum that is inspired by the School’s world-renowned MBA curriculum.

You’ll receive a 360 leadership assessment, articulate your leadership credo, work on a real-world business challenge, and develop a personal action plan for your return to your organization. But don’t take it from us.

What This Year’s Participants Are Saying about the Program

“Not only did the program feel like an accelerated MBA, but it also provided a unique approach to assimilating learnings. Columbia provided a completely different perspective on a comprehensive management program.”
T Sunil Varier
Senior Regional Director / Client Partner at HCL Technologies Ltd
Texas, United States

“This program has been nothing short of an amazing and fruitful experience.”
Stephanie Blaney
Director of Operations at Columbia Orthopedics
New York, United States

“Great materials that are all related to your career and will help you excel. Amazing staff and people!”
Abdullah AlHammad
Assistant Vice President at National Commercial Bank
Saudi Arabia

For a personal conversation about the program, please contact Alberto Cruz, director of Learning Solutions, at alberto.cruz@gsb.columbia.edu or +1 212-854-6037.

Kind regards,
The Columbia Business School Executive Education team

The post Hear from Past Participants about the Executive Development Program appeared first on The European Business Review.

High-flying newspaper editor Jill Abramson and French nuclear power executive Anne Lauvergeon may have worked on different sides of “the pond,” but eventually they found themselves in the same boat — unexpectedly out of a job.

Abramson, the first female executive editor of The New York Times, and Lauvergeon, the powerful CEO a lot in common. Both worked in troubled industries: Abramson was confronted with a sharp decline in print readership and ad dollars, while Lauvergeon faced growing public opposition to atomic power. In the end, both were forced out against their will: Abramson after just 32 months, and Lauvergeon after a decade of high-profile clashes with politicians.

These two leaders had been hailed as pioneers shattering the so-called “glass ceiling” for rising female executives. But their messy exits — and the recent early departures of several other female CEOs — have sparked discussion about a phenomenon some call the “glass cliff.” Are women who reach the top rung of the organizational ladder more likely to get fired than a male counterpart?

Nancy Rothbard, David Pottruck Professor of Management at the Wharton School of the University of Pennsylvania, said it’s difficult for researchers to confirm the existence of a “glass cliff ” for female CEOs because, unfortunately, the sample size is so small: Just 4.8 percent of the Fortune 1000 businesses are currently run by women. One of the few major studies — released in 2013 by the consulting firm Strategy& — found 38 percent of female CEOs had been forced out over the prior decade, compared to just 27 percent of men.

“Because women are so rare at those upper echelon positions, every time one falls off the cliff , proportionally, it makes a lot of difference,” said Rothbard, also faculty director of the Wharton program Women’s Executive Leadership: Business Strategies for Success. Male CEOs falter, too, she noted, but this rarely receives as much news coverage. “There’s a spotlight on women in these roles — there’s incredible pressure on them to succeed.”

Rothbard said it’s critical that women elevated to a leadership position negotiate not just their own compensation, but also budget and staffing levels they’ll need to do their job well — especially when they take the helm at a firm that is in crisis.

She said the week-long Women’s Executive Leadership program at Wharton works with rising female leaders on mastering the art of negotiation, as well as learning what she calls “the language of business” to ask the right questions, and using emotional intelligence to gain sponsorship and support.

Most female CEOs, said Rothbard, struggle to blend the qualities that many workers associate with an organizational leader — a demanding, take-charge persona — with those that are typically ascribed to women, such as empathy and nurturing. This kind of Catch-22 for female CEOs — forced to defy either leadership stereotypes or gender expectations — played out in the widely publicized ouster of the Times’ Abramson, criticized anonymously by some colleagues as “brusque.”

Northwestern University psychology professor Alice Eagly, an authority on leadership and gender issues, has written frequently that the real problem for rising corporate women is not a “glass ceiling” at the top but a “labyrinth” of biases they must navigate throughout every rung of the career ladder. Navigating these barriers is a prime focus of the Wharton program for female leaders, said Rothbard. After all, a female leader can’t stare down the glass cliff without reaching the summit first.

Women’s Executive Leadership: Business Strategies for Success runs March 16–20, 2015 in Philadelphia, PA. For more information, contact +1.215.898.1776 (worldwide) or execed@wharton.upenn.edu.

Visit: www.WhartonWomensLeadership.com

The post Through the Ceiling and Over the Cliff? Catch-22 for Women Executives appeared first on The European Business Review.

Leadership Alert! There are times when the classic development of leaders no longer fully equips them or their organisations for success. This is one of those times. Below Gerry Reffo and Valerie Wark explain why leaders need Political Intelligence.

Globalisation, complex societal challenges, changes in the environment, population, wealth and technology mean that the world is becoming more interdependent. Technology is connecting citizens across the world. Information that was once only known to a few is becoming visible to almost all. Business, government and society are drawn closer together by the reality of shared power. No one organisation is in single control of its destiny.

Muhtar Kent, Chair and CEO of The Coca-Cola Company comments that “government can’t do it alone. For capitalism to thrive it has to connect all stakeholders, not just shareholders.” He describes it as a “golden triangle” that connects government, business and civil society. All three sectors must find new and better ways to work together to create a better future
for society.

Critical to success is the understanding that businesses are part of a wider societal system and that society expects them to step up to the mark. Forward-thinking leaders take opportunities to do business in a way that positively impacts society because they’re part of society and it makes good business sense. Examples of this include Coca-Cola, Unilever, PUMA, EDF, Facebook and many more. In these cross-sector partnerships power is shared.

So What Do Leaders Need To Do?

Leading these partnerships is not easy. Operational decision-making is messier when power is shared. Control is reduced. Complexity increases. Competing interests emerge. Information must be shared – including all the things that make people look bad. Activities must be more transparent and different views need to be respected. All of which means that finding solutions takes longer.

Leaders need to build into their organisation’s DNA an understanding of shared power and the perspective of being part of a wider societal system.

We consulted senior leaders who worked in business and government leading multi stakeholder partnerships. What we found may surprise you. The skills and behaviours that drive success in all sectors are remarkably similar. We call it Political Intelligence (PQ) and it is the leadership capacity to interact strategically in a world where government, business and wider society share power to shape the future in a global economy.

We’ve identified five facets of PQ in which leaders have to be skilled in order to work in a sustainable way with multiple stakeholders: Futurity, Power, Empathy with Purpose, Trust and Versatility. (See Figure 1)

Most leaders are good in one or two of these facets. The key is that leaders need mastery of all five in harmony in the complex world of multiple stakeholder relationships, so that they use the right behaviour at the right moment.

How Do Leaders Develop PQ in their Organisations?

Companies should train their emerging leaders to work with the new political reality and give them the experience and expertise to make their dealings with politicians an integral part of their approach to business. Sir John Grant observes “the next generation of business leaders will have to think like businessmen as well as put themselves into the shoes of politicians.”

The challenge facing leaders in government is how to get over initial mistrust of business motives and deliver long-term innovative outcomes to benefit society. So if the argument holds that the next generation of business leaders will need to put themselves into the shoes of politicians. The next generation of public policy leaders must acquire some of the skills of business.

In our book, Leadership PQ (Kogan Page, 2014), we define each facet and share stories from respected international leaders that bring the skills and behaviours to life. We also provide suggestions and top tips based on our experience as leaders, coaches and tutors about how to develop your individual PQ capability.

For leaders who want to develop PQ capability within their organisations we provide suggestions on how to integrate PQ development with existing HR systems. Leadership PQ is shortlisted by the Chartered Institute of Management for best book 2014 in the Management Futures category.

About the Authors

Gerry Reffo, CMG, was Head of Learning and Development in the UK Foreign and Common-wealth Office and is now a senior independent HR consultant and Ashridge Business School accredited executive coach. She develops leaders and helps organisations improve what they do and how they do it.

Valerie Wark is an independent executive coach and leadership tutor and an Associate of Ashridge Business School. She is widely known for innovative programme design and executive coaching that delivers results.

The post How Political Intelligence Sets Successful Leaders Apart appeared first on The European Business Review.

Strong leadership is arguably the most important aspect of running a business, but today’s leaders are required to operate in a substantially more volatile, uncertain and complex world. Seasoned leaders are sought with 20/20 foresight, but they are wanted now; there is limited patience for the traditional lengthy programmes and processes needed to develop them.

Becoming a nuanced, respected leader can take years of self-development and time spent in lectures and coaching sessions. However, a new study that analysed the physical, emotional and learning responses of individuals in realistic simulations suggests that the long road to strong leadership could very well be bypassed.

The research, carried out by Ashridge Business School and the University of Reading, sheds light on the type of development activities that best prepare managers to think more clearly when under stress.

It reveals that experiential learning, or simulated experiences, can effectively mimic the stress of leadership and, through building leaders’ ‘muscle memory’, help participants feel better resourced to deal with the critical incidents they will face.

Participants on Ashridge’s The Leadership Experience: Leading on the Edge programme took part in simulated realistic high-pressure Board-level experiences – such as dealing with conflict, managing change and high-level decision-making – to mimic the working life of leaders.

The programme participants wore heart-rate variance monitors to analyse their physiological responses to these critical events. This physiological analysis was supplemented by psychological data collected through psychometric tests and feed-back surveys.  

The rationale behind the study was that simulated experiences are as valuable from a learning perspective as actual real-life situations, leading to physiological changes and brain muscle development. Helping executives to practise their emotional responses in an academic environment should help them perform better in a live crisis situation.

Human behaviours are learnt through emotional responses to the experiences that we all have. These responses manifest themselves in the creation of ‘muscle memory’, forming new neural pathways. These pathways form the basis of learning during new experiences, enabling us to quickly refer back to the responses that are learnt – so when you have to do it when it really matters, you do it almost automatically.

In this way, practising in a simulated environment is as effective as real life – in the same way that pilots practise in aircraft simulators.

The key to guiding participants through the simulation process is to create an environment that elicits a state of emotional arousal that feels challenging but that can be overcome.

Neurobiologically, when a stressful situation is perceived as a challenge, the brain and body become moderately aroused, optimising brain functions such as decision-making, learning and memory formation. However, if a situation is perceived as a threat, we become over-aroused and prepare for retreat, reducing cognitive functioning.

A situation is perceived as a challenge or a threat depending on whether we believe that we have the personal resources and skills to deal with it. It is through the simulation process that these mental skills are created, forming new muscle memory in the brain, and changing our perception of future situations.

The findings of this research have significant implications for the way that development programmes for leaders are designed and delivered. They show that it’s not just pilots, surgeons, F1 drivers or astronauts who benefit from simulation exercises to prepare for highly stressful and challenging incidents – business leaders do too.

About the Author

Dr. Megan Reitz and Lee Waller, Ashridge Business School
The research is published in a report entitled The Neuroscience of  Leadership Development: Preparing through experience.

The research was conducted by Ashridge Business School leadership experts Dr. Eve Poole, Dr. Megan Reitz, Lee Waller, Angela Muir and John Neal, together with Professor Patricia Riddell, Head of the Department of Psychology, University of Reading.

From Pioneering Research To Cutting Edge Practice

Interview with Rob Pearse, Head of Contractors and Installers, Rexel UK
How do you lead through inspiration as well as instruction? Rob Pearse, Head of Contractors and Installers at Rexel UK, took part in Ashridge’s The Leadership Experience: Leading on the Edge, and learnt how to use his energy positively to respond well to pressure.

How did you find the experience?
Spending a week sharing thoughts with senior people from other organisations gave me fascinating insights into varying approaches to situations. The business simulation really appealed and I left with practical advice that I could immediately adapt to my everyday work.

What did you learn?
In my first one-to-one session, my tutor suggested I should use the programme to expose myself to risky situations. After that, I experienced many different emotions. In one of the exercises, I became quite confrontational, but it was interesting to see that the others thought I looked calm.

Wearing a heart-rate monitor gave useful insights into how I react physically in situations. When I felt I was at my peak of pressure, the monitor showed a very different picture. It made me realise that the key to improving my performance is to improve my coping methods.

The group feedback sessions were immensely valuable. We discussed how we performed under pressure, which gave you an incredible understanding of yourself.

What has been the impact?
Ashridge was instrumental in enhancing my existing skills, as well as developing new skill sets and equipping me with the confidence to deliver. It has made me a more effective individual and is helping me maximise the performance of my new team. The programme had a huge impact in a short space of time – it is an excellent ROI.

Client Case Study:

SABMiller European Management Development Programme (EMDP)
The SABMiller management development programme is designed according to best practice findings from Ashridge’s ground-breaking neuroscience heart-rate monitor and learning transfer research. The programme has delivered uncontested business impact – supporting revenue growth ahead of competitors, creating a high performance leadership community, driving the business strategy, and delivering a 95% talent retention rate.

The SABMiller programme directly links to the organisation’s current business needs and is central to its business success and growth. In-depth evaluations confirm that the programme builds high-performing teams and positively impacts on organisation performance.

“Our participants are having a learning experience that adds value personally and professionally. Most importantly, it is enhancing the excellence of our leaders and developing our talent pipeline.”

– Samantha Rockey European L&D Manager

For more information, please visit www.ashridge.org.uk

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