BOSSES WHO MEAN BUSINESS: LEADERSHIP SKILLS IN 2023 AND BEYOND
HOW DEFINING A BRAND PURPOSE CAN BUILD CONSUMER TRUST
MARKETING WAS THE CHILD OF GLOBALISATION BUT WILL BE THE PARENT OF SUSTAINABILITY
HOW TO FOSTER A THRIVING AND SUSTAINABLE WORKPLACE CULTURE
Be in brilliant company
MBA students on AMBA-accredited programmes are required to have at least 3 years prior management experience, making for quality networks and applied learning.
The high standard of AMBA-accredited MBAs is certified by highly experienced Business School Deans and Directors - Experts assessing Experts.
Invest in education that stands the
AMBA-accredited schools have educated MBAs to AMBA standards for a minimum of 3 years and usually over 10 years.
Access the highest
Be part of a priceless network
AMBA-accredited MBA programmes require a minimum of 500 ‘contact’ hours, ensuring face-to-face learning and strong relationship-building.
experts in academia and industry. Faculty at AMBA-accredited programmes are internationally diverse and at least 75% must have a relevant postgraduate qualification.
AMBA is the world’s only MBA-specific Accreditation Organisation, accrediting just 2% of the world’s Business Schools.
FROM DOUBT TO DETERMINATION: HOW AIB’S MBA PROGRAMME IS EMPOWERING PROFESSIONALS TO BUILD CONFIDENCE Australian Institute of Business
15
GLOBAL MBA RANKINGS CEO Magazine
20 BOSSES WHO MEAN BUSINESS: LEADERSHIP SKILLS IN 2023 AND BEYOND EU Business School
25
AT THE HEART OF SUSTAINABILITY: THE GRIFFITH MBA Stephanie Schleimer
MARKETING WAS THE CHILD OF GLOBALISATION BUT WILL BE THE PARENT OF SUSTAINABILITY
Frédéric Dalsace
38
HOW TO FOSTER A THRIVING AND SUSTAINABLE WORKPLACE CULTURE TO CONTEND WITH THE REALITIES OF THE NEW OFFICE Mark Mortensen
Kennesaw State University’s MBA Programs are highly-ranked, have world class faculty and prepare you for leadership positions. KSU is among the TOP 2 PERCENT of business schools worldwide featuring dual accreditation by AACSB International in both business and accounting.
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CEO MAGAZINE TALKS TO THE AUSTRALIAN INSTITUTE OF BUSINESS
Imposter syndrome, a psychological phenomenon characterised by persistent self-doubt and a fear of being exposed as a fraud, can strike even the most accomplished individuals. Paradoxically, those who have achieved significant success or possess exceptional capabilities are often the most susceptible to this affliction. Research from Harvard Business Review surprisingly reveals that around one-third of young people and 70% of the remaining population are likely to experience this psychological hurdle at least once in their lives. Given its intimate connection to our identities and self-worth, allowing this negativity to spiral out of control can become a self-fulfilling prophecy, impeding further progress and leading to perceived failures. So, what can be done to ensure ambitious, highly capable individuals flourish rather than suffer?
Hundreds of MBA students graduate globally every year from the Australian Institute of Business, better known as AIB. The achievements of these graduates encompass a multitude of remarkable outcomes.
For instance, in the 2021 AIB Alumni Insights Report, an impressive 74% of 589 graduates reported a pay rise, while 70% moved into a more senior role. However, as impressive as these accomplishments are, graduates report an increase in confidence as the most significant outcome achieved.
Engaging in a rigorous academic programme, surrounded by peers with similar ambitions, can catalyse personal growth and self-assurance. As students progress through their studies, they encounter various milestones of success – whether it be acing an assessment, applying a strategy developed in class successfully at work, or understanding a foreign concept. Each accomplishment becomes a stepping stone that bolsters their confidence and reshapes both their selfperception and how they are perceived by others.
To gain insights into the transformative power of an MBA in building confidence, we recently spoke with Professor Iain Hay, AIB Academic Dean. According to Professor Hay, AIB has witnessed numerous students who initially struggled with self-doubt experience a remarkable transformation throughout their MBA journey. Professor Hay told CEO Magazine:
“As students overcome challenges, acquire new knowledge, and apply their skills in real-world scenarios, they gradually shed their apprehensions and embrace their capabilities.”
To put this into context, we spoke to one of AIB’s recent MBA graduates, Lucy Johnston, Director and CFO of remote hospitality specialists, TCLH, who had experienced imposter syndrome throughout her professional career despite her accomplishments.
Immediately after leaving school, Lucy commenced a career in business banking before starting a business in the hospitality industry with her husband and professional chef, Craig. She explained how, as her career grew, she fell victim to impostor syndrome:
“I’d never felt a doubt in my abilities to achieve something if I set my mind to it, but going into an MBA before I’d even done a degree was a little daunting, and it took some big adjusting mentally to really understand that I’d been accepted into an MBA programme and deserved to be there. Imposter syndrome has been a real struggle of mine over the years!
“The hardest thing was feeling that I deserved the title of Director & CFO within the company; I used to think, well, I’m not an accountant, and I’ve never worked for a big company as a CFO before, so who am I to self-appoint myself this job title?”
LUCY JOHNSTON AIB MBA GRADUATE DIRECTOR & CFO, TCLHLucy was running a hugely successful business with a turnover of $2.5 million, yet she struggled with these feelings of self-doubt. Speaking to Professor Iain Hay, this feeling of inadequacy in any new challenge in life, like starting an MBA programme, regardless of previous success, is extremely common.
“Lucy's candid reflections on her journey resonate with the everyday experiences of our students. It is not uncommon for ambitious individuals to initially grapple with self-doubt when venturing into new endeavours, and it highlights the significant mental adjustments that we all go through as we take on new challenges, and the MBA programme is certainly no different.
“Unfortunately, self-doubt is one of the most common reasons competent individuals don’t commit to study, and it becomes a selffulfilling prophecy. It’s not that they can’t complete an MBA because they aren’t capable, but unfortunately, because they never tried.”
Before committing to further education, Professor Hay explains that while students generally grasp the far-reaching influence that completing an MBA can have on their long-term goals, they often underestimate the profound impact that smaller milestones achieved throughout their MBA journey can yield.
“It is within these seemingly modest milestones that students unlock a world of growth and self-discovery. Each completed assignment, challenge conquered, or insight gained holds immense potential to shape a student’s educational experience and life outside of study. When acknowledged and celebrated, these smaller victories can instil a sense of progress, bolster self-confidence, and build resilience. They serve as building blocks that strengthen the foundation of success and propel students closer to their ultimate objectives.”
For Lucy, this was certainly the case: “I went into my MBA with very few expectations, and the entire experience was a pleasant surprise. In high school, I barely passed, and throughout the MBA programme, I was getting Distinctions – I surprised myself!
“As I went through my MBA journey, with every small win, I started to become more confident. And with that, I slowly began to realise and accept that I did deserve my job title and didn’t need the validation from someone else giving it to me. Of course, as I take on new or significant challenges that can be stressful or overwhelming, I still may feel a tinge of doubt, but my perspective has changed. I feel more equipped than ever to tackle anything, and I’m confident I’ll always get the best outcome.”
“There were plenty of times I felt like I wasn’t getting a concept, and I reached out to my Online Facilitator with what I thought was a silly question. They never made me feel silly at all. They guided me through until I got there with the concept."
and doing so well in it, I’m not sure I would have mentally survived what we went through with the business, so I’ll always be thankful for my journey.”
By the end of completing her specialised Finance MBA in 2019, Lucy’s business went from an annual turnover of $2.5 million to an incredible $7 million, and now, most recently, $10 million. Lucy reflects on what her MBA journey has done for her:
96%
The unique aspect of AIB’s programme is that it is not simply assessment grades and understanding new concepts that help build students’ confidence but also the practicality of assessments and coursework. Professor Hay explains that the AIB MBA course is designed for learning to be applied to students’ real-world circumstances from day one. In most cases, assessments are based on a student’s workplace or business, allowing them to see immediately how their new skills and knowledge tangibly support success, giving them yet another opportunity to gain confidence in their abilities.
“At the start of my MBA, my business was growing so fast, and whilst I hadn’t had time to implement new strategies I was learning directly, it was very reassuring to know the theory of the strategy we were already implementing. As a business owner, you don’t have a manager to tell you you’re on the right track, so it was an honest confidence builder I needed in a time of chaos.
“My MBA was a massive point of consistency and stability in my life through COVID and everything our business went through; it almost gave me something to anchor myself to, a constant that was always there, that I could focus on and throw myself into as a distraction from all the hardship we were facing. If I hadn’t been doing my MBA
“I am using the knowledge from my MBA more than ever. As a business owner, you often want to do everything yourself, but it’s impossible. So now that I am hiring for different areas of the business, I am consistently using my knowledge from each subject.
“I now have insight into every business area, so when I hire someone, say a Project Engineer or Marketing Manager, I understand their value and what they do at a much deeper level. And when I ask for their advice, I can make informed decisions because I have that background knowledge. That’s not something I would have been able to do before.”
Pursuing an MBA is a formidable task, and even with the best intentions, there will inevitably be moments when self-doubt begins to seep in and that nagging voice grows louder. Professor Hay elaborates that at AIB, the faculty are prepared to lend a compassionate ear throughout every stage of a student's path, from enrolment to graduation. Lucy attests to this sentiment as a satisfied graduate.
“There were plenty of times I felt like I wasn’t getting a concept, and I reached out to my Online Facilitator with what I thought was a silly question. They never made me feel silly at all. They guided me through until I got there with the concept.
“The weekly webinars with students worldwide were also super interactive and really fun. One of the students for our cohort also set up a Whatsapp where we all kept each other going and gave each other that boost of confidence when we needed it.”
Professor Hay finishes by saying, “The journey from doubt to determination is a profound transformation. The tangible outcomes that motivate many to start an MBA, such as a pay rise or a promotion, are exciting but don’t forget to consider how you will grow as a person. At AIB, we witness remarkable transformations where students shed their apprehensions and emerge as confident leaders. Our mission here at AIB is to create an inclusive space where students can push their boundaries and explore their potential fully.”
SCHOOL PROFILE
AIB is Australia’s largest MBA provider* with almost 40 years of excellence in tertiary education and a global network of more than 16,000 students, alumni, academics, and industry experts from 95 countries. AIB’s programmes are internationally recognised and fully accredited in Australia. AIB’s Fast-Track MBA is designed to support working professionals to achieve career outcomes faster and has most recently earned a Tier One Global status, ranking 5th in Australia and 20th globally by CEO Magazine 2023.
The benefits attached to an MBA are well documented: career progression, networking opportunities, personal development, salary... and the list goes on. However, in an increasingly congested market, selecting the right business school can be difficult, which is far from ideal given the time and investment involved.
Using a ranking system entirely geared and weighted to fact-based criteria, CEO Magazine aims to cut through the noise and provide potential students with a performance benchmark for those schools under review.
Quality of Faculty: International Diversity:
Class Size: Accreditation: Faculty to Student Ratio: Price:
International Exposure: Work Experience: Professional Development: Gender Parity: Delivery methods:
*EMBA Weighting: Work experience and international diversity are adjusted accordingly.
**Online MBA Weighting: Delivery mode removed.
Business School Country
Australian Institute of Business Australia
American University: Kogod
North America
Aston Business School UK
Auburn University: Harbert North America
Audencia Business school France
Bentley University: McCallum
North America
Boston University: Questrom North America
Brunel Business School UK
Bryant University
North America
Business School Netherlands The Netherlands
California State University-Chico North America
California State University-Long Beach North America
California State University-San Bernardino North America
Central Queensland University Australia
College of William and Mary: Mason North America
Concordia University Canada
Crummer Graduate School of Business at Rollins
North America
Durham University Business School UK
Business School Country
E BS Business School Germany
École des Ponts Business School France
Emlyon Business School
France
ESADE Spain
EU Business School
Germany, Spain and Switzerland
Florida International University North America
Florida Southern College
School of Business
Fordham University
North America
North America
GBSB Global Business School Spa in Georgia State University: Robinson North America
Gonzaga University North America
Grenoble Graduate School of Business France
Griffith University Australia
HEC Montréal Canada
Hofstra University: Zarb North America
Hult Internatonal Business School North America
IAE Business School Argentina
Business School Country
IFM Business School Switzerland
INCAE Business School Costa Rica
International School of Management Germany
ISEG Portugal
Jacksonville North America
John Carroll University: Boler North America
Kennesaw State University North America
Kent State University
North America
La Trobe University Australia
Lagos Business School Nigeria
Leeds University Business School UK
Loyola Marymount University
Maastricht School of Management -
Maastricht University
North America
The Netherlands
Macquarie Business School Australia
Massey University
New Zealand
Munich Business School Germany
Business School Country
Trinity College Dublin School of Business
United International Business Schools
Switzerland, Belgium, Spain, The Netherlands, Italy and Japan
University of Akron North America
University of Alberta Canada
University of Baltimore North America
University of Chile FEN-UCHILE Chile
University of Delaware: Lerner North America
University of Denver: Daniels North America
University of Exeter UK
University of Kentucky: Gatton North America
University of Liverpool Management School UK
University of Louisiana at Lafayette North America
University of Louisville North America
University of Maine North America
University of Massachusetts-Lowell North America
University of Memphis North America
The Netherlands
Nebrija Business School Spa in Nyenrode Business University
Oakland University
North America
Pepperdine University: Graziadio North America
Politecnico di Milano School of Management Italy
Purdue University-West Lafayette: Krannert North America
RMIT University Australia
Rochester Institute of Technology: Saunders North America
Rutgers Business School
Saint Joseph's University: Haub
North America
North America
SBS Swiss Business School Switzerland
Seattle University: Albers
North America
Simon Fraser University: Beedie Canada
Suffolk University: Sawyer
The GlobalMBA
(Technische Hochschule Köln, University of Warsaw, Kyungpook National University and University of North Florida)
University of Michigan-Flint North America
University of New Mexico: Anderson North America
University of North Carolina-Charlotte: Belk North America
University of North Florida: Coggin North America
University of Oklahoma: Price North America
University of Oregon: Lundquist North America
University of Portland: Pamplin North America
University of Pretoria -
Gordon Institute of Business Science South Africa
University of San Diego North America
University of South Australia Australia
University of Tampa: Sykes North America
North America
Germany, Poland, South Korea and North America
The Instituto Tecnológico Autónomo de México (ITAM) Mexico
The Lisbon MBA Catolica | Nova* Portugal
The University of Wisconsin-Whitewater North America
Torrens University Australia Australia
Business School Country
Appalachian State University* North America
Northwest Missouri State University North America
Ohio State University: Fisher* North America
University of Texas at Arlington North America
University of Texas-San Antonio North America
University of Western Australia Business School Australia
University of Wollongong Sydney Business School Australia
Victoria University Business School Australia
Willamette University: Atkinson North America
Xavier University North America
*Some data unavailable
Business School Country
University of North Texas North America
Virginia Commonwealth University* North America
= 29 Central Queensland University Australia
= 29 Central Queensland University
Hyperflexible MBA Australia
30 Suffolk University: Sawyer
= 33 Jacksonville University
= 34 University of Delaware: Lerner
University: Carson North America
= 28 La Trobe University Australia
= 28
University of MassachusettsLowell North America
= 39 Bryant University*
=
Based
Business
Antwerp Management School
Athabasca University
Audencia Business School
Baruch College, City University of New York: Zicklin
Beirut Arab University
Birmingham City University
Bournemouth University
Business School Lausanne
Case Western Reserve University: Weatherhead
Centrum Graduate Business School Peru
City University of Hong Kong China
Concordia University Canada
Copenhagen Business School Denmark
Cranfield School of Management England
Creighton University: Heider
North America
Crummer Graduate School of Business at Rollins North America
DePaul University: Kellstadt
North America
Drexel University: Lebow North America
Durham University Business School
Ecole Des Ponts Business School France
Emlyon Business School Global DBA Asia Track
China & France
EU Business School Germany, Spain and Switzerland
Florida Institute of Technology: Bisk
Florida International University
Franklin University
North America
North America
North America
GBSB Global Business School Spa in
Georgia State University: Robinson North America
Grenoble Graduate School of Business France
Harvard Business School
Heriot Watt University Edinburgh Business School
Hong Kong Baptist University
Hult International Business school
Paris-Dauphine PSL University
Pepperdine University: Graziadio
Pontifical Catholic University of Chile
Rennes School of Business
Sacred Heart University: Welch
SBS Swiss Business School
SDA Bocconi Schoool of Management
St. Ambrose University
St. Thomas University
Swinburne University of Technology
Temple University: Fox
The Global DBA Durham-emlyon
University of Dallas: Gupta
Switzerland, Belgium, Spain, The Netherlands, Italy and Japan
University
Manchester: Alliance UK
University of Maryland Global Campus North America
IE Business School
in International School of Management
France, North America, China, India, Brazil and South Africa
University of Missouri-St. Louis North America
University of North Carolina-Charlotte: Belk North America
University of Otago Business School New Zealand
University of Pittsburgh: Katz North America
University of Portsmouth UK
University of Pretoria:
Gordon Institute of Business Science South Africa
University of Reading: Henley Business School UK
University of Rhode Island North America
University of South Florida: Muma North America
University of Southern Queensland Australia
University of Surrey UK
University of Tampa North America
University of Western Australia Australia
University of Wisconsin-Whitewater North America
Victoria University Business School Australia
Virginia Tech: Pamplin College North America
Vlerick Business School Belgium
Walsh College North America
Washington University in St. Louis: Olin North America
Zurich University of Applied Sciences Switzerland
upon accreditation, quality of faculty, geography, and international standing, this year’s Global DBA Listing is designed to showcase the market’s premier DBA providers.
As we move further into the 21st century, the business world is rapidly changing, making it increasingly important for leaders to remain upto-date with the latest trends and innovations. While success in the past may have been primarily about efficiency and productivity, the demands of the present and future require a different set of skills and traits. Today's business leaders must be adaptable, empathetic and ethical to navigate a complex and constantly changing environment while fostering a positive workplace culture and attracting and retaining top talent.
Digital transformation has been a significant factor in the evolution of business, and leaders who do not embrace this shift risk falling behind. The rapid pace of technological innovation requires leaders to be agile and able to pivot quickly when necessary. Effective communication skills, emotional intelligence, and the ability to adjust strategies to stay ahead of the competition are also essential in today's business world.
Leadership in the modern era is not just about being successful in business but also about social responsibility and ethical leadership. Organisations must consider their impact on society and the environment while still generating profits. Leaders must stay informed of the latest sustainable practices and innovations to ensure their companies remain competitive while being socially responsible.
It's crucial for leaders to stay on top of emerging trends and adapt to new challenges to ensure their companies thrive. With remote working becoming the norm, AI technologies transforming the workplace, and employees seeking more flexibility and work-life balance, leaders must recognise when their traditional leadership styles are no longer effective. The old-school command-and-control leadership style, where managers rule with an iron fist and micromanagement as the norm, is now outdated. The one-size-fits-all approach can also stifle innovation and creativity and limit the potential of your employees.
As we step into 2023, it's time for CEOs and company management to embrace more inclusive, collaborative and innovative approaches to leadership that foster creativity,
“Leaders who prioritise employee well-being, embrace diversity and inclusion, and who leverage technology to drive innovation will create a thriving workplace culture that attracts top talent and stays ahead of the competition.”
“Leadership in the modern era is not just about being successful in business but also about social responsibility and ethical leadership.”
adaptability and flexibility. Leaders who prioritise employee well-being, embrace diversity and inclusion, and leverage technology to drive innovation will create a thriving workplace culture that attracts top talent and stays ahead of the competition.
By adopting new leadership models that value collaboration, communication, and empathy, leaders can create a more resilient and successful business that's equipped to meet the challenges of today and tomorrow.
The need for strong and effective leadership has never been greater. While business schools have long been a fertile ground for future leaders, they must keep up with the times and prepare their students for the unique challenges of an evolving industry. That's exactly what EU Business School is doing.
We understand that preparing the next generation of leaders is no easy task, but it's a responsibility we take seriously. Our experienced faculty are constantly staying up-to-date with the latest leadership trends, ensuring our students are equipped with the skills and knowledge they need to lead with confidence. From digital transformation to sustainability, and from geopolitical uncertainty to cybersecurity threats, our students are well-prepared to meet the challenges of the future head-on.
So, what are some of the trending leadership styles we've identified for 2023 and beyond? Well, we've seen a shift towards more collaborative and inclusive leadership, with an emphasis on empathy and emotional
“Today 's business leaders must be adaptable, empathetic and ethical to navigate a complex and constantly changing environment while fostering a positive workplace culture and attracting and retaining top talent.”
intelligence. Leaders who prioritise diversity and inclusion and who can adapt quickly to changing circumstances are poised to succeed in the years ahead. And with our focus on practical, hands-on learning, our students are ready to step up and take on leadership roles in a variety of industries.
With consumers increasingly demanding social responsibility and sustainability from the businesses they support, it is no surprise that the popularity of ethical leadership is on the rise. An ethical leader is someone who prioritises integrity and honesty and who consistently makes decisions that align with their moral principles. They lead by example, set high standards for behaviour and decision-making, and foster an organisational culture that values transparency, accountability, and social responsibility. Ethical leaders recognise the impact of their actions on people and the environment and inspire others to follow their example of leading with integrity and purpose.
So, if you want to lead like a boss in 2023, it's time to take a page from Rose Marcario's book. The CEO of Patagonia has become a role model for ethical leadership thanks to her company's commitment to environmental sustainability and social responsibility.
Patagonia's "Don't Buy This Jacket" campaign is a notable example of the company's ethical leadership, which encourages customers to buy only what they need and to repair, reuse, and recycle products whenever possible. Marcario's stance on social responsibility and her advocacy for workers' rights and the environment have also contributed to her reputation as an ethical leader. Her example can inspire leaders in 2023 to prioritise ethical leadership and sustainability in their organisations to achieve financial success while also making a positive impact on the world.
Being able to understand and empathise with your team members is key to fostering a positive and productive workplace culture and is another essential skill for leaders in
2023. An emotionally intelligent leader possesses a strong sense of self-awareness and empathy, allowing them to effectively manage both their own emotions and those of their team members in the workplace. They have the ability to regulate their own emotions while also perceiving and understanding the emotions of others. Such leaders excel at interpersonal relationships, communication, motivation, and inspiration, helping their teams to achieve common objectives. They are skilled at conflict resolution and work to foster a positive and productive work environment, one that values trust, collaboration, and open communication.
Satya Nadella, the CEO of Microsoft, is widely recognised as an emotionally intelligent leader who places a strong emphasis on empathy and understanding in the workplace. Nadella has focused on fostering a culture of inclusivity, openness, and collaboration. He has worked to make Microsoft a more diverse and inclusive workplace, implementing programmes to support the needs of employees from all backgrounds.
One of Nadella's most notable achievements as a leader has been his success in helping to guide Microsoft through a period of significant change. He has overseen the company's shift towards cloud-based technologies and has worked to develop new products and services that meet the changing needs of consumers and businesses alike. Throughout this transformation, Nadella has emphasised the importance of empathy and understanding, encouraging his team to focus on the needs of customers and to develop products that truly meet their needs.
So, if you want to be an agile leader who can pivot and thrive in any situation, adaptability needs to be your middle name.
Effective communication is still one of the most important skills for any leader. Whether it's inspiring your team or delivering a compelling pitch to investors, communication is key. An effective communicator in leadership is someone who can clearly and persuasively convey their ideas, goals, and vision to others by adapting
“By adopting new leadership models that value collaboration, communication, and empathy, leaders can create a more resilient and successful business that 's equipped to meet the challenges of today and tomorrow.”
“The practical training and exposure to diverse cultures and industries that EU Business School offers can help students hone their leadership skills, prepare them to lead teams in a global context, and succeed in the competitive world of business.”
EU Business School (EU) has been educating future entrepreneurs and business leaders since 1973. We offer innovative foundation, bachelor’s, master’s and MBA programmes on our campuses in Barcelona, Geneva and Munich, as well as on our Digital Campus. We believe in hands-on, pragmatic learning that will give you the real-world skills to excel in the workplace of the future.
their communication style to suit different audiences, prioritising transparency, honesty, and openness in their communications, paying attention to nonverbal communication, and using a variety of communication channels to reach their team. By prioritising these skills, effective communicators can build strong relationships with their teams and help drive their organisations towards success.
Richard Branson, the founder of the Virgin Group, has shown exceptional communication skills throughout his career and remains a model for others to follow. Branson is known for his charismatic personality and his ability to inspire and motivate his team. He is skilled at public speaking and has used his communication skills to build a strong brand identity for Virgin, which spans a wide range of industries, including airlines, music, and telecommunications. Branson has also been transparent about his failures and has been willing to take risks, which has earned him the respect and loyalty of his employees. Overall, Branson's ability to communicate his vision and values has been a key factor in the success of the Virgin Group.
The Disruptive Leader
Disruptive leadership is a style of leadership that challenges traditional thinking and methods to drive innovation and create significant change in an organisation. Disruptive leaders are willing to take risks and challenge the status quo, often with a focus on using technology and innovation to drive transformation. They are adept at identifying emerging trends, opportunities, and threats and are not afraid to pivot and change direction quickly to stay ahead of the curve.
Disruptive leaders often prioritise experimentation and iteration, using agile methodologies and data-driven decisionmaking to test and refine new ideas quickly. They value diversity of thought and encourage creative thinking, often bringing together cross-functional teams to solve complex problems and drive innovation.
However, this leadership style does come with its drawbacks and can prove to be challenging for some employees who may
struggle to keep up with the pace of change or feel overwhelmed by constant experimentation and evolution. Disruptive leaders need to value their workforce and prioritise communication and transparency to ensure their teams understand the rationale behind their decisions and feel empowered to contribute to the organisation's success.
Some examples of disruptive leaders include Elon Musk, who has driven significant change in the automotive, space, and energy industries with companies like Tesla, SpaceX, and SolarCity, and Jeff Bezos, who transformed the retail industry with Amazon and is now focusing on space exploration with Blue Origin.
The business world is like a dynamic game of chess, and, to be a successful leader in 2023 and beyond, one must be prepared to think several moves ahead. Cultivating a wide range of skills is essential to navigating these complex and challenging times, including ethical leadership, emotional intelligence, effective communication, and an agile mindset that can quickly adapt to change. EU Business School has recognised this need and is taking proactive steps to prepare students to meet these challenges head-on.
EU Business School recognises its crucial role in preparing the next generation of leaders for their roles by providing practical training, relevant knowledge, and insights from renowned global leaders in the field. EU invites industry experts and successful business leaders, including the Chairman of Siemens and Mærsk and the Chairman of Nestlé, among others, to give exclusive conferences that provide students with invaluable networking opportunities and privileged insights into the operations of some of the world's top companies.
By investing in a business education, aspiring leaders can gain the tools and knowledge they need to stay ahead of the curve in a rapidly changing business landscape. The practical training and exposure to diverse cultures and industries that EU Business School offers can help students hone their leadership skills, prepare them to lead teams in a global context, and succeed in the competitive world of business.
“Ethical leaders recognise the impact of their actions on people and the environment and inspire others to follow their example of leading with integrity and purpose.”
“An emotionally intelligent leader possesses a strong sense of self-awareness and empathy, allowing them to effectively manage both their own emotions and those of their team members in the workplace.”
Q. The Griffith MBA is widely recognised for its commitment to sustainability. How have you embedded this philosophy into your MBA curriculum?
We started by asking ourselves whether we were really delivering a sustainable and values-focused programme and how we could amplify these qualities in every single core course. As a result, I’ve worked on all of our courses over the last four years, and this has been reflected in rankings like Corporate Knights, which has identified Griffith as the most sustainable MBA in the world over the last three years.
When it comes to sustainability and associated topics like environmental, social, and governance (ESG) factors, these are not just taught and assessed but practised by our students throughout the programme. This approach informs how they do things in the workplace and how they can work more effectively and ethically. For us, it’s about going beyond the traditional MBA. Accounting is not just about balance sheets and profit and loss statements. For example, how do you account for natural resources? How do you account for water? Every organisation uses water. This is our approach across the board. For instance, when we teach marketing, we quickly dive into social marketing and ethical communication. When we talk about finance, students are asked to consider their financial responsibility, not just to their employees or shareholders but to their communities. I want us to develop confident, innovative and creative graduates with an ethical and values-centred skill set that also have the literacy and confidence around common business practices. We consider this to be a skill set that is in high demand, not just in Australia but globally.
Q (a). Given your focus on sustainability and values, do you tend to attract students with a similar philosophy?
When we asked new students in a recent survey why they chose the Griffith MBA, their top answer was not money but impact; they want to make a difference. Consequently, we tend to attract students who are open to looking at and rethinking the way they lead their organisations, the products and services under their stewardship, and how they can better align their values with organisational purpose.
Q (b). What does the composition of your cohort look like?
In regard to our applicant pool and cohorts, we've seen a significant shift in socioeconomic background, education, and sex. On our full-time, fully-flex MBA, 60 per cent of our cohort is made up of females, which is up from 36 per cent five years ago. We’re also receiving significant interest from applicants with non-traditional backgrounds, i.e., those without an undergraduate degree. Typically, these are professionals with tremendous industry experience who end
up excelling in the programme. In regards to professional diversity, we have students from over 70 different industry sectors, spanning from priests to pilots, which significantly enriches peer-to-peer learning.
Q. Can you talk about the application of learning on the Griffith MBA and opportunities for reflection?
At any point in time, I probably have two dozen students on LinkedIn talking about what they’ve learned or the value of a particular approach and how they’ve put it into action that afternoon.
When it comes to reflection, our students are required to really look at themselves throughout the programme, which means looking at and revisiting their value systems, leadership styles, and the organisations they work for. Our students truly go on a personal journey, and it’s wonderful to see them have life-changing moments .
Q. How would you describe the learning environment at Griffith?
We often talk about love in the programme because for our students to be able to open up and potentially unlearn things they may have been doing for years, they need a safe, intimate environment supported by a highly qualified, compassionate team with real emotional intelligence. For example, we have business leaders in the programme for whom business has been all about profit and loss, so in order to change that mindset, they have to allow themselves to be vulnerable and understand that they can.
We can’t point to change and not show our students how to do it, which is why it’s incredibly important for us to support our students and alums as they go through these shifts, especially our alums because they no longer have the safety net of sitting in a safe classroom.
Q. Why is programme flexibility so important, and how do you meet this need at Griffith?
All of our students have busy lives juggling families, jobs, and other commitments, so we have to help them achieve that balance where the programme is enriching or risk burnout. That's why we take the time to check in and really know our students so they’re not taking on too much, because we want them to really engage with each course and have the opportunity to confront themselves, their mindset, their values, competency, confidence, and literacy around the topics we cover, which can be quite overwhelming. So, it's really important that we get it right in terms of the curriculum, learning pedagogy, and safe learning spaces I mentioned earlier.
The student journey is at the centre of everything we do; it’s about helping the student to achieve better alignment with their personal values, ethical values, and qualities.
Q. What does the admission pathway look like for applicants with non-traditional backgrounds who may not have an undergraduate degree?
So, they would take our graduate certificate and study the same core courses we offer on the MBA. Once they’ve completed the programme, which they can study over six or 12 months, they can exit with a graduate certificate or continue to work towards the MBA. Sometimes, students finish the core courses, and that's enough for them; they have that power. The great thing is that they can, at any point in time, come back to Griffith and jump straight into the MBA and finish the last eight courses. Crucially, there is no differentiation between students on our certificate programme and those on the MBA track: every activity, event, and core learning opportunity is communal. We have one cohort, one MBA approach.
It's going to be your creative mind that makes the most beautiful, positive impact that the next generation will remember.
Q. What about students entering the MBA?
Most of our students study part-time because they work, so it gives them the flexibility they need and makes the MBA more of a journey. If you study full-time, it will take you 18 months to complete the MBA, but most of our students do it in 2.5 to 3.5 years.
Q. Can you walk me through the student journey and life after the MBA?
The student journey is at the centre of everything we do; it’s about helping the student to achieve better alignment with their personal values, ethical values, and qualities. Consequently, upon leaving the programme, many of our graduates completely change the way they lead; they change their strategic vision and how they communicate that vision.
Younger generations, and I’m not just talking about millennials, are placing purpose over profit and expect an organisational culture where personal and professional values coalesce with organisational purpose. So, part of our mission is to think ahead in terms of how our current students and business leaders will attract and retain tomorrow’s leaders.
Q. How do you suggest students maximise their ROI on the Griffith MBA and on MBAs in general?
When it comes to ROI, you want to be able to retain and apply what you are learning, and that doesn’t necessarily happen if you are trying to condense the learning into the shortest space of time.
While we allow students to compress courses into six- rather than 12-week blocks, they can only do this twice. On the obverse side of the coin, sometimes our students need to take time out, which is also possible. It’s about making the programme really work for our students and their busy lives.
Q. With ESG very much part of the strategic narrative for most companies seeking differentiation or competitive advantage, will we see an increasing number of MBA programmes embedding sustainability research and best practice throughout their courses?
We are seeing a move towards business programmes including more values-focused options, but these tend to be in the form of electives and so are not embedded in the core
curriculum. So, while students can choose these electives, they are not forced to take them.
Q. By encouraging students to look beyond purely economic value generation, what do future Griffith MBA graduates bring to an organisation and its stakeholders?
I think our graduates bring a differentiated skill set to the traditional business world based on literacy around ESG factors and sustainability that is deeply embedded in a values-focused approach to leading business. Moreover, they bring a creative mind and deep care and compassion, which we don’t talk enough about in business, perhaps because compassionate leadership and compassion in business are considered soft, but these qualities are so important and what really set our leaders apart. It's going to be your creative mind that makes the most beautiful, positive impact that the next generation will remember.
Q. By helping your students tap into and harness their creativity, what impact does this have on their career path?
We’ve seen an increase in both entrepreneurship and intrapreneurship. Students will completely rethink how they lead their businesses and teams and how they create certain products. However, the most significant shift we see, driven by a desire to align personal and professional values, is students moving into an entirely different industry sector.
Q. What kind of support is available to students and alums?
We have an executive career coach, meaning we have somebody in the MBA team who is qualified, accredited, and valuesdriven that can provide ongoing support and guidance. In helping our students to see how they can better align their personal and professional goals, we also have to provide the scaffolding for them to be able to make this transition because it can be challenging, especially if you have a family that depends on your income. So, empowerment needs to be backed up by professional staff from our end. We can’t point to change and not show our students how to do it, which is why it’s incredibly important for us to support our students and alums as they go through these
shifts, especially our alums because they no longer have the safety net of sitting in a safe classroom.
Q. Can you talk about life outside of the classroom?
Outside of our core courses, all of our learning activities are open to both alums and students. In addition to our executive coaching, career development workshops, and webinars, which include national and international speakers, we offer networking events with global consulting firms, keynote presentations, and panel discussions with industry experts. Interestingly, we often have more alums than students taking part because they’ve had such powerful journeys with us and want to keep learning and stay in touch with each other.
Q. Do you have any advice for potential applicants?
When it comes to studying and learning, I think it’s about being brave and stepping outside of your comfort zone, even if you don't feel confident. In many cases, it’s about being willing to unlearn to learn again. For us, the question is, are you ready to broaden your mind? Do you have the space in your busy schedule to accommodate an MBA? If you are ready, go for it; the beautiful thing is that you don't need an undergraduate degree.
Q. Who is the Griffith MBA designed for?
Traditionally, it’s been seen as a qualification for corporate leaders, but for anyone with significant professional experience, it is a wonderful way to challenge your mind and create a network of friends and, over time, a family that will support you throughout your professional career.
Marketing often gets a bad rap due to its association with the excesses of capitalism, but it can play an important role in driving more sustainable business practices and consumption patterns, says Frédéric Dalsace.
Marketing has often been seen as a way of driving people to consume more, but this is a role that is becoming less relevant as customers become more concerned about sustainability. Yet this does not mean that marketing cannot continue to serve a useful purpose.
Admittedly, marketing has sometimes had a bad image. It is seen as excessive, consumerist, prone to exaggeration, and complicit in overusing resources and polluting the environment. For many, it is the visible face of capitalism. And they do not mean this in a good way. When they think of marketing specialists, they conjure up a picture of people who are slightly too flashy, self-assured, and insincere.
If marketing continues to be the servant of the greenwashing industry, this bad reputation will continue. Take the example of Air France, which proudly proclaims it has introduced eco-conscious comfort kits for premium economy travellers made from 93% recycled materials. Yet this measure will do little to address the true problem of emissions in the airline industry.
I believe that marketing is at a crossroads. We can find new clever ways of greenwashing, or we can redeem our reputation and use the power of marketing to make ourselves and the world more sustainable. Marketing is part of a solution that can enable us to move from a focus on growth at all costs to a more sustainable society.
We marketers are, therefore, more important than ever. Personally, when I think of marketing and communications, I visualise people in white lab coats, social explorers, inventors of the future, people who can craft a narrative about new discoveries.
In my view, marketing fulfils three roles in business and society.
First, the marketing function can serve as an important sensor for any company. A good marketing team spots social trends and changes long before anyone else notices them. This is also true for ESG issues. Before environmental issues became a hot topic
of conversation at drinks parties, some companies, such as sportswear manufacturer Patagonia, were already putting them at the heart of their business. The same goes for diversity issues. Smart companies no longer only use white models in their advertising.
I lived in Japan for six years. People there know that when you see the tsunami, it’s already too late. It’s important to recognise the smallest signs early and react quickly. Similarly, some pioneering businesses saw the sustainability tsunami coming and acted accordingly.
Take the dishwashing detergent Finish. At first glance, it is not exactly an environmentally friendly product, as modern dishwashers still need about 10 litres of water for one wash cycle. By contrast, anyone who
“Marketing can use its knowledge of consumer behaviour to steer customers in the direction of more sustainable consumption.”
“Good marketing can enable companies to respond quickly to new social trends.”
washes dishes by hand uses 100 litres of this valuable raw material. And anyone who pre-rinses the dishes before putting them in the machine uses 50 litres of water. Finish manufacturer Reckitt decided to revamp the product and build a campaign around the slogan “Skip the Rinse”. The message caught on, fewer people pre-rinse, and Reckitt gained market share. This example shows that those who detect consumer trends and issues and respond accordingly are ultimately successful in business – and at the same time trigger a positive development.
Second, and this follows from point one, the analyses of good marketeers stimulate companies to offer new products and services based on these new social and environmental changes, such as the shift away from buying to renting products and services.
Here’s a surprising example from an industry that’s also not considered to be the most environmentally friendly. Tire manufacturer Michelin started selling its tires as a service, renting them to logistics companies who pay based on distances driven. This leads to a completely different
mindset from the earlier model of selling tires to customers. As a manufacturer, I’m suddenly no longer interested in the tire needing to be replaced as soon as possible, but on the contrary, in getting as much use as possible out of the tire and out of all the resources used to make it. I want the tires to last as long as possible – the longer the tires run, the more money I make.
And this obviously has an impact on product design. Changing the business model results in a better product that is subject to less abrasion, therefore causes less pollution, and needs to be replaced and disposed of less often. All of this has a positive impact on the environment.
But most importantly, it’s also a business model that is beneficial for the company. Sustainability doesn’t have to mean less profitability. And Michelin can use the same model to streamline its own operations. Why should it buy printers, computers, and compressors instead of renting them? Rather than buying rubber presses, it can simply rent them and let its suppliers take care of maintenance, in turn committing the manufacturer to ensure that the presses last for a long time.
“We can find new clever ways of greenwashing, or we can redeem our reputation and use the power of marketing to make ourselves and the world more sustainable.”
Prior to IMD, Frédéric Dalsace spent 16 years as a Professor at HEC Paris, where he held the Social Business / Enterprise and Poverty Chair, presided by Nobel Laureate Professor Muhammad Yunus. Prior to his academic life, he accumulated more than 10 years of experience in the business world, both with industrial companies (Michelin and CarnaudMetalbox) and as a strategy consultant with McKinsey & Company. He is Co-Program Director of the Leading Customer – Centric Strategies programme.
Marketing should be at the forefront of the XaaS (Everything as a Service) revolution, and since it plays a key role in the early stages of new product and service development, marketing teams should systematically insist that sustainability elements are included in new offerings.
Third, marketing can use its knowledge of consumer behaviour to steer customers in the direction of more sustainable consumption. Here’s a small example of what this knowledge can do – with great effect. All of us are familiar with the stickers in hotel bathrooms that tell us not to throw the bath towels on the floor but to reuse them whenever possible.
Most of the time, we don’t even read them anymore because we think we know what’s written on them. But studies have shown that even a small change in wording, based on a thorough understanding of consumer behaviour and attitudes, results in 30% of hotel guests reusing their towels. That helps the hotel with its laundry bill. But it also helps the environment, as less energy and water are used.
All these examples show that the change to more sustainability is possible and that profitability need not suffer as a result. They also suggest that a movement has already been created – perhaps even a tsunami – and that all
those who do not move, or who are satisfied with greenwashing instead of greendoing, could be swept away by it.
The three roles that I have identified –sensor, innovator, and behaviour changer – show why marketing departments should be seen as research teams for a more sustainable future and not as fiendish drivers of consumption. This is why I firmly believe that this profession can play a critical role in leading us to a more sustainable future, a future that may look very different from the past.
I am convinced that we have reached the end of the abundance society – for both climate and energy policy reasons. It is highly likely that we are moving into a “post-growth” phase in many highly developed countries and societies – and that is positive.
As Michelin’s example shows, companies can adopt a business model that does not rely on increased consumption of limited resources but instead seeks to make the best use of these resources in a way that is also profitable.
If marketeers fulfil the roles that I have described, then we are on the right track. And that’s why I’m such a committed advocate of marketing – because I believe it is important for the future.
Q (a). You offer two MBA programmes at the International School of Management (ISM); what do these look like in terms of delivery (online, face-to-face, hybrid), duration, timing (commencement), and format (fulltime/part-time), and are classes taught as simulations, case-studies, or lectures?
Yes, we have two types of MBA at ISM, both of which are face-to-face. On the part-time MBA, which starts in March, participants study face-to-face at the Dortmund campus once a month from Friday to Sunday over four semesters.
The full-time MBA, which is held at our Munich campus, starts in September, spans three trisemesters plus thesis.
Q. How would you define the learning environment at ISM, competitive or collaborative?
The learning environment is collaborative: Students work together on project work in different subjects to solve tasks for industry. In the part-time MBA, project work can be directly linked to requests from the students’ employers.
Q (a). I t has been said that an MBA without specialisation produces generalists lacking domain expertise. How does the ISM MBA differ?
The MBA programme at ISM offers several options for specialisation beyond generalist MBA education depending on personal career interests and strengths.
Through our free MBA Plus option, students can choose different courses from the ISM distance-learning programme, for example:
● Sustainability Management
● Applied Business Data Science
● Digital Marketing Management
These specialisations, together with other options from the ISM distance-learning portfolio, give students the opportunity to study whenever and wherever; they just need to choose the on-demand course that works best for them.
Q (b). How does the MBA Plus option fit into the general MBA curriculum, and what does this mean for your students in terms of study hours and programme duration?
MBA Plus is an online-only option, which students are free to choose. Students can distribute the workload according to their personal needs. Participation in courses totaling 15 credit points is entirely free while students are registered as an MBA student at ISM. Students who successfully complete one of our specialisations will receive an extra certificate.
Q. Businesses are increasingly prioritising diversity, equity (equal access to benefits and opportunities) and inclusion (sense of belonging) initiatives in order to better support their employees and, in turn, customers. How is this reflected in ISM's MBA programmes, and what does this mean for your students during and after the programme?
We promote diversity within the MBA cohort so that students are exposed to different cultures and professional backgrounds.
ISM also supports gifted participants and individuals that enrich the programme, for example, international participants, female business leaders, and the leaders of SMEs, by offering partial scholarships for tuition fees. For participants seeking funding, ISM will also take into consideration charity, voluntary, and advocacy work outside of their studies.
Q. How much support do students receive during and after the programme, and what does this involve (e.g., career coaching)?
ISM attaches great importance to small study groups and a personal working atmosphere. Students who choose the MBA programme receive personal coaching during their studies, which gives them tailored advice on their career path and planning.
The coaching helps them to define professional goals and analyse and develop personal potential, for example, communication behavior, teamwork and conflict-management skills. The importance of work-life balance is also addressed.
Another advantage ISM offers is access to a wide range of contacts in the business world and other international areas. Thus, students have many opportunities to network locally and globally from the first semester onwards, as well as prepare their career paths.
“ISM's international focus means that graduates will continue to come into contact with global players in business and academia after graduation.”
Q. In once again thinking about support, how much assistance do you offer international students relocating to Munich for the fulltime MBA, and what do potential applicants need to consider in respect of visa requirements?
The main points of contact for MBA students are the Student Advisory Service and the International Office; they provide up-to-date information when applying for a visa. The most important thing is to start the application process early to allow enough time for the visa process.
Applicants who are visa-bound and who have not received a student visa yet are advised to apply no later than:
● mid-July for all programmes starting in the fall term of the respective year (concerning the full-time MBA in Munich)
● mid-December for all programmes starting next year in the spring term (this applies to the part-time MBA in Dortmund).
Further details can be found here: https:// en.ism.de/admission-test-registration
Q. Given the nature of business today, exposure to different cultures and markets has become increasingly important. Can you expand upon the study-abroad opportunities you offer on the part-time MBA in terms of destinations, duration, and access to business?
On the part-time MBA, we have three destinations: South Korea, India, and the USA. In addition to lectures over a week-long period, students get to know the country, its people and cultural characteristics, and also gain insights into the local economy by visiting them in situ.
The full-time MBA programme at the Munich campus includes a module abroad in Spain.
Q. What do prospective students need to consider in terms of admission requirements, and can you offer any tips?
Applicants need at least two to three years of professional experience following their undergraduate degree as well as sufficient English skills (e.g., TOEFL or IELTS). The admission process consists of a case study and an interview where applicants present the results of the case study in an oral
presentation on the day of the admission test, but it is not a typical Graduate Management Admission Test (GMAT).
For both the part-time and full-time MBA, we offer different discounts. So, applying early pays off.
Q. What can current and potential students expect from ISM in the next 12 to 18 months?
Courses which allow for individual specialisation within the MBA Plus option are continuously updated and developed. ISM's international focus means that graduates will continue to come into contact with global players in business and academia after graduation, as well as young professionals, which are in high demand by businesses recruiting for agile teams. This is made possible via our networks, which we continue to expand with high-ranking company and university contacts, and the ISM Career Center, which provides our alumni circle with regular information, updates, and events. MBA graduates are also kept up-to-date about further qualification opportunities.
“We promote diversity within the MBA cohort so that students are exposed to different cultures and professional backgrounds.”
The end of Covid-19 workplace disruptions has ushered in a fresh set of challenges for organisations. Chief among them has been establishing new office policies for a workforce that has largely embraced flexible work and has expressed a desire for this to become a permanent fixture.
But organisations across various sectors have implemented strict return-to-office mandates, including the tech giants that were quick to make the switch to remote work when the pandemic hit. These have often been met with resistance from employees: Roughly 30,000 Amazon workers spoke out against the company’s back-to-office policy in an internal petition, and employees at Apple, Meta and Google have also conducted similar protests.
On top of balancing these disparate needs, both employers and employees must grapple with the current uncertainties facing the workplace and society. Although employees seemingly had the upper hand during the Great Resignation, the ongoing cost-of-living crisis, looming recession and mass layoffs may have shifted the balance of power in favour of employers. Meanwhile, employers must juggle economic pressures with growing competition to attract and retain top talent. Against this complex backdrop, there is a pressing need to agree on the ground rules of the new workplace and foster a culture and environment that promotes employee retention and engagement, as well as organisational performance.
Working in collaboration with Amy C. Edmondson from Harvard Business School, we recognised that the simple strategy favoured by many organisations – asking people what they want (be it flexible work,
salary bumps or other perks) and trying to give it to them – unfortunately has a major flaw. While enticingly straightforward, this method presents a trap by focusing on the single elements that first come to mind, lending a transactional nature to the employer-employee relationship.
It may also not be the most effective tactic. For instance, given that flexibility is top-of-mind for many workers, employers who adopt this strategy could be tempted to offer employees hybrid or remote working arrangements and leave it at that. However, we found that most people we spoke to who worked remotely felt less connected to their companies than when they went to the office. Organisations may end up trying to buy loyalty by giving employees something that in fact reduces loyalty – this doesn’t work, and it’s certainly not sustainable.
In response to this, we devised the integrated employee value proposition (iEVP) as a way for companies to adopt a more balanced approach to the process. The holistic system is comprised of four interrelated factors: material offerings, growth and development, connection and community and meaning and purpose.
The four factors run along different dimensions – short-term vs. long-term, individual vs. collective. However, they should be treated as interdependent parts of an integrated system and addressed holistically to ensure that a focus on one doesn’t undermine another.
Take, for example, one of the most significant current demands from employees: the ability to work remotely. While some may be delighted by the opportunity to do their jobs from home (what we call material offerings in our model), for many this may come with associated costs. A Generation Lab poll that surveyed 544 college students and recent graduates in the United States revealed that 74 percent would miss the office community (connection and community) when working remotely, while 41 percent were concerned about missing out on mentoring (growth and development).
As this one example illustrates, these factors are inextricably interconnected. While the iEVP is no silver bullet, it can help organisations frame, address and meet employee needs in a balanced and comprehensive way that ultimately benefits all parties involved.
Many companies tend to zone in on material offerings when trying to meet the needs of employees. Besides compensation, this includes aspects such as the physical office space, equipment, commuting subsidies, flexibility and other perks. These are generally the easiest levers to pull, are the most straightforward to measure and negotiate and are immediately appreciated. For example, it doesn’t take much to give a bonus, make the call to allow employees to work from home or stock the office pantry with free snacks.
Material offerings are certainly important and should not be overlooked. However, approaching this in isolation tends to address only the material aspects of jobs that are relevant to people in the moment. Besides being easy for rivals to imitate or even outdo, they also have the least enduring impact on retention. An over-reliance on them can result in a race to the bottom as employers strive to outbid one another for talent. Organisations should therefore integrate these immediate offerings with more lasting long-term solutions.
A second element of the iEVP is giving employees opportunities for growth and development. This encapsulates the various ways in which a company helps workers
acquire new skills and become more valuable in the labour market, such as by offering training, promotions and assigning them to new roles.
One of the big reasons people stay at organisations is because they are able to progress in their careers. This is a source of engagement, energy and fulfilment that represents an important piece of the puzzle that companies should not overlook.
A third aspect of the iEVP is connection and community – the relationships employees form with co-workers. Strong social ties function as a crucial support network, foster mutual accountability and make employees feel like they are appreciated and valued for who they are. This gives rise to an energising culture that allows people to express themselves candidly and fosters a deeper sense of belonging.
Unsurprisingly, Covid-19 workplace policies have directly impacted this. Research conducted by Microsoft and the University of California, Berkeley found that remote work made relationships between co-workers more siloed and reduced collaboration.
These interpersonal bonds matter immensely to people, and neglecting to foster the conditions for their growth can negatively impact retention. We spoke with a young computer scientist who left a coveted role at a large financial services firm as its work-from-home policy meant no one was in the office. She decided to take a job at a tech company that required workers to report to the office at least four days a week because she valued the camaraderie and energy that came naturally with physically working alongside her colleagues.
Prior to the pandemic, the most important topic among management thinkers was meaning and purpose. These are the organisation’s aspirational reasons for existing and are the answer to the central question of why employees do the work that they do.
Paying attention to this aspect of the iEVP can help ensure alignment between employees’ personal values and objectives and those of the company. Several studies support its importance to employee retention. For instance, research shows that some individuals will accept lower salaries for doing meaningful work, something we have also witnessed in our analysis of different organisations.
But problems could arise if meaning and purpose are addressed in isolation. For instance, UNICEF’s mission to protect the
“Research conducted by Microsoft and the University of California, Berkeley found that remote work made relationships between co-workers more siloed and reduced collaboration.”
Mark Mortensen is an Associate Professor of Organisational Behaviour at INSEAD.
world’s children is arguably one of the most compelling and motivating purposes out there and has long been a primary asset for attracting and keeping talent.
However, investigations in 2018 and 2019 revealed that UNICEF’s mission-related “results at all costs” culture had fostered bullying and harassment and triggered many departures. In our discussions with senior UNICEF officials, there was a recognition that they had unwittingly created a toxic culture by promoting the organisation’s purpose in isolation. To fix this, they eventually launched initiatives to balance purpose with employee development and building connection and community.
The iEVP provides a common language to help employers and employees come to the table and facilitate a conversation. However, to implement this effectively requires commitment, time and effort to ensure that the four factors are being addressed holistically. This could necessitate the restructuring of internal processes, as many organisations currently manage the four components separately: HR oversees growth and development, while the C-suite owns meaning and purpose. Companies also tend to tackle the factors sequentially rather than together, which overlooks how changes in one factor impact others.
The first step is to collect and measure data with respect to what your company is currently offering in terms of the four factors, how employees experience them and what employees want. Companies invest countless hours and consulting fees in compensation benchmarking, but rarely measure what their own employees think, particularly in terms of purpose, advancement opportunities and community.
To aid in this process, we developed an online instrument that allows individuals and organisations to measure, visualise and analyse their iEVP (available online here). The tool maps individual needs against what people feel they get from their organisations. Armed with this data, both individuals and organisations can better understand where they stand and where gaps – and thus opportunities – exist.
Once you’ve obtained this data, you
can use it as the basis for conversations between the different parties. When doing so, it’s important to ensure you’re discussing the iEVP in an integrated way and are explicit about how the factors are related. This can reduce disagreements and misunderstandings around the reasoning behind key decisions.
When recruiting, ensure you have thoughtful, structured conversations with candidates about the relationships among the different components. By determining if the needs of potential employees are aligned with those of the organisation, you can reduce costly hiring mistakes. Explicitly discussing the rationale underlying your iEVP can also help you craft an offer that is more compelling than those of your competitors.
If you’re implementing new or updated policies, clearly explain to existing employees why it’s necessary, how it will benefit them and how the policy relates to the four factors. This can help employees think about its broader effects and recognise any trade-offs they might overlook. Remember that an organisation doesn’t just hand over culture to their employees – it is something that is built collectively.
The final piece of the puzzle is creating something sustainable. Decisions made regarding the iEVP must not be rigid or fixed. Instead, set an “expiration date” for when to revisit them to determine whether certain policies need tweaking. Companies undergoing a major merger or acquisition may need to do this more frequently.
Employee needs are dynamic and should be reassessed on a regular basis. As Covid-19 showed, the world isn’t going to stand still, and organisations must be prepared to adjust accordingly. Ongoing measurement is critical to evaluating how relationships among various elements within the system may shift as tensions or reinforcing loops strengthen over time.
Getting this right isn’t merely about attracting and retaining talent. It’s also about developing an employee experience that benefits the mental health and well-being of your staff and an organisational culture where people are more engaged, put in more effort and feel more motivated. If done well, it shifts the focus of leaders and employees from what they want in the moment to what they need to build a thriving and sustainable future for the organisation and themselves.
“It’s also about developing an employee experience that benefits the mental health and well-being of your staff and an organisational culture where people are more engaged, put in more effort and feel more motivated.”
“There is a pressing need to agree on the ground rules of the new workplace and foster a culture and environment that promotes employee retention and engagement.”
In his 2022 letter to CEOs, BlackRock founder Larry Fink called on companies to articulate their core values during this era of stakeholder capitalism and eroded consumer trust.
“It’s never been more essential for CEOs to have a consistent voice, a clear purpose, a coherent strategy, and a long-term view,” wrote Fink, who leads the world’s largest asset management firm. “Your company’s purpose is its north star in this tumultuous environment.”
His message is so relevant that Wharton marketing professor Patti Williams refers to it in the beginning paragraphs of her coauthored paper on brand purpose, a topic that is gaining attention as academics, marketers,
managers, the media, and the public all struggle to define what it means and how it differs from corporate social responsibility (CSR).
“When someone like Larry Fink comes along and says that brand purpose should be your north star, that’s different than CSR. He’s saying that purpose has to sit at the center of your strategy. It’s not just about doing good on the side,” said Williams, who is also vice dean of Wharton Executive Education.
The paper, “Conceptualizing Brand Purpose and Considering Its Implications for Consumer Eudaimonic Well-being,” appears in the Journal of Consumer Psychology. The co-authors are Wharton doctoral candidate Andrew Morningstar, and Jennifer Edson Escalas, a marketing professor and associate dean of academic programs at Vanderbilt University’s Owen Graduate School of Management.
In their paper, the scholars lean away from CSR and draw heavily on research into human purpose, exploring how it can be used to define brand purpose and suggesting ways in which brands can enhance consumer wellbeing through, among other things, helping consumers find their own purpose and meaning in their lives.
“The idea that brands might actually have the ability to deliver well-being to consumers is an area that is ripe with opportunity,” Williams said, noting that the COVID-19 pandemic pushed many people to refocus on what’s most important in their lives. “There is this opportunity for brands to speak to that desire for human purpose with their customers, for well-being with their customers, and I think there’s a richness and power in that.”
“Defining brand purpose can be tricky because the mission statements of most companies look inward, emphasizing profits or a commitment to employees or building the best product at the best price.”
Brand Purpose
Defining brand purpose can be tricky because the mission statements of most companies look inward, emphasizing profits or a commitment to employees or building the best product at the best price. But brand purpose goes far beyond that. Much like human purpose, it’s aspirational. It seeks to connect people with each other, their communities, and the larger world. In short, brand purpose should make customers feel happy, satisfied, and aligned with their personal goals.
Direct Effects
Consumer Centric Mediators
Purpose in Life Meaning & Significance
Self-Acceptance/ Archieve True Self
Positive Relationships
Other-Praising Emotions
“A lot of the literature on brand purpose has talked about the value [to brands] and how well it might benefit your bottom line, which can be a big consideration for firms,” Morningstar said. “But when you’re talking about purpose that’s supposed to be broader, that’s transcendent — beyond a brand’s profitability.”
The framework is filled with provocative questions that are designed to spur more research by other scholars who want to explore the topic. But it’s also useful for managers and marketers who want to establish or refine their brand purpose.
The framework contains five “consumercentric mediators” through which brands
The authors define brand purpose as follows: “A brand’s purpose is a long-term, central aim that is a predominant component of its identity, meaning structure and strategy, which leads to productive engagement with some aspect of the world that transcends the brand’s profits.”
Central to the paper is a framework the authors offer to help determine how brand purpose leads to consumer well-being and other outcomes (see figure). This focus on consumer outcomes, rather than firm-related outcomes such as increased sales or customer loyalty, is one way in which the paper differs from prior research.
Favorable Marketer Outcomes
Positive Brand Judgments
Brand Loyalty
Strong Brand Relationships
Self-Brand Connections
Brand Evamgelism
Consumer Eudaimonic Well-Being
Moderators of Brand Purpose on Mediator Constructs:
• Consumer Trust
• Brand Authenticity
• Brand Credibility
• Commitment to Purpose
• Consumer-Value Congruence
• Brand-Purpose Proximity
can affect consumer well-being. They are: Stimulating consumers’ purpose in life, their personal meaning and sense of significance, and their self-acceptance. It may also increase well-being by fostering positive relationships, and by the other-praising emotions evoked by witnessing brand purpose.
Williams said she’s most interested in the last mediator, other-praising emotions, which are emotional responses that come from witnessing excellence in others. They can include feelings of gratitude, admiration, and inspiration. She said most brands concentrate on a narrow range of feelings, often looking to surprise or delight consumers. But brands can increase
“Brands with a true purpose can help consumers find, or act in alignment with, their own purpose in life, consistent with their own values and beliefs.”
consumer loyalty and engagement by figuring out how to tap into these otherpraising emotions.
“When I feel a sense of moral elevation, it makes me want to go out and be a better person. When I feel grateful, I want to make somebody else feel grateful,” she explained. “These are emotions that cause humans to be their best selves. If we could live in a world where brands inspire people to be their best selves, that’s a pretty good world.”
For Morningstar, the mediator he is most interested in is “purpose in life.” He said brands with a true purpose can help consumers find, or act in alignment with, their own purpose in life, consistent with their own values and beliefs.
“It’s meaningful in the way that it helps the consumer give back to the world,” he said. “If you’re thinking about transcendent goals and consumer eudaimonic well-being, companies can have even more positive impact in the world by helping consumers find and live according to their purpose. So, it’s about having a ripple effect.”
In their framework, the scholars also identify six moderators that brands must achieve in order for their purpose to benefit consumer well-being: consumer trust, brand
authenticity, brand credibility, commitment to purpose, consumer value-congruence, and brand-purpose proximity.
Williams said the moderators are a reminder that purpose is more than just a vague mission statement or a catchy slogan for social media posts.
“Every brand knows they need to articulate a purpose. I think what these moderators suggest is that if you say it, then you need to really deliver it,” she said. “It’s easy to write down a purpose, but it’s hard to bring that to life. There are too many organizations that are just saying to their CMO, ‘Hey, we need a purpose. It needs to go on our website. Check, we’ve done it.’”
Morningstar said consumer trust is probably the biggest challenge for companies. It’s hard to hold onto customers amid accounting scandals, product tampering, price gouging, and other sorts of wrongdoing that destroy loyalty and trust.
“You see more and more cynicism from consumers around brands, and that leads to cynicism about what good things they can do in the world,” she said. “Consumers may not believe that you have this purpose or give you any goodwill. Hopefully, this paper will start to open up brands to thinking about purpose in a way that might help consumers start to trust again.”
BIOGRAPHY
Patti Williams is Ira A. Lipman Associate Professor of Marketing, Vice Dean, Wharton Executive Education.
ACKNOWLEDGEMENT
Republished with permission from Knowledge at Wharton (http:// knowledge.wharton. upenn.edu), the online research and business analysis journal of the Wharton School of the University of Pennsylvania.
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