CEO Magazine - Volume 42

THE CAREER CATALYST: DREXEL LEBOW’S EXECUTIVE MBA CEO-MAG.COM

WHAT’S AROUND THE CORNER IN THE MBA MARKET?

BRIDGING THE DIVIDE BETWEEN BEST INTENTIONS AND ACTUAL BEHAVIOUR

GLOBAL MBA RANKINGS 2024

WHAT ARE THE ESSENTIAL EARLY STEPS FOR BUILDING DISRUPTION IN THE BUSINESS WORLD?

CONTENTS TABLE OF

11

14

WHAT’S AROUND THE CORNER IN THE MBA MARKET? Alon Rozen

24 GLOBAL MBA RANKINGS CEO Magazine

19 FUTURE-PROOFING YOUR CAREER: A BLUEPRINT FOR PROFESSIONAL SUCCESS EU Business School

THE DAWN OF A NEW ERA: ROBOTICS AND AI REVOLUTIONISING BUSINESS DYNAMICS

Amit Kumar Pandey

THE GLOBAL EXECUTIVE MBA THAT'S FAST-TRACKING DEFENCE & SPACE CAREERS Lan Snell, Stuart Robinson, and Isabelle Bajeux-Besnainou

33

A CLOSER LOOK: HOW SPECIALISED MBAs MEET THE DEMANDS OF TODAY'S BUSINESS WORLD Australian Institute of Business

38

BRIDGING THE DIVIDE BETWEEN BEST INTENTIONS AND ACTUAL BEHAVIOUR Manfred F. R. Kets de Vries

40

THE CAREER CATALYST

Dr. David Becher

45

MBA NOW STREAMING Alex Bolt

WHAT ARE THE ESSENTIAL EARLY STEPS FOR BUILDING DISRUPTION IN THE BUSINESS WORLD?

Mark Bateman

49

53

57

DO MILLENNIALS AND GEN Z BENEFIT FROM AN MBA? IS IT WORTH THE INVESTMENT?

Marijana Karanfiloska

NAVIGATING THE FUTURE OF GLOBAL DIGITALISED BUSINESS: NEBRIJA BUSINESS & TECHNOLOGY

SCHOOL'S UNIQUE APPROACH TO INTEGRATING MANAGEMENT AND TECHNOLOGY

Jose Ramón Gutiérrez and Margarita Núñez Canal

60

HOW TO GET COLLEAGUES ON BOARD WITH THE LINKEDIN AMBASSADOR PROJECT

Ivana Brutenič and Kristína Cichý Kováčiková

Classmates today. Network for life.

AT DREXEL UNIVERSITY’S LEBOW COLLEGE OF BUSINESS, our AACSB-accredited Executive MBA (EMBA) and Executive DBA (DBA) will provide you with diverse perspectives and support while you learn how to develop evidence-based solutions, drive organizational change and lead a better world.

Drexel LeBow’s executive programs offer:

• A cohort model.

• Part-time, hybrid formats.

• Research-active faculty at an R1 university.

• Leading-edge curricula and industry connections.

• A diverse, global network.

“I was blown away by the caliber of my cohort. Upon meeting them, I knew that my EMBA education would come from both the professor and the classroom experience.”

KARLA TROTMAN, EMBA ’15 President and CEO Electro Soft Inc.

The program’s culture of care stood out — showing there is more than an academic process, there is actually a family — and the beauty is it goes across students, lecturers and all administrative team.”

NATHAN BROWNE, DBA ’23 Regional Director SaturnFive Consulting

THE KEY TO ATTRACTING AND RETAINING TALENT: EMPLOYEE BENEFITS

Frank Mengert

68

LET’S GET SPECIFIC ABOUT KINDNESS IN BUSINESS

Nadav Klein

72

LIST OF CONTRIBUTORS

Anthony

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WHAT’S AROUND THE CORNER IN THE MBA MARKET?

ALON ROZEN

To begin, you don't need ChatGPT to know that ChatGPT and other generative AIs will be a big part of MBAs in the near future – how to use them productively, how to train them effectively, how to ensure they behave (ethical algorithms), how to use them correctly in both an academic and business context, how to verify veracity, et cetera—definitely a hot topic in business for several years to come. I'm looking forward, personally, to helping our participants transform generative AI solutions into learning sherpas that accompany them all through their learning journeys as personal

knowledge managers (PKM). Enhancing their learning, personalising it, reinforcing it and helping to ensure 'perfect recall'. ChatGPT prompt:

"In which course during my LeadTech Executive MBA did we do a technology teardown of fast fashion?"

In addition, the rise of AI-fueled chatbots should also fuel the rise of embodied AIenhanced helpers of all kinds, i.e. robotics. As different robotic form factors – from pets and vacuum cleaners to drones and humanoid assistants – start appearing in our homes, offices, factories and schools, you can be sure that this will be a big focus of businesses,

"What both generative AI and robotics have in common is the entire data management and machine learning skillsets, and we expect those to be increasingly the focus of MBA programmes."

Alon Rozen is Dean,

CEO

and Professor of Innovation at École des Ponts Business School.

startups and business schools in the years to come.

What both generative AI and robotics have in common is the entire data management and machine learning skillsets, and we expect those to be increasingly the focus of MBA programmes.

We have already renamed our flagship Executive MBA the LeadTech E-MBA in recognition of the dual transition to a technology-driven business world and a world where leadership includes both a good understanding of people (starting with self) and new technologies and the disruptive business models that can be fostered by leveraging them. This, too, is to be expected, i.e., further emphasis on the soft skills of management and the 'hardish' skills of technology. In this case, I use 'hardish' to mean future leaders need to understand the key underlying concepts of technologies like blockchain, web3, AI, ML, etc., without having to be able to code or develop them themselves.

So, knowing that each programme has a limited bandwidth, i.e., duration and workload, the École des Ponts Business School's academic team came to the consensus that MBAs, starting with ours, should de-emphasise the in-class learning of basic business skills that can be effectively learned online and emphasise on-site experiential learning for the kind of knowledge you can only really get in the classroom, working on real-world projects and challenges, where the experience is inseparable from the learning. Understanding this, we completely reconfigured our LeadTech Executive MBA accordingly and introduced a series of sustainability, technology and innovation challenges throughout the programme while focusing increasingly on the dual transition to responsible technology and digitalisation. This allows us to make our motto of 'being in business to make a better world' much more tangible to our prospects, participants and alumni.

With the ongoing 'Cambrian explosion' of new technology-enabled business models that have the potential to radically change how we work and live, on the one hand, and help us find a sustainable path forward to thrive and survive as a species, MBAs, managers and leaders need to have a good grasp on these technologies. The ethics of these technologies are very important to understand, shape, discuss and safeguard while ensuring their

"Another megatrend we see invading the MBA market, for which we have prepared, is that of micro-credentials."

effective use will be the differentiating factor that ensures the success or failure of careers, companies and even countries.

Another megatrend we see invading the MBA market, for which we have prepared, is that of micro-credentials. This is a policy being aggressively advanced throughout Europe, which matches certifications to specific job requirements. As such, our MBA graduates complete our programme with multiple micro-credentials that we offer alone or in partnership (e.g., with Harvard Business School Publishing or the Circular Economy Alliance) throughout our MBA as an integral part of the programme. This, too, is something we expect to see more often in other programmes.

As new technologies, like GenAI, quantum computing, virtual reality and augmented reality, to name but a few, generate a wide array of new concepts, startups and professions, they also open the door to new capabilities for smaller companies only available previously to the biggest or the richest. This democratisation of access to resources will be the source of new capabilities that then create adjacent possibilities and new strategies and allow us to reimagine the/our future. To help us avoid a simple projection of today's world, we need to actually learn to imagine and tell ourselves different stories about the future. This, too, will emerge as an increasingly fundamental competency, futures literacy, or the ability to use the future effectively. Not to predict, forecast or control the future but to help shape an advantageous future that is both desirable and possible. It should come as no surprise that we have a UNESCO Chair in Futures Literacy dedicated to the future of value and that our intention is to ensure that this is one additional competency our MBAs leave (and lead!) with.

BIOGRAPHY

2024 GLOBAL MBA RANKINGS

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.

*EMBA Weighting: Work experience and international diversity are adjusted accordingly.

**Online MBA Weighting: Delivery mode removed.

GLOBAL MBA RANKINGS

Business School

Country

American University of Beirut Beirut

American University: Kogod North America

Arden University UK

Aston Business School UK

Auburn University: Harbert North America

Audencia Business School France

Australian Institute of Business Australia

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

Business School

TIER ONE

Country

Darmstadt Business School Germany

Drexel University: LeBow North America

Duke University: Fuqua North America

Durham University Business School UK

EAE Business School Spa in EBS Business School Germany

École des Ponts Business School France

EU Business School Germany, Spain and Switzerland

Florida International University North America

Florida Southern College School of Business North America

Fordham University North America

Georgia State University: Robinson 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

GLOBAL MBA RANKINGS

Business School

Country

IFM Business School Switzerland

INCAE Business School Costa Rica

ISEG Portugal

ISM International School of Management Germany

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

Lancaster University Management School UK

Leeds University Business School UK

Loyola Marymount University North America

Loyola University of Maryland North America

Maastricht University School of Business and Economics

The Netherlands

Macquarie Business School Australia

Marquette University North America

Massey University New Zealand

Millsaps College North America

Munich Business School Germany

Nebrija Business School Spa in Newcastle University Business School UK

Nyenrode Business University

The Netherlands

Oakland University North America

Pepperdine University: Graziadio North America

POLIMI School of Management Italy

RMIT University Australia

Rochester Institute of Technology: Saunders North America

Rome Business School Italy

Rutgers Business School North America

Saint Joseph's University: Haub North America

SBS Swiss Business School Switzerland

Seattle University: Albers North America

Simon Fraser University: Beedie Canada

Spa in Business School Spa in Strathclyde Business School UK

Suffolk University: Sawyer North America

Swinburne University of Technology Australia

Texas State University: McCoy North America

The Global MBA (Technische Hochschule Köln, University of Warsaw and University of North Florida)

The Instituto Tecnológico Autónomo de México (ITAM) Mexico

The Lisbon MBA Catolica|Nova Portugal

Business School

TIER ONE

Country

The University of Liverpool Management School UK

The University of Texas at Dallas: Jindal North America

The University of Texas at San Antonio: Alvarez North America

Torrens University Australia Australia

Trinity College Dublin School of Business Republic of Ireland

United International

Business Schools

Belgium, Italy, Japan, the Netherlands, Spain and Switzerland

University at Buffalo School of Management North America

University of Akron North America

University of Alberta Canada

University of Baltimore North America

University of Canterbury New Zealand

University of Chile FEN-UCHILE Chile

University of Cincinnati: Lindner North America

University of Delaware: Lerner North America

University of Denver: Daniels North America

University of Exeter UK

University of Kentucky: Gatton North America

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 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 Ottawa: Telfer Canada

University of Portland: Pamplin North America

University of PretoriaGordon Institute of Business Science South Africa

University of Sheffield Management School UK

University of South Australia Australia

University of Tampa: Sykes North America

University of Texas at Arlington North America

University of the Witswatersrand South Africa

University of West Georgia North America

University of Western Australia Business School Australia

University of Wollongong

Sydney Business School Australia

Victoria University Business School Australia

Waikato Management School New Zealand

Willamette University: Atkinson North America

Xavier University North America

GLOBAL EMBA RANKINGS 2024

Rank

Country

1 University of Ottawa: Telfer Canada

2 The Instituto Tecnológico Autónomo de México (ITAM) Mexico

3 École des Ponts Business SchoolEada Business School Global MBA

France and Spain

4 IFM Business School Switzerland

5 SBS Swiss Business School Switzerland

6 Rutgers Business School North America

7 The University of Texas at San Antonio: Alvarez North America

8 Maastricht University School of Business and Economics The Netherlands

9 Nyenrode Business University The Netherlands

10 Arden University UK

= 11 Kennesaw State University North America

= 11 Massey University New Zealand

= 12 INCA E Business School Costa Rica

= 12 TBS Education France

= 13 Hult Internatonal Business School North America

= 13 University of Denver: Daniels North America

14 A IX Marseille Graduate School of Management France

15 Strathclyde Business School UK = 16 Business School Netherlands The Netherlands

= 16 Audencia Business school France

17 Grenoble Graduate School of Business France

= 18 University of PretoriaGordon Institute of Business Science South Africa =

19

=

=

29

30

32

34

36

=

=

Belgium, Italy Japan, the Netherlands, Spain and Switzerland

= 38 Pepperdine University: Graziadio North America

= 38 Rochester Institute of Technology: Saunders North America

39 Millsaps College North America

40 Aston Business School* UK

41 College of William and Mary: Mason North America

42 The Lisbon MBA Catolica|Nova Portugal

43 Fordham University North America

= 44 Durham-E BS Executive MBA Germany and UK

= 44 California State UniversitySan Bernardino North America

45 University of Texas at Arlington North America

46 Duke University: Fuqua North America

= 47 Suffolk University: Sawyer North America

= 47 Virginia Commonwealth University* North America

48 University of Oklahoma: Price EMBA Energy & Aerospace & Defence North America

=

=

Seattle University: Albers North America

of

2

ONLINE MBA RANKINGS 2024

5

18

Belgium, Italy, Japan, the Netherlands, Spain and Switzerland

38 Washington State University: Carson North America

39 American University of Beirut Beirut

40 Central Queensland University Australia

= 41 Spa in Business School Spa in = 41 Central Queensland University Hyperflexible MBA Australia

42 Victoria University Business School Australia

43 Marquette University North America

44 RMIT University Australia

45 Kennesaw State University North America

= 46 University of Delaware: Lerner North America

= 46 California State UniversitySan Bernardino North America

= 47 Kent State University North America

= 47 University of Louisville North America

48 American University: Kogod North America

= 49 Oakland University North America

= 49 Bryant University North America

50 California State UniversityLong Beach North America

51 The University of Texas at Dallas: Jindal North America

52 University of North CarolinaWilmington: Cameron* North America

53 California State University-Chico North America

54 Seattle University: Albers North America

55 University of New Mexico: Anderson North America

56 University of North CarolinaCharlotte: Belk North America

57 Colorado Technical University North America

58 University of Michigan - Flint North America

59 Georgia WebMBA (Columbus State University, Georgia College, Georgia Southern University, Kennesaw State University, University of West Georgia, Valdosta State University) 60

2024 GLOBAL DBA

Based 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.

Aberdeen

Abu Dhabi University United Arab Emirates

Antwerp Management School Belgium

Aston Business School UK

Athabasca University Canada

Audencia Business School France

Baruch College, City University of New York: Zicklin North America

Beirut Arab University Lebanon

Birmingham City University UK

Bournemouth University UK

Business School Lausanne Switzerland

Case Western Reserve University: Weatherhead North America

Centrum PUCP Graduate Business School Peru

City University of Hong Kong China

Concordia University Canada

Copenhagen Business School Denmark

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 UK

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 North America

Florida International University North America

Franklin University North America

GBSB Global Business School Spa in

Georgia State University: Robinson North America

Grenoble Graduate School of Business France

Harvard Business School North America

Heriot Watt University Edinburgh Business School UK

Hong Kong Baptist University China

Hult International Business school North America

IE Business School Spa in ISM International School of Management Germany International University of Monaco

Jacksonville

Newcastle

Northumbria

Nottingham

Nyenrode

Oklahoma

Pace

Paris-Dauphine

Sacred Heart University: Welch North America

SBS Swiss Business School Switzerland

SDA Bocconi Schoool of Management Italy

Sheffield Hallam University

St. Ambrose University North America

St. Thomas University North America

Swinburne University of Technology Australia

Teesside University UK

Temple University: Fox North America

The Durham DBA at Fudan Fudan

The Global DBA Durham-Emlyon UK and France

The University of Liverpool Management School UK

Thomas Jefferson University North America

United Arab Emirates University UAE

United Business Institutes Belgium

Switzerland, Belgium, Spain, the Netherlands, Italy and Japan

University

University

Hertfordshire UK

University of Huddersfield UK

University of Manchester: Alliance UK

University of Maryland Global Campus North America

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

FUTURE-PROOFING YOUR CAREER: A BLUEPRINT FOR PROFESSIONAL SUCCESS

EU BUSINESS SCHOOL

In the realm of contemporary business, where change and technological progress are constant companions, maintaining relevance is an imperative that goes beyond strategic planning. Future-proofing your career demands an awareness of prevailing trends and an arsenal of versatile skills, adaptability and a keen understanding of the evolving business landscape. Staying ahead of the curve is not just a strategic choice; it is a necessity.

As professionals grapple with challenges like the integration of artificial intelligence (AI), digital transformation, and rapid technological advancements, they must delve into continuous learning, strategic networking, mentorship, and the nuanced development of soft skills crucial for effective leadership.

Staying ahead of the game:

The imperative for future-proofing

becomes evident as industries undergo transformative shifts, making it essential for professionals to not only align with current trends but also anticipate and adapt to emerging ones. Let's delve deeper into some of the elements changing how we do business that will continue to affect how organisations hire now and in the future.

Helping graduates reach their maximum career potential, Aina Comas, Head of Career Services at EU Business School, acknowledges that future-proofing your career is a major advantage for those looking to take the next step in their careers. According to Aina, "Professionals who possess the skills to meet current industry demands while also steering innovation to adapt to future challenges are hot commodities in this job market."

Consider the profound impact of AI—once a futuristic concept, now an omnipresent reality influencing business strategies across various sectors. Professionals are tasked with

"Staying ahead is not merely a reactive measure but a proactive strategy to navigate the uncertainties of an ever-changing industry."

upskilling to harness the power of AI across organisational functions, fostering a deep understanding of business applications, and leveraging AI for strategic decision-making, process optimisation and innovative problemsolving.

The modern era of business is characterised by globalisation and digitisation and professionals equipped with expertise in managing international relationships are highly sought after. Communication, the lifeblood of effective collaboration, has undergone a significant transformation, with digital platforms becoming primary channels for information exchange. Contemporary communication roles extend beyond traditional methods, demanding proficiency not only in communication and public relations but also in integrating digital strategies. EU Business School caters to this evolving landscape in which professionals must actively develop the communication skills necessary to remain relevant with the MBA in Digital Communication. This programme fosters a nuanced understanding of traditional practices coupled with proficiency in using digital tools for effective communication—this crossing point is often overlooked in traditional education, making the programme ideal for those who want to level up their skills and boost their career trajectory while future-proofing their skillset.

How to stay on top of your industry:

Even if you find yourself on top of industry trends, the need to future-proof your career stems from the inherent dynamism of the current professional landscape. The pace of technological advancements and evolving market demands means that what's cutting-edge today may become commonplace tomorrow, rendering certain skills or knowledge obsolete.

This change can also be seen in sectors focusing on international relations and diplomacy. Recent years have shown that navigating conflict, international crises, and even pandemics requires an in-depth understanding of global affairs and methods of effective diplomacy coupled with the skills to navigate these complex issues in a digital landscape.

By constantly honing your skills, embracing new technologies, and cultivating a forward-thinking mindset, Jose M. Altarriba, Ph.D., Global Dean at EU Business School, believes that you position yourself not just as a current expert but as a resilient professional ready to thrive in the challenges of the future. Staying ahead is not merely a reactive measure but a proactive strategy to navigate the uncertainties of an ever-changing industry. It ensures sustained relevance, agility in adapting to emerging technologies, and the ability to seize opportunities that may arise in the evolving professional realm.

Continuous Learning:

Industry trends evolve rapidly, and being on top of current trends is undoubtedly an

achievement. However, the true mark of a forward-thinking professional lies in their ability to anticipate and adapt to the shifts that inevitably lie ahead.

Continuous learning is not merely a checkbox to tick but a fundamental mindset that distinguishes the resilient professional from the stagnant one. You should actively seek out opportunities to deepen your knowledge through workshops, webinars, and industry conferences. The explosion of online courses provides a convenient avenue to acquire new skills with maximum flexibility and convenience, such as the programmes offered on EU Business School's Digital Campus. Certifications recognised by industry leaders not only validate one's skills but also act as a tangible representation of commitment to ongoing education.

Future-proofing your career becomes a proactive strategy in navigating the uncertainties that come with technological advancements, market fluctuations, and unforeseen disruptions. Consider the paradigm shift brought about by the rise of AI, transforming how businesses operate. Professionals who equip themselves with AI skills stay ahead of the curve and position themselves as invaluable contributors in an era where AI is becoming integral to decisionmaking, process optimisation and innovative problem-solving.

Networking and Collaboration:

Building a robust professional network is invaluable, but it extends beyond collecting

"Certifications recognised by industry leaders not only validate one's skills but also act as a tangible representation of commitment to ongoing education."

business cards at events. Engaging with industry peers, attending conferences and participating in online forums can provide insights into emerging trends and create opportunities for collaboration, enhancing one's adaptability to industry changes.

Conferences are not only knowledge hubs but fertile grounds for establishing connections. However, online forums and communities can be equally powerful for networking in the digital age. Platforms like LinkedIn, industry-specific forums and dedicated networks like EU Business School's Alumni Hub provide opportunities for professionals to exchange ideas, seek advice and form valuable connections.

Mentorship:

Mentorship plays a pivotal role in futureproofing your career, providing a compass in the ever-changing professional landscape. Having a mentor offers invaluable insights, guidance and firsthand experiences, which can be instrumental in navigating industry changes and technological advancements. A mentor who has weathered the storms of change and emerged successfully can provide practical advice and a broader perspective on career development.

Mentorship is not just about the present; it's an investment in the future. It offers

"Soft skills are the foundation of effective leadership, serving as the glue that binds a cohesive and thriving workplace culture."

a support system that fosters resilience, continuous learning, and the agility needed for your career to thrive. In essence, having a mentor is akin to having a trusted guide on the journey to stay on top of your career goals, ensuring you are well-equipped to tackle the challenges and opportunities that lie ahead.

Soft Skills Development:

While technical expertise is critical, the importance of soft skills cannot be overstated. Soft skills are the foundation of effective leadership, serving as the glue that binds a cohesive and thriving workplace culture.

Take emotional intelligence, for instance –a cornerstone of impactful leadership. Leaders with high emotional intelligence possess an acute awareness of their emotions and those of others, enabling them to navigate interpersonal dynamics adeptly. This skill fosters a positive workplace culture by promoting empathy, understanding, and effective communication.

Moreover, effective leaders understand the importance of adaptability, another critical soft skill. In the face of constant change, leaders who can adapt quickly inspire confidence and stability within their teams.

Microsoft CEO Satya Nadella is a prime example. Nadella's leadership style, marked by a commitment to continuous learning and an openness to innovation, has propelled Microsoft to new heights. His emphasis on adaptability has steered the company through industry shifts and created a workplace culture that embraces change and encourages employees to stay ahead of the curve.

Embracing Innovation:

Embracing change and being proactive in identifying opportunities for innovation within one's industry, spearheading innovative projects, and adapting quickly to industry disruption are great ways to establish yourself as a leader in your field. Staying informed about emerging technologies is paramount for professionals aspiring to future-proof their careers. Whether blockchain, AI, digitalisation or the Internet of Things (IoT), these technologies are transformative forces that reshape how businesses operate. EU's Master in Innovation & Entrepreneurship is ideal for professionals who proactively educate themselves and stay abreast of the latest in innovation to position themselves as pioneers in their fields.

By being at the forefront of technological advancements, individuals not only ensure their skills remain relevant but also demonstrate a forward-thinking mindset, making them invaluable contributors in navigating the uncharted territories of the digital age. Embracing emerging technologies is not merely a career strategy; it's a mindset that propels professionals into the vanguard of innovation, where they can drive change rather than merely respond to it.

Mastering the Complexities of Tomorrow

BUSINESS SCHOOL PROFILE

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.

Global Perspective:

As businesses transcend borders, professionals must equip themselves with a global mindset. Seek out opportunities for international experiences, whether through work assignments, collaborations, or even studying abroad.

Cultural Intelligence (CQ) stands out as a pivotal skill for future-proofing your career. Beyond mere cultural awareness, CQ enables individuals to thrive in diverse settings, fostering collaboration and understanding. Professionals should focus on self-awareness and continuous learning about various cultures and communication styles.

Successful cross-cultural collaborations, such as multinational projects led by managers with high CQ, exemplify its enduring impact on team dynamics. This skill contributes to successful collaborations and positions individuals for leadership roles, global networking opportunities, and a competitive edge.

The blueprint for career success extends beyond adaptation to an embrace of the future. The resilient professional stands ready to not only meet current industry demands but also drive innovation to adapt to future challenges. Professionals are not just staying on top of industry trends but charting a course for career resilience. With a commitment to staying ahead of industry trends, EU Business School offers a wide range of innovative programmes that provide students with a forward-thinking education that aligns seamlessly with the demands of the modern professional landscape.

If you are looking to future-proof your career, hone your skills with a programme such as the Master in Artificial Intelligence for Business, one of many EU programmes focused on the future-based needs of companies that prepare students for career success in the present.

By actively honing skills, embracing new technologies, cultivating a forward-thinking mindset, and building robust professional networks, alongside a commitment to continuous learning, individuals can position themselves not just as current experts but as leaders poised to thrive in the face of challenges and future opportunities, ensuring successful career longevity.

THE DAWN OF A NEW ERA: ROBOTICS AND AI REVOLUTIONISING BUSINESS DYNAMICS

AMIT KUMAR PANDEY

The emergence of robots, coupled with advancements in Artificial Intelligence (AI), marks a profound turning point in business and human history. We are witnessing unprecedented changes in our daily lives, workplaces, social interactions, and business landscapes. From industrial space to social space and even outer space, robots are increasingly making their presence felt.

Acknowledging the evolutionary trajectory of AI and robotics as distinct branches of advancement, both scientific and technological, is crucial. While their convergence has yet to reach its full potential, some of the most significant transformations have occurred already as they have begun to synergise. On this journey, what is particularly intriguing is the evolution of robots beyond factory floors. As they become more intelligent and safer to work alongside humans, they are assuming diverse shapes, sizes, appearances, and even personalities. This shift challenges traditional perceptions of robots and expands the possibilities of their applications. Sometimes, their capabilities lead to the creation of entirely new uses, such as undertaking hazardous tasks that are perilous for humans. In other instances, their limitations inspire innovative solutions,

like their inability to 'experience' boredom or anger, making them ideal for repetitive tasks. Moreover, their ability to serve as remote intermediaries (avatars) opens up new avenues for human engagement with the environment and others.

The prominence of the vision for generalpurpose AI and general-purpose robots is now so pervasive that it has raised expectations similar to some AI/robots from Sci-Fi, where the boundaries between AI and robots have never been very distinctive. Although we are still far from that, the increasing autonomy and decision-making granted to these AIdriven robots is nevertheless widening the scope of their applications at a dizzying speed. Consequently, debates surrounding their implementation have taken centre stage, reflecting the far-reaching implications of this technological shift. Amidst all this, opportunities for innovative applications already show the extent of their transforming (super)powers.

Disrupting Innovation?!

Undoubtedly, the transformation encompasses profound changes in business dynamics and practices, as robots and AI (including virtual agents/characters/avatars) are spearheading a spectrum of disruptive innovations. These innovations are reshaping the business landscape and disrupting conventional notions of innovation. The emergence of collaborative robots, known as co-bots, in production facilities, the core of Industry 4.0/5.0, to the integration of AI agents in business meetings tasked with listening, transcribing, and managing minutes are just some of the applications where the technology is handling everyday tasks, allowing people to focus on more critical, rewarding and valueadded work.

The contemporary challenges businesses face have served as opportunities for robotics and AI. Applications have proven useful for doing things better, safer, or with consistency and creating additional value for businesses, for example, using AI and robotics technologies to train employees on different tasks and situations or using semi-autonomous robotics avatars to perform jobs in remote locations (e.g., inspection, maintenance, repair, or even in retail sectors).

The phenomenon of incorporating intangible aspects into the business has been drastically intensified - the advent of AIdriven technologies has expanded the scope of competition. Organisations increasingly leverage AI to complement and enhance their tangible offerings with intangible benefits such as predictive insights, assistive decisionmaking, and customisation. This shift reflects a broader evolution in how businesses create value and engage with customers in an increasingly digital and data-driven world.

Shift From Automation To… Autonomy

The evolution of robotics and AI has seen a transformative shift from mere automation (machines acting on predefined instructions for repetitive and rule-based tasks) towards achieving autonomy (agents making decisions and adapting to dynamic environments). In the broader technological ecosystem, robots serve as the physical interface, while AI functions as the cognitive force, even when located in the Cloud. Sensing devices provide diverse data sets for interpretation, enabling informed decision-making. Consequently, autonomous robots equipped with advanced AI capabilities comprehend surroundings, anticipate events, and adapt intelligently, revolutionising conventional task-performing paradigms.

The shift towards autonomy has profound implications across every industry - manufacturing, logistics, construction, healthcare, education, transportation, entertainment, creative art, fashion, finance, and agriculture, to name just a few. In manufacturing, autonomous robots collaborate with human workers on assembly lines, enhancing productivity and flexibility while ensuring safety. In logistics, autonomous drones and self-driving vehicles streamline warehouse operations and last-mile delivery, optimising efficiency and reducing costs. Autonomy in AI extends beyond robotics, encompassing virtual agents, chatbots, and decision support systems that operate independently. Advanced intelligent algorithms empower businesses to learn from past data, consume enormous amounts of data produced daily, identify trends, anticipate customer needs, generate insights, and assist humans in decision-making processes (or even make decisions), eventually leading to

“By embracing robotics technologies, businesses are better able to enhance productivity, safety, and sustainability while unlocking new levels of innovation and competitiveness in the global marketplace.”

“The integration of robotics and AI is restructuring job roles, reducing the burden on individuals, and placing greater emphasis on attributes such as creativity, critical thinking, and emotional intelligence.”

a competitive edge. Furthermore, AI-powered chatbots and virtual assistants are transforming customer interactions, providing personalised support and improving overall satisfaction.

Transformation Across Sectors

Businesses are now leveraging the advantages of robotics and AI to enhance both product innovation (e.g., a swarm of collaborative robots on assembly lines) and process innovation (e.g., AI-driven predictive maintenance).

Consumer-oriented innovations, like the humanoid robot Pepper, improve service delivery by engaging and assisting users. Humanoids - resembling humans in joints, articulation and shapes (for instance, robots like Atlas and Optimus) - signify a race toward human-like functionality. They are supposed to perform everyday tasks in everyday environments, thereby reducing the necessity for costly, customised and restrictive operational setups. The integration of such robots across sectors is anticipated soon, promising to transform various aspects of life and bridge service gaps.

In sectors such as energy, education, healthcare, and agriculture, the integration of robotics solutions is becoming increasingly pervasive and irreversible. In the energy sector, robotics technologies are revolutionising operations and can help in inspections, predictive maintenance, and repairs in hazardous environments, enhancing safety and efficiency while minimising downtime.

embracing robotics technologies, businesses are better able to enhance productivity, safety, and sustainability while unlocking new levels of innovation and competitiveness in the global marketplace.

Robots as a Service (RaaS)

The time-tested business model of services is now getting prepared for robotic solutions - Robots as a Service (RaaS). Unlike the traditional business model for robots, where companies must invest in purchasing robots outright or develop in-house robotics solutions, RaaS offers businesses the flexibility to utilise robots (customised, if needed) from the manufacturer or service provider for specific tasks, duration, or application sector without the burden of ownership, also minimising upfront investments.

While challenges related to regulations, safety standards, hardware on site, and infrastructure readiness may have initially tempered the adoption of this business model, the landscape is swiftly evolving. In the near future, we anticipate a paradigm shift as RaaS becomes a cornerstone of the larger ecosystem. This shift is empowering companies to optimise resource allocation, enhance operational efficiency, and meet evolving customer demands with unprecedented agility and scalability, for example, delivery robots/ drones offering unparalleled value propositions in logistics and transportation with rapid, 24x7 last-mile delivery to customers.

“As the RaaS market continues to mature, businesses that embrace this transformative model will be poised to thrive in an increasingly dynamic and competitive landscape.”

The education and healthcare sectors increasingly integrate robotics to offer personalised solutions. Stakeholders, including healthcare providers and insurers, will witness the emergence of a new kind of device - Intelligent and Autonomous Robots - as part of their offering. For instance, in rehabilitation, robotics exoskeletons enhance patient recovery with personalised programmes and real-time feedback. Social robots, such as Paro, support elderly individuals in care facilities, augmenting the notions of caregiving and social interaction.

In agriculture, robotics solutions are reshaping traditional farming practices and addressing labour shortages and environmental challenges. Autonomous drones equipped with cameras and sensors can monitor crop health, detect pests and diseases, and optimise irrigation and fertilisation processes with precision and efficiency. Furthermore, robotic harvesters and weeders are revolutionising crop management, reducing costs and increasing yields.

The pandemic highlighted the rise of telepresence and disinfectant robots, showcasing how robotics and AI enable industries to tackle challenges and convert them into opportunities, a paradigm shift. By

The advancements are not only disruptive but will also allow companies to invest incrementally, refine their focus, and capitalise on their core strengths. This fosters business-tobusiness and business-to-business-to-consumer ecosystems. For example, one company may specialise in developing AI-based capabilities and 'apps' for robotic vacuum cleaners, while another offers lease-based robotic vacuum cleaners to consumers, providing access to future upgraded versions of the robot hardware. As the RaaS market continues to mature, businesses that embrace this transformative model will be poised to thrive in an increasingly dynamic and competitive landscape.

Incorporating Robotics & AI Into Businesses

Incorporating robotics and AI into businesses requires careful analysis of the intended purpose and the value proposition sought by the organisation. Key performance indicators span various dimensions, including efficiency, safety, accuracy, reliability, repeatability, return on investment, maintenance considerations, productivity, cost-effectiveness, flexibility, adaptability, human-robot collaboration, environmental impact, solution sustainability, and upgradability, amongst others.

Given the rapid advancement in the domain, the ability to incrementally integrate new robotics and AI solutions will become a key driver of competitiveness. Knowing that, in most cases, it will be a combination of various underlying technologies, understanding the technology readiness level of the solution, and the regulatory requirements for the specific application scenario.

Companies need to be aware of the rising social, legal, and ethical aspects and take appropriate measures to reflect those in the philosophy of the business. Business leaders must also consider initial investments, cybersecurity, and workforce training requirements, among other factors.

On Your Marks…

In preparation for these transformative shifts, businesses must be quick (in responding) and agile (in implementing) to navigate the evolving landscape effectively. This imperative extends to both upskilling personnel and enhancing organisational capabilities. Recognising that a one-size-fits-all approach is inadequate, reskilling and upskilling across diverse staff levels, including senior management and decision and policymakers, demands innovative programmes tailored to the unique requirements of various businesses and skill sets. Initiatives such as the Global Institute for Robotics and AI (GIRAI) and the Tech Center at Ecole des Pont Business School are laying the groundwork for collaborative analysis of the needs and development of tailored skill augmentation solutions.

In such a fast-paced realm where scientific discoveries swiftly yield innovative technologies with global business ramifications, businesses must engage in collaborative ecosystems to be sustainable. By understanding needs, forming partnerships, sharing resources, and leveraging collective expertise, companies can expedite innovation and address complex challenges effectively. Initiatives such as Global Robotics, Arts, and Science Synergies (GRASS), euRobotics, and projects like Robotics4EU exemplify efforts to foster cross-disciplinary collaboration, explore new opportunities by involving diverse stakeholders, and drive innovation with a focus on sustainability responsibility.

Unfolding of an Unprecedented, More Empowered Future

Robot avatars are enabling differently-abled individuals to secure employment and perform tasks remotely, expanding opportunities that may otherwise be inaccessible. They also empower medical practitioners to engage, support, or even remotely operate on patients.

The enabler nature of the technology is among several examples of how it’s paving the way for businesses to empower people through integrating such technologies - a paradigm shift in the relationship between technology and human capability.

Rapid advancements in these technologies are revolutionising sectors as diverse as search and rescue and ocean cleaning, and infrastructure and defence. While on the one hand, they catalyse new visions and foster new economies around robotics and AI, on the other hand, this diverse array of applications and the collective learning augment our understanding of the world around us, redefine our perception of humanity's place in the universe, and inspire us to prioritise what matters most for our planet, signalling a profound change in how we harness technology for humanity's betterment. We have the chance to shape a brighter, safer, and more sustainable tomorrow.

The integration of robotics and AI is restructuring job roles, reducing the burden on individuals, and placing greater emphasis on attributes such as creativity, critical thinking, and emotional intelligence. While certain job functions may face displacement, this transformation creates avenues for new opportunities to emerge. Consequently, businesses must invest in upskilling programmes to adapt to evolving demands. Human-robot collaboration will become pivotal, emphasising the importance of fostering a workplace culture that embraces innovation and collaboration with intelligent machines. With these measures in place, let us fasten our seat belts for an unprecedented future of more sustainable business and humanity.

BIOGRAPHY

Amit Kumar Pandey is currently serving as the CTO of Robotics and AI at Rovial Space in France. He is also engaged in initiatives like the Global Institute for Robotics and AI (GIRAI) and Global Robotics, Arts, and Science Synergies (GRASS).

THE GLOBAL EXECUTIVE THAT'S FAST-TRACKING DEFENCE CAREERS

ALEXANDRA SKINNER TALKS TO PROFESSOR LAN SNELL, ASSOCIATE PROFESSOR STUART ROBINSON, AND PROFESSOR ISABELLE BAJEUX-BESNAINOU

"As the alumni grow, we are also keen to see a shared language develop that translates cross-culturally and across specialised and general roles within the defence and space industries."

Q (a). The rollout of your Global Executive MBA (Defence and Space), which brings together the University of South Australia, Carnegie Mellon's Tepper School of Business, and the University of Exeter Business School, has been driven, in part, by AUKUS, the trilateral security partnership between Australia, the UK, and the US. Can you talk about the opportunities this will create and the skill shortages that currently exist in the defence and space industries?

Lan Snell (LS): The complexities of achieving a unified approach to governance, reporting, and adherence to international obligations via qualified personnel highlight the pivotal role AUKUS plays in shaping modern defence attitudes and underscores the need for collaborative frameworks, the importance of a skilled labour force, and the potential of innovative technologies such as directed energy weapons and AI.

GLOBAL EXECUTIVE MBA FAST-TRACKING

& SPACE CAREERS

Consequently, skills development will be crucial to the ongoing development of the defence and space ecosystems. While technical skills are essential in these industries, developing advanced leadership cooperation, mobility of labour, and a community of industry professionals between the three AUKUS nations will also be necessary across the defence and space supply chain.

Q (b). What does this mean for the MBA market?

LS: We are seeing a decline and shift in influence from West to East, as well as marked improvements in the regional rankings of higher education institutions. For business schools in particular, this context provides the impetus to broaden our horizons and produce new forms of bi-lateral and multi-lateral collaboration in order to sustain a position of relevance for 'traditional (English-speaking) leading powers' in international education –think the 'Five Eyes' nations: Australia, UK, USA, Canada, and New Zealand.

"The experience will empower students with insights into business, technology, and defence, preparing them to be the architects of tomorrow's defence solutions."

"This group of visionary leaders will determine the future direction of these rapidly growing sectors, so the time is certainly right to enrol in the GEMBA."

Q. Some of the objectives attached to AUKUS include increased interoperability between the UK, the US, and Australian armed forces, the development of quantum technologies, and the advancement of AI capabilities. With this in mind, to what extent does the Global Executive MBA (GEMBA) go beyond the traditional MBA remit?

LS: Digital transformation has been particularly important in the defence sector, demanding a reassessment of every aspect of how the industry moves forward. The disruptive impact of digital technologies on the nature of warfare has highlighted how attitudes and actions to digital technology adoption influence many aspects of defence strategy and tactics.

In situations of uncertainty, the disruption of data science and AI is expected to influence the decision-making of leaders in the defence sector heavily. New data sources and highspeed intelligence analysis bring new opportunities to influence decision-making and automate much of the decision-making process. However, the rapid evolution of digital technology raises new questions about the limits of digital warfare and introduces a broader range of cyber threats. As a corollary, decision-making processes are explored throughout the programme, challenging students to adapt in order to develop resilience and digital capabilities in leading change.

Q. While the programme is designed for those working in the defence and space sectors, from an admission standpoint, what are you looking for in terms of age, experience, and location?

LS: As classroom discussions and knowledge sharing are important aspects of the learning experience, we seek candidates who will offer the cohort diverse, rich experiences. We also look for academic qualifications and leadership experience sufficient to contribute to executive-level conversations within the classroom.

Our inaugural cohort has an average of 10+ years of management experience. We have students from government, defence primes, space startups, and adjacent industries such as construction and simulation technology. Roles include HR, operations, engineering, marketing, and programme management.

Applicants who are citizens of any of the 'Five Eyes' and other allied nations are welcome to apply. Once applications close, we go through a shortlisting and interview process to build each unique cohort.

Q. Residential study in Australia, the UK and the US is one of the hallmarks of the

programme. How important are these incountry residentials, and what can students expect to derive from the experience?

LS: The in-country residentials are critical due to the implicit cultural learning; understanding culture is key to the effectiveness of operations in any truly global industry.

The University of South Australia's partnerships with the University of Exeter and Carnegie Mellon University mean our GEMBA students will experience invaluable immersive learning from academic experts in-country. This, combined with access to local industry experts, government representatives, and state-of-the-art facilities, provides a holistic, immersive experience in each of the two-week residentials.

The curated content and the depth of the cohort's experience ensure vibrant and engaging classroom discussions, with students learning not only from our academic and industry experts but also from each other by sharing their experiences and knowledge.

Bonding within the cohort and with alumni and localised industry allows students to strengthen their global connections. As the alumni grow, we are also keen to see a shared language develop that translates crossculturally and across specialised and general roles within the defence and space industries.

Q. The US component of the students' residential journey takes place at Carnegie Mellon University (Tepper School of Business). What can students expect to take away from the experience?

Isabelle Bajeux-Besnainou: The US component will draw upon the strengths of Carnegie Mellon University's Tepper School of Business in addition to our partners across campus. This exposure is not just academic; it is a gateway to understanding how technological leadership can shape strategy, operations, and competitive advantage in the global defence landscape. The experience will empower students with insights into business, technology, and defence, preparing them to be the architects of tomorrow's defence solutions.

Q. In thinking about the UK and the University of Exeter Business School in particular, given your strong ties to the national and international defence sectors, can you talk about your role in shaping the student experience?

Stuart Robinson (SR): The Business School is spearheading Exeter's involvement in the programme, collaborating closely with colleagues in Exeter's Strategy and Security Institute, as well as other specialist academics

and teams. For example, Exeter is providing a practical, hands-on course on enhancing applied negotiation skills within the students' professional contexts. The course, led by Dr Deborah Goodwin OBE, a recognised specialist in applied negotiation skills, aims to equip students with a more influential and effective negotiation skill set for personal and organisational benefit during and after completing the GEMBA. Dr Goodwin OBE also serves as the GEMBA Programme Director for Exeter.

Alongside this, Exeter will deliver interactive and experiential courses on managing complex projects and defence acquisition processes. All courses adopt an 'applied academics' approach, focusing on equipping the student body with the necessary skill sets and techniques to excel as professional practitioners in these domains.

Q. Can you walk me through the programme's delivery methods and the time commitment involved?

LS: Online course content is delivered across a six-week period, with additional time given post-delivery for assessment completion. The estimated time commitment for courses delivered online is around 10-12 hours per week; however, it's worth noting that this can vary for each individual depending on their personal situation, area of expertise, and preferred learning style.

The residential courses are an altogether different experience, with full-time, in-person attendance required. Some preparation, research, and assessment are also required outside of each two-week residential block.

Q. With more than 25 per cent of the Aerospace & Defence workforce over 55 and upskilling and retention firmly on the agenda, has there ever been a better time to enrol in the GEMBA?

LS: Whilst the necessity of upskilling and

(L-R) Dr Stuart Robinson, Associate Dean for Business Engagement, Innovation and Professional Education, University of Exeter; Prof Paul Cornish, Director: Policy@Exeter, University of Exeter; Prof Lan Snell, Dean of Programmes (Postgraduate), UniSA Business; Prof Willem-Jan van Hoeve, Senior Associate Dean: Education, Tepper School of Business, Carnegie Mellon University; Kellie McCaffrey, Executive Director: Executive Education, Tepper School of Business, Carnegie Mellon University.

retention certainly makes this an opportune time to enrol in the GEMBA, the potential for global workforce mobility and international networking opportunities make it a nobrainer.

This programme allows individuals and their organisations to build a global professional community across the defence and space sectors. This group of visionary leaders will determine the future direction of these rapidly growing sectors, so the time is certainly right to enrol in the GEMBA.

SR: At the University of Exeter, we firmly believe in the benefits of education at all stages of life. It is increasingly likely that everyone will benefit from developing and refreshing their skills for employment throughout their working career. The GEMBA is an example of a university programme that supports this, with a specific focus on management skills for the defence and space sectors. So yes, this is a good time to enrol, especially for people who foresee opportunities and potential for personal development in these sectors.

BIOGRAPHIES:

Professor Lan Snell is Dean of Programs (Postgraduate) at the University of South Australia.

Professor Isabelle Bajeux-Besnainou is the Dean of the Tepper School of Business at Carnegie Mellon University. Associate Professor Stuart Robinson is Associate Dean for Business Engagement, Innovation and Professional Education at the University of Exeter.

Students from the Global Executive MBA (Defence and Space)

Like a Diamond, an MBA is Forever

Ensure

it’s AMBA-accredited.

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.

Crafted with

world-class expertise

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 test of time

AMBA-accredited schools have educated MBAs to AMBA standards for a minimum of 3 years and usually over 10 years.

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.

Access the highest quality 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. www.mbaworld.com

A CLOSER LOOK: HOW SPECIALISED MBAs MEET THE DEMANDS OF TODAY'S BUSINESS WORLD

ALEXANDRA SKINNER TALKS TO THE AUSTRALIAN INSTITUTE OF BUSINESS

As you progress in your career, you inevitably face a decision that will shape your future: Do you focus on a specialised area or embrace a wideranging path of generalisation? Opting for a specialised MBA is more than just an academic decision; it's a strategic move to align your career with your passions. Research from PwC's 2022 Global Workforce Hopes and Fears survey, which surveyed over 52,000 workers from 44 countries and territories, found that those with specialised training are more likely to feel empowered to ask for a promotion within 12 months, at a rate of 37%, compared to just 21% of those without it.

For a more insightful perspective on how specialised MBA education meets industry needs, we delved into the experiences of graduates from a leading MBA provider, the Australian Institute of Business (AIB), where almost one-third of students opt for a specialised MBA programme. Across each of AIB's five specialisations - Finance, Entrepreneurial Management, Marketing Management, Human Resource Management and Logistics and Supply Chain Management - graduates share compelling stories about leveraging their specialised knowledge to secure a competitive advantage and achieve their career ambitions.

MARK LENNOCK

PROGRAM DIRECTOR, ION AIB MBA GRADUATE – FINANCE

Breaking Barriers in Finance: Mark Lennock's Leap from Experience to Excellence

In the finance world, experience often speaks volumes. However, for Mark Lennock, combining his extensive practical knowledge and pursuing a specialised MBA in Finance set his career on an upward trajectory. Mark's journey is a testament to the transformative power of an MBA, even for those already well-established in their careers. Without a prior degree, he faced limitations in career advancement. Despite 15 years of IT project experience in finance, his resume was often overlooked for those with traditional academic backgrounds.

'I felt that my CV was put into the pile where there was a reason not to progress me. I concluded that it was because I didn't have a benchmark qualification. I didn't have a degree.'

His decision to enrol in a specialised MBA programme paid off remarkably. Mark excelled academically, earning the valedictorian award in 2020, and his career took a significant leap forward. During his MBA, he moved from a Senior Project Manager to Professional Services Director and, within a year of completing his degree, ascended to Director of Project Management and then Program Director.

Mark attributes this rapid career progression to his MBA, emphasising the practical application of the finance specialisation in his role, particularly in dealings with central banks and corporate treasuries.

'The "Financial Markets & Institutions" specialist subject has been particularly relevant to my day-to-day activities. The focus on the flow of funds and payment systems, and the ADIs and the asset classes they utilise, provided an excellent foundation for me to progress to my current role as Program Director for ION Group's "APAC Central Bank" initiative.'

Additionally, the broader business insights gained from subjects like Leadership, Marketing, and Strategic HR offered through the MBA equipped him with a holistic view of business operations, further enhancing his professional growth.

As Mark puts it, 'I hadn't had that career progression before the MBA, and the only thing that changed was the MBA. So, I absolutely attribute it to this qualification.'

“I hadn't had that career progression before the MBA, and the only thing that changed was the MBA. So, I absolutely attribute it to this qualification.”

GIBRAN MAHER CEO, ADDITIVE SURGICAL AIB MBA GRADUATE –ENTREPRENEURIAL MANAGEMENT

From Concept to Creation: Gibran Maher's Entrepreneurial Journey with an MBA Embarking on a new business venture is an exciting yet daunting journey. Despite 48% of Australian businesses failing in the first four years, according to the Australian Bureau of Statistics (ABS), the entrepreneurial spirit is thriving. This growth is evident in Australia, where the number of small businesses increased by an impressive 34% in 2021. A fter 16 years in the medical device industry, AIB graduate Gibran Maher saw an opportunity during the COVID-19 pandemic to channel his expertise and boredom into innovation. His lightbulb moment and the subsequent development of a winning

AIB’s specialist subjects at a glance

Entrepreneurial Management Finance

Entrepreneurship  Corporate Finance

New Product Design

Business Consulting

Financial Markets and Institutions

Investment Management

business plan came during his MBA studies, leading to the creation of Additive Surgical, a groundbreaking company specialising in 3D-printed titanium spinal implants.

'The AIB MBA and the assignments were very applicable because I was able to do them on my own company concept at the time instead of picking a case study or a report from an existing company. It was great because the Online Learning Facilitators gave me feedback on that work, and I was able to implement that into what would then become my business plan. It was all very real-world.'

T his approach, enriched by feedback from his teachers, was crucial in shaping a solid business strategy. Gibran credits his MBA for his ability to secure investments, using his final project as a persuasive tool for investors.

'If I hadn't done the MBA, there is no conceivable way I could have done this. All that I learned, and especially the final project, helped me write the business plan. I was flying all around Australia and Europe with my final project under my arm to secure investment. Some of the investors even asked if I'd had a consultant create a business plan for me, but no, it was all the fruit of my MBA.'

Human Resource Management

Organisational Learning and Development

Managing People in a Global Context

Managing Change

Logistics and Supply Chain Marketing Management

International Business  Consumer Behaviour

Procurement and Global Logistics Management  Digital Marketing

Global Supply Chain Management

New Product Design

“Some of the investors even asked if I'd had a consultant create a business plan for me, but no, it was all the fruit of my MBA.”

KWONG CHUEN SENIOR PROJECT MANAGER, AUSTRALIA POST

AIB MBA GRADUATE –LOGISTICS AND SUPPLY CHAIN MANAGEMENT

Delivering Success: Kwong Chuen's Rise in Australia Post through Specialised Education

Kwong Chuen started pursuing his management career with Australia Post in 2007 as a Production Manager. Despite holding a Bachelor of Civil Engineering, Kwong recognised gaps in his understanding of complex concepts, admitting, 'I felt that, at the time, I was missing something.'

Identifying what was missing, Kwong's pursuit of an MBA specialising in Logistics and Supply Chain Management prepared him for leadership positions where he could foster innovation, sustainability and efficiency within global supply networks.

'The AIB MBA certainly had a positive impact on my career. It gave my manager at the time an additional reason to promote me. My current role involves implementing infrastructures and automation for the frontline operations – from establishing new delivery centres to installing sortation systems to support parcel volume growth. Many concepts and principles I learned from the MBA programme allowed me to align my work to the strategic intent and achieve a positive business outcome. Overall, it's made me a better operator.'

KRISTY SKWARUK

CORPORATE HUMAN RESOURCES PROGRAMMES

LEADER, PCL CONSTRUCTION

AIB MBA GRADUATE – HUMAN RESOURCE MANAGEMENT

Mastering the Business of People: Kristy Skwaruk's MBA-Powered Career Advancement

Canadian AIB graduate Kristy Skwaruk had already achieved significant success during a 20-year career in HR and worked her way up to Director of People and Culture at Dynaleo Inc. However, when discussing further career progression with her manager, it was evident she needed to upskill and gain more understanding of the operational side of the business.

“I've seen a couple of promotions through the process. With that comes pay raises and the opportunity to mentor people. So, I've loved it.”

Kristy studied an MBA specialising in Human Resource Management, which equipped her with in-depth knowledge and skills in talent management, employee relations, organisational behaviour, and other fundamental business concepts. This interdisciplinary approach empowered Kristy to become a more effective and strategic HR leader, enabling her to tackle HR challenges with insight into their business impact.

Specialist subject, International Business, is one that Kwong found particularly useful as it delves into global trade dynamics and strategies organisations use to compete internationally to secure a competitive edge.

'I most enjoyed International Business. It was not something that I could just pick up from random online readings. It provided me with an understanding of why the logistics and supply chain industry is how it is today, especially post-COVID.'

'Managing Change was the most impactful HR course for me. It seems one of the only constants in business is change, and I have spent a lot of my career rolling out various HR initiatives to the business, trying to influence change. This course filled up my toolbox with ways to be a better change leader. It provided me with many strategies to overcome barriers to change, which I have utilised in my work to make recommendations to address issues proactively before they happen.'

Kristy's experience highlights the practical nature of AIB's programmes. Before graduating, she began to experience significant career advancements, reflecting the immediate value of her ongoing education.

'I went from the Director to the VP of People and Culture partway through the course. And then I got promoted to VP of

People and Culture and Regulatory and Operations. As I progressed through the courses, I was working with the business strategy, and I had some real light bulb moments. I was able to apply my learning directly to the food production industry.'

K risty's story also emphasises the broader benefits of pursuing an MBA.

'I've seen a couple of promotions through the process. With that comes pay raises and the opportunity to mentor people. So, I've loved it.'

SOLAR NICHOLLS HEAD OF DIGITAL MARKETING & STRATEGY, BA CREATIVE AIB MBA GRADUATE –MARKETING MANAGEMENT

Marketing's Rising Star: Solar Nicholls' Career Progression at a Young Age Solar Nicholls, a driven and ambitious marketing professional, embarked on her MBA journey with AIB at the young age of 23 and completed the programme at 24. AIB's reputation for delivering high-quality education attracted her, and she found the online delivery particularly appealing.

'The best aspect of studying online with AIB was the ability to work full-time. I also got just as much support as I would if I was on campus.'

AIB's MBA with a specialisation in Marketing Management is designed for both experienced and aspiring marketing practitioners. It empowers professionals to move into more senior roles with the tools to develop an organisation's marketing strategy, oversee new product or service launch campaigns, and manage the customer experience.

Solar completed her Marketing MBA in 2017 and has experienced significant career growth since then. She was promoted from Digital Accounts and Project Manager to Head of Digital Marketing and Strategy at BA Creative, a prominent full-service digital agency based in Brisbane, Australia.

'I definitely think that doing an MBA has helped me become successful in my career in reaching a management role sooner rather than later, especially for someone my age.'

Her decision to move from the public sector to the private sector was fuelled by the expertise she gained through her marketing specialisation. The MBA's industry-specific focus provided her with the tools and insights required to excel in her new role within the private sector.

'My advice to people who want to study an MBA with AIB is to definitely consider it. It's been challenging but very rewarding at the same time and has put me in the position I am at now at the marketing agency.'

SCHOOL PROFILE

AIB is Australia's largest online MBA provider, with 40 years of excellence in tertiary education and a global network of more than 19,000 students, alumni, academics, and industry experts from 95 countries. AIB's MBA is designed to support working professionals to achieve career outcomes faster and has most recently achieved Tier One Global status, ranking 5th in Australia and 20th globally by CEO Magazine 2023.

BRIDGING THE DIVIDE BETWEEN BEST INTENTIONS AND ACTUAL BEHAVIOUR

F. R. KETS DE VRIES

There is often a gap between our good intentions and our actual behaviour – what we claim to do and how we act. Alarmingly, we're sometimes not even aware of the difference between what we think we're doing and what we're really doing.

Aligning our actions with our intentions is challenging, as our unconscious mind can influence and even derail our behaviour and decision-making. While we may think our actions are guided by conscious, rational thought, only a small part of our brain is actively engaged in conscious reasoning.

Neuroscience provides some insight into how our brain functions. There is constant tension between the prefrontal cortex, responsible for logical reasoning, and the amygdala, associated with emotions and memory. In stressful situations, the emotional amygdala overrides rational decision-making.

metaphor and replace the image of a horse with that of an elephant. The elephant represents the processes that take place under the surface – the psychological dynamics that determine our character.

This mighty mammal is stubborn and resistant to change, always on guard and quick to defensively respond to any trigger. The elephant inside us will charge at anything that appears to be a threat.

Ironically, our inner elephant doesn’t have a thick skin. We take criticism personally and become defensive when challenged. We often view ourselves more positively than others do and overestimate our contributions to our successes.

In the face of failure, we deflect criticism and are quick to blame others for shortcomings. This kind of positive reframing can be important to maintain our mental equilibrium. It can help us avoid depressive feelings and maintain the self-esteem, confidence and optimism needed to keep us motivated.

But neglecting to manage our inner elephant can bring out the worst in us. For example, in a managerial setting, an executive may receive feedback that they are micromanaging or steamrolling their team. Despite committing to change, this person consistently reverts to unconscious behaviour. They say all the right things about how they are delegating, allowing for failures and trusting their team, yet nothing changes.

So, how can we outsmart the unconscious processes of the brain?

Managing the elephant

“We resist the idea that many of our decisions are not grounded in logic and reason, or that we may not be entirely in control of our actions.”

Even when we understand such neurological processes, it is hard to acknowledge the existence of an unconscious, less reflective and more emotional part of our mind that influences our decision-making. We resist the idea that many of our decisions are not grounded in logic and reason, or that we may not be entirely in control of our actions.

Sigmund Freud explained this perplexing struggle between our emotional impulses and our rational thought processes using the metaphor of the rider and the horse. The rider represents our conscious mind and rational thoughts, while the horse symbolises our unconscious mind – the source of our emotions, instincts and desires.

Ideally, the rider should be in control, guiding the horse towards a desired destination. However, the horse's strong impulses often pull the rider off course, resulting in conflicts between best intentions and actions.

It may be helpful to extend Freud’s

The first step is honestly evaluating our actions. We need to create the psychological space to acknowledge our behaviour, especially if

MANFRED

our actions up to this point have proven ineffective. There also needs to be a real desire for change.

Subsequently, we need to engage the reflective, analytical part of our minds to develop ways to override some of the unconscious processes derailing our good intentions. Most of us have the ability to observe ourselves. By leveraging and reflecting on these observations, we can gain greater control over our actions. However, achieving this requires an effort to deconstruct unconscious processes and thoroughly examine what is happening.

Embrace discomfort

Embarking on this inner journey necessitates a genuine desire for selfimprovement and a willingness to step outside our comfort zones. Feedback and constructive criticism, received without defensiveness, can serve as a catalyst. To create tipping points for change, we need to be prepared to confront topics that are somewhat uncomfortable.

Enhance awareness

Engaging in a 360-degree feedback developmental exercise can create a higher level of awareness of our shortcomings and the gap between our perceived and actual behaviour. This exercise may help us see ourselves from others' perspectives and identify the areas we really need to work on. It initiates the process of questioning

our actions and reflecting on the barriers preventing us from doing what we say we want to do.

Seek assistance

Addressing intrapsychic blockages may require the assistance of an executive coach or psychotherapist. Such professionals can help explore the misalignment between our problematic behaviours and goals, affirm our ability to change and help us become more aware of the consequences of our actions.

Develop coping strategies

Coaches and psychotherapists can acknowledge when we are making small steps in the right direction and provide support in developing coping strategies to prevent a return to our problematic behaviour. This includes processing relapses and developing plans to prevent such relapses from happening again.

Review progress and responsibility

A coach or confidante can assist in monitoring and evaluating our progress toward long-term goals, while always reminding us that we are responsible for implementing the necessary changes.

Ultimately, only we are responsible for managing the elephant inside. The unconscious, despite its powerful forces, can be overruled. We are not always operating on autopilot. The key is to get better at activating our reflective side.

“The unconscious, despite its powerful forces, can be overruled. We are not always operating on autopilot. The key is to get better at activating our reflective side.”

BIOGRAPHY

Manfred F. R.

Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change and the Raoul de Vitry d'Avaucourt

Chaired Professor of Leadership Development, Emeritus, at INSEAD.

THE CAREER CATALYST

Alexandra Skinner talks to Drexel University’s LeBow College of Business about their immersive, future-focused Executive MBA

Q. Experiential learning is at the core of the Executive MBA (EMBA) program. Can you talk about the experiences that students will receive during the course of the program?

A practical hands-on approach is embedded into the Drexel EMBA program , integrating experiential learning across all components of the experience.

The EMBA program offers two experiential residences per term (six terms), including:

● E ight on-campus immersive residencies (one of which is Electives Week)

● One international residency

● T hree virtual remote sessions

Each residency serves as a milestone in the EMBA experience. A five-day multidisciplinary Strategic Value and Financial Impact immersion kicks off the

“Both our domestic and international residencies are crafted to push students out of their comfort zones, fostering novel perspectives and innovative problem-solving approaches.”

program, focusing on value creation across the enterprise and integrating critical thinking and decision-making across finance, strategy, marketing, and the supply chain. The program’s midpoint is an international residency, which adds a global perspective to coursework and workplace experiences. The program concludes with an executive capstone, in which EMBA students use the knowledge they have gained from the variety of courses and combine it with their professional experiences to tackle executivelevel scenarios from faculty and subject matter experts.

Q. You talk about your students becoming 'changemakers’ over the course of the EMBA program. How does the faculty drive this development?

Drexel LeBow's EMBA program leverages its research-active faculty, who are experts in their respective fields. They provide evidence-based perspectives and practical approaches to business in topics as wideranging as strategic change and innovation, aligning business and IT, and diversity in the workplace. Drexel University is an R1 research institution where faculty not only teach but also bring their expertise to ongoing research projects, publications, and more, working side by side with students who are ready to be changemakers in the industry.

Q. Critical thinking and decision-making are at the heart of LeBow's EMBA value proposition. To what extent are these qualities amplified in LeBow's domestic and international residencies?

Both our domestic and international residencies are crafted to push students out of their comfort zones, fostering novel perspectives and innovative problem-solving approaches. For example, in our opening domestic residency, students work together in teams to make critical decisions in a short

“We understand the value of making connections, and by retaining on-campus touch points, our students gain exponentially more from the conversations and live experiences.”

period of time, with limited information and a constantly changing landscape. The goal is to help students enhance their decisionmaking abilities and better understand the implications of their decisions. This fiveday immersive residency helps shape the foundation of the program and highlights the fundamental qualities that form the cornerstone of the program. Of course, decisions are never made in a vacuum and part of the residency experience includes an emphasis on leadership, collaboration and negotiation skills.

During the international residency, students are immersed in real-world situations that challenge their ability to navigate a foreign business environment,

become immersed in the local culture and integrate learnings into practice.

Q. With hybrid programs placing increasing emphasis on online delivery, on-campus touchpoints appear to be in decline. How is LeBow bucking this trend, and why is this important?

The EMBA program at Drexel LeBow follows a cohort model where students take classes with the same individuals throughout the 16-month program. The hybrid program includes in-person, online and asynchronous classes. EMBA students meet twice per term for live sessions in Philadelphia, PA, creating a classroom structure that allows them to fully engage in the course while reducing time away from their work and personal lives. This structure also provides opportunities to build a network with fellow EMBA students and interact with our Executive Doctorate in Business Administration (DBA) participants on the same schedule.

We understand the value of making connections, and by retaining on-campus touchpoints, our students gain exponentially more from the conversations and live experiences. Several in-person networking opportunities are presented each year for EMBA students and alumni, including an

Executive Summit, Executive Electives Week, Summer and Autumn socials, a holiday party and even nights out at sporting events in Philadelphia.

Q. Another exciting aspect of the LeBow EMBA is the Executive Electives week, which allows students to tackle cuttingedge business topics in an immersive environment. How does this work, and can you talk about some of the issues students address?

Executive Electives week gives our EMBA students a chance to step outside of the core curriculum and take custom classes that are designed to address modern issues impacting business. Every year, we hold an Executive Electives week in the spring and summer terms, giving students two opportunities to choose the courses of highest interest. These courses emphasize strategic leadership and explore emerging business trends from blockchain and investment business decisions to sustainability and analytical storytelling, with faculty and subject matter experts from the business world sharing practical applications. A variety of these elective courses employ collaborative teaching methods, leveraging the expertise of both faculty members and industry leaders to provide students with an ideal blend of theory and application.

For example, in the spring of 2024, we are running three courses:

● Healthcare Finance and Entrepreneurship with EMBA academic director and professor of Finance, David Becher, PhD, and Dr. David Stein, regional chief of surgery, Baltimore; chair of surgery MedStar Franklin Square Medical Center, Chief MedStar Harbor Hospital, professor of surgery Georgetown University School of Medicine.

● Bulletproof Problem Solving with Michaela Draganska, PhD, professor of Marketing.

● Empowering Work in the Age of AI with Daniel Albert, PhD, professor of Management, Innovation, Organizational Design and Human Decision Making.

Each of these offerings is worth one credit and is taken over the course of one day. In addition to current EMBA students, EMBA alumni have the opportunity to attend these courses for free. Welcoming alumni back to participate in class with current students over Electives Week helps strengthen our Executive Network, adds to the learning environment, and supports our long-term commitment to students and continuous learning. Once a Drexel Dragon, always a Dragon.

Q. Juggling personal, professional, and academic commitments can be challenging, especially for senior executives and business leaders. With this in mind, how much support does LeBow offer in regard to the student journey?

Our 16-month program is delivered over three calendar years, allowing students to make the most of their organization's PTO and tuition reimbursement programs. Specifically designed to maximize the executive learning experience while streamlining the time expected on campus, our curriculum incorporates targeted campus residences, online asynchronous courses, reading and prep time into the schedule, providing a seamless way to balance studies with work and life. Whether you are coming from near or far, parking, hotel accommodations, books and other class materials are all built into the cost of the program and provided for students. Career coaching is another feature of our EMBA program, which gives our students access to one-on-one executive career coaching, expert discussions, executive teamwork training and more. Furthermore, we have faculty and staff in place who are here to work with and enhance the student experience from start to finish.

Q. From an admissions standpoint, what advice would you give potential applicants?

Drexel attracts a diverse pool of applicants from many different business areas — including executives, entrepreneurs, professionals, healthcare providers, and those with unique backgrounds. This diversity creates a richer experience for everyone inside and outside the classroom.

Before applying, it is recommended that you schedule a meeting with the director of recruitment to review the program details and discuss a program strategy that will best meet your needs. Those who attend an admissions event or meet with the director receive an application fee waiver. Although the program officially kicks off in the fall quarter, applicants can apply for Early Action (EA) and take elective classes in the spring and summer terms. Any credits earned during EA will count toward the degree and also serve to help students ease into the program and accelerate networking opportunities.

It is best to apply early in the process for maximum admission and scholarship consideration. All completed applications are automatically considered for a scholarship, and the amount appears in the acceptance communication. Standardized tests are not required.

“We have faculty and staff in place who are here to work with and enhance the student experience from start to finish.”

Dr. David Becher is the Dean’s Industry Fellow, Professor of Finance, Academic Director of the Executive MBA program, and Fellow for the Raj & Kamla Gupta Governance Institute at Drexel’s LeBow College of Business. His research centers on mergers, governance, and banking/ deregulation, where he focuses on the actions of boards and executives and the impact of conflicts of interest. Dr. Becher has worked with several Fortune 500 as well as private corporations through consulting and executive education programs.

MBA NOW STREAMING

Step into the future of business education with Torrens University Australia's on-demand degree.

In the relentless rat race of the business world, where the finish line seems non-existent, the pursuit of excellence never ends. CEOs, managers and would-be leaders search high and low for the golden key that unlocks the door to the next level of success. Among the many paths, one stands out for its proven impact on careers and organisations alike: the Master of Business Administration (MBA). But, in a life already stretched thin between meetings, milestones and the minutiae of management, how do you fit further education into a schedule already bursting at the seams?

ALEXANDRA SKINNER TALKS TO ALEX BOLT

"This mix of academic excellence and real-world experience arms graduates with the tools to tackle the complexities of today's business landscape."

Australia's fastest-growing university has a solution. Since its inauguration in Adelaide in 2014 by US President Bill Clinton, Torrens University Australia has expanded from 165 students to 19,000+ across 124+ different nationalities. As well as campuses in Sydney, Melbourne, Adelaide and Brisbane, its reach extends globally through prominent partnerships and as part of the broader Strategic Education, Inc. network. Billy Blue College of Design, Blue Mountains International Hotel Management School, Think Education and New Zealand's Media Design School also fall under its umbrella.

As a Certified B Corporation, the focus of this privately owned, for-profit institution goes beyond the bottom line to a greater social impact. Driven by the transformative power of education to change lives, communities and economies, they're on a mission to democratise access to higher education so that learners from all walks of life have the chance to chase success, irrespective of their starting point.

It makes sense, then, that perhaps their most groundbreaking offering is more than just another academic programme; it's a

lifeline for the modern professional juggling the triple act of career, personal commitments and continuous learning. Launched in 2023, this self-paced qualification shatters the traditional shackles of higher education. Forget scheduled classes, lectures and scaffolded learning; the MBA (On Demand) is designed around an assessment-aslearning model, where resources are grouped thematically, allowing you to hop in and out of topics like ROI on your own terms.

And textbooks? Forget those, too. Learning resources such as videos, readings, screencasts, podcasts, discussion forums, and interactive activities are accessible at any time and from any corner of the globe. Aside from submitting assessments by the due date, this is a self-study programme you can fit into your busy lifestyle – much like how streaming services release entire seasons of your favourite shows all at once, sparing you the pain of waiting for weekly episodes. Unsurprisingly, this flexibility has not only attracted time-poor executives and working parents, but also students from countries all over the world, paving the way for global networking opportunities.

Speaking of global, more than 70 nationalities are represented in the university's MBA cohort. Its MBA suite is designed with the global business student in mind, offering a wide range of options from graduate certificates and diplomas to specialised MBAs and dual degrees in partnership with world-renowned institutions, including Real Madrid for Sport Management. All qualifications are internationally recognised, with the desirable stamp of an Australian university adding credence to a graduate's international perspective and CV.

Beyond its MBA, the business school at Torrens University offers courses in vital areas such as Information Systems, Entrepreneurship, Business Analytics and Global Project Management. By marrying a contemporary business focus with current affairs, it integrates real-time industry demands and the latest business trends into the curriculum – delivered by academics who walk the talk.

With 90 per cent of MBA academics rooted in industry roles – as consultants, board members and advisors – students gain access

"Driven by the transformative power of education to change lives, communities and economies, they're on a mission to democratise access to higher education so that learners from all walks of life have the chance to chase success, irrespective of their starting point."

to current case studies, practical insights and professional networks that can transform their career trajectories. This mix of academic excellence and real-world experience arms graduates with the tools to tackle the complexities of today's business landscape.

Like the workforce's evolving expectations around flexibility - a topic as ubiquitous on LinkedIn as motivational quotes as the demand for fluid hours and hybrid workplaces

"Students are given the freedom to tailor their studies to their personal interests and career goals – because in education, one size most definitely does not fit all."

"Its graduates are not just prepared for the challenges of today but are primed to lead in the unknowns of tomorrow."

transitions from a perk to a prerequisiteTorrens University's DNA of flexibility and adaptability may well be driving its rapid growth. Offering multiple study modes, from face-to-face to online and hybrid options, the university opens its doors wide to acknowledge a variety of undergraduate qualifications and work experiences for admission.

The result is a broad spectrum of students, including those who might have thought study was beyond their reach due to the constraints of traditional timetables and entry pathways. With elective subjects making up half of the curriculum, students are given the freedom to tailor their studies to their personal interests and career goals – because in education, one size most definitely does not fit all.

This commitment to flexibility has not gone unnoticed. The university has been recognised twice as one of Australia's most innovative companies by The Australian Financial Review – a nod to its excellence in online education and its agile response to the challenges posed by the COVID-19 pandemic.

remotely from all over Australia and New Zealand, and with MBA subjects being offered online and in Mandarin for students in China, the university was uniquely positioned not just to survive but thrive when global lockdowns became the norm. They didn't just pivot to 100 per cent online delivery; they seized the moment to innovate and expand the digital learning landscape.

BIOGRAPHY

Alex Bolt is the MBA Programme Director at Torrens University.

But even before that, Torrens University was already ahead of the curve, operating as a virtual workplace well before the world had heard of social distancing. With some management and academic staff working

Now, in this post-COVID era, the demand for educational models that offer flexibility, innovation and a global perspective has never been higher. Torrens University meets these demands head-on, providing a learning experience that is not just about obtaining a piece of paper. With its MBA (On Demand) and comprehensive suite of business courses, the university caters to the evolving needs of industry and professionals across all sectors seeking to advance their careers. Its graduates are not just prepared for the challenges of today but are primed to lead in the unknowns of tomorrow.

WHAT ARE THE ESSENTIAL EARLY STEPS FOR BUILDING DISRUPTION IN THE BUSINESS WORLD?

MARK BATEMAN

First, Energy

Fire is a powerful analogy for disruption. Fires can be positive or negative, constructive or destructive. In all cases, though, fire is uncompromising. It’s a real force, and if you are not careful, you will, of course, get badly burned.

A ll leaders want to ignite and disrupt their chosen market, but many find themselves with a fire that splutters, spits and smokes a lot but has little impact. At the other end of the scale, what team wants to be led by an out-of-control wildfire that is simply too hot to manage? The best-case scenario is for a leader to have fire in their belly, igniting others with their vision for the future and for the resulting fire to be contained by a clear set of values intended to achieve a desired purpose.

Disruptors are often unpredictable and act way outside of the norms, but that’s what gets things done. They do this because they long for and see a different future (their purpose), decide that they are the person to make it happen and expend their energy to bring it about.

In short, to start disruption, we need to become consumed with purpose (the difference you want to make) because then we can’t fail to act. The greater the sense of purpose, the more energy is released. Energy is infectious. Energy makes change happen.

Disruptors think and act differently. They don’t take no for an answer. When they hear, ‘That is not how things are done around here,’ they ask, ‘Why not?’ If something makes no sense, they call it out. They don’t stop because of what others say and think. They are willing to give everything to achieve their goal. They are bold and courageous.

The biggest disruptors are prepared to risk it all.

T he energy of a disruptive leader is infectious. If they direct it in the right way, others will align with the cause and willingly

“To start disruption, we need to become consumed with purpose (the difference you want to make) because then we can’t fail to act. The greater the sense of purpose, the more energy is released. Energy is infectious. Energy makes change happen.”

expend their energy to help a disruptive leader achieve their goal. There isn’t much that’s more exciting or fulfilling to be involved in. Done right, a disruptive leader and their followers (whether a team or organisation) will find true engagement, and the resulting fire will achieve the desired disruption.

Heat = Energy in Action

As many may remember from their school days, there is a simple model for understanding the chemical reaction that must occur to start a fire. For a fire to ignite, there must be fuel, heat and oxygen. In the context of my analogy:

● Heat: This is your energy in motion, starting with purpose and culminating in action.

● Fuel: The enthusiasm, excitement and engagement of the team. Fuel attracts the people, money and resources you need for your cause.

● Oxygen: Customers and consumers that sustain the combustion. This is your market and prevailing wind.

The COVID-19 pandemic demonstrated what can happen when one of the elements is removed or severely depleted. Many organisations were starved of oxygen (customers) thanks to the abrupt change in circumstances. Sadly, many did not have the resources or leadership to withstand this and keep their fire burning, let alone the company growing.

To grow the fire and, therefore, the level of disruption, a leader needs greater heat, more fuel and an increasing level of oxygen. Ultimately, it is the quality of your leadership that will define the kind and size of disruptive fire you become. Controlled fires achieve meaningful purpose through focus and discipline.

The larger the scale of disruption you seek, the bigger the fire you will need. From a leadership perspective, this means generating significant heat and attracting fuel and oxygen.

To understand why, consider the humble battery. Its energy flows from the plus to the minus terminal. It is a hard and fast rule that the bigger the difference between the plus and minus, the more energy is required to overcome it. If, say, you ran a small hairdressing salon and wanted to change the terms of employment of one or two employees, that would be a lot easier than trying to alter working conditions in a heavily unionised national rail company. It would take a lot of energy to bridge that gap. After all, the moment you expend force in one

direction, there is an equal and opposite force in the other direction. The bigger the force, the bigger the resistance.

Disrupting the status quo takes some serious energy and resources. It requires clarity of direction and a determination to overcome what stands in your way. This is not an easy path, and it’s not for the faint-hearted.

Challenging the Status-Quo

As Steve Cahillane, who joined the Kellogg Company as CEO in 2017, attests, the status quo can be a powerful foe when there is a large and often influential cohort who seem to have a vested interest in keeping things as they are or at least not changing anything a great deal. In a heritage business like this US-based multinational food manufacturer with a more than hundred-year history behind it, there is not much appetite for big shifts in strategy. As Steve describes to me:

‘In my first sixty days in the business, I spent my whole time on the road, complete with old-school yellow notepads, which I completely filled with notes. I asked everyone, “What is it going to take to grow this business again?” What came through was a very clear message that we had spent too many years focused on cutting costs in the organisation and introducing zero-based budgeting. These things aren’t bad things, and they were done very, very well. The hypothesis I developed was: if we put in as much effort in the future and exert as much discipline into growing the business as we have in reducing costs, we can turn it around. We can turn our top line back to growth.

‘When you pivot and change the mindset to focus on growth, there is a lot that is out of your control. There’s also a lot that stands in your way: competitors, customers, advertising agencies, everyone. There were very few, if any, in the analyst community that thought we could grow. Meanwhile, the business press was focused on the next shiny object. They’d look at industries like ours and say there is nothing interesting in packaged food. They’d say the focus is all on fresh foods that can be grown in our gardens. While that was true, you only needed to take one look at our snacking business – it was on fire.’

Disrupting the status quo takes some serious energy and resources, as Steve explains. Each of Kellogg’s brands needed some ‘innovation dollars’ put behind it. But what really shifted the dial was getting the internal resources behind the strategy.

‘The challenge was making sure everyone on the team and the board of directors

“Done right, a disruptive leader and their followers (whether a team or organisation) will find true engagement, and the resulting fire will achieve the desired disruption.”

“It is certainly not possible to alleviate poverty or cure an illness with half-hearted measures. We cannot transform a business with mere desire.”

believed in it. There was a fair bit of movement in the leadership ranks early on because if you don’t believe, won’t at least give the strategy a chance, or aren’t 100% committed, then you have to move on. Even then, there were still some sceptics, but it was my job to keep pushing. I needed to get the team’s hearts engaged. I couldn’t just be a cheerleader for what I wanted to do. While a lot comes from the CEO, I don’t make all the decisions or come up with the best ideas. I needed to create the type of environment and processes that drove the search for ideas. I had to align my team towards this belief and then all the other stakeholders.

‘One of our runaway successes was a baked snack brand called Cheez-It. I looked at it and said, “Boy, this brand is just a gem. What have we been doing? We haven’t been innovating enough.” The team got innovating and came up with a new platform called Grooves, which was a runaway success. We couldn’t make enough. Every good innovation we put behind Cheez-It since has been a home run for us. It started in the USA, then we launched it in Canada and Brazil, and Europe will be next. We are going to take that brand global.

‘We are constantly challenging our thinking with each brand. That’s not to say we rip it all up and start again. We just look at what is working and what isn’t and what is required for us to be successful in the future.’

As Steve found, disrupting the status quo takes a large amount of energy to generate the necessary heat. It requires clarity of direction and a determination to overcome what stands in your way. This is not an easy path, and it’s not for the faint-hearted.

Your own heat will come from the difference you seek, which will drive your action accordingly. Your personal drive is what will bridge that difference. Consider, as an example, these vision statements:

● ‘A just world without poverty’

● ‘The world’s most loved, most flown and most profitable airline’

● ‘A world without Alzheimer’s’

However improbable, implausible or impossible these goals are, considerable energy is required in the pursuit of them. It is certainly not possible to alleviate poverty or cure an illness with half-hearted measures. We cannot transform a business with mere desire.

Fi re is unpredictable. The amount of heat you will need to start your disruptive fire will depend on many variables. As anyone who hails from the business world will attest, some projects require an inordinate amount of energy to get started, while others take very little. Once started, some successfully continue with minimal effort, and others demand everything you have and more. Those who run successful projects effortlessly will often claim it is a result of their own talent, but it is not always as simple as that.

REFLECTIVE EXERCISE:

Take a few minutes to answer the following questions:

● What is the core difference you want to make? Specify it as clearly as you can.

● How strongly do you feel about it?

● Is it a choice, or do you feel compelled to act?

● What is a likely timescale?

● How much energy will be needed to achieve it?

About the author

Mark Bateman, CEO of WeQual, is a visionary disruptor, corporate adviser and executive coach with a keen focus on leadership development. He partners with global leaders to spark impactful, enduring change and offers unique, real-world insights and actionable strategies to foster authentic, influential leadership. He has decades of business experience, first making his mark as a successful entrepreneur. Now he is committed to the development of leaders worldwide and has amassed over 3,000 hours of executive coaching experience. By boldly questioning the status quo, he helps leaders shape purposeful legacies and drive positive transformations within their organisations.

Mark’s new book, Disruptive Leadership, is an essential read for any leader wishing to cement their legacy, challenge the status quo and become the driver of purposeful change.

DO MILLENNIALS AND GEN Z BENEFIT FROM AN MBA? IS IT WORTH THE INVESTMENT?

MARIJANA KARANFILOSKA

Millennials and Gen Z (born between 1981 and 2010) are reshaping educational norms as they enter MBA programmes with unique expectations. Unlike previous generations, they bring a distinct set of values, characteristics, expectations, and aspirations. Consequently, business schools must adapt and innovate MBA curriculums and delivery modes and create an inclusive learning environment that prepares them for success in a rapidly evolving business landscape in which sustainability and AI are the dominant factors.

"The evolution of MBA education is intricately tied to its responsiveness to the shifting demands of the corporate environment."

Is the Global MBA market growing or in decline? Is it still worth investing in an MBA, or has it become a commodity? According to GMAC's 2023 application trend survey, global MBA applications have dipped by five per cent, which suggests business schools that offer flexibility are the ones creating winning programmes. Crucially, this flexibility gives women (largely underrepresented) and minorities the chance to study and improve their professional careers. However, according to the UN, we are currently missing 40 million workers in the global workforce; economies need skilled, upskilled, and reskilled workers, but factors such as the postCOVID-19 environment, economic shifts, and geopolitical changes and conflicts continue to influence how business is done, which is why business education needs to adapt.

So, what skills, competencies and attitudes are needed for the future?

According to the World Economic Forum, the most in-demand skills in 2023 were analytical and creative thinking, resilience, motivation and self-awareness, curiosity, and lifelong learning, with technological literacy, AI and big data skills on the rise.

Just as businesses are increasingly focusing on economic, social, and environmental issues, business schools must also adapt or perish. Doing well while also doing good is what Millennials and Gen Z expect, which is why de-globalisation has already started in business schools, with some European institutions reconsidering MBA programmes in English and certain countries becoming more restrictive on student visas. Gen Z students entering MBA programmes have specific expectations that must be met to ensure their engagement and satisfaction.

So, what should business schools incorporate?

1. A Tech-Savvy Learning Environment:

Gen Z has grown up in a digital world and expects MBA programmes to leverage technology effectively in teaching and learning. They value interactive online

platforms, multimedia resources, and virtual collaboration tools that enhance their learning experience and foster connectivity with peers and faculty.

2. Flexible Learning Options:

Gen Z values flexibility in their educational journey. They seek MBA programmes that offer flexible scheduling, blended learning formats, and remote access to accommodate their diverse lifestyles and commitments. Providing options for part-time study, evening classes, and online courses can attract and retain these students. Allowing customisation and specialisation will give business schools an advantage.

3.Hands-On Experiential Learning:

Gen Z is drawn to practical, hands-on learning experiences that provide realworld relevance and application. MBA programmes should provide experiential learning opportunities such as case studies, simulations, capstones, and consulting projects that allow students to apply theoretical knowledge in practical settings so that critical thinking and problem-solving skills are fostered.

4. Entrepreneurship and Innovation Focus:

Many Gen Z students are entrepreneurially minded and seek MBA programmes that nurture their innovation and creativity. Offering entrepreneurship tracks, startup incubators, hackathons, and mentorship programmes can tap into Gen Z's entrepreneurial potential and foster a culture of innovation and experimentation within MBA programmes.

5. Social Impact and Sustainability:

Gen Z is socially conscious and values organisations that prioritise environmental sustainability and social responsibility. MBA programmes should incorporate sustainability principles, ethical leadership frameworks, and social impact projects into the curriculum to inspire Gen Z students to become responsible business leaders who drive positive societal change.

A nother important factor is the impact of AI on the curriculum of MBA programmes. Many MBA programmes are incorporating specialised courses focused on AI-related topics such as machine learning, data analytics, natural language processing, and AI strategy. These courses provide students with the knowledge and skills necessary to understand and leverage AI technologies in business contexts. As a result, MBA programmes may want to consider integrating AI-related content into courses

such as marketing, finance, operations, and strategic management. This interdisciplinary approach ensures that students develop a holistic understanding of how AI impacts different aspects of business and fosters innovation. However, the ethical aspects of AI and its impact on society (potential job losses) should not be forgotten. Topics such as bias in algorithms, privacy concerns, algorithmic accountability, and the societal impact of AI should also be explored to help students navigate the ethical challenges associated with AI-driven decision-making.

O verall, the integration of AI into MBA curriculums reflects the increasing importance of AI skills in the business world and prepares students to succeed in an AIdriven economy. By offering specialised courses, hands-on projects, and a focus on ethical considerations, MBA programmes ensure that students graduate with the knowledge and skills needed to thrive in diverse business environments.

Embracing Diversity and Inclusion:

Gen Z is the most diverse generation in history, with a strong emphasis on inclusivity and representation. Therefore, MBA programmes must prioritise diversity, equity, and inclusion initiatives to create a welcoming and supportive environment where all students feel valued and respected. Promoting diversity in student recruitment, faculty hiring, and curriculum development enriches the learning experience and prepares Gen Z students to navigate diverse global business environments.

Fostering Collaboration and Networking:

Gen Z values collaboration and networking opportunities that facilitate peer learning, mentorship, and professional development. MBA programmes should encourage teamwork, group projects, industry partnerships, and alumni engagement to foster a strong sense of community and provide Gen Z students with valuable networking connections and career opportunities.

Conclusion: The evolution of MBA education is intricately tied to its responsiveness to the shifting demands of the corporate environment. By proactively embracing flexibility, specialised skill development, hands-on experiential learning, broad global perspectives, and sustainable practices, MBA programmes can prepare graduates to not only navigate but thrive within the complexities of an interconnected and rapidly evolving global economy. The ROI for a critical degree like an MBA is still there and will remain in an ever-changing business world. Overall, the MBA remains a worthwhile investment and an investment in self-growth!

"The ROI for a critical degree like an MBA is still there and will remain in an ever-changing business world."

BIOGRAPHY

Prof. Marijana Karanfiloska is the Dean of Administration and Finance at SBS Swiss Business School.

NAVIGATING THE FUTURE OF GLOBAL DIGITALISED BUSINESS

Nebrija Business & Technology School's Unique Approach to Integrating Management and Technology

"This hands-on approach ensures that NBTS graduates are not just academically accomplished but also well prepared for the real-world challenges they will encounter."

The advent of Artificial Intelligence (AI) has ushered in an era of profound transformation in the global economy. According to a recent report by PwC, AI has the potential to contribute an astounding $15.7 trillion to the global economy by 2030. At Nebrija Business and Technology School (NBTS), we recognise the seismic shifts brought about by AI and its disruptive influence. Companies are grappling with the urgent need to recalibrate their operations, customer interactions, and overall business models, as McKinsey AI's breakout year reported. As a consequence, most managers are reskilling their knowledge beyond their function to be able to address the new paradigm.

Amid this rapid technological evolution, the competition for talent has become more intense than ever before. This dynamic underscores the importance of upskilling or reskilling one's knowledge and capabilities to thrive in this evolving economic paradigm. In response to this imperative, NBTS has made a strategic decision to incorporate management and technology as core pillars in all its academic programmes. This decision has been driven by a profound recognition of the evolving demands of the modern world, which increasingly relies on the seamless integration of management expertise and technological prowess. This fusion of disciplines not only aligns with the broader educational goals of NBTS but also reflects the school's unique identity, which serves as a bridge between the enduring legacy of humanism and the dynamic digital era.

While NBTS is committed to advancing the fields of management and technology, it does so with a deep sense of purpose and awareness of its connection to Nebrija University's foundational spirit. This is characterised by its role in preserving and propagating humanism's rich traditions while embracing the innovations of the digital age. A tangible manifestation of this commitment is the Spanish government's recent launch of a 'Nebrija' satellite. This monumental achievement is part of the 500th centenary celebration of Antonio de Nebrija, led by our university, and exemplifies the school's unique position at the intersection of tradition and innovation, embodying the spirit of a forward-looking institution firmly rooted in its historical context.

This approach of keeping humanism as a lighthouse for current technology challenges is driven by a profound commitment to preparing students for the future of work, which is why NBTS graduates emerge wellprepared and uniquely positioned to lead and drive sustainable business growth in an AIdriven world. The living cases that professors bring to their lessons when discussing the

"NBTS is committed to innovative teaching methods that nurture open-minded solutionthinking."

"Generative Learning enhances the overall learning experience, giving students a deep understanding of the challenges and opportunities businesses face globally."

digital transformations their businesses have experienced are part of the learning journey we offer our graduates. As one of our current students in the MBA tech specialisation mentioned, "It's very enriching to be able to share with the protagonists of digital transformation the challenges and dilemmas they have faced. This prepares us for the next big wave of transformation due to generative AI."

According to the new challenges, we must also emphasise skills and ethical learning in the business world. At NBTS, we believe in equipping our students with the ethical and sustainability awareness necessary to tackle global challenges. In the contemporary world, businesses have emerged as trusted institutions for addressing pressing social and environmental issues, as highlighted in the 2023 Edelman Trust Report. In light of this, NBTS is committed to innovative teaching methods that nurture open-minded solution-thinking.

The World Economic Forum's Future of Jobs Report (2023) strongly emphasises complex problem-solving and critical thinking skills as essential for navigating the complexities of the global job market. Recognising the significance of these skills, NBTS has made them the cornerstone of its educational philosophy.

To meet this demand, NBTS is working with different companies (big corporations, SMEs, and global consulting firms) from a variety of sectors who have signed agreements to collaborate on the curriculum design and future of students, and a number support the school, including Microsoft, SAGE, Santander, Repsol, Bizum, etc. These partnerships have enabled the development of a curriculum that directly aligns with the findings of the most relevant institutions demanding a new educational paradigm, for example, WEF and the OECD. Consequently, NBTS graduates possess a unique combination of managerial acumen and skills that enable them to navigate this new world.

Our Unique 'Generative Learning' Model

One of the distinctive features that sets NBTS apart is its innovative educational methodology known as 'Generative Learning'. This approach is based on putting students at the centre of their learning experience and the Guidelines for Quality Assurance in the European Higher Education Area. We also embrace the humanistic approach and the development of unique critical thinking and decision-making skills.

Through 'Generative Learning', NBTS empowers its students to become wellrounded professionals who are proficient in their chosen fields and possess the skills and confidence to thrive in an increasingly

uncertain job market. This methodology is not just a theoretical concept; it is validated by the esteemed Harvard Teaching Model with which Nebrija has a collaborative agreement. By carefully designing the learning units and a combination of activities in and out of the classroom, students learn from leading business practitioners' experiences and robust faculty guidance and knowledge.

Generative Learning enhances the overall learning experience, giving students a deep understanding of the challenges and opportunities businesses face globally. This hands-on approach ensures that NBTS graduates are not just academically accomplished but also well-prepared for the real-world challenges they will encounter.

According to a report by the Financial Times, the credibility of business education is heavily influenced by academic standards. At Nebrija Business School, we take academic rigour seriously. It is embedded in every facet of our institution, from our curriculum and faculty to our state-of-the-art facilities.

The Role of Faculty in Shaping Success

The faculty members at NBTS play a pivotal role in shaping the success of our students. Part of what makes NBTS faculty exceptional is their commitment to ongoing learning, professional development, and research in their fields of study. Being part of important congresses, such as the prestigious Academy of Management and publishing in relevant journals, such as Technology Forecasting and Social Change, they are contributing to our student learning beyond simply delivering lectures; they are dedicated to staying up-todate with the latest trends and developments in their respective fields.

T his commitment to continuous learning and professional development is reflected in the quality of education that NBTS provides to its students. It ensures that students receive not only the latest knowledge but also insights that are grounded in real-world industry experience.

Nebrija MBA Success Stories: In High Demand

In recent years, we have witnessed remarkable personal transformations in our students, who, within a 10-month span, have evolved into more assertive, selfconfident, and reflective individuals. This transformation is made possible through more than 450 sessions, primarily centred around the analysis of business cases. These sessions instil an analytical mindset and cross-sector experience, ultimately delivering lifelong rewards.

NBTS offers both MBA and MSc in Management (MIM) programmes, united by a

common methodology, Generative Learning, aimed at accelerating students' professional growth. The MIM caters to those with up to two years of experience, serving as a career kickstart, while the MBA is designed for career relaunch, targeting students with at least three years of experience. In both programmes, students are exposed to realworld business challenges that require decision-making skills.

Both programmes foster cross-cultural learning, featuring a diverse student body from various countries worldwide. This global exposure enhances students' decisionmaking abilities and provides a holistic understanding of organisational dynamics.

The case method remains central to teaching methodologies, complemented by innovative approaches like simulations, coaching, mentoring, and digital integration. This approach, pioneered by Harvard Business School over a century ago, immerses students in real-life business scenarios, encouraging critical analysis and decisionmaking.

Furthermore, Nebrija University offers specialisations in both MBA and MIM programmes, enabling students to delve

into areas of interest. These specialised pathways align with industry demands, offering valuable connections, practical experiences, and direct career opportunities. Seven specialisations are available, including Analytics, Strategy, Finance, Human Capital, Digital, Innovation, and Sustainability.

Leire Herrero, MBA class of 2016-2017, now an Associate Talent Partner at BSI (British Standards Institution), shares her perspective: "The MBA broadened my theoretical knowledge and offered personalised insights through small class sizes and industry visits."

Cindy Araujo Núñez, from the class of 2019-2020, is currently a Market Research Analyst at Benjamin Moore Co. (USA). She emphasises the programme's specialisation and global perspective: "The MBA provided the foundations of business management, decision-making skills, and a global view of managing companies."

These testimonials underscore NBTS' profound impact on its students' professional journeys. It's not just about acquiring knowledge; it's about gaining the skills and confidence needed to excel in today's dynamic business environment.

BIOGRAPHIES

Dr Jose Ramón Gutiérrez is the MBA and Global Business Management Director for NBTS.

Dra Margarita Núñez Canal is the Postgraduate Director for NBTS.

HOW TO GET COLLEAGUES ON BOARD WITH THE LINKEDIN AMBASSADOR PROJECT

Promoting the Ambassador Role

IVANA BRUTENIČ AND KRISTÍNA CICHÝ KOVÁČIKOVÁ

Being a company Ambassador is an honour. Sell it this way. It’s not a chore; it’s not something else ‘to be done’. Embracing the Ambassador role opens doors to unparalleled experiences and growth – opportunities your colleagues would never be exposed to if they were not part of the team.

Social media content shared by employees has eight times more engagement than content shared through the company’s own social channels and is shared twenty-five times more frequently.

What’s in it for me, aka the ‘WIIFM factor’, is one of the keys. If you show your colleagues that you know what their pain is and how Employee Ambassadors will help them solve it, they start to listen. Then, you can tell them what’s in it for the company and how this synergically supports their personal brand.

Ninety-eight per cent of employees use at least one social media site for personal use, of which 50 per cent are already posting about their company. Why not help them to build their professional and company brand along the way? The better the company’s employer brand, the better people it will attract and the better they look working for you.

Ambassadors will also get training, support and an accountability group to build their thought leadership position in record time. This normally takes a long time, and sometimes they may never even start.

People need to understand how being an Ambassador directly reinforces their professional positioning. They will have access to information and people from other departments on a project strongly supported by management. This makes them more

valuable and brings them opportunities from within the company. They become known outside your company and receive requests to talk to media, podcasters or at conferences. They are known as the most influential people in their niche. They attract fantastic talent to their teams and departments and find solutions no one ever thought of because of their high-quality professional networking.

Ask your colleagues: ‘We’re about to enhance our brand in a new and exciting way. Will you join us?’

How to Select Ambassadors

Talk to those who have decided to join the project and ask for information on how active they are on social media and if they understand the commitment to post.

Sometimes, we’re asked if it’s okay for an Ambassador to switch to the role of a Cheerleader. No, it’s not. Ambassadors commit to 12 months of content creation. Losing one of them will demotivate the whole team. Be transparent about your expectations and their KPIs right from the start.

“Social media content shared by employees has eight times more engagement than content shared through the company’s own social channels and is shared twenty-five times more frequently.”

Ambassadors must be willing to connect with strangers. Gaining traction for their content will be much harder with only a couple of hundred connections. Usually, we aim for 1,500 or more. If you’re curious about the potential for gaining new followers on LinkedIn, allow us to share two client success stories.

Monika Petlušová, Manager of European Union Initiative EPALE in Slovakia, wanted to share the impressive projects EPALE creates. Over an 18-month period, she expanded her network from 127 connections to an impressive 6,700 strategically chosen and relevant contacts. Today, she enjoys connections with influential individuals across the European Union, opening doors to valuable opportunities like speaking at renowned conferences abroad. Through her strategic LinkedIn activities, she has successfully elevated the visibility of EPALE and established herself as a respected thought leader.

Andrej Viceník is the Chief Corporate Officer and member of the Board of Directors at VÚB Banka (Intesa Sanpaolo Group).

Initially armed with just over 1,000 followers and a sporadic presence, Andrej embarked on a two-year journey fuelled by strategic activities, unwavering dedication, and the power of his own voice. Andrej’s professional network flourished, expanding organically to 30,000 followers, all keen to interact with the thoughts, ideas, and experiences he shares with an authentic touch of humour. His remarkable growth on LinkedIn showcases the exciting possibilities that can be achieved with a well-defined strategy and a commitment to fostering meaningful connections and creating authentic content.

“By

granting your Ambassadors

the autonomy to share their unique perspectives and experiences, you empower them to become authentic advocates for your brand.”

“Being a company Ambassador is an honour. Sell it this way. It’s not a chore; it’s not something else ‘to be done’.”

Do not choose Ambassadors for your leadership team if they are not ready to post regularly. They can be Project Guardians or Cheerleaders instead. Nothing depletes the team like losing team members along the way.

Who makes a perfect Ambassador? When creating the Ambassador Team, members should meet the criteria below.

Your Perfect Ambassador

● Is passionate about the company

● Posts at least once a week

● Invests 1 or 2 hours per week on LinkedIn

● Consistently increases followers

● Regularly meets with the team

Content Guidelines for Ambassadors

Consider the consequences when a frustrated employee vents on LinkedIn or a team member unintentionally shares sensitive information in a conference photo. Now, imagine a different scenario – those same employees, empowered with the right knowledge and guidance, sharing positive experiences and valuable insights that enhance your company’s reputation and appeal to clients and top talent.

In the midst of potential harm, whether intentional or not, having a well-structured Ambassador Project goes beyond being a smart strategy. It becomes a crucial part of your company’s brand management, safeguarding its image and ensuring a responsible online presence.

If you want active and engaged Employee Ambassadors, it’s time to provide structured content guidelines and let go of excessive control. Censoring their content will only lead to disengagement, and you can expect them to

stop posting within three months. Trust your Ambassadors. Choose individuals who are not only enthusiastic but also align with your brand values and have a genuine passion for representing your organisation.

By granting your Ambassadors the autonomy to share their unique perspectives and experiences, you empower them to become authentic advocates for your brand. This level of trust encourages their active participation and nurtures a sense of ownership and pride in their role as company Ambassadors.

Successful Ambassador Projects are built on trust, mutual respect and the freedom to express oneself. By embracing these principles, you’ll create an environment where your Ambassadors thrive, making a meaningful impact on your company’s LinkedIn presence.

Some of the specific cases you want to address in your social media guidelines are:

● The unwitting exposure. Picture an enthusiastic employee at an internal conference, capturing a group photo for a LinkedIn post. Unknowingly, sensitive client information on a background whiteboard slips into the shot.

● The detonated departure. Viral quitting is not a new trend. Employees use live or prepared social media posts as unique resignation letters. Some of these posts go viral. One example is ‘An Interpretive Dance For My Boss Set To Kanye West’s Gone’ by Marina Shifrin, which has 19 million views to date. Even senior executives rant in LinkedIn posts, making their exits viral. Your social media guidelines can direct employees to express their concerns internally, thus avoiding a public spectacle.

● The cultural misfire. Show your colleagues how to de-escalate a social media storm if an employee posts a seemingly harmless joke on LinkedIn, unaware of its offensive undertones to particular communities. Your social media guidelines should prevent this from happening, but if it does, they need to know they must contact your PR department (in large companies) or director (in small companies) immediately.

● The privacy intrusion. Think of an employee sharing a casual team gathering photo on LinkedIn, unintentionally infringing on a colleague’s privacy. This accidental overstep can spark questions about your company’s respect for personal boundaries. A structured Ambassador Project can foster a deeper understanding of privacy

considerations, reinforcing trust among your team, clients and customers.

● The values disconnect. Amidst a heated LinkedIn debate, an employee’s communication aggressively contradicts your company’s values of open dialogue and collaboration. Let your Employee Ambassadors know they are the torchbearers of your company values. Show them how to provide constructive feedback and engage in thoughtful conversation instead of resorting to aggression or offensive language.

● Dealing with ‘haters’. If you want to make natural waves and build thought leaders in your niche, your Ambassadors must use their creative expression to show what it means to work for you. Give them guidelines and support them if something goes wrong. Naturally, they may be criticised when they express opinions. They will have haters (and if they don’t, they are playing it too safe). Give them the confidence and tools they’ll need to handle these people graciously.

Your guidelines will depend on your industry, but start with:

● Using and posting pictures (confidential info reveal, GDPR, intellectual property)

● How to work with approved logos, taglines, hashtags, curated content and company descriptions

● Talking about competitors and clients and supporting their content

● Dealing with negative or harmful comments

● How to handle spammers and date invitations

We’ve covered the foundational topics for your Ambassadors’ guidelines; now you need to customise the guidelines to fit your company’s specific needs and culture. By providing comprehensive but clear guidelines, you empower your Ambassadors to handle most situations independently. This approach ensures that their actions align with your company’s values and desired image. When employees feel empowered and supported, they are more likely to make informed decisions that positively represent your brand.

How to Manage Those not Selected

You can have many more volunteers than you have available Ambassador roles. This is a good sign. Tell your colleagues why they’ve not been chosen for the Ambassador Project. Maybe they don’t have enough followers, or they’ve been lurking around social media for years but never posting their opinions.

Perhaps they are unable to commit to 12 months of being an Ambassador.

T his is okay. Those not selected should still have a chance to attend LinkedIn training, become active and show interest. Talk to them again if you see them posting for a month or two regularly. You may add a new Ambassador for the launch, or they may become the first Ambassador for the next round.

W hen you communicate this transparently and positively, you will have a dedicated Cheerleader and even a potential Ambassador for the future. Getting the chance to be an Ambassador rewards those who work for it.

About the authors

Sisters Ivana Brutenič and Kristína Cichý Ková č iková, the ‘LinkedIn Sisters Powerhouse’, are entrepreneurs and cofounders of SUNDAYFLIES. From a tiny country in the heart of Europe, they have worked with thousands of businesses worldwide, helping them to intentionally build their LinkedIn presence by recruiting employees as brand ‘ambassadors’ through a signature framework. Ivana and Kristína have backgrounds in headhunting and significant expertise in helping businesses build effective teams, optimise existing processes and maximise time and resources. They have been featured in Forbes and are

regular speakers at Microsoft events.

Their new book, The Magic of Employee Influence, is a deep exploration of how businesses can recruit their employees as ‘Ambassadors on LinkedIn’, those who not only wax lyrical about the brand’s merits but authentically show them in action.

THE KEY TO ATTRACTING AND RETAINING TALENT: EMPLOYEE BENEFITS

FRANK MENGERT

Talent is getting harder and harder to attract, leaving employers to come up with innovative solutions to not only attract the best candidates but keep them. Competitive salary is a part of attracting talent, but employee benefits are necessary for bolstering your employer brand. Employees aren't just looking for health insurance and a 401(k), however. They want benefits that are competitive in the industry and tailored to their specific needs. Here are some of the most in-demand employee benefits top talent seeks.

Flexible Schedules

In our 24/7 society, employees want flexible schedules that give them time to address their personal responsibilities, such as attending appointments, taking their children to or from school, helping out a sick family member, and more.

Giving employees this flexibility – when possible – is a great way to attract the best candidates. Flexibility is especially important for younger generations that may be balancing their education or other conflicting responsibilities.

Your version of a flexible schedule may vary according to your industry. You may wish to give employees the ability to choose their hours or days off, or it may be more beneficial to have a hybrid schedule of remote and in-office work. The intent behind the flexibility is that you're helping your employees adjust their work schedules.

Unlimited Paid Time Off

Paid time off (PTO) is standard in many workplaces, but it's usually only 10 to 14 days per year. Unlimited PTO, however, is becoming more popular despite being a concerning option for many employers.

Surprisingly, research into unlimited PTO reveals that employees actually take less time off. Studies consistently show that employees use more PTO days when they have a set number, which may be due to a fear that they'll lose any unused time they're entitled to.

When employees have unlimited PTO, there's no pressure to take the time off unless they want to. As a result, they take less time on average.

Unlimited PTO doesn't work for everyone, however. Many companies unofficially limit 'unlimited' PTO to around three weeks – six weeks at most – even if employees don't come close to that amount of time. If you prefer, you can increase the number of PTO days to six weeks, then calculate the time employees have taken off to see if unlimited PTO will work for you.

Health Insurance

Health insurance is an expected benefit, so most candidates won't consider applying for a position if it's not on the offer. So, how can you set your health insurance benefits apart?

Unique coverage options during open enrolment give you a competitive edge in helping employees with their specific needs, such as telemedicine or fertility treatments. Educating them on which options are available also helps with satisfaction and retention, as employees realise you value their health and wellbeing.

Childcare Assistance

Childcare is becoming a more significant concern for many in the workforce. Following the COVID-19 pandemic, some people couldn't return to work because of rising childcare problems. Because of this, some employers are including childcare as a newer benefit.

T his has benefits for both the employer and the employee. Your workforce can show up to work without worrying about who will care for their children while recognising they have a dedicated employer who understands the sacrifices of being a working parent. This is especially true with parents of young children.

There's no one-size-fits-all way to offer childcare. You can provide on-site daycare, a flexible spending account, reimbursement for off-site childcare, or whatever works for you.

Personal Health and Wellness Benefits

The pandemic brought many changes, including a sharpened focus on self-care. People are putting more effort into their mental and physical health and wellbeing, whether through gym memberships, mental health days, self-care apps, or hobbies.

Offering these benefits to your employees shows that you care about them beyond standard health insurance coverage. Small

"If you're concerned that offering professional development through on-the-job training, mentorship, or tuition reimbursement will only cause your employees to seek out other opportunities, that's typically not the case. Most employees are more invested in companies that invest in them."

"Small perks like a subscription to a self-care app or a discounted gym membership are great, cost-effective options."

BIOGRAPHY

Frank Mengert continues to find success by spotting opportunities where others see nothing. As the founder and CEO of ebm, a leading provider of employee benefits solutions, Frank has built the business by bridging the gap between insurance and technology-driven solutions for brokers, consultants, carriers, and employers nationwide.

perks like a subscription to a self-care app or a discounted gym membership are great, costeffective options.

Employee Stock Options

Employee stock options help employees secure their financial future by buying company stock at a discounted price. As a plus, having stock in the company makes employees more invested in its success. When you offer stock options, it shows that you believe in your company and the direction it's going in.

If you want to offer stock options, you must figure out what you want to provide, what discount you'll have, and which employees will have access to these benefits. Make sure you have a policy in place for future hires as well.

Professional Development Opportunities

Employees are less likely to be satisfied in their current position – regardless of salary – if they don't feel challenged. They want opportunities to grow and develop in their careers.

Professional development opportunities help employees learn and develop new skill sets that will help them in their career path and improve their ability to perform in their current roles.

If you're concerned that offering professional development through onthe-job training, mentorship, or tuition reimbursement will only cause your employees to seek out other opportunities, that's typically not the case. Most employees are more invested in companies that invest in them.

Employee Discounts

If you have the type of company that can offer employee discounts, this can be a huge perk for employees. For example, restaurants and retail stores often offer generous discounts on their products that serve as an employee perk and brand promotion.

Employee discounts should have guidelines, however. Be sure to set a limit, such as 10% or 20%. You may also want to limit the discount to specific products, such as regular-priced merchandise.

Make Your Benefits Package a Competitive Advantage

Benefits can go a long way in attracting and retaining top talent in an increasingly competitive market. If you want a standout benefits package, look beyond health insurance and consider how to provide benefits with real value to your employees.

Like a Diamond, an MBA is Forever

Ensure it’s AMBA-accredited.

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.

Crafted with

world-class expertise

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 test of time

AMBA-accredited schools have educated MBAs to AMBA standards for a minimum of 3 years and usually over 10 years.

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.

Access the highest quality 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. www.mbaworld.com

LET’S GET SPECIFIC ABOUT KINDNESS IN BUSINESS

NADAV KLEIN

Being kind in business has its limits – here’s why you shouldn’t go overboard.

Being kind to others is great when it comes to personal relationships. But is it great in business?

Regular readers of business publications would have noticed an uptick in discussions around the value of kindness in the workplace and how it can be practiced effectively. Kindness has also been increasingly emphasised across various industries such as oil and gas, fashion and beauty, consulting, security, marketing, agriculture and banking, to name a few. It seems that kindness has been elevated as a key management practice and business strategy.

“In contrast, when we give of ourselves so much that we undermine our own goals and situation, our reputation does not increase commensurably. Herein lies the limiting principle for kindness – the “dosage” if you will.”

Indeed, being kind is better than being unkind. Everyone prefers to work with someone who is friendly, generous and considerate than with someone who is aloof, selfish and uncaring. This much is clear. But thinking more carefully about this point gives an unsettling sense that it is lacking substance. It’s like a doctor who suggests medication to cure a disease, or exercise to improve your health. The key questions are: “What is the dose?” and “How much and what kind of exercise?”

As with many trendy concepts in business, the idea of kindness feels true but also vague. It is true that kindness helps in terms of how we are perceived by others, in negotiations and in our treatment of internal stakeholders and customers. However, recommending that individuals be kind in a business setting lacks specificity. It is easy to come up with ways to be kind to others. But it is harder to pinpoint just how kind we should be.

Kindness has its limits

Consider the following situation. You are given a certain amount of money – let’s say $10 – and an opportunity to be kind. This opportunity is as follows: There is another person in the room with you, and you can choose to give some of the money to them. You can give nothing; you can give the entire $10; or you can give anything in between. You don’t know this person, they cannot retaliate, and you will likely never encounter them again. So, it is really up to you.

How will the other person judge you, based on the amount you decide to give?

Academic research has studied this question across various countries. The findings revealed that as the amount you give increases from nothing to an equal split, the other person regards you more positively. But, importantly, giving half is optimal. Giving

three quarters or even the entire sum doesn’t benefit your reputation any more than giving half the amount would.

T he result replicates across various monetary amounts. It was also observed across cultural contexts, including Western (United States, United Kingdom and Denmark) and Eastern (China, Russia and Turkey) ones. Although the situation described in this experiment is admittedly contrived, the findings replicate across other scenarios including donating to non-profits and sharing food with others.

W hat is so special about giving half of what you have? Additional experiments clarified that what matters is the adherence to norms of acceptable behaviour. In the case of unearned money, an even split is the acceptable norm. In terms of dealing with customers, the necessary amount of kindness consists of meeting their expectations. When it comes to responding to work requests from colleagues, meeting expectations is also the key.

People simply have such high appreciation for others who meet social expectations that there is little room for your reputation to go any higher when you exceed them. The key idea is understanding how to handle the trade-off between benefitting another person and benefitting yourself. This will enable us to understand how much kindness we should exhibit.

Striking a balance

It seems that what others really want is for us to be decent. So long as we treat people according to the basic standards of fairness and acceptable conduct – and be “a little bit nice” to them – we quickly gain their approval and goodwill. Indeed, other research has found that when people are treated decently, they respond just as kindly as they would after being treated with more extreme generosity.

I n contrast, when we give of ourselves so much that we undermine our own goals and situation, our reputation does not increase commensurably. Herein lies the limiting principle for kindness – the “dosage” if you will.

Be as kind as to meet the expectations of what a decent person would do in the given situation. If you fail to do so, your reputation will suffer. People will be less likely to want to work with you, and the goodwill that you have created will quickly deteriorate. Go above and beyond what a decent person would do, and you will not be rewarded, at least not in terms of your reputation and work relations.

One objection to these conclusions is that they imply that we should place limits on our generosity. Does saying that kindness should not be overdone mean that less kindness will exist in the world? In my view, this is where the qualifier “in business” comes into play.

We are not discussing close romantic relationships or friendships, nor are we talking about philanthropy. Although business relationships can be warm, they are largely transactional in nature. In the course of the day, most of us who work in business interact with many people – customers, colleagues, stakeholders. It is not sustainable to dial our kindness to the maximum in all, or even in most, of these interactions.

I n reality, we often must balance our own goals with those of our team and the other individuals we encounter. If we set the goal of giving of ourselves to no end, we are not being realistic. And we might develop resentment towards others who seem to just take from us without giving enough back.

O verall, the recommendation to be kind in business is a good one. Being kind is clearly better than being unkind. However, we must remember that when doing so, we should be attuned to the given norms, social rules and expectations in any given situation, especially those that repeat themselves over the course of our days. Focusing on meeting those norms and expectations leads to outsized reputational benefits, while also preserving our capacity to, at times, prioritise our own objectives over others’ goals.

M aintaining this balance and benefitting from its rich reputational rewards is the essence of the business case for kindness.

“It seems that what others really want is for us to be decent. So long as we treat people according to the basic standards of fairness and acceptable conduct – and be “a little bit nice” to them – we quickly gain their approval and goodwill.”

nAustralianInstituteof Business

nMarkBateman nIsabelleBajeuxBesnainou nAlexBolt nIvanaBrutenič nMargaritaNúñezCanal

n

DrexelUniversity-LeBow CollegeofBusiness

nJoseRamón Gutiérrez

nebm nÉcoledesPontsBusinessSchool nEUBusinessSchool nUniversityofExeter

nMarijanaKaranfiloska nNadavKlein nKristínaCichý Kováčiková

nNebrijaBusinessandTechnology School

nVibhasMadan nFrankMengert nCarnegieMellonUniversity-Tepper SchoolofBusiness

nUniversityofSouthAustralia

nTorrensUniversityAustralia

nStuartRobinson nAlonRozen

nSBSSwissBusiness School

nAmitKumar Pandey

nManfredF.R.Ketsde Vries

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