ADAM SMITH 300
evaluate the information provided, identify biases, judge the credibility of sources and innovate.”
learning support and expertise and enhancing support for enterprise and student-led activities. “In addition, the business school is strengthening its relationships with alumni to better understand their current and future needs, developing micro-credentials to support further professional development, or to update alumni with cutting-edge knowledge and skills. We are considering stackable credentials that might lead to degrees and testing technologies to enhance presential and virtual learning experiences, such as hybrid delivery and augmented reality. For instance, if small groups of alumni virtually join MBA sessions, they may refresh their knowledge, identify opportunities for their organisations by engaging with the programme and enhance the alumni network.” And lastly, against a backdrop of challenging economic conditions and geopolitical upheaval, what is your take on the outlook for international business schools over the next three to five years? “The higher education industry, especially for those institutions with a good reputation and quality, is usually counter cycle. That means during an economic recession, when geopolitical conditions are unstable, even when social upheaval is present, demand grows. People look at obtaining a higher degree from a prestigious university as an opportunity in anticipation of the moment when conditions return to normal, when the demand for qualified people may increase. Consequently, I expect that despite challenging circumstances, top ranked business schools will continue to attract strong applicants. “Some applicants may use their studies to migrate from a developing to a developed country, or to a country that offers better professional opportunities. With that said, I also think that competition is global; some demand may move from English-speaking countries to those challenging Western dominance – China, India, Singapore, Hong Kong and South Korea all currently have MBA programmes taught in English and are ranked among the top 100 by the Financial Times . “The network that MBA students develop and become part of is perhaps the second most valuable issue that applicants consider; consequently, people will start demanding programmes that will open up for them those business networks operating throughout Asia.”
Something we hear a lot of is the need to create “student-centric” courses – what is your school doing in this regard? “The Covid pandemic became an opportunity for innovation. Within the Adam Smith Business School, it triggered a systematic process to embrace the development of student-centric courses. In fact, the University of Glasgow Teaching and Learning Strategy 2021-25 includes “student- centred active learning” as one of its core pillars. “Being the fourth-oldest university in the English-speaking world presents some challenges. The old buildings mostly were geared towards a traditional lecturing approach. However, during the pandemic, when everyone was forced to move online, discussions among colleagues about what to deliver and how to engage students opened new alternatives and learning activities. We have moved from traditional approaches such as structured case discussions where participants’ experiences are leveraged, to very creative pieces like ‘comic book’-style online materials. “Colleagues are encouraged to try new approaches using the access the school has to cases and teaching materials produced and hosted by Harvard Business School Publishing. We are also enhancing the use of experiential learning, such as simulations. In addition, formative assessment processes, both group and individual assessment, include feedback from peers, bringing students centre stage rather than as observers of the key elements of any learning process.” Turning to the importance of lifelong learning: what is the University of Glasgow’s strategy for enabling this? “The University of Glasgow has been strengthening its approach to teaching and learning. It aims to be recognised not just as a research-intensive institution, but also as a place where students “fulfil their academic potential and contribute in the fullest way possible to culture, society and the economy throughout their lives”. “That statement shows its commitment towards lifelong learning. In particular, the university is enabling an appropriate environment by investing in smart campuses, technology and analytics, improving learning environments and infrastructure, increasing staff support and development, consolidating online and blended
Dr Javier Yanez-Arenas is MBA director and senior lecturer at Adam Smith BIOGRAPHY
Business School. A consultant in strategy and supply chain management, he trained in case discussion at Harvard Business School. Yanez-Arenas was both a faculty member and dean at UniAndes School of Management in Colombia, where he was also EMBA and MBA director and launched an executive MBA programme. His research focuses on service innovation, supply networks and strategic procurement
Ambition | JUNE 2023 | 21
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