INTERVIEW WITH THE DEAN
The impact of AI and other generative algorithms such as ChatGPT on postgraduate management education has been well documented – what’s your take on it at Imperial? “AI is already reshaping how we teach and how students learn, as well as how institutions operate; we’re embracing that change even if, like many, we’re still finding our way. The real opportunity lies not just in adopting new tools, but in rethinking how we design learning experiences and integrate AI. If today’s students are digitally native, tomorrow’s must be AI-native. AI challenges us to adapt our teaching and assessment methods to reflect the changing complexities of the world. But, more importantly, we need to help students use the technology to leverage their human advantage. “We’re building AI into our programmes in ways that enhance, rather than replace, human judgment, creativity and collaboration. It’s about preparing students to lead in a world where AI is part of the toolkit, but where ethical reasoning, critical thinking and the ability to explain our decisions remain essential. “We’re also exploring
“Importantly, our work aligns with the university’s broader ambitions through the Sustainable Imperial strategy and our new School of Convergence Science for Sustainability. Imperial is committed to becoming a global leader in sustainability, with a roadmap to reach net-zero carbon emissions by 2040 and a focus on embedding sustainability into every aspect of university life – from research and education to campus operations and community engagement. As a business school, we play a key role in that mission, helping to translate scientific discovery into real-world value.” Your career has spanned positions in North America, continental Europe and now the UK; is management education truly global or have you encountered different issues in each region? “Management education is increasingly global in its aspirations, but it’s still shaped by local context. Each region brings its own challenges and opportunities: regulatory frameworks, cultural expectations, institutional structures. What works in one place doesn’t always translate directly to another.
how AI can support our own operations: streamlining processes, improving feedback and helping us better understand student needs. But ultimately, our approach is grounded in the belief that technology should serve education, not the other way around.”
“That said, the core mission of any business school is the same: to prepare leaders who can lead with purpose, navigate complexity, drive innovation and create value. My international experience has taught me the importance of adaptability and the value of diverse perspectives. At Imperial, we’re fortunate to have a truly global student
The college boasts a rich history of learning, with a unique blend of expertise in STEM subjects and business that sets its offer apart
The topic of sustainability has been embedded into MBA programmes around the world; how integral is it, do you think, to the concept of leadership? “Sustainability is no longer a peripheral concern; it’s central to the very idea of leadership in the 21st century. It’s embedded in our research, our teaching and our operations. We offer a dedicated MSc in Climate Change, Management & Finance that continues to evolve; in recent years, we’ve added new modules on shareholder activism and sustainable consumption among others. “Our MBA global experience weeks regularly include sustainability-focused projects, from working with entrepreneurs in Cape Town to studying climate transformation in the Nordics. Our research centres, including the Centre for Climate Finance & Investment, the Leonardo Centre on Business for Society, the Gandhi Centre for Inclusive Innovation, our Centre for Responsible Leadership and the Centre for Health Economics & Policy Innovation, are helping shape global thinking on climate finance, corporate sustainability and inclusive innovation.
body and faculty that enriches everything we do.”
With all the economic and geopolitical upheaval that the world is currently facing, do you believe there is still room for optimism when it comes to the future of the global business school sector? “Absolutely. In fact, I think this is a moment of great opportunity for business schools if we are willing and able to adapt. The world needs leaders who can navigate uncertainty and bridge disciplines. At Imperial, we’re very well positioned to do just that. Our place within a world-leading STEM university gives us the tools, colleagues and insights needed to tackle big problems – plus the platform to make a difference. That’s what brought me here. “I’m optimistic because I see students who come to us motivated by the changes you mention. I see how our faculty are engaged with those same considerations – in their research, in their teaching and in how they deliver both. Like I said initially, Imperial was founded with the mission to “be useful” and the world will always need useful people.”
Ambition • ISSUE 4 • 2025 15
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