AMBA's Ambition magazine: Issue 3 2026, Volume 87

Ambition is AMBA’s thought leadership magazine, offering regular insights into the challenges and trends that matter most in global management education

Ambiti n The magazine of the Association of MBAs (AMBA)  BE IN BRILLIANT COMPANY

Issue 3 2026 VOLUME 87

USTC’s Professor Qiang Ye on forging ‘five-pillar’ talent Bridging science and business

BEYOND THE MONOLOGUE Examining the evolution of the traditional lecture

MBA EQUALS UNTAPPED INSIGHT Turning exec experience into research data

PORTO PUTS SUSTAINABILITY FIRST Holding the line in an era of profound disruption

Transforming Learning

Delivering AI-enhanced solutions in one integrated learning experience.

Explore the Echosystem TM

ISSUE 3 • 2026 • VOLUME 87

NEWS & INS IGHT

REGULARS

07 | EDI TOR’ S LET TER

22 08

How the business school sector is bridging the gap between academic thought and commercial impact 34 | IN FOCUS Research strengths and programme pedagogy at the JE Cairnes School of Business and Economics, University of Galway, Ireland 38 | VIEW FROM THE TOP CEO Andrew Main Wilson highlights some of the ideas with impact that were presented at this year’s AMBA & BGA Global Deans & Directors Conference

GUEST COLUMN

08 | BUSINESS BRIEFING A selection of the latest news and research from AMBA-accredited business schools based in Chile, Australia, Norway, the UK, Nigeria and Ireland. Topics covered include the impact of food labelling legislation on childhood obesity, how inclusivity enhances consumer attitudes towards advertising and a platform collating faculty research, practitioner perspectives and alumni insights in Nigeria to strengthen business across Africa

36 | SIGNALLING SUCCESS Purdue University lecturer Scott Hutcheson explains how leaders can move beyond outdated notions of charisma or authority by becoming behavioural biohackers and masters of the signals that sustain human systems

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AMBA & BGA LATIN AMERICA CONFERENCE 2026

Join business school leaders from across the region and beyond at this flagship event and update your knowledge on the trends that matter most in management education. Through keynote sessions and strategic discussions, delegates will examine the evolving MBA landscape, responsible management, digital transformation and inclusion in business education, while forming valuable connections, exchanging insights and sharing best practices.

WWW.AMBA-BGA.COM/EVENTS/LATAM-2026

13-16 SEPTEMBER 2026 | LIMA, PERU

ISSUE 3 • 2026 • VOLUME 87

FEATURES

12 | COVER STORY IN CONVERSATION WITH... PROFESSOR QIANG YE The executive dean at the Faculty of Business for Science and Technology, University of Science and Technology of China elaborates on management education’s evolving role in the AI era

24 | LABORATORIES OF LEADERSHIP

A look at how treating MBA programmes as research platforms could transform them into potent hubs of insight and innovation

28 | KEEPING THE FAITH Why business schools must ensure sustainability remains central to leadership education in our continuing global climate of uncertainty

18 | A NEW LEASE OF LIFE Commentary on how the traditional lecture format can be remodelled to become a fulcrum for dialogue and deeper thinking in our digital era

30 | OUT OF THE SHADOWS Access to AI training is essential on a company’s long path from initial adoption of the technology

22 THE MODERN MANDATE Emlyon dean Isabelle Huault outlines the importance of entrepreneurial skills to professionals in any industry or function, as a means of adapting, innovating and making an impact in a changing world

to successful project implementation, says Nottingham Business School’s Xiao Ma

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AMBA & BGA PROGRAMME EXCELLENCE CONFERENCE Reimagining excellence in management education The AMBA & BGA Programme Excellence Conference returns to support business school professionals in designing future-ready programmes and delivering high-impact experiences. Across one and a half days, delegates will explore curriculum innovation, faculty engagement and evolving student expectations shaping the next generation of management education. Through keynotes and workshops, the conference brings together leaders who are driving programme excellence worldwide. Those in attendance will share insights, practical strategies and lessons learned that can be applied immediately within their institutions. Join us on this journey.

19-20 OCTOBER 2026

LISBON, PORTUGAL www.amba-bga.com/events/ programme-excellence- conference-2026

EDITOR’S LETTER 

OUT OF THE OFFICE, INTO THE ACTION

EDITORIAL Head of editorial Colette Doyle c.doyle@amba-bga.com Content editor Tim Banerjee Dhoul t.dhoul@amba-bga.com Insight, content & PR manager Ellen Buchan e.buchan@amba-bga.com

Dynamic academics and media motivators are turning bold concepts into real-world solutions

normally engage with the world of management education from behind my laptop, but the past month has afforded me the opportunity to participate in two different but equally exhilarating events. Innovation is frequently invoked as a corporate buzzword, but in reality it is the vital machinery that translates complex global challenges into enduring, real-world solutions. Within the business school sector, this inventive spirit represents far more than a theoretical exercise. It functions as a critical engine, uniting exceptional talent to bridge the often-widening gap between academic thought and commercial impact. I recently had the privilege of seeing this ecosystem in action at the Innova Europe Summit 2026, hosted by Helsinki’s Aalto University – a leafy, serene campus globally celebrated for cultivating an entrepreneurial mindset. The summit’s speakers offered profound insights into this way of thinking. Former Nokia CEO Risto Siilasmaa captured the room’s energy perfectly, noting that entrepreneurship should not be viewed merely as a profession, but rather as a distinct way of perceiving the world. This philosophy is clearly yielding tangible economic results in the region. During a compelling panel discussion, Jonne Kuittinen of the Finnish Venture Capital Association shared a striking statistic: Finnish startups secured nearly €2 billion in funding last year. This impressive 56 per cent surge completely defied the broader investment cooling trend currently felt across the rest of Europe. The spirit of competition was palpable right to the end, culminating in a superb win by London Business School students Lavanya Saberwal and Viknesh Vijeyanandaraja. Next, it was off to Brussels to speak at the Media Connect conference organised by PR agency BlueSky Education. I discussed how copy-editing works, gave tips on how communication professionals at business schools can pitch stories and outlined three key points: all material submitted must be original, it must be educational rather than promotional and it must have an interesting angle, or ‘hook’ as we call it in the trade. Ultimately, whether witnessing the birth of groundbreaking startups in Helsinki or sharing editorial insights in Brussels, both experiences powerfully underscored the impact of turning bold ideas into compelling, real-world narratives.

Art editor Sam Price Sub-editor Heather Ford

CORPORATE Director of business school engagement Debbie Kemp d.kemp@amba-bga.com

Head of business development – BGA Richard Turner r.turner@amba-bga.com

Commercial relations director Max Braithwaite m.braithwaite@amba-bga.com

Head of marketing & communications Leonora Clement

Senior marketing executive Edward Holmes

Head of IT & data management Jack Villanueva

Colette Doyle , Editor, Ambition THIS ISSUE’S CONTRIBUTORS

Head of events Carolyn Armsby

HR & employer relations manager Aarti Bhasin Finance & commercial director Catherine Walker

Chief executive officer Andrew Main Wilson

PASI AALTOLA

SOHEIL DAVARI

OKSANA GERWE

ISABELLE HUAULT

Executive assistant to the CEO Amy De La Cour <a.delacour@amba-bga.com ACCREDITATION ENQUIRIES accreditation@amba-bga.com

SCOTT HUTCHESON

XIAO MA

PATRÍCIA TEIXEIRA LOPES

QIANG YE

Copyright 2026 by Association of MBAs and Business Graduates Association ISSN 2631-6382 All rights reserved. Material may not be reproduced without the permission of the publisher. While we take care to ensure that editorial is independent, accurate, objective and relevant for our readers, AMBA accepts no responsibility for reader dissatisfaction rising from the content of this publication. The opinions expressed and advice given are the views of individual commentators and do not necessarily represent the views of AMBA. Whenever an article in this publication is placed with the financial support of an advertiser, partner or sponsor, it will be marked as such. AMBA makes every opportunity to credit photographers but we cannot guarantee every published use of an image will have the contributor’s name. If you believe we have omitted a credit for your image, please email the editor.

Ambiti n

Ambition • ISSUE 3 • 2026 7

• ALL THE LATEST UPDATES FROM ACROSS AMBA’S GLOBAL NETWORK •

Business BRIEFING

Among the latest updates from AMBA-accredited schools is a groundbreaking policy tackling childhood obesity, why marketing managers need to rethink their approach to inclusivity in advertising and a new platform bringing together African commercial expertise to help shape global business strategy. Tim Banerjee Dhoul and Ellen Buchan report

STUDY DEMONSTRATES IMPACT OF LEGISLATION ON PROPENSITY TOWARDS CHILDHOOD OBESITY

SCHOOL : Universidad Adolfo Ibáñez (UAI) Business School, Chile

Children in Chile have a lower probability of being overweight or obese since the introduction of a landmark rule, according to a study led by researchers at UAI Business School. The Chilean Food Labelling and Advertising Law introduced a swathe of restrictions, including front-of-package warning labels on products high in calories, sugar, sodium or saturated fat, as well as bans on sales in schools and advertising deemed to target children under the age of 14. In 2018, a New York Times article heralded it as “the world’s most ambitious attempt to remake a country’s food culture”. The study identified that children who started school after the law came into effect in 2016 were less likely to be overweight than children who started school before the legislation came into force. The results were most pronounced among children who had 18 months of exposure to the legislation, with a 2.85 per cent lower probability of excess weight recorded among girls and a 2.4 per cent lower probability among boys.

“While individual measures, such as taxes on sugary drinks, have been associated with improvements in health outcomes, this is the first study to plausibly demonstrate that a policy package can reduce the risk of childhood overweight and obesity at a national level,” declared Guillermo Paraje, study co-author and a full professor of economics at UAI. Nieves Valdés, UAI associate professor and study co-author explained that even small reductions in the risks of becoming overweight or obese “can generate significant long-term benefits”. Valdés elaborated that further measures introduced in 2018 and 2019 to tighten nutritional limits are likely to have “amplified” the law’s effects. Published in The Lancet , the findings make compelling reading for policymakers worldwide, as Paraje summarised succinctly. “They support mandatory front-of-pack nutrition labels, restrictions on unhealthy foods in schools and marketing bans as effective and practical strategies.” EB

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NEWS DIGEST 

HOW SUSTAINABLE WINE BOTTLES & LABELS INFLUENCE TASTE PERCEPTIONS

SCHOOL : NHH Norwegian School of Economics, Norway

Packaging and information in relation to sustainability were found to impact the perceived taste and quality of wine in new research from NHH Norwegian School of Economics. In the study, wine enthusiasts were invited to tastings where they sampled conventional wines alongside three different types of sustainable wine. These encompassed wine with ethical production methods, climate-friendly packaging (ie a lighter glass bottle) or ‘biodynamic’ labelling (representative of an ecological farming approach). Half of the participants were told which wines were sustainable and in which way, while the remaining enthusiasts undertook blind tastings. The results showed notable differences between the blind and informed participants’ ratings that run contrary to the belief that packaging does not affect the perceived taste of the wine. The good news, from the green perspective, is that the same wine was rated substantially higher when participants were informed about its ‘biodynamic’ labelling. Conversely, participants who knew of a wine’s climate-friendly packaging rated its contents significantly lower than those who tasted it blind. Knowledge of a wine’s ethical production methods, meanwhile, had no significant impact on perceived taste. “This experiment shows that information about sustainability still shapes how we perceive wine,” surmised NHH researcher and PhD candidate Rieke Kohn. In reference to the low ratings given to wine in lighter, climate-friendly bottles, Kohn pointed to the enduring impact of tradition and the association of a bottle’s weight with quality, before adding that “such connection simply isn’t real”. EB

DEMYSTIFYING THE LINK BETWEEN LEADER PERSONALITY & STARTUP CULTURE

SCHOOL : Macquarie Business School Macquarie University, Australia

The startup world tends to celebrate leaders who push hard and take bold risks at pace. However, new research from Macquarie Business School finds that while such personalities might help build entrepreneurial, fast-moving cultures, their overall effect on employee innovation can still be negative. “A startup culture can look entrepreneurial and energetic on the surface, but leadership behaviour determines whether that energy becomes innovation or strain,” says Ying Lu, study co-author and an associate professor at Macquarie Business School. The study focused on the presence of “dark triad” traits, encompassing leaders’ propensity towards Machiavellianism, narcissism and subclinical psychopathy. “High-pressure cultures can create momentum,” confirmed Macquarie Business School associate professor and research co‑author Yue Wang, “but whether that pressure becomes innovative energy depends heavily on how leaders manage it.” Indeed, the study found that the benefits of that pressure can be cancelled out when leaders create environments marked by stress, internal competition and mistrust. “Difficult leadership is often romanticised in startup culture, but pressure alone does not create innovation. Employees also need trust, psychological safety and the mental space to turn pressure into creative ideas,” surmised Lu. The study was co‑authored with researchers at the School of Economics and Management, East China Normal University and published in the Journal of Business Research . TBD

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A new study has found that adverts featuring people with a disability enhance customer attitudes towards the brands and products being promoted. A total of 15 per cent of people worldwide have disabilities, either hidden or visible, but advertisements often do not represent these groups. In the study, however, adverts featuring someone with a disability resulted in more positive attitudes towards the brands that produced them. The findings were consistent across experiments conducted in both public and private settings, indicating that people are not simply influenced by a desire to come across well in front of others. The findings run contrary to industry perceptions, as Bayes Business School professor and study co-author Zachary Estes explained. “Our survey of marketing managers revealed concerns that including people with disabilities in adverts may alienate ‘mainstream’ consumers and risk accusations of tokenism and exploitation. However, our experiments strongly indicate that any consumer backlash for including models with a disability is not only unfounded, but commercially naïve.” The research also found that the mandatory inclusion of advert models with disabilities yielded a positive impact on consumer attitudes towards the brand involved. Something that did erode the benefits of this form of inclusion, however, was when an advert portrayed someone as vulnerable because of their disability. Co-authored with Martina Cossu at the University of Amsterdam and Bocconi University’s Joachim Vosgerau, the study was published in the Journal of Marketing . EB BENEFITS OF INCLUSIVITY IN ADVERTISING IDENTIFIED IN STUDY SCHOOL : Bayes Business School City St George’s, University of London, UK

NEW PLATFORM TO CONVENE EXPERTISE ON AFRICA’S BUSINESS FUTURE

SCHOOL : Lagos Business School Pan-Atlantic University, Nigeria

Lagos Business School, Pan-Atlantic University, has launched a new platform for research‑backed insights and leadership perspectives on the forces shaping Africa’s business future. SignalAfrica, according to the school, is a response to the growing need for thoughtful, evidence‑driven conversations that address the institutional questions confronting African businesses. By collating faculty research, practitioner perspectives and alumni insights, the platform intends to convene engagement among business leaders, policymakers, scholars and practitioners. There will also be a focus on institutions, rather than individuals, in view of the increasing calls for organisations that are built to be resilient and adaptive. An additional emphasis will fall on aspects of inclusion and equity of access. Lagos Business School initiatives in areas such as sustainability, strategy and ethical leadership will provide research insights, alongside faculty thought leadership. Practitioner and alumni perspectives, meanwhile, will focus on lived experiences with organisational challenges. Available on Lagos Business School’s website and as a monthly newsletter, SignalAfrica is said to feed into the school’s wider mission to develop responsible leaders and strengthen business in Africa. Among the stories currently featured is an article on ecosystem thinking in the context of Africa’s digital economy. Its author, Lagos Business School professor Nkemdilim Iheanachor, argues that the continent’s response to rapid evolution is a sign of things to come elsewhere. “Africa isn’t just adopting global strategy; it’s redefining what strategy means. The future of strategy will be written across networks, not within firms acting alone.” TBD

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NEWS DIGEST 

GAP BETWEEN RHETORIC AND REALITY FOUND IN CORPORATE CAREER PROGRESSION

SCHOOL : Cork University Business School, Ireland

New research co-authored by Cork University Business School (CUBS) professor Ronan Carbery uncovers the gap between corporate rhetoric on talent development and actual hiring practices. In so doing, it asks whether the transferable leadership capabilities developed by business schools are truly valued by employers. The research focused on the hospitality industry, where a handful of behemoths operate multiple brands. Drawing on interviews with 45 hotel general managers across 16 different countries, it sought to analyse career mobility in a landscape where employees can conceivably move seamlessly between different hotel brands. In reality, however, the study found barriers to this form of movement – termed “inter‑brand mobility” – that are rooted in informal perceptions about who belongs where. Specifically, it discovered a “luxury glass ceiling” for career progression, whereby five-star hotel recruiters consistently seek candidates with existing five-star experience. The upshot is that unless graduates gain luxury experience early on in their careers, leadership positions in this segment of the industry can remain shut to them.

“Corporations claim to value leadership capabilities that transfer across contexts, yet when hiring decisions are made, decision-makers often retreat to requiring specific experience in the exact segment of the role,” stated Carbery, who is also EMBA director at CUBS. The researchers say their findings have applications for any industry because of the number of organisations that now manage portfolios of brands spanning different market segments. “Our findings suggest that talent management professionals need to actively monitor whether internal mobility is actually occurring across brand boundaries,” Carbery added. Graduate recruitment programmes offer a case in point, with the CUBS professor highlighting their potential to pigeonhole individuals and shape how they are perceived throughout their careers. Co-authored with University of Queensland Business School’s Stefan Jooss and individual contributor Miia Kuosa, the study was published in the International Journal of Contemporary Hospitality Management . TBD

SHARE YOUR NEWS AND RESEARCH UPDATES by emailing AMBA & BGA content editor Tim Banerjee Dhoul at t.dhoul@amba-bga.com

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Newly appointed AMBA board member Professor Qiang Ye shares his perspectives on management education in the AI era with Ambition editor Colette Doyle In conversation with… Professor Qiang Ye

Please tell us a little bit about your background and how you came to be in your current role “I have long been engaged in research on the digital economy and financial technology with an academic focus on ecommerce and Management Information Systems (MIS). My career in this field spans nearly two decades: from 2014 to 2022, I served as dean of the School of Economics and Management at Harbin Institute of Technology, where I gained profound insights into the transformation of management education amid technological disruption. “In January 2023, I joined the University of Science and Technology of China (USTC) and took on deanships at the Faculty of Business for Science and Technology, the School of Management and the International Institute of Finance. This transition was driven by USTC’s positioning as a world-class research university renowned for scientific and technological breakthroughs, as well as its commitment to building a pioneering Faculty of Business for Science and Technology. Such an initiative aligns perfectly with my long-term focus on bridging technology, management and industrial innovation.” How has management education evolved since you started working in the sector? “When I began my business school teaching career around 2003, MIS was still a niche area in management education and barely integrated with core MBA curricula. Since then, management education in China and globally has undergone a profound, structural transformation. This evolution can be summarised in four key dimensions. • Deepened integration with technology: As enterprises worldwide undergo digital transformation, management education has shifted from a pure focus on traditional business theories to a technology-centric model. MBA and EMBA programmes now prioritise cutting-edge content on digital upgrading, AI application and tech-driven innovation. • Enhanced internationalisation: Chinese management education has gradually integrated into the global academic system, with more universities pursuing international accreditations such as AACSB, AMBA and EQUIS. This not only promotes the standardisation of education quality, but also

facilitates frequent academic exchanges, Sino-foreign joint education and collaborative research. • Stronger industry engagement: We have moved beyond classroom teaching to become more practice-oriented. We now invite business leaders to promote industry-university collaboration, ensuring that teaching and research are closely aligned with real corporate scenarios and industrial trends. • Refined academic orientation: With the influence of global rankings such as UTD (University of Texas at Dallas) and QS, business schools have placed greater emphasis on high quality research output and international academic publications. This focus not only enhances the credibility of management education, but also drives the innovation of theories and practices that respond to global challenges.” Hefei has garnered international attention as a global hub for next-gen technology, quantum computing and new energy. How does being located in such a dynamic, tech-heavy ecosystem influence the curriculum and the practical opportunities you provide for MBA cohorts? “Hefei’s status provides an unparalleled ecosystem for our MBA programme, shaping both our curriculum design and practical learning opportunities in three distinctive ways. • Geographical and technological advantages: Leveraging our strengths in science, technology and innovation, we have integrated frontier technological business content into our curriculum. We invite experts from high-tech enterprises and research institutions to deliver courses on technology applications, industry trends and AI-driven business innovation. Additionally, we have launched programmes such as the Tech-Entrepreneurship EMBA and Tech Investor Executive Education to meet the needs of the local tech ecosystem. • Deep integration with frontier industries: MBA students have access to hands-on learning experiences in Hefei’s core tech sectors. We host the STIM2 Forum, where professors and industry leaders share insights into technological frontiers and business opportunities; organise field visits to leading enterprises; and support students in conducting entrepreneurial practice in different technology‑related fields.

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INTERVIEW WITH THE DEAN 

BIOGRAPHY

Dr Qiang Ye is a chair professor at the University of Science and Technology of China (USTC). He serves as executive dean of the Faculty of Business for Science and Technology and dean of the International Institute of Finance at USTC. Previously, he was dean of the School of Economics and Management at Harbin Institute of Technology (HIT) and dean of the HIT Shenzhen Institute of FinTech. Professor Ye holds numerous leading academic and professional positions, including vice-president of the China Information Economics Society and chairman of its FinTech Committee. He is also vice-president of the Chinese Association of Management Science and Engineering and president of the Big Data and Business Analytics Research Association. Modern Management. He is a member of the Blockchain Expert Panel for the National Key R&D Programme of the Ministry of Science and Technology, a member of the Sixth National MBA Education Steering Committee, and of the Discipline Appraisal Group of the Seventh Academic Degrees Committee of the State Council. His main research areas cover the digital economy and big data analytics, business applications of artificial intelligence and financial technology. In 2012, he received the National Science Fund for Distinguished Young Scholars. He was appointed as a Changjiang Scholar Distinguished Professor by the Ministry of Education in 2016 and was awarded the Wu Jiapei Award for Information Economics in China in 2017. Professor Ye In addition, he chairs the Artificial Intelligence and Big Data Analytics Committee of the Chinese Society of was listed among Elsevier’s Highly Cited Chinese Researchers 10 consecutive times from 2015 to 2025.

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USTC is renowned for its scientific and technological breakthroughs. How do you see the relationship between management and hard science evolving and what unique traits can scientific-minded leaders bring to the business world compared to traditional MBA candidates? “The relationship between management and hard science has evolved from mutual independence to deep integration, driven by the global trend of technology-led industrial development. Universities are moving towards a new stage as core nodes of social innovation, where scientific discovery, technological invention and market creation interact closely, with business education playing a central role in connecting these elements. “Hard science provides the foundation for technological innovation, while management turns that innovation into sustained economic and social value. Technological capability alone does not guarantee success; scaling innovation depends on how organisations are designed, how ecosystems are governed, how uncertainty is hedged and how responsibility is maintained. In this

• A unique ecosystem for industry co-creation: Our MBA cohort includes many entrepreneurs and managers of high-tech industries from China and overseas, fostering a collaborative community of scientists, entrepreneurs and managers. As a convergence platform for innovation resources, our Faculty of Business for Science and Technology plays a key role in promoting the commercialisation of scientific and technological achievements, allowing MBA students to participate in cross-disciplinary projects and build valuable connections with industry leaders.” In an era where AI is rapidly changing how decisions are made, what human-centric skills remain indispensable for the next generation of Chinese business leaders? “AI is not merely a new tool added to existing workflows; it is reshaping the internal architecture of organisations, compressing co-ordination layers, accelerating decision cycles and redefining the meaning of expertise within firms. While AI can automate repetitive tasks, analyse massive judgment: AI can provide data-driven insights, but it cannot make value judgments or assess the ethical implications of decisions. Leaders must possess the ability to critically evaluate AI-generated output, identify biases and make decisions that align with ethical standards, social responsibility and long-term organisational goals. • Cross-boundary integration and innovation capability: AI excels at specialised tasks, but it lacks the ability to integrate knowledge across disciplines, industries and cultures. Future business leaders must be able to connect technological innovation with business strategy, integrate resources from different sectors and drive disruptive innovation. At USTC, we emphasise this skill through our ‘five-pillar’ [ Wu Dong ] talent cultivation model, equipping students with the ability to speak both the language of technology and the language of business. • Emotional intelligence and team leadership: AI cannot replicate human empathy, communication, or the ability to inspire and motivate teams. As workflows are increasingly organised around human-AI collaboration, leaders must possess strong emotional intelligence to build trust, resolve conflicts, and foster a collaborative organisational culture.” datasets and even assist in decision-making, it cannot replace the human-centric skills that are essential for effective leadership in the AI era. For the next generation of Chinese business leaders, three core human-centric skills remain indispensable. • Critical thinking and ethical

sense, AI and advanced technology are increasing the demand for sophisticated management knowledge. “Scientific-minded leaders bring unique traits: they have strong analytical and problem-solving abilities; a deep understanding of technological boundaries and opportunities; and long- term vision and resilience. Our Faculty of Business for

USTC aims to nurture scientific-minded business leaders who combine strong analytical skills with long-term vision and resilience

Science and Technology is designed to nurture such leaders, integrating STEM disciplines with management education to bridge the gap between hard science and business practice.” You recently joined the AMBA board; what unique characteristics from the Chinese academic tradition do you hope to share with the wider international community? “I see this role as an opportunity to promote mutual learning between Chinese management education and the global community, while contributing to the continuous improvement of the quality of global management education. My contribution to the dialogue on quality will focus on three areas: first, I will promote AMBA’s accreditation standards and BGA philosophy in the broader Asian region, helping business schools align with global quality benchmarks and enhance their competitiveness. “Second, I will share China’s valuable experiences in management education, including the integration of technology and management, industry-university collaboration and the cultivation of interdisciplinary talents with the international

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INTERVIEW WITH THE DEAN 

• Adaptability and continuous learning ability: Leaders must be able to adapt quickly to new challenges and opportunities. They need to cultivate a growth mindset, embrace lifelong learning and continuously update their knowledge and skills. “At USTC’s Faculty of Business for Science and Technology, we are building our curriculum around these skills, integrating STEM disciplines with management education, deepening industry engagement and fostering a culture of innovation and continuous learning.” 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, I remain fully optimistic about the future of the global business school sector. The essence of human social development is the continuous expansion of collaboration boundaries – and business education plays a crucial role in fostering that. While

community, contributing to the optimisation of global accreditation systems. Third, I will advocate for a more inclusive global dialogue that respects diverse educational traditions and adapts to the changing needs of the AI era. “From the Chinese academic tradition, there are two unique characteristics that I hope to share. First up is the integration of “knowledge, ability and value” in talent cultivation. In our educational philosophy, it emphasises not only the acquisition of knowledge and the development of abilities, but also the shaping of values, including personal dreams and social responsibility. This ‘trinity’ model is particularly relevant in the AI era, as it ensures that leaders are not only technically proficient but also ethically responsible and socially conscious. “Then there is the emphasis on foundational skills and interdisciplinary integration. USTC attaches great importance to the cultivation of mathematical foundations and data analytical capabilities, along with cross-disciplinary thinking. This enables students to adapt to rapid technological changes and drive

innovation at the intersection of different fields. For example, our emphasis on integrating STEM with management education has proven effective in nurturing ‘five-pillar’ talents who can bridge the gap between science, technology and business.”

economic and geopolitical upheaval brings short-term challenges, it also creates long-term opportunities for business schools to rethink their mission and adapt to the changing needs of society. “Geopolitical conflicts are temporary, but extensive global co-operation remains the core driving force

What skills are necessary nowadays for MBA graduates to become efficient and productive leaders? “In today’s marketplace, MBA graduates need a comprehensive set of skills that combine technological literacy, business acumen and human-centric capabilities to become efficient and productive leaders. Based on USTC’s practice and global trends, I believe the following four key skills are indispensable. • Tech-business integration capability: In an era where technology is the core driver of business growth, leaders must understand both technological frontiers and business logic. They need to be able to identify how emerging technologies can create business value and translate technological opportunities into actionable strategies. • Data-driven decision-making ability: With the explosion of data, leaders must be proficient in analysing complex datasets, extracting insights and making evidence-based decisions. This requires not only analytical skills, but also the ability to interpret data in the context of business goals and ethical standards. • Cross-cultural communication and global vision: In a globally interconnected world, leaders must be able to communicate effectively with diverse teams, understand different cultural contexts and navigate geopolitical and economic uncertainties.

Hefei’s status as a global hub for next-gen technology creates an unparalleled ecosystem for the school’s MBA programme

of civilisational progress. Business schools have a unique responsibility to convey inclusive, sustainable and collaborative values to students, providing them with the ability to navigate complex global environments, build cross-border partnerships and drive win-win outcomes. “The AI revolution and technology-driven industrial transformation are creating unprecedented demand for interdisciplinary, tech-savvy business leaders. Business schools that can adapt to this trend, by integrating technology with management education, deepening industry engagement and nurturing human-centric skills, will thrive. Those institutions that succeed will not compete with STEM disciplines but converge with them, helping societies turn technological potential into durable organisational capability and long-term value creation. “Finally, global business schools have a long history of adapting to crises and driving innovation. From the industrial revolution to the digital age, business schools have continuously evolved their curricula and practices to meet the needs of the times. Today, as we face new challenges, this adaptability will enable the sector to emerge stronger, more inclusive and more relevant, playing a central role in shaping a more collaborative, innovative and sustainable global future.”

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unique course structure, or a particular research strength; these only become reasons to choose your institution when a student or academic brings them to life with first-hand accounts and unmasked emotion. Students as storytellers Prospective applicants trust people they can relate to far more than institutional copy. Peer‑led storytelling delivers measurable results. The smartest enrolment strategies don’t just target students; they engage them where they already are. Current student voices, whether in video, TikToks, YouTube shorts, social content, or live open day sessions, are your most persuasive assets. Alumni as proof Career outcomes told through a real graduate’s journey are infinitely more compelling than a graduate employment statistic in a report. One person’s story of where they started and where they are now anchors your value proposition in reality. Mapping stories to the student journey The right story at the right moment matters. An undergrad in early research mode needs inspiration and aspiration: “Could I see myself here?” A bottom-of-the-funnel applicant needs urgency and reassurance: “Is this the right call?” Your storytelling strategy should serve both, with different narrative registers. Beat AI content with human truth Let’s address the AI-shaped elephant in the room directly. Neuroscience has confirmed what great storytellers have always known: most decisions are emotional first, rational second. Yet most higher education marketing messaging ignores that reality entirely. While AI can generate volume, it cannot generate authenticity. It can produce a plausible programme description, but it cannot replicate the specific, unscripted detail that makes a real student’s story resonate; the unexpected friendships, the professor who changed everything, the thesis topic they stumbled into.

Storytelling – the secret weapon higher education marketers are ignoring

Over the past year, LinkedIn job postings that mention “storyteller” have doubled, spanning 50,000 marketing listings and 20,000 communications roles. US executives referenced storytelling 469 times on earnings calls in 2025, up from just 147 a decade earlier. The world’s most competitive companies have figured out something that cuts through the noise. The question for higher education marketers is: have you? In a sector flooded with generic course listings and AI-generated blog and web content, the institutions that will win aren’t the ones with the biggest media budgets. They’re the ones with the best stories – and the raw material is already sitting within your institution. Why every sector is desperate for storytellers right no w In late 2025, Google hired a customer storytelling manager, Microsoft’s security division recruited a senior director of narrative and storytelling, while Vanta advertised a head of storytelling role at up to $274,000. The reason is simple: AI has made content cheap and abundant, but not meaningful. What’s scarce now isn’t content or attention, it’s coherence with context. Brands have responded by becoming their own publishers, but volume without authenticity can be fatal for brand value. The algorithmic consequences are real. Google’s EEAT (experience, expertise, authoritativeness and trustworthiness) framework actively rewards authentic, expertly authored content. AI-thin pages get buried in search and ignored by LLMs. Meanwhile, third- party sources such as Reddit threads, LinkedIn posts, editorial placements and short-form video are exactly what answer engines trust most.

In higher education marketing, where every institution claims “transformative experiences” and “world-class research,” the stakes are even higher. The higher education problem: a market that sounds identical Higher Ed marketers all face the same problem. Prospective students have to deal with a wall of near-identical institutional messaging at exactly the moment they’re making one of the biggest decisions of their lives. In 2026, let’s add the fact that generic AI- generated content is accelerating the sameness problem; volume is up, but distinctiveness is down. Video and digital content can build trust and authenticity through storytelling and universities can scale these efforts efficiently without draining resources, but only if the story underneath is worth telling. Students today aren’t just buying a degree; they’re buying an identity, a community, a future self. Logic doesn’t sell that. Stories do. They need to see themselves in the story. They need proof that their aspirational dreams can become reality. Your USPs, be it location, culture, rankings, research strengths, career outcomes or community, only become compelling when they’re filtered through lived human experience. Otherwise, you can easily sound the same as your competitors – and how will you stand out then? How to use storytelling as your competitive differentiator Who will a prospective student trust more: the marketing department’s perfect, polished copy, or a graduate student working in a top-tier company with only good things to say about the ROI on their MBA? Your USPs need a human wrapper. A purpose-built campus, a

16 Ambition • ISSUE 3 • 2026