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
14 Ambition • ISSUE 3 • 2026
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