AMBA's Ambition magazine: Issue 3 2025, Volume 81

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 2025 VOLUME 81

Henley’s Elena Spasova on the outlook for global business education Bridging worlds

NAVIGATING THE FUTURE OF THOUGHT Critical thinking’s crucial role in uncertain times

THE MODERN MANAGEMENT TEST Confronting the challenges facing this generation’s leaders

LIFE BEYOND THE CAMPUS How to create a lasting alumni community

ASIA PACIFIC CONFERENCE BALI, INDONESIA 23-26 NOVEMBER 2025 AMBA & BGA

The AMBA & BGA Asia Pacific Conference will be held in Bali, Indonesia, between Sunday 23 and Wednesday 26 November 2025. This dynamic three-day event will feature world-class thought leadership, insightful discussions and two memorable dinners at some of Bali’s most iconic venues. Delegates will explore the key issues set to shape business schools across the Asia Pacific region over the coming years. Topics are expected to include innovation through digitalisation and AI, lifelong learning and alumni engagement, sustainable entrepreneurship and industry collaboration, as well as the integration of responsible management and sustainability into business education. GRAND HYATT BALI | 23-26 NOVEMBER 2025

FOR MORE INFORMATION OR TO BOOK YOUR PLACE, SCAN THE QR CODE

OR VISIT www.amba-bga.com/events/apac-2025

ISSUE 3 • 2025 • VOLUME 81

NEWS & INS IGHT

REGULARS

07 | EDI TOR’ S LET TER The power of networking at

business school and the enduring value of supporting strong, engaged alumni communities worldwide 34 | SPOTLIGHT ON SCHOOLS The spotlight turns its sights to the French capital, with a look at recently reaccredited HEC Paris 38 | VIEW FROM THE TOP CEO Andrew Main Wilson draws from recent initiatives at Harvard Business School to offer a potential benchmark on AI implementation

08 | BUSINESS BRIEFING AMBA schools in Singapore, Brazil, France, Spain, Canada and Denmark feature in the latest selection of news and research updates from across the global network 24 | COLLABORATING FOR CHANGE University of Edinburgh Business School dean Gavin Jack on creating the conditions for positive action on climate change, through an award-winning executive education partnership with NatWest 30 | THE LIFELONG LINK How leading business schools in South Africa, Spain and the UK seek to navigate the complexities of engaging alumni across diverse generations and locations

OPINION

36 | DIVERSITY, EQUITY & INCLUSION Why current approaches to workplace fairness fall short and the case for pursuing evidence-based solutions with the ability to create lasting change

Ambition • ISSUE 3 • 2025 3

22-23 SEPTEMBER 2025 | KRAKOW, POLAND ACCREDITATION CONFERENCE AMBA & BGA Mastering AMBA & BGA accreditation

The AMBA & BGA Accreditation Conference supports professionals navigating processes of AMBA and BGA accreditation or re-accreditation, as well as those pursuing dual AMBA & BGA accreditation. Keynotes and workshops cover each of the processes step by step, encompassing site visit insights, expert advice, best practices from top schools and strategies for maximising the value of your accreditation. Advance your accreditation with confidence

www.amba-bga.com/events/accreditation-conference-2025

ISSUE 3 • 2025 • VOLUME 81

FEATURES

22 | CRITICAL THINKING AT THE CROSSROADS How methods of teaching and learning stand to be affected by the growing influence of TikTok and generative artificial intelligence

12 | COVER STORY IN CONVERSATION WITH... ELENA SPASOVA The dean of Henley Business School shares her thoughts on the art of creating resilient leaders, the school’s 80th anniversary and the growth of Henley Africa

28 | LEADERSHIP IN QUESTION Pierre Casse of Iedc-Bled School of Management combines his expertise in sociology with those of a philosopher and an economist to reflect on the leadership challenges of today

18 | CLICK TO CONNECT Polimi’s Antonella Moretto outlines the importance of providing digital networking opportunities to support the personal and professional development of online students

Ambition • ISSUE 3 • 2025 5

PROGRAMME EXCELLENCE CONFERENCE THE

22-23 SEPTEMBER 2025 KRAKOW, POLAND

Mapping the ultimate learning journey The inaugural AMBA & BGA Programme Excellence Conference will guide business school staff in designing future-ready curricula, recruiting the best students and delivering lifelong learning experiences. Through keynotes, case studies and workshops, it will explore adaptable, high-impact programmes that meet evolving student expectations, integrate faculty development and shape the future of business education. Join us on this journey

www.amba-bga.com/events/ programme-excellence-conference-2025

EDITOR’S LETTER 

THE ENDURING POWER OF CONNECTION

EDITORIAL Head of editorial Colette Doyle c.doyle@amba-bga.com Content editor Tim Banerjee Dhoul t.dhoul@amba-bga.com

Strong alumni networks are vital for students and graduates contemplating complex career landscapes

Art editor Sam Price Sub-editor Heather Ford

n this issue, we delve into a topic that is fundamental to the lasting strength and influence of any leading business school: its alumni network. We all know the value of connections, but what does it really take to build a thriving, engaged community of graduates that provides genuine support and opportunity? Far from being a passive database, a truly effective alumni network is a dynamic, living entity. Nurturing these powerful communities means more than just organising occasional events; it’s about fostering genuine, lasting relationships that can span decades and continents. Our feature explores how some of the world’s top business schools are meeting the unique challenges of building these vital relationships. They’re not just connecting people; they’re strategically cultivating a powerful ecosystem where seasoned experience meets fresh ambition – and collective success thrives through shared knowledge and opportunities. From innovative mentorship programmes and the use of hi-tech metrics to global chapters and specialised interest groups, alumni relations teams are implementing diverse strategies to keep their student and graduate networks vibrant and relevant in an ever-changing world. Also looking at the power of networking in this issue is Antonella Moretto from Polimi School of Business in Milan. She examines how networking is a crucial element of any master’s degree programme. Its significance extends far beyond the acquisition of academic knowledge, opening up unparalleled avenues for profound personal and strategic professional growth. While the curriculum provides foundational theories and essential skills, it is through meaningful connections that students truly expand their horizons. These interactions help create a deeper understanding of diverse perspectives, developing vital soft skills such as communication and collaboration and building the confidence necessary to navigate complex career landscapes. Active networking also provides invaluable access to industry insights, potential job prospects, mentorship from experienced professionals and the chance to forge flourishing collaborations. This ultimately enriches the educational journey in ways that textbook learning alone cannot achieve and that’s why it will always be such a hugely pertinent part of the student experience.

Insight, content and PR manager Ellen Buchan e.buchan@amba-bga.com CORPORATE Membership director Victor Hedenberg v.hedenberg@amba-bga.com

Head of membership Debbie Kemp d.kemp@amba-bga.com

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

Head of marketing and communications Leonora Clement

Senior marketing executive Edward Holmes

Head of IT and data management Jack Villanueva

Colette Doyle , Editor, Ambition

Head of events Carolyn Armsby

THIS MONTH’S CONTRIBUTORS

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

Chief executive officer Andrew Main Wilson

IRIS BOHNET

PIERRE CASSE

SIRI CHILAZI

IVÁN FIGUEROA

GAVIN JACK

MOREA JOSIAS

Executive assistant to the CEO Amy Youngs a.youngs@amba-bga.com ACCREDITATION ENQUIRIES accreditation@amba-bga.com

SARA LINDGREN

ANTONELLA MORETTO

RAMSEY SARGENT

ELENA SPASOVA

KRISTINE DE VALCK

Copyright 2025 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 • 2025 7

BUSINESS BRIEFING

All the latest updates from across AMBA’s global network

Featured among the latest selection of updates from AMBA-accredited schools is research into stress that goes against the grain, the positive societal effects of women in power, tackling a talent recruitment shortfall in Africa, plus a new take on the gender pay gap. By Tim Banerjee Dhoul and Ellen Buchan

WHEN FEELING STRESSED MIGHT BE A HELP RATHER THAN A HINDRANCE

SCHOOL : Lee Kong Chian School of Business, Singapore Management University COUNTRY : Singapore

Stress doesn’t have to be an obstacle but could instead act as a catalyst for accelerated learning and adjustment in unfamiliar cultural settings, according to new research led by Shilpa Madan, an assistant professor of marketing at Lee Kong Chian School of Business, Singapore Management University (SMU). The analysis found that participants who had stronger stress responses were quicker to adapt to new cultural contexts and learn sociocultural norms. “Our research offers a fresh perspective on stress, highlighting its potential benefits in sociocultural learning,” Madan surmised. The research sought to replicate the challenges individuals face when adapting to new cultural norms. For example, participants were introduced to greeting customs from Kyrgyzstan; a culture presumed unfamiliar to them. Specifically, they were tasked with selecting appropriate greetings in various contexts. They then received feedback on the suitability of their choice, allowing them to adjust subsequent responses.

The SMU professor highlighted that people vary in the amount of stress they experience from different events, referred to as their “stress reactivity” and that this can be an advantage when tasked with cultural adaptation. “We found that participants who were high in stress reactivity experienced greater stress from the sociocultural learning task early on and this spurred greater learning. Once they knew the relevant sociocultural norms, the stress experienced declined, indicating that they put their stress reactivity to good use,” Madan detailed. While the study is quick to acknowledge the dangers of stress in relation to wellbeing, it says there are important takeaways for anyone operating in multicultural environments. “The dominant workplace narrative treats stress as the enemy – to be avoided, minimised, or seen as a sign of weakness. Our research shows that being stressed easily isn’t always a liability. In many cases, it signals deep engagement, faster learning and greater adaptability,” Madan reasoned. TBD

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NEWS & INSIGHT 

NEW PROJECT TO CREATE THE CAMPUS OF THE FUTURE

SCHOOL : HEC Paris COUNTRY : France

HEC Paris has announced a €230-million campus transformation project designed to inspire meaningful exchanges between students, faculties and professionals from around the world. The school’s picturesque Jouy‑en‑Josas campus, in the outer suburbs of Paris, will take on an all-new design that seeks to retain harmony between architecture and natural environment. All faculty will be housed in the same building, with spaces set to spur interaction between disciplines, from management, social sciences and the humanities to engineering and the arts. The hope is to create a laboratory for high-impact ideas to emerge. The plans also speak of a “Campus Heart” capable of hosting 5,000 students each year, encompassing a library, collaborative workspaces, innovation labs, amphitheatres and an 850-seat auditorium, as well as dining and leisure facilities. “This project is much more than a construction initiative – it’s a promise,” declared HEC Paris dean Éloïc Peyrache. “A promise to future generations: to offer a place where academic excellence, environmental responsibility, modernity and openness come together. A place to learn, elevate ambitions and make a meaningful impact on the world.” The renowned château on HEC Paris’ current campus is to be entirely rebuilt and redesigned for executive education, while its historic academic building will undergo a full renovation to bring its facilities up to the highest international standards and enable its integration into the new campus core. HEC Paris board chair Jean-Paul Agon remarked that the project’s aim is to “reinforce HEC Paris’ global leadership and enhance France’s ability to attract top students and professors from around the world”. Construction is scheduled to start towards the end of 2026, with an estimated completion date of 2031. The project is to be financed through loans and philanthropic support to the HEC Foundation. EB Recently reaccredited by AMBA, HEC Paris is the subject of this issue’s Spotlight on Schools (page 34).

When women occupy powerful positions in the political landscape, there is a drop in the suicide rate among married women, according to a study involving FGV EAESP associate professor Paulo Arvate that spanned several regions of Brazil. Latin America’s most populous nation has recorded some of the world’s largest numbers of suicide cases, with 12,733 suicide deaths in 2018 at a rate of approximately six suicides for every 100,000 people, according to Ministry of Health figures. Although this is lower than the global rate of 10.5 deaths per 100,000 people calculated by the World Health Organisation in 2019, a demographic analysis indicates that Brazil’s female suicide rate increased between 2000 and 2015. FGV EAESP’s Arvate, in partnership with researchers at other institutions, has now a found a correlation between the number of female suicides and the presence of female mayors in Brazil. In municipalities that elected female mayors, there were 1.33 fewer suicides per 100,000 inhabitants among married women, on average. No impact on single women or widows was observed. Published in Frontiers in Public Health , the study used regression discontinuity methodology and quasi-experimental electoral designs to ensure causal inference. The researchers suggest that female mayors are a particularly positive role model for married women. Not only does their public profile offer regular reminders of what women can achieve but their example can also strengthen self-esteem and reduce feelings of emotional vulnerability among other women. The findings, according to the researchers, offer fresh “insights into how empowered women can challenge social norms and improve public health outcomes.” There are also clear recommendations for policymakers to consider measures that positively affect women’s health alongside those of social justice and equality. EB FEMALE SUICIDE RATE DROPS SIGNIFICANTLY WHEN WOMEN ARE IN POWER SCHOOL : Escola de Administração de Empresas de São Paulo, Fundação Getulio Vargas (FGV EAESP) COUNTRY : Brazil

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UPF Barcelona School of Management (UPF-BSM) has redesigned its online executive MBA (EMBA) to keep pace with the latest market trends and demands. “It is no longer a case of preparing leaders for a predictable world, but rather equipping them for a continuously changing reality, in which innovation and complexity are the new normal,” stated UPF-BSM general director José Martínez-Sierra. As such, the new EMBA curriculum will encompass emerging technologies, people-centric leadership and the impact economy. Immediate applicability in the real world will be emphasised throughout, with the help of an active-learning methodology. There will also be two concentration tracks on offer, in medical technology or AI and big data. “Each course is designed around real business challenges, often devised by professionals in the sector, who constantly encourage students to put the concepts covered to the test in their own professional areas,” explained UPF’s EMBA director, Katharine D’Amico. This mindset infuses the programme’s approach to careers, with a real-life industry project set for the first term. Students then participate in workshops designed to broaden their career vision and gain insights into their strengths and motivations in the second term’s Find Your Purpose component, before focusing on personal branding in their third term. The online EMBA format revolves around flexibility, with live web seminars, discussion forums and weekly tutorials set to be complemented by residential sessions held in Barcelona. “Our programme fosters in-depth collaboration between the participants, strengthening their capacity to work together and learn from a diverse selection of top-class professionals,” continued D’Amico. The first cohort will commence classes in March 2026. TBD ONLINE EMBA REDESIGNED AROUND REAL-WORLD BUSINESS CHALLENGES SCHOOL : UPF Barcelona School of Management Universitat Pompeu Fabra (UPF) COUNTRY : Spain

Four key challenges for Africa were highlighted in a study conducted by École des dirigeants Afrique , a joint initiative between Executive Education HEC Montréal and BEM Executive Education. The first challenge relates to the availability of talent. Among the 112 African leaders canvassed by the study, 70 per cent said that competition for talent is fierce. However, while 85 per cent wanted to recruit locally, nearly half (48 per cent) admitted that they have had trouble doing so. The second challenge lies in skills development. Training topped the list of HR priorities identified by leaders, with 70 per cent of respondents selecting this as a primary concern, placing it comfortably ahead of employee engagement (cited by 50 per cent), adaption to new technology (36 per cent) and better work conditions (35 per cent). Another challenge highlighted is the disruptive power of artificial intelligence (AI). Among responding leaders in Africa, 60 per cent said they considered AI to be a major challenge for HR. The final challenge concerns budgets, with 79 per cent indicating that they lack sufficient funds to train their staff. “There’s a glaring mismatch between what African businesses want to achieve and the means at their disposal to make it happen,” surmised Michelle Vaillancourt, director of communications and programmes at Executive Education HEC Montréal. The study’s findings were presented at the Africa CEO Forum in Abidjan, Ivory Coast, as part of a roundtable debate on talent development moderated by Vaillancourt. During the session, speakers stressed the importance of ensuring that executive education is attuned to the local context to yield the desired impact. “The business community keeps telling us that training should be built around their specific needs if it is to have a real impact. That is why our approach is custom-tailored to and developed in conjunction with our partners,” added Executive Education HEC Montréal’s director of custom corporate training, Olivier Foucher. EB ADDRESSING SHORTFALL IN TALENT RECRUITMENT & DEVELOPMENT IN AFRICA SCHOOL : HEC Montréal COUNTRY : Canada

10 Ambition • ISSUE 3 • 2025

NEWS & INSIGHT 

NEW STUDY FINDS THAT PAY DISCRIMINATION LEADS WOMEN TO CHOOSE TO WORK LESS SCHOOL : Aarhus School of Business and Social Sciences (Aarhus BSS), Aarhus University COUNTRY : Denmark

Women may be working less than their male counterparts because they are demotivated by their knowledge of salary discrimination, according to a new take on the gender pay gap from Aarhus BSS. “There is a psychological effect here that might be overlooked,” suggested Aarhus BSS assistant professor Nickolas Gagnon. “A major factor accounting for the fact that women earn less than men is that they work less due to reduced hours, maternity leave and so on, but our findings indicate that this may partly be a vicious cycle that needs to be broken.” The comments relate to a study exploring the effects of paying women and men different rates for the same work. Together with researchers at Maastricht University, Gagnon used an online data-collecting platform to ‘hire’ 4,000 workers in the UK for a basic clerical task. Workers were then divided into pairs and assigned wages, with pairs paid the same as each other in some cases and different rates in others. In all cases, they were told how much their paired participants were being paid, however where there was a salary discrepancy only some were told it was because of their gender.

The results showed a 14 per cent decrease in how much participants were willing to work; in other words, their labour supply, among those who knew they were paid less for reasons of gender, compared to those paid equally. Labour supply was also down 10 per cent when comparing those paid less because of their gender compared to those who were paid less and simply not told why. Women reacted much more negatively to being discriminated against than men, with their labour supply dropping by 20 per cent when they knew their pay was less because of their gender, compared to working under an equal pay regime. “Our studies show that gender discrimination leads workers to reduce how much work we supply,” Gagnon concluded. “Workers cannot punish their employer by changing their labour supply, so they work less even though they end up financially hurting themselves.” TBD

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

Ambition • ISSUE 3 • 2025 11

Henley Business School dean Elena Spasova talks to Ambition editor Colette Doyle about how the MBA has perfected the art of creating resilient leaders and the importance of designing a postgraduate management qualification specifically tailored to the realities of the South African market In conversation with… Elena Spasova

Tell us a little bit about your background and how you came to be in your current role “It’s a profound honour to lead Henley, one of Europe’s most established and respected business schools. I think my diverse international and professional experience has prepared me for this responsibility in ways I couldn’t have imagined. “My professional journey began in corporate strategy consulting, which provided a robust foundation in professional practice across Europe and North America. While that was an invaluable period, a strong passion for advancing knowledge and fostering learning more directly led me to transition to academia over 16 years ago. “This path has allowed me to contribute through original research and focus on the development of others. As I had a young family at that time, the greater flexibility of an academic role also offered a more manageable way to do what I love. “My education has been international in scope. I attained my MBA in the Netherlands and an MSc in Economics from Florida State University, plus a PhD in International Business from the University of Sheffield in the UK. “All these threads – the practical insights from consulting, academic discovery and a global outlook – converge perfectly at Henley. This is truly a special community of innovators and big thinkers. What makes leading Henley particularly meaningful is the powerful alignment between its rich heritage, its forward-looking vision and my guiding principle: to be driven by both values and purpose. For me, leadership finds its deepest fulfilment when personal conviction and institutional mission work together to make a real difference.” What have been the highlights of your career to date? “I have been lucky to live, study, visit or work in over 20 countries and with many wonderful and inspiring colleagues. This has given me a nuanced understanding

of different cultures and a deep appreciation of the opportunities that emerge from diversity, something that has stood me in good stead throughout my career. “It has also provided many highlights, from working with the World Bank in Bosnia to collaborating with corporate clients in North America and helping to design an MBA programme for the South African context. Witnessing first-generation university graduates in that country, many of whom I’ve had the privilege to teach and mentor, uplift their families and communities has been extremely rewarding. It is hard to describe the feeling you get from seeing people’s lives change for the better before your eyes.” With the rise of alternative providers such as LinkedIn and Coursera, how does the MBA need to reinvent itself to remain relevant in the 21st century? “Education is such a vitally important sector – I believe that there is space for everyone. We can work to complement one another, rather than compete. Coursera and LinkedIn are providing vital training resources to millions of people, but they can’t replicate the profound depth, peer-learning and holistic development that a good MBA delivers. “The MBA has perfected the art of creating resilient, agile leaders equipped to understand the critical interdependencies essential for steering organisations successfully through good times or bad. This is achieved not just through what we teach, but in how we teach. At Henley, we leverage our pioneering Syndicate Method, the action-learning approach to group problem-solving, alongside immersive experiences and dedicated personal development. “This is not to say that the MBA has arrived, far from it. Just as the world of work is constantly changing, the MBA must evolve to help our graduates stay current – at Henley, we pride ourselves on being at the frontier of that change.”

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INTERVIEW WITH THE DEAN 

BIOGRAPHY

Elena B Spasova is the dean of Henley Business School and professor of International Business. She has more than 25 years’ experience in higher education leadership and corporate consulting. Before joining Henley in 2009, Spasova was a management and strategy consultant for PwC Canada. Working with large corporate organisations across Europe and North America, she spearheaded strategy development and implementation projects. At Henley, Spasova has held a number of teaching and learning leadership positions that involve leading the implementation and growth of several work-based and executive programmes, both nationally and internationally. In her leadership capacity, Spasova has also headed up major change management and education innovation projects, including co-designing an MBA uniquely adapted for the South African market. Her research interests include strategic issues and challenges faced by managers in SMEs and multinational organisations; drivers of international competitiveness and performance; and governance modalities of cross-border expansion and operations – ownership versus control. In her current role at Henley, Spasova works to provide vision, direction and leadership.

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You were one of the key drivers of the success of Henley Business School South Africa – can you elaborate on the vision behind that? “The vision for Henley South Africa was to return to our roots. Founded in the UK in 1945, the business school emerged from Britain’s post-Second World War determination to rebuild, bringing together leaders from government, business and industry to share ideas and help develop the skills required. “In South Africa, a newly democratic country with a history of racial exclusion, we identified a similar demand for quality leadership and management education to transform the economy and society. Having just taken over the role of programme director of the MBA at Henley, I was fortunate to have the opportunity to work alongside the dean of Henley Africa, Jon Foster‑Pedley and the school’s deputy dean, Frempong Acheampong to design an MBA that was uniquely adapted to the realities of life in South Africa. “It’s been a tremendous

vital today. When you’re exposed to entirely different ways of solving problems, often with limited resources, it cultivates innovative thinking. We also integrate complexity, along with systems and design thinking throughout our programmes, helping leaders and professionals see the interconnectedness of issues rather than viewing them as isolated problems. “Of course, no professional today can do without a deep awareness and understanding of technology. With rapid advancements in AI and other next-gen tools, leaders must be able to harness this and integrate it into their organisations.” The 80th anniversary celebrations of Henley Business School are taking place this year; how has the school and its MBA curriculum evolved in that time? “The core of the Henley MBA – developing well-rounded leaders through applied research and education – has remained consistently relevant over our 80 years, though our curriculum and development methods have evolved. “We’ve always been

growth story. Over the past decade, Henley Africa has gone from working with a few dozen MBA graduates to hundreds each year; we’ve also added a raft of additional qualifications, including the DBA. Henley was one of the first business schools in Africa to receive

drivers of innovation – from pioneering the use of Belbin team roles first identified through a study at Henley, to implementing ‘live-project’ based assessments that have been part of our approach for decades. “We also championed hybrid and distance

Henley Business School celebrates its 80th anniversary this year, intent on maintaining its reputation as an educational pioneer

accreditation from the Association of African

Business School and has been voted the number one MBA business school in South Africa by employers for seven consecutive years.” What skills are necessary today for MBA graduates to become efficient and productive leaders? “The world is undeniably volatile at present. Economic unpredictability and market shifts have made leadership even more demanding. To navigate what’s next, leaders and professionals need more than just traditional business acumen; they require a deeply human and adaptable set of skills. “Resilience and agility are paramount, as is the ability to inspire and motivate and coach people through anxiety and change. At Henley, we believe that to truly understand the world, you need to start with a profound self‑understanding. I am not just talking about introspection; it’s about placing leaders in situations that challenge their perspectives. “For instance, one of the most impactful experiences we facilitate involves taking MBA students to South Africa to collaborate directly with NGOs. By engaging with complex social and business challenges in diverse contexts, students cultivate resilience and empathy. This kind of immersive engagement also fuels the creativity and critical thinking so

learning models early on, plus the Syndicate Method and personal development focus – all pioneering ideas – remain cornerstones of our teaching. Additionally, back in the 1960s we were one of the first business schools to forge an international partnership, to foster intercultural learning, something that is now widely practised.” As a female dean, how do you think the ‘leaky pipeline’ phenomenon affects other female academics and have you had to deal with any particular difficulties as a woman in a male-dominated sector? “From my own experience, navigating academia has proven to be more manageable than the corporate world. That said, the ‘leaky pipeline’ phenomenon remains a significant issue. “At Henley, we’re committed to supporting female academics – 48 per cent of our full-time faculty is female and the Financial Times ’ 2024 executive education ranking rated us top in the world for faculty diversity. But we can do more to effectively support female academics, from mentorship and peer support to professional development opportunities. “Across the sector, comprehensive support systems must be provided for female academics, particularly during critical periods such as maternity leave and the return to work;

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INTERVIEW WITH THE DEAN 

The management education sector is truly international, but do you believe there are specific challenges that UK-based business schools are facing? “UK business schools are undoubtedly facing specific challenges, including the changes to visa policies affecting international student recruitment. Despite these hurdles, we still possess significant strengths and opportunities. We continue to uphold high standards in education and research, we benefit from a commitment to freedom of speech and our dedication to equality, diversity and inclusion remains strong. “While it’s important to be realistic about the challenges, there is room for optimism. Through industry collaboration, international partnerships and maintaining excellence and innovation, the UK can remain a key player on the global stage.” With the ongoing geopolitical unrest around the world and socio-economic uncertainty, do you believe there

we need policies that accommodate the unique challenges women face, including those experienced during menopause. “We can also go beyond these interventions. For instance, why don’t we encourage more girls and young women to think about an academic career? Moreover, we could consider helping mature women transition into academia after a career in the corporate world, as I did. “It’s also important to address the impact of confidence and cultural perceptions on the career progression of female academics. For example, there is a pressing need to challenge and transform the entrenched perceptions of female versus male research.” The impact of AI and other generative algorithms on business school education is well documented – how do you seek to incorporate it into your curriculum? “There is no ignoring the rise of AI and generative technologies. Our network

is still room for optimism about the future of the business school sector? “Yes, there is always room for optimism. Our world is experiencing significant geopolitical unrest, the escalating climate crisis and deep socio-economic uncertainty. These are undoubtedly formidable challenges, but we can also choose to see them as powerful catalysts –

of over 300 employers and corporate partners gives us invaluable, real- time insights. And the message coming through from them, loud and clear, is the urgent demand for sophisticated digital and AI skills across the workforce. “This presents us with a dual imperative: firstly, how we integrate these tools into our curriculum

Henley’s Greenlands campus on the banks of the River Thames offers a highly inspiring environment in which to study

to get students not just AI-aware, but ‘AI-plus ready’. Then, secondly, how we empower our academic community to harness AI for the benefit of students and their scholarly work. “We want our academics to feel supported and confident about this. That’s why we’ve initiated a series of engaging seminars and workshops, open to all our staff, exploring the possibilities of AI. At the same time, our World of Work Institute has initiated a new research stream focusing on automation and AI to drive crucial research into AI’s impact on the workforce, future skills and business operations. “For today’s leaders, navigating this AI-driven world demands far more than just technical proficiency. It requires sharp critical thinking about the ethical dilemmas, the strategic opportunities and the operational shifts that these new technologies herald. I think it also requires a massive dose of empathy. Some suggest that the ascent of machines allows us to lean more fully into what it is to be human – I think there is something in that. “This is certainly a pivotal moment and we are committed to leading the way in shaping future-ready leaders who can confidently and ethically unlock the significant opportunities these technologies present.”

opportunities for us to innovate, to lead and to redefine what impactful business can be. Now, more than ever, the world needs leaders and professionals equipped to steer their organisations with both wisdom and courage through turbulent waters – and it’s our job to create them. “I’m proud to be part of an institution that is deeply committed to being part of that solution. For instance, our MSc in Climate Change, Sustainable Business and Green Finance programme combines Henley’s renowned expertise in finance with world-leading climate science from our parent institution, the University of Reading, which is at the forefront globally in climate change research. This synergy means we’re equipping students to help businesses strategically prepare for and adapt to the realities of climate change. “But our commitment to sustainability isn’t confined to a single programme. It is deeply embedded across our MBA course and throughout our wider curriculum. This isn’t simply about teaching green business practices; it’s about fostering a profound understanding of what a human-centric and just transition truly entails. We are dedicated to nurturing a community of changemakers, fuelled by engaged and purpose- driven research, to shape a more sustainable and just world.”

Ambition • ISSUE 3 • 2025 15

Empowering student success through innovative storytelling EDUNAKHO has a noble aim: to help students achieve ultimate success. It does so via a pioneering platform, an innovative approach and a commitment to accessibility. Here, founder and MD Rick Rudolph shares his philosophy and passion for seeing students flourish and proposes wider benefits to the industry

“For us, it’s not just about enrolment numbers,” emphasises Rick. “It’s about ensuring that students thrive in their chosen programmes and, ultimately, in their careers. “If they choose the right programme for them, they are more likely to graduate, more likely to succeed in their professional journey and more likely to recommend their alma mater to others. It’s a cycle that benefits everyone.” The power of storytelling in education One of the core tenets of EDUNAKHO’s approach is its belief in the power of storytelling. In an age where traditional marketing struggles to cut through the noise, compelling narratives resonate deeply with students. “We don’t just tell students that a university is great; we show them why,” Rick explains. “We capture real experiences, real journeys and real career outcomes, bringing these stories to life in a way that is relatable and impactful.” This storytelling approach is tailored to fit modern consumption habits. Gone are the days when students relied solely on college fairs or printed brochures. Today’s students research their options through a mix of video, articles and audio content – whenever and wherever it suits them. EDUNAKHO continuously seeks out and tests new platforms and formats to stay ahead of trends in content consumption. This innovative approach meets students where they are, with the content they want to see. As TikTok rapidly becomes the search

The world of higher education is a dynamic and relentless microcosm Every institution surges forward in the pursuit of excellence, new frontiers and better outcomes for students worldwide. In a space where students are inundated with options and decisions that shape their futures, one company stands out for its commitment to clarity, accessibility and lasting impact. A pioneering platform in the educational landscape, EDUNAKHO is revolutionising how universities and business schools connect with prospective students. The EDUNAKHO Group, consisting of two dedicated MBA portals, MBATUBE.com and MBAGRADSCHOOLS.com, began in 2014. Back then, MBATUBE.com was the first MBA video portal of its kind in the higher education space. At the helm of this mission-driven enterprise is Rick Rudolph, founder and managing director, whose vision is rooted in a simple yet powerful idea: empowering students to make the best decisions about their education. We sat down with Rick to explore the philosophy behind EDUNAKHO, the role of

storytelling in education and why the company believes that the health of the graduate management education industry begins with an informed student. The mission: putting students first “Higher education is one of the most significant investments a person will make in their lifetime,” Rick begins. “Yet, too often, students lack the necessary insights to make truly informed decisions. At EDUNAKHO, we bridge that gap. Our mission is simple but essential: empower students to make the best degree decisions. We want to see the right students thriving in the right programmes.” EDUNAKHO connects universities and business schools with students through innovative storytelling and digital formats. Instead of relying on static brochures or conventional marketing, the company leverages engaging and authentic content to provide students with the most comprehensive view of their options. But more than just connecting students with schools, the company is deeply invested in student success outcomes.

16 Ambition • ISSUE 3 • 2025