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;
14 Ambition • ISSUE 3 • 2025
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