“Good leaders must always possess four distinct characteristics that distinguish them: they must be humble, nimble, unorthodox and respectful. Humble because leadership is not about the strength and the desire to prevail, but the ability to influence people and organisations by setting an example and having the right values. Nimble in that agility and the ability to be resilient and responsive is crucial in a world that is made of complexity and real unpredictability. “Unorthodox because the leader must know how to see the world in an unconventional and original way, to indicate possible paths to take that others do not see due to their conformity. Respectful, as it is too easy to destroy things in order to change them, while the patience of building on what has already been done is indicative of the true ability to lead – and lead in the long term.” Turning to accreditation, what has becoming AMBA-accredited meant to your school? “AMBA accreditation stands for continuous quality and continually striving towards excellence. The theme of accreditation is evolving; if at the beginning it represented a component of access to a group of programmes and schools of excellence, for those same schools today it is no longer a simple exercise, but a fundamental test to stimulate continuous improvement. “Conversely, for schools that want to approach the global market for the first time, it is always a crucial step to guarantee the quality of their higher education offering. The stimulus to continuous
“That said, rankings are not the ultimate goal and are not a primary one either. But all those notable institutions that make up the rankings are absolutely aware of this and of the importance of contributing to the growth of the education sector.” In your experience, are there circumstances around studying for a post-graduate business education qualification that are distinct in Italy compared to the rest of the world? “Every programme positioning itself within the post-experience arena (from the MBA to the executive master’s) has domestic specificities and features that make it comparable internationally. This is also the duty of business schools that compete globally: to attract and train talent from all over the world, to give them access to reading material and those tools and networks that can have an impact without borders, as well as to contribute to a better society and indeed a better world. “At a national level, it is even more necessary to provide local talent with a wider perspective. That said, each programme has its own distinctive features and SDA Bocconi includes elements specific to Italy and Milan; from sustainability and impact plus family-run businesses and SME development, to fashion and design, the competitive advantage of made-in-Italy, the healthcare system and the modalities of development in public/private partnerships. Italy has a world heritage and uniqueness; it is a laboratory of themes relevant to Europe.”
Do you believe that in the 21st century, with the rise of alternative providers such as LinkedIn and Coursera, the MBA can still stand out and distinguish itself in the market? “Such new tools are inevitable: innovation is part of human evolution and this affects not only the method of manufacturing good and products,
improvement, the dissemination of best practices and the growth of programme quality in relation to the evolution of market needs, is surely the set of factors that makes accreditation a fundamental and useful process for any school.”
“Sustainability is an integral component of the good leadership our MBAs and master’s degrees are committed to building”
Bocconi, of course, is a ‘triple crown’ school; what is the value of triple accreditation in your opinion? “The concept of ‘triple accreditation’ is not a mere designation. It has a deep value that represents the history of a business school and its desire to evolve and increase its impact on individuals and organisations. The triple accreditation is in fact a long path that a school such as SDA Bocconi has decided to undertake, thereby accepting comparisons, observing best practices and trying to emulate them, continually reflecting on our weaknesses and trying to confront the threats and opportunities of the market. “Nowadays, for me, above all else it means responsibility – towards our alumni, our students and all participants, all those stakeholders who believe in our school and who expect excellence and impact. It is a path that continues to evolve.” How do you think the ongoing unrest in the Ukraine and more recently in the Middle East has affected business schools? “We live today in a world where risks and gaps are constantly increasing. The instability of certain areas of the globe and,
but also of learning. I think the variety of new platforms and solutions is a big plus for business schools. First off, it makes higher education more visible and important, thereby stimulating individuals and organisations to more easily access previously inaccessible content. If higher education becomes a widespread phenomenon, the market and opportunities become greater for us all. “Secondly, the multiplication of learning opportunities widens the scope for management education. A school is not a mere distribution centre, but a community that builds knowledge by linking research to the learning experience. This feature clearly distinguishes a business school from a content provider, even a quality one.” What kind of skills do you think are necessary nowadays in order for MBA graduates to become efficient and productive leaders? “Leadership is a rare asset. Companies and institutions increasingly need good leaders, something that is both a great opportunity and a great responsibility for our MBA programmes. Building leadership is a complex path that requires the ability to connect different fields in a way that spans many diverse organisations and disciplines.
14 | Ambition | MARCH/APRIL 2024
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