INTERVIEW
How is technology continuing to impact on the Business School environment? How important is it that Business Schools are ahead of the curve here and what more could, and should, they be doing? JR: Business Schools play a leading role in our society where public and private initiatives might want to meet and develop innovations in a controlled setting. Business leaders are being prepared in our Business Schools, which means that if we want to infuse technological innovations in organisational management systems, School operations should also be digital and ahead of the curve. We need to walk the talk. We can also offer room for new tech-based startup platforms in our institutions where people can find the right talent and resources to develop these types of innovative solutions. In addition, Business Schools have the opportunity to open the spectrum and work with institutions from other disciplines – for example, those in engineering or the humanities – to prepare more holistic and digital leaders. Do you think there is a reluctance on the part of Business Schools to introduce too much change into their programmes? JR: All Business Schools want to keep their identity and, at the same time, a good position in the higher education
industry. The need for change depends on the position of a School’s brand and how the School is perceived in international markets. Change is good but radical change for [the sake of] change might not make sense if there is no need to. On average, the perception is that incremental change is more welcome than radical change. Change in this sense may centre on the continuous improvement of what is already working and on implementing focused disruption in relation to specific programmes that need to be revamped. Nevertheless, the highest-ranking universities and Business Schools are invited to create trends and introduce innovations in their programmes to keep their leading position. If they do not, a School’s value proposition can become out of date in the long run. MBAs care about sustainability and climate change. How important do you think sustainability is, and in what ways has your Business School adapted this into its programmes? OA: Sustainability and climate change are directly related to planetary wellbeing, to which UPF-BSM is fully committed. This is a commitment to improving the quality of life for people, organisations, countries, and the planet itself. Our programmes also include ethics as a transversal and core component. It means that every student is equipped with
a sensitivity to help the planet become more sustainable in the long run.
What do you think ‘sustainable leadership’ looks like?
OA: In 1970, Milton Friedman (winner of the Nobel Prize for
Economics in 1976) said the unique social responsibility of a company was generating economic wealth for its shareholders. Today, this is not acceptable, and companies must generate value in three dimensions: economic, social and environmental. Today’s leaders must care not only about its shareholders, but also all other stakeholders, the public and the planet.
What are the next steps for yourselves as Business School leaders?
JR: Our next steps are to keep working with our colleagues to create added value for the AMBA network through our contributions and help our students to become better people and better professionals. OA: The School is proud to be part of the AMBA & BGA family and we expect to help our institution to become a world-class School of Management, in line with the reputation of Pompeu Fabra University. The final outcome in this is to generate scientific and social impact in our society, in order to generate more wellbeing.
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AMBITION | Be in Brilliant Company
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