MBA DIRECTOR INTERVIEWS
is already collaborating with other peer institutions within our network (particularly in Brazil, Uruguay, Mexico and Argentina). The purpose of this is to develop an attractive proposal that effectively complements our respective capabilities and strengths.” Where do you see the MBA qualification heading in the next decade in terms of embracing the trends that will fundamentally reshape business education? “The MBA qualification will be reshaped by several major technological, societal and economic trends. Specifically, I foresee profound changes in the following four key aspects: integration of data science and digital literacy; embedding sustainability and ESG (environmental, social and governance) as core elements of the programme; the rise of flexible and modular credentials; and a focus on human-centric leadership. “Within this rapidly evolving framework, business education must undergo deep structural and pedagogical transformation to maintain its relevance and prestige.” Beyond managing the programme, what do you believe is the most critical function of an MBA director in moulding the next generation of business leaders? “Beyond the essential duties of the role, the most critical function of an MBA director is to contribute to forging the character and cognitive framework of students so they can lead responsibly in an increasingly complex world. “Business schools today are responsible for educating those individuals who will lead organisations and governments in the coming years. Within this framework, education must contribute to the development of disciplinary competencies within the spectrum of management, as well as essential personal skills such as leadership, teamwork, creativity and empathy.”
conferences and seminars led by disciplinary experts. Then there is transdisciplinary integration: ie the process of establishing cross-cutting themes within core modules to enable students to effectively establish the connection between contemporary topics and practical managerial action.” How have the expectations and of MBA students evolved and how are you adapting? “We have observed a significant transformation in Colombia regarding the expectations and career ambitions of MBA students, particularly when it comes to entrepreneurial culture. For a long time, such programmes were primarily oriented toward individuals affiliated with large corporations. Today, however, we are increasingly seeing students who are employed by SMEs (small and medium enterprises), or who aspire to launch their own ventures at some point. “This necessitates an adaptation of the curricular experience, requiring a greater emphasis on entrepreneurship-related topics. It also demands the development of supportive institutional spaces, such as platforms for the incubation of business ideas.” Looking at the global landscape of business education, what is a ‘best practice’ or new approach you’ve seen another institution adopt that has particularly impressed you and how might you apply a similar idea? “I emphasise the benefits of programmes jointly offered by institutions from different countries. These initiatives enable students to experience the distinct characteristics of various territories within an integrated framework: their academic dynamics, their business logic and their culture, among other elements. “Realising that this scenario constitutes a wonderful opportunity for learning and growth for our students, Universidad EAFIT
JUAN ESTEBAN ESCALANTE GÓMEZ Institution: Universidad EAFIT, Medellín, Colombia What is the most unexpected challenge you’ve had to navigate in your role as an MBA director and what lessons did you learn from it? “Undoubtedly, the most significant crisis so far was the Covid-19 era. This period caused an abrupt shift in the programme’s operating model, requiring an unprecedented level of adaptation across the entire ecosystem of management education. “There are several key lessons worth highlighting: the critical importance of robust risk analysis and the accurate assessment of the probability of threat materialisation; the essential nature of agility as a core organisational capability; and the school’s ability to navigate challenges that at first seemed insurmountable.” How are you innovating your MBA programme’s curriculum to ensure it remains relevant in a rapidly changing business world, particularly with the rise of new specialisations such as generative AI and sustainability? “Constantly innovating and integrating trending topics into the curriculum is crucial for maintaining market relevance. In this regard, by addressing key subjects such as entrepreneurship, sustainability and emerging technologies, our school has adopted a dual approach. “First off, we have dedicated topical spaces in the sense of developing specific
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