James Njuguna: “Generally, there is still a lot of fear and negativity around AI, so we need to change mindsets around how the technology can be used in a responsible and ethical manner, especially among staff, faculty and students.” Luis Torras: “AI can be incorporated into all the activities of a business school’s value chain, including its support activities. There is also a barrier at the level of staff, because if AI is taking away some of the operational aspects of a staff member’s work, it is no surprise that they would be against it. And without the staff, we don’t have a business school.” How has your school been using AI and what opportunities do you see for the technology’s further implementation and that of LLMs? Himanshu Rai: “We have already developed some fantastic courses around AI, both as a part of the MBA curriculum and in executive education. In fact, our diploma programme in AI and machine learning has been doing very well. “We have also had some significant success in the use of AI to solve problems in the community. For example, to combat the spread of fake news, my faculty colleagues and I created an algorithm that can capture fake news in text with up to 95 per cent accuracy. Now, we are working on the video and audio models. In addition, we are using AI for teacher training in schools, particularly government-run schools that are not very well funded.” James Njuguna: “We have developed some courses on emerging technologies and the expectation is that the faculty who facilitate them will also integrate AI into the curriculum. For us, it is particularly important to incorporate the ethics of AI because our university has a strong emphasis on integrity and ethics, as evidenced in our comprehensive Lecturer Guidelines for the Use of Generative Artificial Intelligence Tools. “Industry collaboration is also helpful here, because exposing students to companies that are already leveraging AI forms an extremely valuable reference point and learning resource.” Luis Torras: “What I have noticed is that most institutions are already incorporating AI elements, but many don’t have a coherent strategy yet. Those that have gone further in the implementation have developed a clear business model. They start by creating an educational environment that tries to transform mindsets and, for example, integrates AI in programmes, operations and so on. “The second stage is a technological strategy that ensures continued access to AI resources, fosters innovation within the faculty, engages stakeholders to experiment with new applications and collaborates with industry. This last point is critical because AI comes from industry and these business schools are developing strategic alliances with corporations that allow them to learn
how they have implemented AI and how its applications can be adapted to their organisations. “A further strategy relates to people and seeks to enhance AI literacy among staff. And lastly, a governance model leading to the creation of committees and working groups that will help update policies and guidelines, encourage continuous improvement and engage external stakeholders. These four elements really help in the implementation of AI.” Gaston Fornes: “We believe in the complementarity of humans and technology, or Human-AI, first. This is the approach we have taken and 100 per cent of our virtual learning, for example, is synchronous with a person.” Students increasingly expect personalised, on‑demand learning. How can AI platforms help business schools meet those expectations? Pumela Msweli: “AI gives us the opportunity to rethink our curricula. Some things we used to teach no longer need to be taught in the same way. So, we can instead place a greater emphasis on leadership, because AI can’t teach you leadership. It is also a chance to consider adjusting competencies covered in the curriculum to match the skills that are most in demand in different regions of the world and perhaps even at an industry level.” Himanshu Rai: “First of all, we need to help students understand their purpose and find a career that can take them closer to
32 Ambition • ISSUE 1 • 2026
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