INTERVIEW WITH THE DEAN
to lead diverse, hybrid and AI-enabled teams. Our programmes increasingly focus on these integrative capabilities, rather than isolated skills, reflecting what we see consistently in Skills Horizon and in our engagement with industry leaders globally.” The impact of AI and other generative algorithms such as ChatGPT on business school education has been well documented. What’s your take on it at the University of Sydney – how can faculty best adapt to the technology in order to maximise its potential for future business leaders? “AI is already reshaping organisations and business schools must lead rather than react. At the University of Sydney Business School, AI is a subject of study, foundational to assurance of learning and a strategic capability. Through Digital Sydney and our AI working group we are embedding technology
responsibility to steward global engagement, including offshore entities in a range of Asian countries. “Our response has been to align strategy, structure and programmes with more integrative approaches; these include strengthening industry partnerships, investing in flexible programme design and building a connected ecosystem that links the MBA portfolio, executive education and thought leadership such as Skills Horizon . This enables us to respond to volatility while maintaining academic quality and impact. Working as a PRME (principles for responsible management education) champion is important, particularly as it relates to climate literacy and sustainability.” As a female dean, how do you think the ‘leaky pipeline’ phenomenon affects other female academics in their careers and have you had to deal with any particular difficulties being
a woman in a male- dominated sector? “Covid was a pivotal moment for me. I reflected deeply on Australia as a welcoming multicultural society, something that
fluency, data ethics and human‑centred leadership across our
programmes. We began Welcome Week this year with a provocative lecture on AI, signalling that critical engagement and experimentation – not passive adoption – is essential. The focus is on ensuring graduates can work productively
needs to be reflected in the leadership of our universities and business schools. In my view, it is essential that individuals of diverse backgrounds can take up leadership roles and that those who are inquisitive and collaborative are given the chance to develop and experiment as leaders. “Leadership development should be an intentional and purposeful process. I have focused on specifically mentoring people who were least like me – ie professional staff as well as academics outside business schools, but in areas that are male-dominated. There are still significant issues to resolve, such as everyday sexism and gender‑based harm and misconduct affecting students and staff on campus. Leading with purpose has been the cornerstone in my approach and continues to energise me.” What kind of skills do you think are necessary nowadays for MBA graduates to become efficient and productive leaders? “MBA graduates need to understand the complexity and uncertainty of the world they are leading in and act with judgement, care and evidence. That includes technological literacy, ethical reasoning, the ability to craft values-based narratives, as well as the capacity
Leaders navigating the ‘decade of disorientation’ can turn to the institution’s Skills Horizon report for strategic intelligence and insights
with technology while retaining accountability, judgement and care.”
With the ongoing geopolitical unrest around the world, climate change concerns and socio‑economic uncertainty, do you believe there is still room for optimism when it comes to the future of the business school sector? “Yes, I remain optimistic. While the sector is operating amid geopolitical instability, increasing scrutiny and socio- economic uncertainty, there is also an unprecedented opportunity for business schools to contribute positively and be catalysts for change. Our school’s strategy is focused and transformational. It is through initiatives such as a reimagined MBA portfolio, Sydney Executive Plus and applied research centres – including the Australian Centre for Gender Equality & Inclusion at Work along with the Institute for Logistics & Transport Studies – that we are positioning the business school as a trusted partner to leaders seeking to navigate complexity and shape a more sustainable, inclusive future.”
Ambition • ISSUE 2 • 2026 15
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