INSIDER INSIGHTS
something like, ‘That programme shifted us towards leading by raising others, not just pushing past them,’ then I’ll feel we’ve done our job. We will have produced practical leaders with a moral compass who stay the course.” Sandra Richez: “Technical skills and analytical frameworks matter, but we believe the deepest measure of our impact is something harder to quantify. When our alumni look back at their time on our campus, I hope they say the MBA made them more responsible, more self-aware and more morally courageous leaders, not just sharper analysts. “My hope is that at the end of their career, they won’t be remembered for the models they built or the deals they closed. They will be remembered for the cultures they shaped, the standards they normalised and the lines they refused to cross. If they tell us that EDHEC helped them draw those lines clearly – and made them part of who they are as leaders – that would be the most important outcome of all.” Eva Guerra-Leal: “I hope they say that the most valuable lesson they learned was that leadership ultimately rests on integrity and the capacity to drive economic, social and technological transformation at the same time. Markets evolve, technologies change and business models are constantly disrupted, but the fundamental test of leadership remains the same: making decisions that are not only profitable but also responsible and aligned with our values. “I would like them to stand by their values, even when doing so comes at a personal cost, understanding how small, everyday decisions shape long-term personal and organisational reputation and realising that success without ethics is not sustainable leadership. “At EGADE our mission is to rethink the future of business to impact the sustainable development of Latin America. If, ten years from now, our graduates say their MBA helped them develop the courage to make principled decisions – especially when facing uncertainty or pressure – then we will have fulfilled our purpose as educators.” Adrian Buss: “Our clear goal at Frankfurt School is to develop responsible business leaders who help their firms to grow sustainably. Having students look back in ten years’ time and recognise that we have prepared them for that role would be a great success. In fact, when students reflect on their time on our MBA programmes, I would like them to think back to their learnings in the classroom but, equally importantly, also to their interaction with faculty, with their cohort and with our corporate partners. “This holistic experience is the key to developing each individual student into a leader who can balance financial performance with the wider implications for society and local communities. That way, they will also become role models for the next cohorts of students and leaders.”
companies facing real regional challenges – from supply chain transformation to sustainable development – learning how global strategies must be adapted to local contexts. “We place strong emphasis on accountability to local stakeholders, not just the execution of global strategy. In doing so, students learn to adapt their approach rather than impose it, recognising that effective leadership requires both global vision and local sensitivity. “This perspective is particularly relevant in regions such as Latin America, where business leaders often operate at the intersection of economic opportunity and social responsibility. Ultimately, we aim to develop leaders who understand that true global leadership is not about mobility, but about acknowledging the local impact of their decisions.” When your current MBA cohort looks back in ten years’ time, what would you like to hear them say was the most important thing they learned about business ethics and personal integrity? Nick Quinn: “I’d like to hear them say that the Glasgow MBA convinced them business is about more than individual wins. I would hope that they feel it helped them become more self-aware and more effective, by learning to make progress through others rather than over them. I want them to remember the messy reality of business, the moments where group reflection turned a setback into a genuine learning gain and the field-based elements that made impacts visible and hard to ignore. “What I don’t want is for them to define the degree purely in terms of salary bands or job titles. I’d rather they point to stronger systems, more capable teams and tangible, long-term changes they’ve helped to deliver. If they say
Ambition • ISSUE 2 • 2026 21
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