people teach alongside each other works very well. We align the content and receive feedback that this combination of perspectives is highly beneficial for our students. “Personally, despite not having a typical research background, I still very much value the academic side of things. I research and publish papers on topics such as AI implementation methods; this has led me to become co-editor of a Springer book series on digital humanism. My co-editor, Georg Krause, the CEO of msg Plaut, a regional group of IT companies, is also an executive in residence at other universities. “I appear to have a talent for identifying workable methods from the variety of companies that cross my path and subsequently bringing those patterns into the classroom. The aim is to make all our research accessible for everyday business.” How do you think executive- in-residence programmes can enhance student learning? “One very concrete example is our AI certification short programme, in which our executives in residence and business guest lecturers enhance participants’ AI projects, making them viable options in the real world. This provides the perfect transition to implementation. As part of the exam, participants present their projects to their superiors. If a project is approved, it is transferred directly from the classroom to execution within the respective company. “Executives in residence bring the practical side of business acumen into the classroom, sparking candid discussions about dealing with failures, overcoming real-life hurdles and fighting power plays and egos in organisations. I can back up these discussions with 30 years’ experience from a variety of companies.”
What are the challenges and opportunities of being an executive in residence?
“As always, time remains my scarcest asset. One of my primary challenges is that business school often requires weekend lectures, which infringes on my own interests, as well as spending time with my family. In terms of opportunities, knowing so many executive students is a significant advantage when it comes to recruitment projects and finding new business partners. “Finally, as a programme director, I have the luxury of shaping a full curriculum, curating the best content and representing my books and university programme through various external speaking and panel engagements. Such visibility has made me a well-booked keynote speaker. This form of mutual bond between the business school and the lecturer often leads to a certain exclusivity; in my case, I conduct all my postgraduate executive teaching with WU Executive Academy.” How do you view your role in terms of contributing to the development of future business leaders? “My primary goal is to help others avoid the mistakes my colleagues and I have made; we simply lack the time and capital for repetitive failure patterns. The most successful pedagogical framework in my classes is peer learning, where I configure an environment for experienced students to share their own insights and discuss how to apply that knowledge collectively. “When it comes to AI, I strive to contribute through my lectures and student projects to a more ethical and profitable usage of technology across Central and Eastern Europe. This remains one of the strongest denominators of business success today and will continue to be so in the years ahead.”
MARTIN GIESSWEIN Digital strategy, leadership & technology expert; executive in residence at WU Executive Academy, Vienna University of Economics and Business What inspired you to become an executive in residence? “I spent nine years at Nokia, most recently as general manager with responsibility for four countries. There, I witnessed first-hand the consequences for a company that lacks an understanding of digital economics and adaptive leadership skills. The downturn at Nokia led me to embark on a mission: identify the five core managerial failures and their remedies, write a book and podcast about them and teach the ensuing solutions to as many people as possible. “I did a lot of teaching at applied universities and business schools during my managerial career at Nokia and later as CEO of an online real estate platform. After managing the exit of the platform in 2014, I became a self-employed entrepreneur and engaged in many different digital projects. I also continued teaching, making it a main part of my work with the WU Executive Academy.” What unique perspectives and experiences do you believe you can bring to the classroom? “At WU Executive Academy, where 3,000 postgraduate managers and entrepreneurs are accelerating their careers and industry ventures, we have found that having professors and business
38 Ambition • ISSUE 2 • 2026
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