EDITOR’S LETTER
EDITORIAL
Content editor Tim Banerjee Dhoul t.dhoul@amba-bga.com Head of editorial Colette Doyle c.doyle@amba-bga.com
CULTURAL CORNERSTONES A s renowned political scientist Francis Fukuyama once said at a Merrill Lynch Forum, “When people examine a culture, they pay too the school’s dean Scott Beardsley in our exclusive interview. Elsewhere, we hear about the Business schools have a responsibility to identify and establish environments that enhance learning and impact
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value of fostering a culture of social entrepreneurship from Berlin School of Business and Innovation’s Navya Gubbi Sateeshchandra. Through the creation of spaces for collaboration and idea exchange, Navya argues that schools can “cultivate a supportive environment where students can translate their burgeoning social consciousness into concrete action.” For Rashaad Shabab at the University of Sussex Business School, a supportive environment extends to student wellbeing. He makes the case for reviewing systems to ensure that students who experience social anxieties are encouraged to re‑engage in classroom activities wherever possible and build the kind of resilience that results in both improved mental health and brighter career prospects. United by the common thread of culture, our latest issue highlights several ways in which schools can delve deeper into their practices and principles to enhance the environments they provide and project on to our wider society.
much attention to aspects like the kinds of consumer goods that people buy. That’s the most superficial aspect of culture. A culture really consists of deeper moral norms that affect how people link together.” Whether your school is looking to promote inclusive leadership or support student wellbeing, the moral norms that underpin culture lie at the centre. In our cover story, Oxford Business College’s Fawad Inam outlines how schools can make inclusivity standard practice among its leaders. “Commitment to inclusivity not only strengthens bonds within the community but also drives positive change, ultimately leading to a more equitable and vibrant organisation.” At the University of Virginia Darden School of Business, a new institute is supporting a lifelong learning culture that is growing with the realisation that a changing business world will reward those who are ready to adapt and update their knowledge. “We’re interested in how you can evolve learning to enable people to come back and retool until they’re in their 80s,” explains
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Tim Banerjee Dhoul Editor , Business Impact
Copyright 2024 by The Association of MBAs and Business Graduates Association . All rights reserved. Material may not be reproduced without the permission of the publisher. While we take care to ensure that editorial is independent, accurate, objective and relevant for our readers, BGA accepts no responsibility for reader dissatisfaction rising from the content of this publication. The opinions expressed and advice given are the views of individual commentators and do not necessarily represent the views of BGA. Whenever an article in this publication is placed with the financial support of an advertiser, partner or sponsor, it will be marked as such. BGA makes every opportunity to credit photographers but we cannot guarantee every published use of an image will have the contributor’s name. If you believe we have omitted a credit for your image, please email the editor.
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Business Impact • ISSUE 2 • 2024
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