Business Impact covers the big challenges facing global management education as the world asks more of its future business leaders.
ISSUE 2 2025 VOLUME 24
THE MAGAZINE OF THE BUSINESS GRADUATES ASSOCIATION (BGA)
LEADERS NEVER STOP LEARNING
Pitch-perfect leadership How music can help students get in tune with their skills
• CAMPUS CONNECTIONS: EMLYON ON THE OBJECTIVES OF THE SCHOOL’S NEW HQ • INSIDER INSIGHTS: HOW TO CULTIVATE A LIFELONG LEARNING MINDSET • THE GREAT LEAP: WORKING WITH INDUSTRY TO EMBED AI IN CURRICULA
INSIDE
PROGRAMME EXCELLENCE CONFERENCE THE
22-23 SEPTEMBER 2025 KRAKOW, POLAND
Mapping the ultimate learning journey The inaugural AMBA & BGA Programme Excellence Conference will guide business school staff in designing future-ready curricula, recruiting the best students and delivering lifelong learning experiences. Through keynotes, case studies and workshops, it will explore adaptable, high-impact programmes that meet evolving student expectations, integrate faculty development and shape the future of business education. Join us on this journey
www.amba-bga.com/events/ programme-excellence-conference-2025
Contents ISSUE 2 • 2025 • VOLUME 24
05 EDITOR’S LETTER
28 A NEW ERA OF GROWTH IIM Sambalpur director
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How unexpected influences can enrich leadership development 06 BUSINESS BRIEFING The latest news and research from business schools across BGA’s global network 10 DATA POINTS An analysis of admissions data for business master’s degrees sheds light on international student enrolment and the enduring appeal of studying abroad
Mahadeo Jaiswal on the school’s outlook and hopes for the future 30 INSPIRATION PAR EXCELLENCE The winners of the AMBA & BGA Excellence Awards 2025 34 SPOTLIGHT ON SCHOOLS The Institute of Business Management in Karachi, Pakistan 36 GUEST COLUMN The sustainability paradox 38 DIRECTOR’S DESPATCH School initiatives that inspire
16 OPEN FOR BUSINESS Emlyon Business School dean Isabelle Huault outlines the aims and connectivity of its new city-centre campus 20 QUANTUM LEAP How an industry partnership has facilitated great strides forward in integrating AI into the learning process 22 PERSPECTIVES Business school leaders from Latin America, Africa, Europe and Asia share their approaches and strategies around lifelong learning
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12 COVER STORY TEACHING THE ART OF TIMING F resh insights into the concept of timing in business and what leaders can learn from musicians
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LATAM CAPACITY-BUILDING WORKSHOP
This online workshop features leaders from BGA-accredited business schools that have successfully implemented the Continuous Impact Model (CIM) as part of their impact strategies. They will share insights on overcoming implementation challenges, discuss key metrics and provide guidance on balancing KPIs for accurate institutional assessment. Designed for school leaders, programme directors and senior staff, this workshop aims to help schools that are building strategic frameworks for impact. It is ideal for institutions that are considering BGA accreditation and accredited institutions that wish to expand their approach. Scan the QR code to register for your free place or visit our website: www.amba-bga.com/capacity-building-workshops QUANTIFYING AND MEASURING YOUR BUSINESS SCHOOL’S IMPACT 29 APRIL 2025 | 16:00–18:00 (GMT) | ONLINE | HOSTED IN SPANISH
EDITOR’S LETTER
EDITORIAL
Content editor Tim Banerjee Dhoul t.dhoul@amba-bga.com Head of editorial Colette Doyle c.doyle@amba-bga.com
UPPING THE TEMPO Non-traditional sources of inspiration, such as music, can greatly enrich learning experiences and accelerate students’ development of key management skills
Art editor Sam Price
Sub-editor Heather Ford
A s part of their process of ongoing improvement, business schools have often turned to unexpected sources for lessons in leadership and management. Actors and vocal coaches, for example, are a popular choice for developing students’ confidence and presence, as evidenced by Rotman School of Management’s long-running Self‑Development Lab. A decade ago, the reality TV show Survivor famously brought new life to an MBA module on game theory at the UC Berkeley Haas School of Business. And more recently, TBS Education scooped an AMBA & BGA innovation award for a series of humorous and engaging videos on difficult business topics, produced in collaboration with a professional comedian. In a similar vein, we look at what leaders can learn from musicians in our cover feature. Specifically, Henley Business School Africa’s Barry van Zyl and Berklee College of Music’s Ray Seol reveal how the skills and characteristics of musicians, such as listening, focus and a mastery of timing can yield strong benefits in corporate management settings. “Business students often admire the synchronisation achieved by musicians, who can blend their personal rhythm with that of the group,” they write. Timing is a recurrent theme in our other features, as we talk to two deans who are
Insight, content & PR manager Ellen Buchan e.buchan@amba-bga.com CORPORATE Membership director Victor Hedenberg v.hedenberg@amba-bga.com Head of membership Debbie Kemp d.kemp@amba-bga.com
ushering in new eras at their institutions. Emlyon’s Isabelle Huault lets us in on the school’s student and faculty recruitment strategy following its return to the centre to Lyon. Meanwhile, Mahadeo Jaiswal, founding director of the Indian Institute of Management Sambalpur, enthuses about the opportunities to further its reach and impact following the move from temporary residence to new permanent campus. The zeitgeist of artificial intelligence is the focal point of our feature from UBI Business School, as we learn about an innovative tool, formed through an industry partnership, that seeks to break new ground by embedding the technology directly into its programmes of study. Elsewhere, we canvas a wide range of views on lifelong learning in the second instalment of our Perspectives series. Rotterdam School of Management’s Michel Lander discusses how schools can cultivate lifelong learning mindsets if they employ “a deliberate pedagogical approach” from the start that puts the focus on engaging with their learning journey rather than simply “jumping hurdles”. As he further explains, “by connecting learning to personal and professional goals, students become intrinsically motivated to continue developing.” In short, learning that lasts a lifetime begins now.
BGA accreditation manager Richard Turner r.turner@amba-bga.com Senior marketing executive – digital lead Shareen Pennington s.pennington@amba-bga.com Membership administrator Georgia Herbert g.herbert@amba-bga.com Commercial relations director Max Braithwaite m.braithwaite@amba-bga.com
Head of marketing & communications Leonora Clement l.clement@amba-bga.com Finance & commercial director Catherine Walke r
Director of accreditation & director of BGA services Mark Stoddard
Tim Banerjee Dhoul Editor , Business Impact
Chief executive officer Andrew Main Wilson GENERAL ENQUIRIES bga-membership@amba-bga.com
Copyright 2025 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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BRIEFING Discover how development decelerates deforestation, why traditional degree programmes are failing graduates and the pros and cons of laughter in the workplace in this round-up of news and research from BGA schools. By Tim Banerjee Dhoul , Ellen Buchan and Colette Doyle THE LATEST NEWS FROM ACROSS BGA’S NETWORK Business
ECONOMIC DEVELOPMENT UPROOTS DEFORESTATION IN 30-YEAR STUDY
an alleviation in deforestation. The statistics were then used to estimate the level of development needed to halt the loss of forest areas worldwide. “Although it is not a direct measure, economic development and increasing per capita income is something that will help conserve forests in the long term,” López explained. The results stemmed from putting figures on land use and per capita income from the Food and Agriculture Organisation of the United Nations into econometric models. Seven regions considered by the World Bank in the period 1990-2020 were analysed, showing variations between locations. Latin America and Africa, where rates of deforestation remain high, pose the principal concern. López
indicated that the current state of affairs means that economic policy and environmental policy must both promote development. Elsewhere, deforestation was found to be slowing in regions at an advanced state of development, in line with the projection of the environmental Kuznets curve. The Kuznets hypothesis suggests that economic development initially causes deterioration in the environment, before further growth yields an improved relationship with the natural world. However, not all estimates adhered to the Kuznets curve and its associated phases of forest transition, leading to calls for further in-depth investigation.
SCHOOL School of Business and Economics, Universidad de las Américas Puebla COUNTRY MEXICO
he link between economic development and a slowdown in deforestation is detailed in
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a study led by Universidad de las Américas Puebla (UDLAP) economics professor Martín Alfonso López Ramírez. Pouring over 30 years of data, the study demonstrated that increases in development are associated with
The study was published in the magazine Entorno UDLAP . TBD
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NEWS DIGEST
company is more likely to hire recent graduates with an undergraduate business degree as they are “more skilled”; meanwhile, 91 per cent say it takes less time to onboard and train business graduates compared to those with degrees in other fields. Additionally, almost all HR professionals (97 per cent) say it’s important that new hires have a strong foundational understanding of business and technology topics such as AI, data analytics and IT. “The traditional undergraduate curriculum has not kept pace with an evolving global workplace and the chasm between what’s being taught and what employers need has become more apparent,” commented Martin Boehm, Hult’s executive vice-president & global dean of undergraduate programmes. “Schools need to prepare students in new ways, with a focus on building both the skills and mindsets needed for continuous learning in a rapidly changing world.” CD “The traditional undergraduate curriculum has not kept pace with an evolving global workplace… schools need to prepare students in new ways”
NEW REPORT REVEALS RECENT GRADUATES ARE UNPREPARED FOR THE WORKFORCE
traditional degree programmes. The survey also found that 77 per cent of recent graduates say they learned more in six months on the job than during their entire undergraduate experience. HR professionals estimate that they save more than $4,500 (€4,125) in training costs when an employee can “hit the ground running”. Despite widespread talent shortages, most companies are avoiding hiring recent graduates. The top reasons given are because they don’t have real-world experience (60 per cent), lack a global mindset (57 per cent) and don’t know how to work well in a team (55 per cent). However, an overwhelming majority (95 per cent) of HR directors say their
SCHOOL Hult International Business School COUNTRY US
raditional undergraduate education programmes are not adequately preparing
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students for the workplace, according to a new survey from Hult International Business School. Respondents’ feedback indicates detrimental implications for both employees and companies, highlighting the need for a new strategy from
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CROSS-CULTURAL IMMERSION MIXED WITH EXPERIENTIAL LEARNING
SCHOOL SolBridge International School of Business
COUNTRY South Korea
aster’s students at SolBridge International School of Business recently teamed up
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with students of two partner institutions in Asia to take part in a cross-cultural and experiential consultancy challenge. The Asian Business Consulting programme placed students from partner schools in teams to work together on a real-life industry case study. Specifically, they were tasked with formulating an international market development strategy tailored to one of three local businesses: medical technology manufacturer Heroic Faith, coworking space Ideal Venture Studio and teahouse chain Chun Shui Tang. Co-ordinated between Universitas Prasetiya Mulya in Indonesia, National Taiwan University (NTU) and SolBridge, the latest iteration was hosted by NTU. In addition to helping students enrich their cultural perspectives and better understand the realities of business, the initiative is designed to emphasise the value of collaboration, innovation and strategic problem-solving. It also seeks to nurture the mindset necessary to thrive in a competitive global marketplace. Over five days, participants engaged in company visits, field research and stakeholder interviews. Teams then held problem-solving and strategy sessions that culminated in presentations to senior managers of the partner companies. TBD
BEING CEO IS A SERIOUS BUSINESS, STUDY SUGGESTS
explained, can be used to reduce the perceived distance between a leader and their employees, fostering closer relationships. Self-deprecating humour “decreases the salience of that hierarchical difference and it can make employees feel they’re closer to the manager and improve their relationship,” reasoned Cooper. However, this doesn’t tend to work for CEOs because they are expected to project strength and decisiveness. A CEO’s use of self-deprecating humour can therefore actually damage a leader’s authority and – once they are perceived as weak – harm an organisation’s reputation. Meanwhile, aggressive humour, such as teasing or belittling, is generally considered to be toxic. Yet, the study notes that when used by a CEO, it can sometimes enhance an organisation’s reputation. In this instance, this is because mocking a competitor can be associated with strength and a willingness to win. EB
SCHOOL Miami Herbert Business School University of Miami COUNTRY US
umour is often used as a tool to de-escalate situations and build
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connections. In a recent study of humour in organisations, Miami Herbert Business School professor Cecily Cooper outlined four distinct types at leaders’ disposal: affiliative (friendly), self-enhancing (coping), self-deprecating and aggressive. Humour can function in both horizontal and vertical ways, according to Cooper. Horizontal humour can either bring people together or push them apart, while vertical humour can be used to soften hierarchical structures. For example, self-deprecating humour, the Miami Herbert professor
8 Business Impact • ISSUE 2 • 2025
NEWS DIGEST
SCHOOL Nottingham Business School, Nottingham Trent University WALKING THE TALK WHEN IT COMES TO COMPANY CULTURE
COUNTRY UK
ost company websites list organisational commitments to lofty ideals, often citing an
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emphasis on work-life balance, charity days and policies around inclusion. But is this the reality behind closed office doors? A new survey of 1,170 UK managers and employees looked at whether the culture promoted by organisations matched the experience of its workers. The results showed a stark contrast between rhetoric and reality, with only 18 per cent of employees feeling that their organisation’s stated values or external image were very aligned to the current culture. In addition, only half of employees felt that the day-to-day behaviour in their organisation matched its diversity, equality and inclusion policies. Around a quarter (24 per cent) said their current culture did not support inclusivity and more than one third (38 per cent) thought that their current culture did not promote wellbeing. “The results from this study show that cultural misalignment is widespread in UK organisations, which is very concerning,” remarked Nottingham Business School
AI STUDY HIGHLIGHTS THOUGHT- PROVOKING INDUSTRY TRENDS
One trend uncovered concerns climate finance engineering. The idea, in this instance, is that a combination of climate science and finance could be used to create solutions for climate challenges, with business schools likely to offer specialised degrees and laboratories for innovative risk management. The report also points to the use of AI in business education. By identifying trends and fostering interdisciplinary integration, it is believed that AI could help institutions adapt their curricula to equip future leaders with the skills they will need to tackle complex global challenges. Referring to the report as a whole, Mijnhardt emphasised the value of embracing generative AI as a transformative professional support technology. “I strongly advocate for the responsible and professional integration of AI into our institutional development processes,” he commented, adding: “I encourage my colleagues at RSM and other institutions to start leveraging these tools to enhance continued success and development.” CD
SCHOOL Rotterdam School of Management, Erasmus University COUNTRY The Netherlands
usiness schools could benefit from implementing more frequent AI-supported
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prediction analysis to evaluate market opportunities and map the future direction of their institutions. This is one of the key findings of a report produced by Wilfred Mijnhardt, policy director general at Rotterdam School of Management (RSM), Erasmus University. Mijnhardt published a report using Claude.ai that is based on annual predictions from Poets&Quants ( P&Q ), a specialist business education publication acquired by Times Higher Education in 2023. The RSM policy director took P&Q ’s prediction series from 2020 to 2025 and created a comprehensive report consolidating five years of complex data.
associate professor Zara Whysall. More positively, 59 per cent of
respondents said that their workplace was close to being where it needs to be in terms of culture, suggesting that organisations might need just small tweaks in culture rather than a complete overhaul. EB
SHARE YOUR NEWS AND RESEARCH UPDATES by emailing Business Impact editor Tim Banerjee Dhoul at t.dhoul@amba-bga.com
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Data points Although international student enrolment in master’s in business management (MBM) programmes has fallen, students’ motivation to study abroad underscores a degree of resilience that schools can capitalise on. Tim Banerjee Dhoul analyses the latest AMBA & BGA admissions data from research conducted by Ellen Buchan
most domestic students, the average number of international enrolments stayed at 25 per cent. Meanwhile, there was a small uptick in the proportion of international enrolments in Spain, from 74 per cent in 2022 to 76 per cent among 22 programmes in 2023. In this light, it seems likely that while there may be further challenges ahead relating to an individual country’s circumstances, overall rates of international diversity in MBM programmes worldwide will remain sizeable. It is a similar story at MBA level, where the proportion of international students enrolling on AMBA-accredited programmes worldwide fell from 26 to 24 per cent between 2022 and 2023, according to the latest AMBA Application and Enrolment Report . Yet, the proportion of international students applying in the same timeframe increased, from 39 to 42 per cent.
he evolving challenge of international student recruitment can be detected
However, in a number of popular study destinations, there is a hint of the potential impact of the modern era’s climate of political flux and uncertainty, along with changing student visa requirements and processes. In the UK, for example, international students dominate master’s in management intakes. While they still represented 91 per cent of enrolees across 59 programmes in 2023, this was a drop from 94 per cent in 2022 and a return to the proportion reported in 2021. Even so, resilience remains. Across 98 programmes available in the rest of Europe, international enrolments made up 28 per cent of the 2023 total – the exact same proportion as the year prior. As you would expect, there are wide variations by individual country within this total. In France, where averages are skewed by the inclusion of the renowned grande école programmes that begin at bachelor’s level for
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in new admissions figures from AMBA & BGA. International students represented 31 per cent of those enrolling in MBM programmes worldwide in 2023. An analysis of AMBA & BGA’s past admissions surveys reveals that this figure is not far off the six-year average of 33 per cent observed for these pre-experience programmes. However, it is the lowest proportion reported since 2018. Shifts & stability Of course, these figures are illustrative rather than definitive – our survey sample changes each year along with the changing profile of AMBA’s network of AMBA-accredited schools, as well as their response rates and programme offerings.
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AMBA & BGA RESEARCH
INTERNATIONAL STUDY’S ENDURING APPEAL AMBA & BGA’s latest MBA data suggests that while candidates may have experienced more difficulties in securing and taking up places, interest in studying overseas remains high. Moreover, this pattern looks likely to continue for both MBA and pre-experience master’s degrees in the immediate future. In GMAC’s Application Trends Survey 2024 , for instance, a little over half of approximately 50 responding business master’s programmes in Europe reported a growth in international applications between 2023 and 2024, with 45 per cent indicating either consistency or a decline in application volume from overseas prospects. Business schools that can offer their international prospects advice and support during the admissions process may therefore find themselves at a strong advantage. Services might involve negotiating any processes required to secure the necessary documents to study abroad, as well as assistance in relation to other areas, such as finance and housing, that could help ensure their conversion from admitted applicant to enrolee. After all, the desire to work abroad and/or establish an international career was cited by 44 per cent of 544 responding students as a reason for embarking on their programme of business education, in a 2023 AMBA & BGA report on aspirations and experiences. In an increasingly interconnected world, driven by advancements in technology, trade and communication, this should come as no surprise.
31 THE PROPORTION OF INTERNATIONAL STUDENTS AMONG THOSE ENROLLING IN MASTER’S IN BUSINESS MANAGEMENT PROGRAMMES WORLDWIDE IN 2023 %
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An innovative collaboration between Henley Business School Africa and Berklee College of Music offers fresh insights into the concept of timing in business. Ray Haeng Soo Seol and Barry van Zyl provide the details Teaching the art of timing
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MANAGEMENT TECHNIQUES
T iming in business has fascinated experts for decades. In a TED talk, Idealab founder Bill Gross tells how he studied 200 start-ups and tried to establish why some succeeded and others failed, despite having plenty of funding, a good team and a strong business model. His surprising finding was that in 42 per cent of cases timing was the determining factor. Gross says that while the idea, the team, the business model and funding play a significant role in business success, if the timing is off the enterprise will fail. He takes the example of Airbnb and says many investors initially didn’t think it would work. Back then, the US was in a recession and many people needed extra money, which possibly helped them overcome their objection to renting their homes out to strangers. The same was true in the case of Uber, as he notes: “The timing was perfect for their need to find workers because drivers were looking for extra money.” But how do entrepreneurs and start-up founders get that precious sense of timing right? Our new interdisciplinary research report provides some interesting insights from the world of music. Entitled Timing Matters: Applying Musicians’ Insights to Business , the study looks at how professional musicians use timing in composing, playing and collaborating when performing music. Musical maestros such as Miles Davis, Mick Jagger, Aretha Franklin and Taylor Swift have much to teach us about when to act, pause, shift direction and think ahead. Musicians and artists, with their well-developed timing and flexibility, offer valuable insights that can help bridge the gap between the theoretical understanding of timing and its practical application. In talking to a number of musicians, we learned that such skills were developed over time, requiring discipline, practice and resilience. Listening skills are vitally important, as musicians playing with others need to understand when to play or how to change things up. Good timing depends on acute awareness and attention to one’s environment. Most importantly, we learned that skilled musicians can alter the perception of timing due to its elastic characteristics, which is an eye-opening discovery.
We concluded that the skills and characteristics of musicians can be applied to the world of business by examining their understanding of timing and how this perspective is also relevant in a corporate management setting. Timing: the biological perspective Physically, our bodies follow the biological rhythms of the circadian clock. In this sense, timing is a pivotal biological function that supports fundamental and physiological processes. Timing is not confined to our internal body clock either. Researchers suggest that the cerebellum region of the brain is a “sophisticated sub-second interval timer rather than a monolithic oscillator”. This suggests that the cerebellum is engaged in tasks that demand precise temporal co‑ordination, such as musical performance and higher executive functions like planning, self‑regulation and decision-making. More recently, researchers have begun to study timing in the context of genetic and epigenetic changes, investigating the interplay between genetic elements and neuronal functioning. They are also examining the in-built role of timing in the functioning of human neural processes, bodily cell cycles and even the expression of our genes over time. Anyone who has experienced a lift in spirit by playing an upbeat song, or viscerally responded to the ebbs and flows of the African bush at night, can attest to the fact that external influences, more specifically natural rhythms, can shift their mood. This process is known as ‘entrainment’, explained in one study as “the phenomenon in which two or more independent rhythmic processes synchronise with each other”. In the same way that light and darkness impact circadian cycles, these insights compel us to ask whether it is possible for our innate timing to be consciously developed, heightening our abilities to comprehend and utilise timing in a business context. Moreover, they might be able to help ensure productive outcomes in commercial situations such as investment, marketing and product development. Ultimately, the question is whether or not business executives and leaders can develop these abilities in much the same way that trained musicians gain these skills after years spent practising and training. The research suggests that it is indeed possible and that to develop good timing people can start by paying closer attention to what is happening around them.
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appear to be in the groove, it comes about as all the rhythmic elements merge seamlessly and joyfully. In their search for new perspectives on how to achieve that sweet spot – or that groove – the field of business and entrepreneurial research has increasingly focused on the behaviours of artists and their contributions to non-artistic industries. However, if you look closely, the groove is evident all around us, not only in the synchronicity of a musical ensemble. It reveals itself in the chemistry of a high-performing sports team, the deft touch of a skilled surgeon, or in an experienced pilot’s ability to execute the perfect landing. In the case of music, this state is both physical and perceptual – encompassing actions such as harmonic progression and note placement, as well as mental preparation in the moments leading up to a performance.
As one study participant puts it: “The real skill to being a musician is to listen. All the people in the orchestra have one ear on what they’re playing and another listening to everybody else. If you’re the conductor, you’ve got both your ears on that, but at the same time you are leading it. You’re the one in charge of timing; they all look to you for their cues and you’ve got to hear it.” Applying the concept to business This insight from a musician demonstrates the importance of the business leader as a conductor in his organisation. For entrepreneurs in particular, it is important that they understand their market comprehensively as well as their customers. Setting aside one’s own biases and the idea of “building it and they will come” requires an in-depth understanding of how customers truly behave. Listening skills also help leaders in an organisation pay attention to what other team members are saying, making sense of data and the views of various experts in an organisation. Musicians talk of timing as being elastic. This seems to point to different perceptions of timing to create dynamic and emotional experiences. Businesses also benefit from this kind of flexibility in their strategic and operational implementation. Think of Netflix, which was set up in 1997 as a mail‑based rental business of videos and DVDs. However, by May 2011, the company was the largest source of internet streaming traffic in North America. While the market was initially not ready for a streaming service, due to data speeds and bandwidth issues, once these evolved, Netflix was ready and able to take advantage. “Sometimes getting the timing right is just a matter of luck, being in the right place at the right time with the right product or service,” suggests Stuart Albert, associate professor of the Department of Strategic Management and Entrepreneurship at the University of Minnesota’s Carlson School of Management. “There is an element of truth in all of those observations. However, the view that we cannot acquire skill in matters of timing is not only overly pessimistic; it is simply not true. With the right tools, we can be far better at managing and deciding issues of timing than conventional wisdom suggests.” Acquiring the skills for good timing In our study, we look at the idea of musicians being ‘in the groove’. Business students often admire the synchronisation achieved by musicians. When they
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MANAGEMENT TECHNIQUES
Business leaders need to apply the same level of focus and discipline in their planning. As musicians use timing to enhance their art, business leaders can use timing strategically to innovate, whether it’s launching a product or pivoting during market disruptions. When to strike – and when not to One of the big takeaways for business leaders from the study is that an interdisciplinary approach can be very helpful. Looking outside traditional business domains, the value of mastering timing is made evident in the world of music. What may look like a spontaneous jamming session of musicians, creating magical sounds that inspire joy in others, is the result of years of training and practice, as well as focusing on one’s craft and individual expertise. One study participant commented: “Self-reflection is a very important part of knowing when to strike and when not to in life”. There is precision and co‑ordination in musical timing, even if it feels fluid and improvised. In essence, good timing in music, which creates an engaging feeling or vibe, depends on placing notes in the right spaces. This demonstrates how it mirrors everyday situations, where being in the right place at the right time is crucial. For business leaders, consider the following pointers: • Enhance situational awareness: regularly analyse market conditions, industry trends and internal company dynamics to identify opportune moments for action • Cultivate patience: learn to distinguish between urgency and importance, avoiding rushed decisions when waiting might yield better results • Practise scenario planning: develop the ability to anticipate various future scenarios and prepare flexible response strategies • Refine decision-making processes: implement structured approaches to systematically evaluate timing considerations in strategic decisions • Seek diverse perspectives: regularly consult with team members, mentors and industry experts to gain varied insights on timing-related decisions • Develop metacognition: reflect on past timing decisions, both successful and unsuccessful, to improve future judgment As New York Yankees baseball star Yogi Berra once said, “You don’t have to swing hard to hit a home run. If you’ve got the timing, it’ll go.” The final takeaway for entrepreneurs and business leaders is this: they need to get their timing right.
“As musicians use timing to enhance their art, business leaders can use timing strategically to innovate”
Planning properly and understanding the nature of the business in relation to markets and the needs of consumers creates conditions in which opportunities flourish. In business, like in the music world, leaders must be attuned to changes in trends and technology and adapt to them. By absorbing as much as possible about consumer habits and trends, plus doing the right kind of testing and data research, leaders can access information, discard that which isn’t useful and judge the right moment to act. In the case of music, any misstep during a performance, or failure to play the right notes at the right time, tangibly impacts the quality of the rendition. This is why musicians spend hours fine‑tuning the conscious mechanical and physical skills required to execute to perfection. They must also develop the unconscious perceptual abilities that are present in elite musicians – encompassing a sense of pitch and dynamic range when it comes to the emotion stirred by a chord progression.
Ray Haeng Soo Seol is an assistant professor of professional music at Berklee College of Music in Boston, Massachusetts. He holds a doctorate in education from Northeastern University Barry van Zyl is the programme lead for the global executive MBA at Henley Business School Africa and a former international drummer The research report discussed here is part of a larger initiative called the Theory of Groove, a three-way collaboration between van Zyl, Seol and Toki Wright, chair of the professional music department at Berklee College of Music
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Armed with a new city-centre headquarters offering greater connections to business and society, Emlyon Business School is seeking to diversify its student body and attract more leading academic talent. Dean Isabelle Huault reveals how an evolving business world and changing market inform the school’s strategy and programme offerings. Interview by Tim Banerjee Dhoul Open for business A t the start of this academic year, Emlyon Business School opened the doors of a new purpose-built campus in the centre of Lyon, having spent more than 50 years at a site in Écully in the city’s suburbs. The move lies at the heart of the school’s strategic plan for 2024-2028, as its executive president and dean Isabelle Huault explains. “The ambition is to use this campus as a means of attracting more international students and faculty and to facilitate co-operation with other international institutions. It’s a campus which is truly
already large numbers of international students, with 130 different nationalities represented. Most notable here is the school’s international MBA on which almost all enrolled students hail from outside France. However, Emlyon now wants to boost the number of different countries and regions represented in the one-year programme. “Right now, we have lots of students from India, China and countries in South America, but we really want to diversify the nationalities we see on the international MBA and attract more people from, for example, Eastern Europe or Africa,” Huault reveals. Encouraging more prospects from outside France to study in Lyon is an aim found across the school’s programme portfolio. This isn’t just about enriching classroom experiences with global perspectives, it’s also an acknowledgement of a changing market, as Huault indicates: “There will be a decrease in the demographic number of students in Western countries
connected to a city and open to the world.” Diversifying the student body A total of 3,300 new students enrolled across Emlyon’s portfolio of undergraduate and postgraduate programmes last September to bring its total community above 9,000. Among these are
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INTERVIEW WITH THE DEAN
Isabelle Huault is executive president and dean of Emlyon Business School, France. Previously, Huault was president at Paris Dauphine University – PSL, part of Paris Sciences & Lettres (PSL) University. Before this, she held several management positions at Paris Dauphine, including director of the doctoral school of management. Prior to joining Paris Dauphine, she was a senior lecturer at the University of Versailles Saint-Quentin-en- Yvelines, then professor at the Paris- East Créteil University Val-de-Marne and Panthéon-Assas University Paris. Huault is a graduate of Emlyon and holds a PhD in management sciences from Jean Moulin University Lyon 3
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same when looking at higher education in France as a whole, reasoning that “the presidents of universities are, generally speaking, male”. Self-censorship is a problem Huault pinpoints, arguing that while there may be greater opportunities to become a female leader now, we still need more role models. It is this same issue that Emlyon seeks to address when preparing students for their future careers. “We try to foster professional equality to avoid the self-censorship of our female students and to promote, for example, finance as a field for them,” she says, referencing an industry that has long been deemed less attractive to emerging female leaders and drawing a comparison to roles in human resources or marketing, with which they have been traditionally associated. “We really focus on this topic during their journey here in the school,” she adds. New directions & faculty opportunities Another important aspect of Emlyon’s strategic plan for the next few years is to swell the ranks of its top‑tier faculty. As mentioned, there is hope that the new
in the future, so we must be careful regarding our perspective of development and expansion; that’s why we want to attract international students.” This line of thinking bolsters Emlyon’s multi‑campus approach, with its Lyon headquarters supplemented by a presence in Paris, as well as outposts in Shanghai, China and Mumbai, India. Yet, the current geopolitical context presents both a challenge and an opportunity in the school’s pursuit of greater international diversity. On the one hand, the instability and inward- looking policies observed in many locations create obstacles for any student seeking to study overseas. On the other hand, however, recent legislative changes affecting study permit and student visa processes in destination countries such as Canada, the Netherlands and the UK could make France more attractive. “You have lots of countries closing their borders to international students and a rather unstable geopolitical situation,” concedes Huault, before speculating that perhaps her school has some increased opportunities with students in China because of the current strained relationship between the US and China, as
city-centre campus will boost the school’s appeal in this regard, particularly in the eyes of scholars from outside France. “We want to have 10 more faculty members each year until 2028, to give a total of 50 new positions by 2028,” says Huault matter-of-factly. “We want to improve our
well as with students in India because of recent changes in the UK and Canada. She then adds that Emlyon helps all its international students develop their French language skills and that its career centre is focused on helping
“We are a research-intensive institution, so it’s very important for us to attract international scholars”
them to land jobs with French companies. Overcoming self-censorship
student-to-faculty ratio and our strategy around the production and publication of scientific knowledge. We are a research-intensive institution, so it’s very important for us to attract international scholars.” The Emlyon dean points to the benefits of the school’s location at the epicentre of France’s leading industrial area and Europe’s sixth-largest regional economy by GDP, the Auvergne-Rhône-Alpes. “There are lots of opportunities to conduct research and connect with the world of practice,” she advises. Huault then outlines the school’s teaching and research conditions, as well as a mentorship programme that links all incoming academics to a more senior faculty member from either their department or research centre. “I think this is a very good ecosystem to grow and develop as a young researcher,” she concludes.
Of course, geographic background is just one aspect of diversity and Emlyon is keen to promote a better balance between men and women in leadership across all industries. Huault herself is one of a handful of female deans currently at the helm of France’s leading business schools, but she remains decidedly unconvinced at talk of progress towards gender equality in higher education. Her point is that even when it is possible to find a female leader, they remain a minority: “At the moment, I think we have four female leaders at the top 10 business schools in France, but challenges remain. I can’t say that there are more and more female leaders in business education, so I’m not sure there is progression.” She says the picture is the
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INTERVIEW WITH THE DEAN
think about their future in the context of planetary limitations, offering up new models of business and governance, processes and decision-making. “It really highlights the social and environmental challenges of our society. I think this is very original not only in terms of pedagogy, but also in terms of content,” the Emlyon dean declares. In a similar vein, the school recently launched an 18-month MSc in Leading Sustainable Transformations. This offers a focus on change management and corporate sustainability, as well as a four to six-month internship in industry. Another new programme in this academic year is a triple-degree master’s in management with a specialisation in finance and technology, offered in partnership with Polimi Graduate School of
Two areas of expertise are of particular interest to Emlyon right now: healthcare management and the business of cutting carbon emissions. The former is a nod to Lyon’s “dynamic and rich ecosystem in healthcare and pharmaceuticals”, as Huault describes. At the end of last year, for example, the World Health Organisation (WHO) launched a lifelong learning hub just a short distance from Emylon’s new headquarters. Opened in the presence of French president Emmanuel Macron and WHO director- general Tedros Adhanom Ghebreyesus, the WHO Academy has the lofty aim of upskilling three million healthcare workers, 900 senior decision-makers and 13,000 public health managers by 2028, both in Lyon and online. For its part, as Huault explains, Emlyon launched the Healthcare Innovation, Technology &
Management in Italy and Bayes Business
Society Institute last year “to unite all our activities focusing on these topics, in terms of research, education
School in the UK. Over the course of two years, students study management in Lyon, technology in Milan and finance in London. Huault describes it as being “very selective, international and at the crossroads of these different disciplines, highlighting our will to hybridise our programmes”. Indeed, permeating throughout Emlyon’s new offerings is a desire to bring together different disciplines, perspectives and responsibilities in its educational approach, referred to as ‘hybridisation’ in the school’s strategic plan. An undergraduate programme that mixes data science and artificial intelligence with an emphasis on responsible business provides a further example. It launched in 2023 in collaboration with the engineering school Centrale Lyon (formerly École Centrale de Lyon). “These programmes highlight the importance of hybridisation and embody our will to be socially and environmentally responsible, while emphasising academic excellence,” Huault clarifies. By opening up new paths of study and centres of expertise, as well as employing a renewed will to increase diversity among its students and faculty, the school stands ready to reap the dividends of its new vantage point at the heart of southeastern France.
and corporate relationships”.
Moves towards new
areas of specialism are by no means a departure from the school’s holistic approach, however.
Emlyon’s new purpose-built campus in the heart of Lyon, part of its strategy to increase its global profile
“We will remain a very generalist business school, but we think that there is some potential in these areas and directions,” Huault surmises. Even so, the new healthcare institute shows a desire to channel the school’s expertise on a particular topic in a way that boosts external awareness and accessibility. The very same approach can be detected in the launch of a new entrepreneurship centre, the Institute for Impactful Entrepreneurship and Innovation that now co-ordinates all its offerings in an area of central importance to a school founded by entrepreneurs. Uniting disciplines & perspectives In terms of programmes, the desire for more expertise around the pursuit of carbon-free emissions is reflected in a new compulsory course that is now delivered across Emlyon’s MBA, master’s and bachelor’s degrees. Sustainable Futures is based on consultancy projects with partner corporations and is designed to help students and companies
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Quantum leap A pioneering industry partnership dating back two years has enabled UBI Business School to make great strides forward in the effective integration of artificial intelligence (AI) into the curriculum. UBI Europe dean Gaston Fornes and AI copilot Alexandria reveal all
I n an era defined by rapid with marketing and communications multinational Publicis. Over the past two years, this collaboration has sought to push the boundaries of conventional business education by integrating AI technology to enhance the learning experience, while also aligning outcomes with the evolving needs of the future workforce. AI in the learning process The result is Alexandria. Inspired and named after the legendary Library of Alexandria in ancient Egypt, UBI’s AI system brings intelligence and adaptability technological advancements, the traditional paradigms of business education are being reimagined to better equip future leaders for a world that is increasingly dictated by the capabilities of AI. In the midst of this transformation is UBI Business School’s partnership
to a new level, intuitively adapting to each user and delivering a personalised experience that meets individual needs seamlessly. Offering two solutions – one for faculty and staff, as well as one for students – Alexandria also demonstrates how educational institutions and industry leaders can work together to enhance students’ capabilities and prepare them for future challenges. UBI Business School is one of the first institutions to fully integrate AI into its curriculum. This reflects a commitment to providing students with hands-on, practical experience, ensuring they are ready for today’s evolving business landscape. By embedding AI directly into the learning process and harnessing its potential, the school aims to enhance students’ critical thinking, problem-solving and decision-making abilities. Evolving graduate skillsets As AI becomes further intertwined with industry, the demand for graduates who are proficient in both
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ARTIFICIAL INTELLIGENCE
business acumen and technical knowhow continues to surge. Traditional business skills in the areas of leadership, management and negotiation must now be complemented by technical literacy, particularly around AI. UBI’s collaboration with Publicis aims to ensure that its graduates emerge with enhanced technical skills and a deep understanding of how these abilities translate into business contexts. This convergence of skills positions them for roles that may not yet exist, but will demand an agility and versatility in problem- solving that makes use of new technologies. To help shape the workforce of tomorrow, it’s crucial that business schools collaborate with industry leaders. By pooling resources, expertise and foresight with partners such as Publicis, schools can maintain the relevance of their educational programmes, keep pace with technological advancements and link academic learning with practical, industry-driven skillsets that fulfil employer expectations. Done well, partnerships of this kind produce a symbiotic relationship that benefits students, institutions and companies alike. Students receive a vital boost in their employability and acquire valuable skills, schools have a means of delivering modern and compelling curricula and corporations gain access to a pipeline of capable and innovative talent. Pioneering AI in the classroom Alexandria is designed to transcend mere administrative functionalities and embed itself as an integral part of the learning and teaching ecosystem using advanced machine learning algorithms. This sets it apart from a traditional learning management system and enables it to curate a truly personalised educational experience, tailoring learning pathways to each student’s pace, strengths and interests. In addition, its adaptive learning technology ensures optimised content delivery, turning learning into an engaging and effective process. Another point of differentiation is Alexandria’s ability to enhance student capabilities beyond standard academic learning. Through the effective use of AI, students are better equipped to tackle complex problems, engage in critical thinking and apply practical solutions in real-world scenarios. These advantages are the result of meticulous refinements based on data and feedback over the past two years. The responsive nature of this approach aids further improvement, by allowing instructors
to identify learning gaps and address them promptly with targeted interventions. Joining forces to boost outcomes One of the most significant outcomes of this initiative is graduates’ increased employability and the enduring relevance of their education. Through exposure to robust AI applications and real-world business challenges, UBI graduates show a competitive edge in the job market. Not only can this fuel accelerated career advancement, but it can also give graduates the ability to redefine business practices using innovative approaches. In this way, the school’s AI-enhanced educational framework augments student potential and provides companies with versatile, future-ready employees who actively contribute to advancing business methodologies. UBI’s collaboration with Publicis offers a blueprint for educational transformation and the effective integration of AI into business education. By fostering deep-rooted partnerships between academia and industry, while focusing on enhancing skills and employability, business schools can invigorate their curricula and ensure graduates lead the charge in dynamic economies. In a world where the only constant is change, this collaboration stands as a testament to the power of combined expertise and shared goals, paving the way for a new era of business education that is as dynamic and forward-thinking as the future demands. This article was originally written by Alexandria
Alexandria is the product of a collaboration between UBI Business School and French multinational Publicis. Based on the axolotl, an amphibian endemic to Mexico City that remains in a developmental stage, Alexandria is designed to stay in a continuous state of learning Gaston Fornes is dean for Europe at UBI Business School. Previously, he was director of executive education & lifelong learning at the University of Bristol Business School and dean of graduate studies and executive education at ESIC Business School
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