ROUNDTABLE REVIEW
Eno Amasi Maycock , executive director of MBA programmes, Coventry Business School, Coventry University Rebecca Casey , MBA programme director, Newcastle University Business School Rodrigo Cintra , chief innovation and internationalisation o cer ESPM Aku Clemmet , MBA programme manager, University of Exeter Business School Deneise Dadd , deputy head of school, Coventry Business School Coventry University Ellie Fowler , executive MBA programme director, Lancaster University Management School Geetha Karunanayake , Global MBA programme director Hull University Business School Salah Khalil , founding executive chairman and CEO, Macat International Elaine Limond , vice-dean University College Birmingham Business School Julie Rosborough , MBA portfolio lead, Nottingham Business School, Nottingham Trent University Tom Vinaimont , academic director Nazarbayev University Graduate School of Business PANEL PARTICIPANTS CHAIR Andrew Main Wilson , CEO, AMBA & BGA DELEGATES
“The challenge is how we can sell a programme that has no defined course structure and no fixed content. Our programme has been there for three years and so far, we have managed to attract many more students through companies than individually because the companies can better understand this approach.” Linda Whicker “We look at three key areas: leading responsibly, understanding adaptability and embracing disruption and complexity. Through this, we cover leadership behaviours and psychology. We also focus on the student individually to the point where we’re providing one-to- one coaching sessions as part of the fee structure.” Geetha Karunanayake “The stages in our programme are designed to help leaders develop and think about the future. We start with a compulsory module, where students think about who they are, where they are and their career progression. We then bring in the leadership behaviour and psychology elements to help them develop their understanding of other people and soft skills, such as negotiation, change management and decision-making skills. The next stage is the springboard, where leaders think more directly about the future.” Aku Clemmet “We’ve started to implement one-to-one executive coaching sessions with our students because there’s so much value in these for learning about themselves, with takeways that they can then apply directly in the real world.” Deneise Dadd “We have students from across the world that represent lots of cultures and that individual focus is simply not the culture everywhere in the world. This can make it hard to do that reflective piece, especially one where you’re not just thinking about you, but also about how your decisions a ect others and the wider society.” What role does critical thinking and creativity play in your business school’s curricula and how do you support students in developing these skills? Ellie Fowler “We have a lot of di erent types of people from a range of organisations coming to our programmes, so in our action learning sets we really try and mix up this diversity to get that creativity in thinking. Lots of students say this is one of the things that they enjoyed the most, or rather they don’t always enjoy it to start o with, it’s something that they have to learn how to do, but once they get it they go away and bring this mindset back into their organisations and that makes a big di erence.” Rebecca Casey “Having an appreciation of diversity of perspective is really important and creativity is good for that.”
Linda Whicker , executive MBA programme director Hull University Business School
Ambition OCTOBER 2023 | 23
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