Electronic waste management: Genaro Carrillo underscores the importance of institutional compliance, corporate ethics and strategic vision in mitigating environmental externalities in the high-tech sector. His findings motivate firms to adopt e-waste management not solely as a legal imperative, but also as a strategic avenue for innovation, brand integrity and stakeholder trust. Digital transformation: Eduardo Vizcarra’s project looks at how digital strategies can bolster the resilience of green enterprises during crises, demonstrating how digital transformation, when consistent with environmental commitments, can enhance organisational agility and mission integrity. Circular economy: César Macías addresses solid waste management within the tequila industry, providing a practical roadmap for transitioning towards more sustainable production models in alignment with the UN’s sustainable development goals pertaining to responsible consumption and climate action. Sustainable tourism: Osmar Sánchez investigates the scalability and long-term viability of socially responsible tourism. When guided by a social focus and ethical stewardship, he shows that tourism can serve as a catalyst for local development and community empowerment. Customer experience: Karen Ascencio offers a proprietary methodological framework for a customer experience management model that provides a comprehensive understanding of clients, reduces data acquisition times and democratises information for prompt decision-making through advanced technology. Interconnectedness: Olivia Rodríguez-Gutiérrez underlines the importance of a systemic vision, where leaders and collaborators acknowledge their interconnectedness despite departmental and divisional separations. Strong connections, she argues, are vital for product success, efficiency and in meeting customer expectations. Sustainable growth: Maciel Perez Alejandra’s in-company project culminates in an organisational strategy across three dimensions: corporate, competitive and operational. Designed to ensure comprehensive growth and long-term sustainability, these strategies seek to leverage strengths, address weaknesses, seize opportunities and mitigate threats. Transformational leadership: Otavio de Andrade Oliveira’s research explores the impact of transformational leadership on team performance in a Mexican automotive company’s research and development department. Drawing on data from 64 teams and 477 participants, it offers companies guidance on optimising teamwork outcomes through effective leadership practices.
intervention into live business challenges. SAP ensures students approach their learning goals, projects and TOG from a “triple bottom line” perspective that considers economic viability, social equity and environmental stewardship. Within SAP, MBA core courses and the programme’s research, development and innovation (IDI) courses form the operational backbone of the TOG experience. These courses blend research, practical engagement and ethical reflection, transforming theoretical learning into practical knowledge by engaging students with genuine business challenges and societal requirements. Personalised mentorship, academic colloquia and collaborative dialogue enhance students’ TOG projects, aligning with intellectual depth and practical relevance. Together, core courses and IDIs foster reflective practitioners capable of analysing systemic issues and proposing sustainable solutions rooted in evidence and ethical principles. Topics explored in students’ in-company projects This approach helps students explore a diverse range of critical issues through their coursework and TOGs, as the following examples of student in-company projects illustrate: Small business: Daniel Tessier Newton’s project proposes transforming an agro-ecological and direct trade coffee business by prioritising social and ecological practices, segmenting customers to increase sales and demand and employing a lean startup methodology. These initiatives have already yielded 40 per cent sales growth, reduced staff turnover and a 20 per cent expansion of its customer base, highlighting the value of such practices.
26 Ambition • ISSUE 6 • 2025
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