PROGRAMME DEVELOPMENT
Becoming drivers of digital transformation With the digital and physical worlds becoming more deeply connected, digital transformation is no longer only the concern of technology companies – it is a top priority across every industry. Technologies such as artificial intelligence, big data, blockchain, cloud computing, 3D printing and the Internet of Things are not only changing how businesses run, but also redefining markets and competition itself. Today’s leaders are expected to make high-stakes decisions under pressure, navigate incomplete or manipulated data and apply sound judgment in fast-changing, uncertain contexts. That is why MBA graduates need more than just a surface- level understanding of emerging technologies. They should be able to see the bigger picture and learn how to use these tools to innovate, stay ahead of disruption and keep their organisations agile. Although technical skills remain a central focus in many MBA programmes, preparing students for the nuanced realities of digital leadership is an area for further development. We should also bear in mind that while traditional concerns around ethics are still valid, today’s leaders must also be able to deal with new dilemmas such as algorithmic bias, AI transparency, cybersecurity and technology governance. It is clear that technology is advancing faster than ever. The metaverse, decentralised finance and quantum computing are rapidly gaining ground, yet they are often missing from business education. MBA programmes should take a bolder and forward‑thinking approach, integrating these technologies into strategy, operations and leadership development, so that future leaders are not just reacting to change, but are those who drive it. Increasing interdisciplinarity To stay relevant in an increasingly complex world, MBA programmes need to break out of the traditional silos of finance, marketing and operations. Today’s business challenges are deeply interconnected with fields such as behavioural economics, public policy and psychology. Leaders are expected to understand not only how markets work, but also how people think, how societies function and how policies shape the world of work. A broader, more interdisciplinary foundation helps future managers make smarter, more informed and well-rounded decisions. One area that surely deserves far more attention in MBA curricula is geopolitics. Global events ranging from shifting alliances to trade disputes can quickly reshape supply chains, markets and investment landscapes. Integrating political science and international relations into MBA learning can help students grasp the strategic implications of these changes and prepare them to lead in a world where political risk is business risk. Tools including scenario planning,
in a vacuum; they are influenced by bias, emotion and social pressures. Understanding human behaviour enables future leaders to communicate more effectively, manage change and build stronger teams. It helps in everything from setting incentives to creating ethical, inclusive cultures. Cultivating resourceful leaders In parts of the world such as in emerging markets and unstable environments, leaders need to learn how to do more with less. This is not just a backup plan, but a daily reality and a strategic advantage. However, traditional MBA programmes are still built on assumptions of stability, resource abundance and predictable systems. Resource scarcity is no longer a distant threat but a pressing, global concern. From shrinking freshwater supplies and declining arable land to the critical shortage of rare earth minerals, we are facing a series of interconnected challenges that affect food systems, public health, geopolitics and climate goals. Freshwater scarcity now affects over half the world’s population. Arable land is disappearing due to urban sprawl and soil degradation. Meanwhile, the world’s clean energy transition depends on a small number of countries controlling access to essential minerals such as lithium and cobalt, raising major questions on supply chain resilience. In this context, frugal innovation is not just clever, it is essential. It is about creating high-impact, affordable solutions under tight constraints. In Cameroon, the CardioPad is delivering remote healthcare to rural communities, while in Kenya, the Kio Kit is turning any room into a digital classroom. These are two powerful examples of how innovation can thrive even where resources are scarce. The takeaway here is that MBA programmes need to catch up. Frugal innovation should not be a peripheral topic, but instead should run through entrepreneurship, operations, strategy and leadership. Students should learn to design ventures that thrive in constrained situations, build lean and flexible supply chains and think creatively about value creation in difficult settings. This is how we can prepare leaders not just for today, but for a future where resilience, empathy and ingenuity will matter more than ever.
BIOGRAPHY
With more than 20 years’ experience in industry and higher education as a consultant and educator, Soheil Davari is the director of accreditations and an associate professor at the University of Bath’s School of Management. With a background in leading teams and managing projects across sectors including healthcare, logistics and manufacturing, Davari is passionate about resilience, sustainability and the role of disruptive technologies in organisations
case-based analysis and cross- disciplinary discussion can make these lessons real and relevant. Behavioural science is just as important. Business decisions are rarely purely rational or made
Ambition • ISSUE 6 • 2025 29
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