BGA | BUSINESS IMPACT
EDITORIAL
this new agenda, they will need to focus as much on the ‘who’, ‘why’ and ‘how’ as the ‘what’. These are the factors that build the internal culture to make change happen,’ explains Craggs. Learn more in our cover feature on page eight. At The American University in Cairo School of Business, the input of students and learners has played an important role in moves to implement change and rethink learning, according to the School’s Dean, Sherif Kamel. He talks about the importance of student feedback on page 16 in an article that also draws on case studies from the University of Edinburgh Business School and the University of Newcastle, Australia – home to Newcastle Business School. Elsewhere in this edition, we feature interviews with two winners of the AMBA & BGA Excellence Awards 2022 – IE Business School and International Business School Suzhou, Xi’an Jiaotong Liverpool University in the lifelong learning and sustainability categories, respectively. There’s also a look at the potential power of partnerships in providing
Content Editor Tim Banerjee Dhoul t.dhoul@businessgraduates association.com Art Editor Laura Tallon Insight, Content & PR Manager Ellen Buchan e.buchan@ businessgraduates association.com C orporate Business Development Manager Victor Hedenberg v.hedenberg@ businessgraduatesassociation.com Senior Marketing Executive, BGA Shareen Pennington s.pennington@ businessgraduatesassociation.com BGA Account Manager Ben Maheson b.maheson@ businessgraduatesassociation.com Head of Commercial Relations Max Braithwaite m.braithwaite@ businessgraduatesassociation.com Head of Marketing and Communications Leonora Clement l.clement@associationofmbas.com Finance and Commercial Director Catherine Walker Director of Accreditation and Director of BGA Services Mark Stoddard Chief Executive Officer Andrew Main Wilson Executive Assistant to the CEO Sharon Sidaway s.sidaway@ businessgraduatesassociation.com General Enquiries info@businessgraduates association.com
Pathways to lasting change in business education
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An overwhelming 80% majority of Business School leaders agreed that their institutions are under pressure to change their fundamental value proposition and business model, in recent AMBA & BGA research. That change is required seems to be almost universally accepted, but what is the best way to go about it? It starts with leaders creating, ‘the conditions for curiosity, engagement and action’ – according to London Business School’s Andy Craggs – ‘that energises and enables the institution and its faculty to embrace and drive the change it needs.’
Measuring what’s been done in the past against what can be improved, Craggs identifies four key action areas – identity, content, culture and purpose – for Business Schools to focus on and around which leaders must cultivate an effective ‘change mindset’. ‘If Business School leaders are to deliver ‘If Business School leaders are to deliver this new agenda, they will need to focus as much on the “who”, “why” and “how” as the “what”’
continuity for students in Ukraine, with POLIMI
Graduate School of Management.
As ever, we hope that you find this edition of Business Impact informative, inspiring and thought-provoking. Tim Banerjee Dhoul,
Content Editor, Business Impact
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