DIRECTOR’S DESPATCH
A HOLISTIC WAY TO WEIGH UP SUCCESS Reflecting on a keynote presentation at last month’s flagship AMBA & BGA event, director of business school engagement Debbie Kemp considers what institutions could learn about measures of achievement from Bhutan’s Gross National Happiness framework
A t the recent AMBA & BGA Global Conference in Madrid, our community of business schools came together to explore some of the defining opportunities and challenges shaping management education today. Unsurprisingly, discussions focused on the rise of AI, the future of work, leadership in increasingly complex times and the evolving role of business schools in society. Yet, one keynote speech stood out: Chewang Rinzin, vice-chancellor of the Royal University of Bhutan – one of BGA’s newest member schools – introduced us to an extraordinary national philosophy that challenges many conventional assumptions about success and progress. It is almost two decades since Bhutan adopted Gross National Happiness (GNH) as a guiding framework for national development. Rather than measuring success primarily through economic growth, GNH seeks to create a balanced society where material prosperity exists alongside emotional wellbeing, cultural preservation, environmental responsibility and good governance. As the fourth King of
Bhutan, Jigme Singye Wangchuck famously stated: “For Bhutan, Gross National Happiness is more important than Gross National Product.” Under this framework, traditional indicators such as productivity, consumption and investment are replaced with more than 30 measurements that encompass mental health, community vitality, work-life balance, environmental responsibility and educational development to name just a few. However, what was striking was not simply the philosophy itself, but also the country’s commitment to measuring and improving happiness in practical ways. Conducted over four months in 2022, Bhutan’s most recent GNH survey involved more than 11,000 face-to-face interviews; a remarkable demonstration of intent and accountability. Rinzin’s keynote address also outlined how the GNH framework has become embedded within Bhutanese society and integrated into business practices and educational curricula. As I listened to this presentation, I found myself wondering what might be possible if more countries, organisations and institutions measured success not only by economic performance, but also by the wellbeing and fulfilment of their people.
While reshaping national policy may feel beyond the influence of most of us, business schools occupy a uniquely powerful position in helping to shape the values, priorities and leadership styles of future generations. The graduates emerging from our institutions will influence organisations, economies and communities across the world. This is why I am particularly proud that the core pillars of BGA – positive impact, responsible management and lifelong learning – resonate so strongly with the principles underpinning Gross National Happiness. At their heart, these ideals encourage us to consider success more holistically, paying due attention to contribution, purpose, community and sustainable impact, as well as career progression and financial outcomes. In this sense, perhaps the real opportunity for business schools is not simply to prepare students for successful careers but also help them build meaningful lives and create healthier organisations and societies in the process. I would encourage everyone to explore the GNH model further and reflect on how its principles might influence the way we lead and educate, as well as the cultures we create within our workplaces, classrooms and families.
38 Business Impact • ISSUE 3 • 2026
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