EDITOR’S LETTER
EDITORIAL
Content editor Tim Banerjee Dhoul t.dhoul@amba-bga.com Head of editorial Colette Doyle c.doyle@amba-bga.com Art editor Sam Price
THE COMPLEXITY CONUNDRUM
C omplexity has seeped into almost every aspect of organisational culture and practice, as evidenced by a recent message from a colleague detailing the mechanics of our organisation’s sweepstake for this month’s FIFA World Cup, consisting of two draws, a bonus league and rankings, alongside various rules and permutations for the categories on offer. In many ways, this is down to the coming tournament’s expansion from 32 to 48 teams, but it is also a nod to the need to retain interest in the face of evolving audience interests and preferences. In higher education, the picture is comparably convoluted, with demands that span expectations for modernisation and innovation in the face of contracting resources, alongside a desire for measurable, positive impact on economies, government policies, individuals and society. So far, so simple. Yet, while conversations around complexity naturally abound in the current climate, they don’t always translate into action. This issue of Business Impact , therefore, leads with a practical look at precisely how business schools can meet the ever‑increasing intricacies of modern careers and leadership. Our cover story focuses on the changes taking place to career structures, with Hult International Business School professor Henrik Totterman highlighting how learners are increasingly likely to follow non-linear paths to leadership through multi-role or portfolio progression and lifelong reinvention. Acknowledging the industry’s
As career paths and structures evolve, higher education must equip students for the new world of work while undergoing its own modernisation
Sub-editor Heather Ford
current limitations, Totterman pinpoints how existing offerings can be overhauled in favour of “a more durable model that connects degree education, alumni engagement, executive education and career support within a coherent system”. We then turn to managing complexity in our feature from Fernando Ortiz Cueva and Carlos Reynoso Núñez at ITESO; they emphasise how approaches to leadership development can be redesigned to meet current demands. This article highlights the importance of helping students develop “cultural intelligence, emotional awareness and a willingness to learn from perspectives that challenge existing assumptions” in the context of a business environment where far‑flung, diverse and intergenerational teams are increasingly the norm. Reflecting on his own leadership journey, INSEAD and HBS alumnus Johan Depraetere also testifies to the importance of these qualities in his guest column. “In a world of increasing complexity and noise, presence and honesty might just be the most important leadership traits of all,” he writes, citing lived experience through travel, meditation and the practice of emotional honesty as his recipe for becoming a more grounded leader. To navigate today’s global business challenges, these ideas and approaches can help us to embrace complexity rather than to become overwhelmed or exhausted by its pervasiveness.
Insight, content & PR manager Ellen Buchan e.buchan@amba-bga.com CORPORATE Director of business school engagement Debbie Kemp d.kemp@amba-bga.com Head of business development – BGA Richard Turner r.turner@amba-bga.com Senior marketing executive – digital lead Shareen Pennington
s.pennington@amba-bga.com Membership administrator Georgia Herbert g.herbert@amba-bga.com Commercial relations director Max Braithwaite m.braithwaite@amba-bga.com Head of marketing & communications Leonora Clement l.clement@amba-bga.com Finance & commercial director Catherine Walke r Director of accreditation & director of BGA services Mark Stoddard Chief executive officer Andrew Main Wilson
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Tim Banerjee Dhoul Editor , Business Impact
Copyright 2026 by The Association of MBAs and Business Graduates Association . All rights reserved. Material may not be reproduced without the permission of the publisher. While we take care to ensure that editorial is independent, accurate, objective and relevant for our readers, BGA accepts no responsibility for reader dissatisfaction rising from the content of this publication. The opinions expressed and advice given are the views of individual commentators and do not necessarily represent the views of BGA. Whenever an article in this publication is placed with the financial support of an advertiser, partner or sponsor, it will be marked as such. BGA makes every opportunity to credit photographers but we cannot guarantee every published use of an image will have the contributor’s name. If you believe we have omitted a credit for your image, please email the editor.
5 Business Impact • ISSUE 3 • 2026 5 • ISSUE 3 • 2026
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