Wang Zhongming , Professor at Zhejiang University and President of the Silk-Road Entrepreneurship Education Network, Hangzhou, PRChina In China, we try to do three things among the Business Schools in terms of capacity building. First, it’s about bridging the psychological distance to set up sustainability mindsets and building that into MBA programmes. Second, we try to integrate digital transformation with green development. Third, we empower corporate leaders with sustainable management. Gunther Friedl , Professor at the Technical University of Munich (TUM), and Dean of the TUM School of Management, Munich, Germany We need to shift our educational programme. We take an interdisciplinary approach where we bring together business students with science students, with engineering students – and have them collaborate in interdisciplinary teams to get a better understanding of what is going on in their respective areas. Amitava Chattopadhyay , Professor at INSEAD, Fontainebleau, France For us, lifelong learning has become a watch word and it’s something that now cuts across degree programmes and executive education programmes. We are evolving to say that it is no longer the case that you study for the first 20-odd years of life and then live off that for the rest of your career. Rather, you constantly refresh your life as the world changes. I think that virtual reality offers a real opportunity to present stories and let students understand them. I think that is a super important learning experience for students.
Srilata Zaheer , Dean and Professor at Carlson School of Management, University of Minnesota, USA We have a range of partnerships, and each one of them has been hugely beneficial in terms of being able to bring views from around the world into our own classrooms for our own students.
These partnerships have exposed our own American students to what happens around the world and what happens in China – to the best thinking and the best students out there. That has been an absolute joy. It has changed how our faculty think and what they teach, it changed what they do.
Bodo B Schlegelmilch , Chair of AMBA & BGA
VUCA has become the norm – the traditional Business School model is
undergoing changes. It is very important to come together and focus on ideas we have in common and exchange ideas, so it is a great pleasure to bring together Chinese and Western perspectives, because knowledge is much more evenly distributed than ever before. We have to think about whom we should
collaborate and compete with, to the extent that we have to question our own business models. In terms of changing technology, Business Schools, and deans in particular, are taxed with very new decisions, as regards which technologies to invest in. • What do we outsource or invest in ourselves? • What are the teaching tools? • What about the personalisation we offer? These are all challenges deans did not have before. Alexander G Welzl , President of CDA As an independent, non-partisan senior European think tank, we are convinced that the education of the coming generation of managers and corporate leaders is decisive for tackling the challenges lying ahead of us. We deeply believe that evidence-based decision-making, and a systemic and systematic learning process between cultures and nations, are the basis for peace, prosperity, and collaboration in the 21st century. We at CDA are convinced that the future route to go is that we all try together to develop planetary patriotism and a planetary awareness, and this is especially necessary, from our point of view, for future leaders and corporate managers.
Josep Franch , Professor and Dean of ESADE Business School, Barcelona, Spain
[In the past] our obligation as Business Schools was not only to play a key role [in globalisation] but to provide education with a global perspective, involve faculty in global issues and to share best practice and experience through international partnerships. Our students have developed a different set of competencies – more resilience, more crisis management, more living with a distributed team of people. We’ve learned what VUCA really means.
Scott Stern , Professor at MIT Sloan School of Management, Boston, USA
I take a global approach to management education, to make sure that the lessons we are teaching students in one location are adaptable and have a broad framework that can apply across many regions. We need to make sure that we’re not putting a square peg in a round hole by misapplying what might be true in one location to another around the globe.
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Ambition | BE IN BRILLIANT COMPANY
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