2024 - Business Mangement

Creating positive, innovative and lasting change. That’s fun.

Thursday, 26 December 2024

Three MBA Fellows Helped Bridge Business & Government Policy At Brazil Summit

07:21 0

 Growing up in Jordan, Leen Ajlouni says education changed the trajectory of her life. She was lucky enough to earn scholarships from a young age, helping her earn an engineering degree at Smith College in Massachusetts and, now, helping her fund an MBA from Dartmouth’s Tuck School of Business.



She eventually hopes to work on complex global problems – like fundamental access to quality education for all – while lifting up disadvantaged and low income communities.

Ajlouni took a big step this fall. She was one of three Tuck MBAs to attend and participate in the B20 Summit in São Paulo, Brazil. The summit is the official forum for the global business community within the G20, bringing together business leaders and policymakers to collaborate on pressing economic issues across the globe.

Ajlouni and her MBA classmates – all second-year fellows with Tuck’s Center for Business, Government & Society – served on B20 Brazil’s Trade and Investment Task Force. Tuck was the only business school, and likely the only educational institution, represented at the summit.

“I’m leaving the summit with a commitment to lead with purpose, ensuring that the companies and initiatives I’m part of don’t just seek profit but also contribute meaningfully to society. The summit helped me internalize that the right question shouldn’t be ‘should we do this?’ but rather ‘how do we justify not doing this?’” Ajlouni tells Poets&Quants.

“I was reminded to stay grounded in my values, to take humanity to business, and to hold myself personally accountable.”

Tuck’s three Center for Business, Government & Society fellows pose with Tuck alum and B20 Brazil chairman Dan Ioschpe at the summit this October in São Paulo, Brazil. Courtesy photo

BRINGING TUCK TO THE B20 SUMMIT

Tuck’s Center for Business, Government & Society (CBGS) trains business leaders at the intersections of public, private, and nonprofit sectors. Through it, MBAs and other Tuck students engage with issues like corporate social responsibility, sustainable business practices, public-private partnerships, and the role of government in economic development through special programming, workshops and forums, fellowships, and guest speakers. It emphasizes both experiential learning and real-world impact.

The opportunity to partner with the B20 Summit was made possible through one of Tuck’s other major selling points: Its global network of highly successful and highly engaged alumni.

Dan Ioschpe, Tuck MBA Class of 1991, is a prominent businessman in Brazil and chairman of Iochpe-Maxion, a global producer of automotive wheels and structural components. When Tuck Dean Matthew Slaughter learned Ioschpe was serving as the chairman of Brazil’s B20 summit, he reached out looking for ways Tuck could collaborate. Ioschpe was happy to help, and Tuck was named a Network Partner for the B20 Trade and Investment Taskforce.

Hannah Payson, executive director of the Tuck Center for Business, Government & Society

“The summit provided unparalleled access to global business leaders, real-time discussions on critical economic and sustainability issues, and firsthand exposure to the intricacies of international collaboration. Few MBA programs offer such a direct connection to influential forums like the B20, and the experience underscored the importance of multilateral cooperation in addressing global challenges,” says Hannah Payson, executive director of the Tuck Center for Business, Government & Society. Before joining Tuck, she spent a decade at Lloyd’s of London as a corporate social responsibility manager.

“The significance of this opportunity lies not only in the caliber of the event but also in the way it exemplifies the strength of Tuck’s network. Thanks to the initiative of alumnus Dan Ioschpe, these students gained invaluable insights and connections that will continue to shape their perspectives and careers.”

At its core, the B20 bridges the global business community and the Group of Twenty, the international forum for governments and central bank governors from 19 countries as the European Union. Formed in 1999, the G20’s mission is to promote international financial stability and sustainable economic growth. Member nations represent about 75% of global trade and two-thirds of the world’s population.

The B20 (standing for Business 20) meets each year as part of the G20 process, facilitating dialogue between the business community, governments, and policymakers. A primary goal is to provide concrete policy recommendations on crucial global issues to influence G20 leaders.

“Attending B20 Brazil as a Tuck delegate was a valuable experience. As the youngest and only business school representatives, we were humbled to engage with leaders shaping the economic development agenda of countries that comprise 85% of the Gross World Product ,” says Saad Shaukat, MBA ‘25, and CBGS fellow.

“A key takeaway was the private sector’s essential role in advancing sustainable development. Brazil’s G20 leadership stood out, with a strong focus on social inclusion, energy transitions, and governance reform, emphasizing the interconnectedness of economic and social progress. “

BRIDGING THE DISCONNECT BETWEEN BUSINESS AND GOVERNMENT

Over the course of the two-day summit, the three Tuck MBAs attended high-level plenary sessions alongside policymakers from Brazil and other G20 countries. They participated in discussions on a fair net-zero energy transition, the impact of AI integration on the future of work, and leveraging trade to tackle global poverty. As a Network Partner, Tuck leveraged its technical expertise by sharing insights, and supporting the dissemination and advocacy of the B20’s policy recommendations.

Zac Seeber, MBA ’25

The MBAs heard from guest speakers like Paul Polman, the former CEO of Unilever, and met with business leaders from around the world. Francisco Gomes Neto, CEO of Embraer and chair of the Trade and Investment Taskforce, summarized the taskforce’s core message this way: “Trade is everything.”

Zac Seeber, MBA ’25 and CBGS fellow, says the experience was a powerful reminder of the interconnectedness of the global economy.

“The event highlighted the potential of multilateralism – countries working together to tackle complex, shared challenges – especially at a time when many are leaning toward protectionist and isolationist policies,” says Seeber who was an officer in the United States Air Force for six years, serving in locations across the United States, Saudi Arabia, Kuwait & Djibouti. The summit reinforced the notion that this interconnectedness is what drives the global economy. It also means that the consequences of one country’s policy rarely stops at its borders.

“In a world facing global issues like climate change, economic instability, and supply chain disruptions, such cooperation is not only promising but essential.”

The B20 writ large underscored the idea that collaborative international efforts can drive progress in ways that isolated actions cannot achieve.”
Shaukat agrees. Before coming to Tuck, he served as a policy officer in the

Saad Shaukat, MBA ‘25

Pakistani government as well as a project manager for governance initiatives for the Office of the President. He wanted an MBA program where he could build on his public sector experience while gaining practical skills to address global challenges. Tuck’s close-knit community and focus on experiential learning was exactly what he was looking for.

“The B20 experience broadened my perspective on global economic challenges, highlighting the need to align economic policies with the political capital required for incubating sustainable partnerships,” Shaukat says.

“I gained a deeper appreciation for balancing national interests with multilateral collaboration, recognizing how prioritizing economic cooperation can be crucial for navigating complex geopolitical dynamics. This realization feels particularly relevant given my experience coming from South Asia, one of the world’s least economically integrated regions.”

After graduation next year, Shaukat plans to continue a career in public service with a focus on international development.

“The B20 experience highlighted the disconnect between government policies and private sector needs. Having worked within the Government of Pakistan, I’m motivated to bridge this gap by implementing policies that foster entrepreneurship, reduce barriers, and promote sustainable, inclusive growth.”

The B20 Summit Brazil brought together delegates from 71 countries, including nearly 2,000 participants, 56 expert speakers, and 11 panels. Courtesy photo

EQUITY THROUGH EDUCATION

Between undergrad and her MBA, Ajlouni worked as a business analyst at BioMotiv, a biotechnology accelerator, and most recently as an investment associate at an early- stage VC fund called North Coast Ventures.
In choosing her MBA program, she wanted a top-tier business school where she could find a lifelong community.

“Tuck is a place where people embrace their unique identities, co-invest in each other’s success, and leave behind a meaningful legacy,” she tells Poets&Quants. “I think it’s the nature of the people who choose to come here that makes Tuck a place that always feels like home.”

Her fellowship with the Center for Business, Government & Society has been a defining factor of Tuck MBA. She wants to work at that intersection, leveraging her business training to drive inclusive and sustainable economic growth, especially in developing countries like her native Jordan.

Her experience at the B20 helped focus her future aspirations.

“The B20 Summit is significant because it provides an opportunity to align the priorities of the global business community with the agendas of G20 leaders, fostering a collaborative approach to challenges that no single entity can solve alone. The summit underscores the urgency of moving beyond fragmented, rearview mirror-thinking to embracing forward-looking, inclusive, and sustainable policies. It serves as a powerful reminder that in an increasingly interconnected world, our challenges – and our solutions – are shared,” she says.

Seeing first hand the power of collective action strengthened her drive to tackle global challenges with both urgency and pragmatism. She left motivated to work on cross-sector solutions to issues like the future of work and equitable access to education.

Leen Ajlouni, MBA ’25

Within the next five years, nearly a quarter of jobs will undergo transformation, with approximately 83 million jobs lost and 80 million new jobs emerging. Businesses and organizations will need to reskill and upskill their workforce.

“As I absorbed these discussions, I felt a renewed passion for the idea of inclusive, equitable education as a fundamental lever for a better society. There was an urgency to bridge the digital divide and foster digital inclusion, ensuring that no one is left behind. I left the summit with a powerful realization: it is a global imperative to cultivate a mindset that values education and lifelong learning, not just as a pathway to employment, but as a foundation for personal empowerment and collective progress,” she says.

Ajlouni is joining Boston Consulting Group as a management consultant. Ultimately, she wants to tackle economic and societal challenges through an educational lens. She hopes to return to Jordan to start and lead organizations with high-impact missions.

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Tuesday, 24 December 2024

Inside IMD’s New & Highly Innovative Executive MBA Program

08:04 0

 By and large, most Executive MBA programs are fairly commoditized and structured. Experienced managers visit a campus over the course of a number of weekends during a two-year period and get the business basics. One exception is the newly revamped EMBA option at IMD in Switzerland, a transformation two years in the making. The new program is designed to align with the evolving needs of executives and the fluidity of modern careers, offering unparalleled flexibility and customization.



IMD’s new Executive MBA program is a bold step forward in executive education. Besides the increased flexibility, the program offers real-world impact and a truly personalized learning experience. With two innovative formats, expanded global immersion options, and a curriculum tailored to the needs of modern executives, the program sets a new standard. As Vanina Farber, dean of the Executive MBA at IMD, notes, it’s a program designed for the realities of today’s world—and one that simply “makes sense.” Applications are now open, and the program officially begins in September 2025.

The EMBA’s debut comes on the heels of the school’s reimagined curriculum for its full-time MBA program, a transformation that led Poets&Quants to name the program the MBA of the Year for 2024.

Poets&Quants’ John A. Byrne sat down with Farber to discuss the impetus behind these changes, the innovative new formats, and the exciting features that make this program a game-changer in executive education. An economist and political scientist specializing in social innovation, sustainability, impact investment and sustainable finance, Farber boasts nearly 20 years of teaching, researching and consultancy experience. She led the redesign of IMD’s Executive MBA. The transcript of the interview has been edited for clarity.

John A. Byrne: Vanina, what led to the decision to completely redesign the Executive MBA program?

Vanina Farber: When I took this position right after COVID, I realized that the traditional, time-bound, linear structure of our Executive MBA no longer met the needs of our participants. At first, we thought these challenges—geopolitical tensions, fragmented career paths, and demand for new skills—were temporary. But we soon saw that these changes were here to stay.

Participants aren’t just climbing the corporate ladder anymore. They’re pivoting, seeking self-actualization, or needing specific skills to demonstrate credentials. We’re also seeing more entrepreneurs and professionals from the nonprofit sector. IMD has always been participant-centric, so instead of treating these challenges as exceptions, we decided to build a program that integrates these realities as core features.

Technology played a big role. It now allows us to create a program that is both flexible and integrated. Combining this with IMD’s strong ecosystem of partners enabled us to design a program that not only builds on our strengths but pushes the boundaries of executive education.

Byrne: The new Executive MBA program offers two distinct formats. Can you explain these?

Farber: Absolutely. It’s one program with two pathways. The first, Modular-Flex, is designed for flexibility. Participants can complete the program in as little as 18 months or stretch it up to 48 months. There are five to six different entry points throughout the year, and modules can be taken online or on-campus. Each module is self-contained, allowing participants to take breaks if needed.

The second format, Elective-Flex, begins with a more traditional cohort model but offers flexibility in its electives. Participants can choose courses from IMD’s open-enrollment programs, global immersion weeks, or even partner universities within the Global Network for Advanced Management. They can also select their preferred delivery format, whether face-to-face or online. This flexibility ensures that participants can tailor their journey to their unique needs and professional goals.

Byrne: What are some of the new features and highlights of the redesigned curriculum?

Farber: Global immersion weeks are a cornerstone of our program, and we’ve expanded them significantly. Participants can now engage with impact investment in Peru and Colombia, explore digital transformation and AI in India, or learn about resilience in Japan. We also offer a program in Kenya focused on business at the base of the pyramid and one in China that examines innovation through the lens of community-building.

These immersion weeks go beyond corporate visits. Participants tackle real challenges with tangible stakes, immersing themselves in the local context and gaining a deeper understanding of different cultures and business environments. For example, in Peru, participants advise a Swiss impact investor, working to spot value in emerging markets.

We’ve also introduced Learning Labs to address real-world business challenges in areas like customer centricity, digital transformation, and corporate culture. These labs allow participants to bring their work challenges into the classroom, where they collaborate with faculty and peers to develop actionable solutions.

Byrne: How does the program accommodate the diverse needs of today’s executives?

Farber: Flexibility is key. We’ve introduced multiple entry points and delivery formats to ensure that the program works for participants with demanding professional and personal responsibilities. For example, we offer online options for those who can’t commit to long periods away from work or family. This flexibility also allows us to attract a more diverse cohort, not just in terms of gender but also career paths and sectors.

We’ve also built in support for participants facing external challenges. For instance, during the Russian invasion of Ukraine, one of our participants had to pause their studies. We work hard to ensure that everyone can continue their education, even in the face of unforeseen circumstances.

Byrne: What kind of career support is available for participants?

Farber: We recently relaunched our Career Center, focusing on the unique needs of Executive MBA participants. Career coaching in this program is less about finding a job and more about self-reflection, exploring different career paths, and fulfilling a sense of purpose.

We’re also leveraging our alumni network to provide mentorship and support, creating a lifelong learning community. Our goal is to blur the lines between degree programs and ongoing executive education, enabling participants to continue their development well beyond graduation.

Byrne: What were the biggest challenges in developing and implementing this new program?

Farber: Flexibility requires robust systems and seamless execution, and that’s not easy. Participants expect a high level of quality, so we had to ensure that the program remained cohesive and integrated, even with all the new options.

Fortunately, IMD is an entrepreneurial institution that thrives on innovation. With the help of our Chief Innovation Officer, Sara Toms, and a dedicated team, we built a program that combines personalization with strong foundational systems. It took two years and a lot of collaboration, but we’re thrilled with the result.

Byrne: When will the new program officially launch, and how can prospective participants learn more?

Farber: The revamped Executive MBA program will launch in September 2025, but applications are already open. Interested candidates can find detailed information on our website, request a brochure, or speak with our admissions team. I’m also happy to answer questions and guide prospective participants to the right resources.

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Sunday, 22 December 2024

Elon Musk's curious fixation with Britain

07:28 0

 In 2012, Elon Musk had just completed a business trip to London and Oxford. "Just returned… I met with many interesting people," he wrote on Twitter. "I really like Britain!"



Fast-forward to 2024, and Musk's views on Britain are a little different.

"Civil war is inevitable" … "Britain is going full Stalin"… "The people of Britain have had enough of a tyrannical police state".

These are just some of his recent comments on X, as he renamed the site after he bought it.

He has repeatedly got into spats with politicians including Prime Minister Sir Keir Starmer, he has amplified voices on the right and far-right online and is in talks to donate to Reform UK, according to the party's leader Nigel Farage.

So why has Musk's relationship with America's closest ally apparently soured and what, if anything, does he hope to achieve?

We would love to ask him ourselves but he didn't respond to our requests for an interview.

His X timeline offers some clues though.

The self-proclaimed "Chief Troll Officer" often exaggerates in an ambiguous way, unclear if he's being sincere or ironic.

When he writes, "Is this Britain or the Soviet Union?" he doesn't really mean that Britain is a totalitarian Communist state but also, he sort of does. Often he reposts content with just a single word - "interesting" - or an emoji, rather than going into details.

In recent years, however, Musk watchers have noticed that the kinds of things he boosts to his 200 million followers tend to come from a particular place: a world view that is libertarian and "anti-woke", against progressives and centrists.

'What's happening in the UK?'

The shift was explicit during last summer's riots following the horrific killing of three girls at a dance class in the north-west England town of Southport.

False rumours about the attacker were circulated on X, including by far-right accounts which had been unbanned since Musk took over the company two years before.

As a protest turned violent and rioting flared, Sir Keir issued a warning: "To large social media companies, and those who run them - violent disorder, clearly whipped up online, that is also a crime.

"It's happening on your premises, and the law must be upheld everywhere."

Musk replied with one word: "Insane".

PA Media A police officer in riot shield with a dog walks in front of a burning car during a riot.
PA Media
Musk made several comments about the Southport riots last summer

Later, he would state that "civil war is inevitable" and spread a false message from the leader of a far-right party, claiming that Sir Keir was considering building detainment camps for rioters on the Falkland Islands. By the time he deleted the post, it had been viewed more than a million times.

Musk also criticised Britain's "prison overcrowding situation" on Joe Rogan's podcast - watched 19m times on YouTube - saying we should "make Orwell fiction again", a reference to George Orwell's writings about dystopian society.

While free speech is not Musk's only big issue - he appears to care a lot about existential questions around the future of humanity too - it's a subject that the Tesla, SpaceX and X owner has repeatedly returned to.

Just a few weeks ago, in response to a tweet from a right-wing American influencer, making an exaggerated claim about a report from the last government on radicalisation, he commented: "What is happening in the UK?"

And he may be planning to do more than tweet. He was recently pictured with Farage and Reform UK treasurer Nick Candy, amid reports he is preparing to donate a large sum of money to the party.

Why Musk cares about Britain

Musk's interest in UK affairs could be a reflection of how his own political beliefs have changed. He previously described himself as a centrist and even donated to Hillary Clinton's campaign, but now he talks a lot about the "woke mind virus".

According to interviews he's given and a recent biography, the transition of one of his children from male to female - and that child, Vivian Wilson, subsequently cutting him off from her life - appears to be one of the key turning points.

Winston Marshall, a former Mumford & Sons guitarist turned podcast host and right-leaning political commentator whose father jointly owns TV channel GB News, speculates that Musk could be picking fights because "he cares very deeply about the UK".

"Britain is the birthplace of liberal democracy, of many of the great philosophies that underpin America," Marshall says.

"So then he looks over to the UK and he sees what's been going on for several years, but which is now crescendoing after the August riots, with many, many people being given long jail sentences for literally Facebook memes in some cases."

"Facebook memes" sounds pretty harmless but these examples include - for instance - a three-month jail sentence for a person who posted a meme along with the caption "let's [expletive] riot" on a Facebook group with "riot/protest" in the name during the Southport disorder.

Reuters A man in a white shirt and tie shakes hands with a man in a dark top on a conference stage
Reuters
Musk meets former British Prime Minister Rishi Sunak at an AI summit in November 2023

Some question whether the tycoon is really as committed to free speech as he claims.

The Center for Countering Digital Hate, which scrutinises social media companies, was critical of Musk's tenure at X - prompting the tycoon to sue, accusing the organisation of misusing data and scaring off advertisers. The case was thrown out by a US judge.

Its CEO Imran Ahmed called the incident "indicative of the mindset of a man who simply cannot understand that freedom of speech is a freedom afforded to all, not just to him".

Other critics have pointed out that Musk has been careful not to criticise the president of China, a country where Tesla has huge business interests, despite Beijing's well-documented culture of censorship.

He has far less at stake, business-wise, in Britain, but the country could still affect his bottom line via the Online Safety Act, passed by Parliament in late 2023. It will allow regulator Ofcom to issue huge fines to social media companies if they're found to have certain types of illegal content on their platforms.

Andrew Chadwick, professor of political communication at Loughborough University, explains that while some provisions in the bill are uncontroversial, "where it gets a bit more tricky is where this illegal content blurs across into what we might call the kinds of disinformation or misinformation that we see circulate on a daily basis on social media platforms".

This could include "racially or religiously aggravated public order offences or the incitement of violence," he says.

The Act comes with some potentially huge punishments – a fine of up to 10% of qualifying worldwide revenue.

Could it be that Musk is worried about Britain biting off a chunk of X's revenues – or even, as the Act allows for in some circumstances, blocking access to the site in the UK?

Defenders of the Act argue that it's got nothing to do with censoring free speech. Gawain Towler, former head of press for Reform UK, says while Musk might not have "a forensic knowledge of all the details of backbench committee" he does "see the bigger picture" – what Reform activists and others describe as a creeping culture of censorship.

"You don't have to concentrate always on the trees. And I think Musk sees the forest quite, quite well," he adds.

Nobody can read the mind of the world's richest man.

But it's clear that Musk has funnelled his vast wealth into influence and is now exporting his values – including a mainstream American view of free speech and largely unfettered capitalism – around the world.

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