- The gap between academia and the corporate world persists worldwide. How are you at LBS addressing this challenge?
At London Business School our faculty work closely with global firms on applied research, teaching and learning, ensuring ideas are tested in real-world settings. Our curriculum centres on real business challenges and we invite practitioners into the classroom, as well as exposing our degree programme students to a wide range of internships, live business challenges and experiential learning. This includes our Global Experiences in 22 cities worldwide from Riyadh: Unlocking innovation: Saudi Arabia’s Economic Transformation, to Lima: Reinvention in Turbulent Times.
Our Executive Education Open and Custom programmes are ranked first and second globally by the Financial Times, because our approach is deeply collaborative. We work shoulder to shoulder with our partners, taking the time to understand their context and what they want to achieve. Then we recommend and design with them, learning experiences that enable their leaders to achieve individual, team and organisational objectives.
As AI is increasingly automating many quantitative tasks, we are developing not just analytical skills, but practical judgement and adaptability, equipping executives with the mindset and networks to lead in complex environments. The modern world is so complex no single leader has all the answers. That’s why this year we launched the LBS Corporate 100 (C100), an invitation-only alliance of global companies, institutions, SMEs, and NGOs working together to tackle the world’s most critical business challenges and learn not only from our faculty, but also from each other.
- ESG is coming under immense geopolitical pressure. How do you foresee the future of the green and blue economies globally, particularly in the Middle East?
ESG is indeed facing significant geopolitical pressures, but I remain optimistic about the future of green and blue economies in the Middle East.
While political tensions and regulatory divergence may slow progress, the fundamental drivers of climate change, resource scarcity and stakeholder expectations remain strong. In the Middle East, we see a shift from hydrocarbon dependence towards ambitious investments in renewable energy, water management, and sustainable infrastructure. Initiatives like the UAE’s Net Zero commitments are not just policy signals but substantial investments in innovation and human capital.
Globally, corporate leaders and investors increasingly recognize that long-term value creation and resilience require integration of ESG into core strategy, regardless of short-term political headwinds. The MENA region is young, and the younger generation is understandably more concerned about environmental sustainability and social inclusion. Collaboration between business, government, and academia will be essential to sustain this momentum and deliver real impact.
- Governance is fluctuating amid global tensions. How can business schools boost perseverance?
Perseverance is not innate. It is a skill that can be cultivated, and business schools like ours have an important role to play. We focus on developing not only technical and analytical skills, but also the mindset and resilience needed to navigate uncertainty.
Through our global cohorts from different industries and diverse business experiences, we encourage collaboration and help executives to develop adaptability.
- Some experts warn of an AI bubble. How can business schools mitigate risk?
AI is transformative, yet rapid investment and hype can outpace practical understanding and value creation.
AI and automation demand leaders who combine technical fluency with human judgement and an understanding of how to use AI to create value, drive innovation, and deliver positive impact across business and society. At London Business School, we have created the Data Science & AI Initiative to equip leaders, policymakers and educators with the frameworks to adopt AI responsibly and strategically. We are building a community of faculty, students, alumni and industry partners to share bold ideas and scale sustainable impact.
In addition to our dedicated programmes such as our Executive Education AI Master Class and Next Generation Digital Strategy, all programmes encourage executives to question assumptions, to assess the true potential and limitations of new technologies, and to focus on long-term impact rather than short-term trends. We teach a grounded understanding of AI, the ability to redesign how organisations work, and a renewed emphasis on the human qualities technology cannot replace.
Leaders need a clear understanding of the technology and the ability to see beyond the buzzwords. The real value doesn’t come from the technology alone, but from rethinking how work gets done, redesigning processes and workflows, in some cases, quite radically.
- What are the latest partnerships for LBS in the Middle East and their impact?
LBS has always considered partnership with the Middle East a strategic priority. LBS is a global school, but the Middle East is the only region where we have a physical presence outside of London. We have been teaching Executive MBA students in Dubai since 2007. In 2025, we opened an LBS Executive Education Office in Riyadh, underscoring our enduring commitment to the region and to those advancing one of the world’s most ambitious economic and social transformations through sustainable, knowledge-driven growth.
The School works closely with organisations such as Diriyah Company through its LEAD programme, a structured leadership pathway spanning emerging managers to senior executives. In a short time, it has fostered a shared leadership language and strategic alignment behind Diriyah’s national vision, ensuring that leadership capability evolves in step with its role as a flagship cultural and economic destination for the Kingdom.
Similarly, our multi-year partnership with ROSHN centres on a Management Development Programme designed to cultivate the organisation’s next generation of leaders. By strengthening commercial judgement and long-term strategic perspective, the programme supports sustainable, high-quality real estate development at scale, reinforcing ROSHN’s contribution to the Kingdom’s housing ambitions and broader economic growth.
It is worth noting that Saudi nationals represent the largest group within the Executive MBA cohort at the School’s Dubai campus, reflecting both the depth of engagement and the sustained impact of our presence in the region.