All successful MBA applicants who are employed in technology or engineering. The winner will be expected to contribute to The School’s student clubs and activities in the technology area.

Number of awards: 1

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All eligible candidates will be automatically considered for this award.

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The process is quick and easy, and you'll gain access to manage your preferences, view brochures, book events, bookmark content, comment on articles, and make an application.","Please check your details are correct and complete before submitting.","Country of residence","Which programmes interest you?","Title","Password","Minimum 12 characters. Must contain at least one alphabetic character and one number.","Confirm password","conversion-event-booking-success","We’re sorry, but this event is now full. Please check our website for other events that may be of interest.",["2476","2477","2478","2479","2480","2481"],["2482","2483","2484"],["2485","2486","2487"],["2488","2489"],"You have already registered with this email address but not yet verified it. Please {{log_in}} to receive a new verification email and complete your web account registration process.","The user exists, but their web account status is in a deactivated state. The user needs to re-activate and follow forgotten password path.","This email address has already been registered with London.edu or emba-global.com, please {{log_in}} to continue or {{recover_your_password}}.","There was an issue with saving information to your profile, our systems may be down please check back later","There was an issue with your account creation as our system might be down. Please try again later.","Something went wrong, please try again.","The Job level/seniority is required.","The Job level (Seniority) does not exist.","The AWA percentile is out of range. Must be 0 to 100","The AWA score is out of range. Must be 0 to 5000","The Brochure type is required. int (0 to 3)","The Academic institution field is required.","The city value exceeded the maximum length of 50 characters allowed.","The Comments, Notes are required.","The company value exceeded the maximum of 50 characters allowed.","The Company field is required.","The CV documents file is required.","The EA Score value is out of range. Must be 0 to 5000","The email address exceeded the maximum of 100 characters allowed.","The email address is required.","The event code is required.","The expected grade is required.","The Facebook value exceeded the maximum length of 50 characters allowed.","The Firstname value exceeded the maximum of 30 characters allowed.","The Firstname is required.","The form Proramme (Type) code is required to identify which programme applies.","The job function is required.","The GMAT score is out of range. Must be 0 to 5000","The country of residence/home country is required.","The industry is required.","The broad industry does not exist.","The brochure type does not exist. Must be 0 to 4","The Career Aspiration does not exist.","Invalid email address format.","The Programme (Type) code does not exist.","The Gender does not exist.","The country does not exist.","The industry does not exist.","The Job function does not exist.","The nationality country name does not exist.","The format of the phone number is incorrect.","The format of the preferred date id is incorrect. Should be Guid.","The study format does not exist.","The study location does not exist.","The title does not exist.","Must be a value from 0 to 100.","The what led you does not exist.","This is required. Set to true or false depending on the value selected on the form.","The Job title is required.","The Lastname/Surname value exceeded the maximum of 30 characters allowed.","The Lastname/Surname is required.","The LinkedIn Url value exceeded the maximum length of 50 characters allowed.","The Enquiry text maximum length of 1024 characters has been exceeded.","The Comments text maximum length of 2000 characters has been exceeded.","The Nationality country name is required.","The objectives is required.","The user profile password is required.","The password the user entered is too weak.","The preferred date value is required.","At least one Programmes of Interest is required.","The Quantitive percentile is out of range. Must be 0 to 100","The Quantitive score is out of range. 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A career in global business? Or London’s buzzing start-up scene? Learn new skills, secure a lifelong network of trusted peers, challenge your thinking and develop the leadership and general management tools for business success with our unique two-year MBA.

Based in a top business capital, our MBA programme connects you with world-renowned leaders and organisations, giving you the network and expertise you need to succeed.

",[],"5yiY08HY1ufi42Wn01Yk4t",{"altText":"7047","description":"1143","url":"7048","width":896,"height":504},"

Our world-class MBA programme is ranked #7 by the Financial Times.
With 100+ electives and flexible exit points, you can build your MBA around your personal career goals.
Join a tight-knit international student and alumni community of over 55,000 individuals, spanning 160 countries and countless industries.
Enjoy unparalleled access to top global businesses and buzzing start-ups when you gain a base in London.
Experience the highest standards of academic excellence from our top business school faculty and guest speakers.
Engage with seasoned industry experts in our Career Centre, attend exclusive MBA events, and leverage our connections to leading MBA recruiters.

Is it right for me?

",[],{"uid":"7049","component":"4043","fields":"7050"},{"uid":"7051","component":"4043","fields":"7052"},{"uid":"7053","component":"4043","fields":"7054"},{"uid":"7055","component":"4043","fields":"7056"},{},["7057","7058"],[],"

MBA programme experience

",[],"

Term one

",[],"

Term two

",[],"

Term three

",[],"

Term four

",[],"

Term five

",[],[],"

Preparing for the GMAT or GRE

A strong GMAT or GRE score demonstrates your readiness for the MBA programme. Build confidence and sharpen your skills with our online simulators.

Practise the GMAT test Practise the GRE test

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Impact your career. Build on your existing knowledge. Accelerate within your current path or transition to a different area of finance
Combine academic rigour with unrivalled practical exposure
Tailor the programme to suit your goals
Gain a global perspective and join a worldwide network of top finance professionals.

Is it right for me?

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Explore our full programme portfolio

",{},["7196","7197","7198"],[],"

The LBS MBA programme combines theory and practice through an intensely experiential curriculum, allowing you to tailor your learning to your leadership and career goals.

Year One: Gain a strong foundation in global general management through Business Fundamentals and Tailored core courses
Year Two: Create a programme that suits your leadership and development needs. Choose from 100+ electives, take part in a Global Experience, an International Exchange at one of our 30+ academic partner institutions, or work on real-world commercial challenges in our Business Project elective.

Throughout your MBA experience, you’ll connect with top MBA recruiters, explore different career options, and receive one-on-one coaching, training and guidance from the Career Centre to reach your career goals.

",[],"

You can structure your programme to graduate early and can officially exit the programme at 15, 18 or 21 months. To do so, you will need to have met all exit requirements, including completing 10 electives and your Global Experience.

Please note, that those going on International Exchange will not be able to exit the programme at 15 months.

",[],"

Applications for the MBA2027 class are now open. Please check the how to apply page for deadlines and application requirements.

",[],"

You can experience LBS on campus or join one of our many online MBA events. You can attend:

Campus talks & tours
Virtual tour of LBS
Live online sessions with faculty & alumni

Browse upcoming MBA events here.

",[],"

Yes, we offer a range of MBA scholarships and loan options to support your studies, alongside other providers. Funding opportunities include:

Merit-based & need-based scholarships
Loans for domestic & international students
Employer sponsorship & financing options
Explore MBA fees, financing, and scholarships here.

",[],"

See all MBA FAQs

","

Build on your experience to become a leader in tomorrow's business world.

",[],"

Looking to build on your masters in management? A One-year MBA from London Business School will help you to build on your management masters and apply this learning to contemporary business challenges - in just 11 months.

The One-year MBA has been built around our purpose: to have a profound impact on the way the world does business and how business impacts the world. This includes students building the skills and the courage to have a profound impact themselves, not just an understanding of what impact means.

You'll join a network of like-minded peers and build upon the knowledge you gained in your masters in management to develop a deeper understanding of modern business issues, such as sustainability and digital transformation. You'll learn how you can become a better leader and agent for change.

The programme also gives you the chance to connect with world-renowned leaders and organisations on a weekly basis as you'll be living in one of the best cities in the world, London.

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Preparing for the GMAT or GRE

A strong GMAT or GRE score helps us assess your ability to succeed on the programme. Practise your skills or familiarise yourself with the exams using our online simulators.

Practise the GMAT test Practise the GRE test

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Candidates must have a qualifying masters in management obtained three or more years ago. To meet this requirement, you must have gained a Masters in Management or equivalent from a university/business school approved by the accreditation bodies EQUIS and/or AACSB, or from a University of London member institution. Candidates will have at least three years’ relevant, high-quality work experience that demonstrates a strong track record of achievement.

Candidates must have a generalist Masters in Management, or equivalent masters level degree, covering the main disciplines of business, in line with the seven subject areas of the School:

Accounting
Data analytics
Economics
Finance
Marketing
Organisational behaviour
Strategy

Candidates will need to show they have studied, in their masters qualification, a minimum of five courses from the seven disciplines of business above. These must the include the quantitative courses, specifically finance, accounting and data analytics.

If there are topics the candidate did not cover during their masters qualification, they will be expected to take relevant online courses, as recommended by London Business School, prior to joining the programme.

","

The One-year MBA is designed for people with a deep-rooted ambition to continuously challenge and evolve their mindset and knowledge relating to contemporary business issues. You’re at a critical junction in your career path with focused career goals and recognise the transformative value of an MBA experience, but having already obtained a management masters, you want to minimise your time away from your career in pursuit of those ambitions.

The highly international nature of our programme will also appeal if you are looking for a career with global mobility. Above all, the One-year MBA prepares you for a career with a global outlook rather than a US-centric or Euro-centric one.

",[],"

The One-year MBA is designed for candidates who graduated three or more years ago with a rigorous masters in management and are looking to build on their existing knowledge.

If you have not studied a Masters in Management or equivalent, you can complete your MBA with London Business School in 15, 18 or 21 months. Find out more.

",[],"

We host talk and tours on campus, as well as a large range of online events. Please visit our events page to browse all events.

You can also explore a virtual tour of the school here.

",[],"

See all One-year MBA FAQs

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He teaches on the following programmes:

MBA
Developing Strategy for Value Creation

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Professor Birkinshaw has a PhD from Western University, Canada. He is a Fellow of the British Academy, Strategic Management Society and the (American) Academy of Management. He has honorary doctorates from Copenhagen Business School and Stockholm School of Economics

Professor Birkinshaw is an internationally-renowned academic who has made important contributions to the research on innovation, digital transformation and agility of large multinational firms. He believes strongly in the practical application of academic knowledge to business issues. He is committed to helping students and alumni of LBS become agents of positive change in the business world.

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\n

He teaches on the following programmes:

\n
\n

MBA
EMBA Global
PhD
Exploiting Disruption in a Digital World

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Professor Nicos Savva is an expert in data science, using it to solve operational problems and help large organisations develop data-science capabilities. His research focuses on healthcare management, including hospital operations, regional organization of care, assessing performance, measuring health inequity, and innovation. His work has appeared in leading journals such as Management Science, Manufacturing & Service Operations Management, Production & Operations Management, and Nature Biotechnology. He is a Department Editor of Management Science.

Nicos has acted as an external advisor to NHS England/NHS Improvement, and a consultant to hospitals, biotech companies, high-tech start-ups, retail firms, and a hedge fund. He also advises on the policy implications of algorithms. Besides LBS, he has also taught at The Wharton School, Columbia GSB, and at Judge Business School, University of Cambridge.

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\n

She teaches on the following programmes:

\n
\n

Executive MBA
MBA
EMBA Global

",[],"7GtQJM7WRWaLjxpKw3OP99",{"referenceTitle":"6516","pageTitle":"6516","pageDescription":"7958","keywords":"7959","keyPhrase":"6516","secondaryPhrase":null,"hideFromSearch":false,"doNotIndex":false,"includeInMegaNav":false,"includeInNavigation":false,"megaNavHeader":null,"isNewColumn":false,"pageBreadcrumbText":null,"pageNavigationTitle":null,"brandTitleLeft":null,"brandTitleRight":null,"wrapInH1Tag":false,"includeInSitemap":true,"priority":null,"changeFrequency":null,"taxonomyAttributes":"7960"},"6JrYnuPh1yEh7kfRJWefgI",{"profileKnownName":"7961","profileQualification":"7962","profileProfessionalQualification":"1143","profileSubjectArea":"3526","profileInitials":"7963","profileName":"6516","profileFirstname":"7961","profileSurname":"7964","profileSynopsis":null,"profileLbsNo":844459,"profileEmail":"7965","profileFax":"7899","profilePhone":"7966","profilePositionTitle":"6517","externalDataId":"7967"},[],"

Linda Yueh is Adjunct Professor of Economics at the London Business School and Fellow in Economics at St Edmund Hall, Oxford University. She was Visiting Professor at the IDEAS research centre, the foreign policy research centre at the London School of Economics and Political Science (LSE), and Visiting Professor of Economics at Peking University. She serves on the Advisory Board of LSE IDEAS and on the Policy Committee of the Centre for Economic Performance (CEP) at LSE.

She is a Non-Executive Director of three FTSE 100 companies as well as the Chair of an investment company. She is also Executive Chair of the Royal Commonwealth Society and a Trustee of the Fidelity UK and International Foundations. She was Co-Chair of the Global Cities Business Alliance (GCBA) and a Board member of London & Partners – the official promotion agency for London. She was a member of the Independent Review Panel on Ring-Fencing and Proprietary Trading of the UK Treasury and an Adviser to the UK Board of Trade. She has been an advisor to the World Bank, European Commission, Asian Development Bank, World Economic Forum at Davos, and the British Chambers of Commerce (BCC), among others.

Dr Yueh has published widely and is the author of a dozen books, including: The Great Crashes: Lessons from Global Meltdowns and How to Prevent Them, The Great Economists: How Their Ideas Can Help Us Today, What Would the Great Economists Do? How Twelve Brilliant Minds Would Solve Today’s Biggest Problems (US edition of The Great Economists), China's Growth: The Making of an Economic Superpower, and Enterprising China: Business, Economic, and Legal Development since 1979. Her textbook, Macroeconomics, co-authored with Graeme Chamberlin, is a recommended text of the UK Government Economic Service. She is also the Editor of the Routledge Economic Growth and Development book series.

","c5573acd-0ac0-4332-aec6-a80f6e6f7b56-asset",{"title":"7968","description":"7968","file":"7969"},{"uid":"7970","component":"7909","fields":"7971"},{"uid":"7972","component":"2899","fields":"7973"},{"uid":"7974","component":"5534","fields":"7975"},{"uid":"7976","component":"2950","fields":"7977"},{"uid":"7978","component":"2866","fields":"7979"},{"uid":"7980","component":"4057","fields":"7981"},{"uid":"7982","component":"2899","fields":"7983"},{"uid":"7984","component":"4057","fields":"7985"},["7986"],["7987"],["7988","7989","7990"],"For anyone interested in “level-headed” ESG investing","think/for-anyone-interested-in-level-headed-esg-investing",{"uid":"7991","component":"2596","fields":"7992"},{"uid":"7993","component":"1152","fields":"7994"},{"uid":"7995","component":"1152","fields":"7996"},"Alex Edmans is a pioneer in ESG research. Now he is launching a flagship ESG investing programme. 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Follow these tips from LBS faculty","2023-01-06T12:00:00",["8120","8121","8122","8123","8124","8125"],["8126"],["8127"],["8111","5066","5097"],"Why is hybrid work here to stay?","think/why-is-hybrid-work-here-to-stay",{"uid":"8128","component":"2596","fields":"8129"},{"uid":"8130","component":"1152","fields":"8131"},{"uid":"8132","component":"1152","fields":"8133"},"Lynda Gratton discusses the future of work in this episode of The Why Podcast","2023-02-28T12:00:00",["8123"],["8134","8135","8136"],["8136"],{"nodeType":"3186","value":"8137","marks":"8138","data":"8139"},{"nodeType":"3186","value":"1143","marks":"8140","data":"8141"},{"uid":"8142","component":"2899","fields":"8143"},{"uid":"8144","component":"8145","fields":"8146"},{"uid":"8147","component":"2899","fields":"8148"},{"uid":"8149","component":"8145","fields":"8150"},{"nodeType":"3186","value":"8151","marks":"8152","data":"8153"},{"nodeType":"3186","value":"1143","marks":"8154","data":"8155"},{"uid":"8156","component":"2169","fields":"8157"},{"uid":"8158","component":"2169","fields":"8159"},{"uid":"8160","component":"2169","fields":"8161"},{"uid":"8162","component":"2169","fields":"8163"},"masters-degrees/emba-london-in-person","https://www.london.edu/masters-degrees/executive-mba","Designed for the modern leader navigating fast-paced boardrooms, evolving markets and virtual environments. 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\n

Teaching portfolio

Our teaching offering is updated annually. Faculty and programme material are subject to change.

",[],[],"

",{"width":527,"height":347},"
\n

Teaching portfolio

Our teaching offering is updated annually. Faculty and programme material are subject to change.

\n",[],[],{"width":512,"height":386},"
\n

Teaching portfolio

Our teaching offering is updated annually. Faculty and programme material are subject to change.

",[],[],"1 Rich Text Full Width C16",{"richText":"9177","content":"9178","nodeType":"604"},"SHARED Think subscribe c270","Discover fresh perspectives and research insights from LBS","ESG"," Investing"," ESG Investing","Aine Doris","level-headed” ESG investing | Intro section",[],"“I bring in my own experience of advising asset managers and serving in the World Economic Forum’s Global Future Council on the Future of Responsible Investing”","level-headed” ESG investing | Mid section",[],"\"We ask things like: Can you be an ESG investor by buying and selling particular stocks; or by engaging with companies and telling them how to improve their operations?\"","level-headed” ESG investing | Last section",[],"ESG PROMO",{"uid":"9179","fields":"9180"},{"uid":"9181","fields":"9182"},{"uid":"9183","fields":"9184"},{"uid":"9185","fields":"9186"},"ESG Investing","Unlock ESG’s potential. Learn how to use Environmental, Social and Governance factors to improve your investment returns, positively impact society and reflect your values.\n",[],"Climate change"," sustainability"," alumni","Sophie Haydock","SL3SeventyThirtyDivider-524E034C-AF4B-4761-AE6F-1D8BAF3B42A0",[],"“I knew that, to do it right and to be taken seriously, I needed to do the best MBA programme I could find, and I decided that was at London Business School.”","SL3SeventyThirtyDivider-B4C4B498-AB1E-453F-9D70-9893384494BC",[],"“If your institution, or business, isn’t doing enough [sustainably], then ask them to, or propose ideas yourself.”","SL3SeventyThirtyDivider-30E81EB3-20F0-4417-9BC3-F3B73D9E268D",[],[],"Sustainability"," Consumer behaviour"," Operations management","Nitish Jain","Assistant Professor of Management Science and Operations","SL3SeventyThirtyDivider-1108C6BA-8FE1-4139-BD0A-6F495D47DF81",[],"“Consumers choose the fresher product, which should be stocked at the back, behind the same product which is due to expire sooner”","SL3SeventyThirtyDivider-39B98D6F-1DC4-4518-9C79-1990C256265A",[],"“On average, across the collaborating retailer’s multiple stores, at least 23-24% of expiration waste is down to mixed expiry dates being on the shelves”","SL3SeventyThirtyDivider-3CD6366A-697F-4780-B93E-DAAA2BCA5923",[],"Article Block Quote C210_3","\"About 60% of the food wasted in the UK could be consumed, reported a climate-action NGO called WRAP\"","SL3SeventyThirtyDivider-915548F9-ABF1-487A-9520-E77287AA1A16",[],[],"2 Rich Text Full Width C16 book 1",{"richText":"9187","content":"9188","nodeType":"604"},"Sector","Diversified","37 countries in total","green","UK","Asia","Latin America(incl.Caribbean)","Europe(excl.UK)","Oceania","Africa","North America","3 Rich Text Full Width C16 book 2",{"richText":"9189","content":"9190","nodeType":"604"},"Rosie Parry",[],"“Not only is the city managing to retain its status as a financial capital, it’s evolving to meet new demands and welcome new industries.”",[],"“London continues to be one of the best places in the world to build a diverse network and to work on cross-industry issues”.",[],"3 Article Block Quote C210_3","\"This is a city that’s been reinventing for the last 300 years and will continue to do so.”",[],["3724","7013","7014"],"Emma Broomfield",[],[],"“A radical rewiring of the global economy will be required over the coming years.”",[],"“If you can't measure it you can't manage it”",[],"“Banking is often just a mirror to the economies that it operates in so it’s important to look to the real economy to improve the industry”",[],["7012","3724","7014"],"Changemakers"," Oriol Fuertes Cabassa"," Annette MacKenzie"," Economics"," Health"," Entrepreneurship"," Social Enterprise","Annette MacKenzie",[],"Think Subscribe Banner NEW",{"uid":"9191","fields":"9192"},{"uid":"9193","fields":"9194"},"Think at London Business School: fresh ideas and opinions from LBS faculty and other experts direct to your inbox",{"richText":"9195","content":"9196","nodeType":"604"},{"richText":"9197","content":"9198","nodeType":"604"},{"richText":"9199","content":"9200","nodeType":"604"},"Podcast"," future of work"," remote working"," hybrid working"," work from home"," leading teams"," London business school","Kathleen OConnor","Visiting Associate Professor of Organisational Behaviour","SL3SeventyThirtyDivider-3272E4CC-8A3C-425C-8CE0-70A293F22C6E",[],[]," Business"," Life Lessons"," Efficiency"," 2023"," Organization"," team","Randall S Peterson","Professor of Organisational Behaviour","Herminia Ibarra","Charles Handy Chair in Organisational Behaviour; Professor of Organisational Behaviour","Nader Tavassoli","Professor of Marketing","Lynda Gratton","Professor of Management Practice; Executive Education Faculty Director","Selin Kesebir","Assistant Professor of Organisational Behaviour","Dan Cable","Professor of Organisational Behaviour; Chair, Organisational Behaviour Faculty",[],[],"Future of work"," the why podcast",[],[],[],"

Join a flexible MBA programme that allows you to take all the time you need, with exit points at 15, 18 or 21 months
Choose between 15 tailored core courses and over 100 electives, so you can decide where your learning takes you
Explore your future career options with personalised support from our Career Centre
Immerse yourself in experiential learning opportunities and internships, including the chance to participate in our international exchange programme

Find out more about tuition fees on our Fees and Financing page.

",[],"

To qualify, you must have completed a Masters in Management (or an equivalent degree) at least three years ago from an EQUIS- or AACSB-accredited business school or a University of London member institution.

Earn your MBA in just 11 months and accelerate your return to the workforce
Tailor your learning with 10 core courses and 80+ electives
Advance your career with expert coaching and support from our Career Centre
Gain global exposure through a week-long experiential Global Experience course to build on your existing skills and apply your learning in new and unfamiliar contexts

We expect tuition fees for the 2025 One-year MBA intake to be £75,000 (indicative price). Find out more on our Fees and financing page.

Visit the One-year MBA page

",[],"

Format options

",[],"

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n

	Executive MBA London	Executive MBA Dubai
Campus location	London	Dubai
Format	In-person	Blended (In-person and online)	In-person	Blended (In-person and online)
Start date	September	January	September	January
Year one study schedule	Year-one learning delivered 80% in-person, over 16 Fridays and Saturdays every other week in London. 20% of the programme content will be delivered asynchronously (self-paced, online).	Year-one learning delivered across 8 blended ‘units’ comprising 40% in-person in London, 40% synchronously (live, online) and 20% asynchronously (self-paced, online).	\n Year-one learning delivered in-person over 8 monthly block weeks, Thursday to Sunday, in Dubai, 20% of the programme content will be delivered asynchronously (self-paced, online) \n	Year-one learning delivered across 8 blended ‘units’ comprising 40% in-person in Dubai, 40% synchronously (live, online) and 20% asynchronously (self-paced, online).
Year two study schedule	Your year-two schedule is dependent on your chosen electives and Global Experience.
Duration	17-22 months

",[],{"width":551,"height":551},{"width":551,"height":551},{"width":551,"height":551},{"width":551,"height":551},{},["9201","9202"],[],{},["9203","9204","9205"],[],{},["9206","9207"],[],{},["9208","9209"],[],{},["9210","9211","9212"],[],{},["9213","9214","9215"],[],{},["9216","9217"],[],{},["9218","9219","9220"],[],{},["9221","9222","9223"],[],{},["9224","9225","9226"],[],"

See all Executive MBA FAQs

",[],"

Intensive. Respected. Tailored to your needs.

",[],"

There’s no better place to study finance. Our London-based programme for experienced professionals fuses academic excellence with global perspectives and an applied approach. Spend 16 months learning alongside the finest financial brains and bridge the gap between theory and practice, or accelerate your return to your career with our flexible 10-month exit point.
Discover the programme content.

",[],{"width":551,"height":551},{"width":551,"height":551},{"width":511,"height":511},{"width":551,"height":551},{"width":551,"height":551},"

Gain deep insight into complex financial concepts and explore an exciting range of electives
Customise your degree in line with your professional development with support from our Career Centre
Study while you work - apply new tools, skills and frameworks for immediate impact
Develop your global perspective and build a life-long network of finance professionals.

Is it right for me?

",[],"Masters in finance",[],"MFA_employment_report",{"url":"9227","details":"9228","fileName":"9229","contentType":"3258"},"mfa brochure print",{"url":"9230","details":"9231","fileName":"9232","contentType":"3258"},"

Leverage our strong links with financial institutions, recruiters and practitioners
Immerse yourself in a community alive with experienced finance professionals
Secure a world-class career in global finance
Keen on finance but more than 2 years experience? Find out more about our full-time
and part-time Masters in Finance degree.

Is it right for me?

",[],[],{},["9233"],[],{},["9234"],[],{},["9235"],[],{},["9236"],[],{},["9237","9238","9239"],[],{},["9240"],[],{},["9241"],[],"

See all MIFFT FAQs

",[],{},["9242"],{},["9243"],{},["9244"],{},["9245","9246","9247"],{},["9248","9249","9250"],{},["9251","9252","9253"],{},["9254","9255","9256"],{},["9257","9258","9259"],{},["9260","9261","9262"],"

You are eligible for the programme if you have graduated three or more years ago with a Masters in Management or equivalent from a university/business school approved by the accreditation bodies EQUIS and/or AACSB, UK Russell Group universities, or from a University of London member institution.

Accelerate your return to your career by completing your MBA in just 11 months
Take 10 core courses and choose from over 80 electives to shape your career
Discover how to take your career further with specialised support and coaching from our Career Centre
Immerse yourself in a week-long experiential Global Experience course to build on your existing skills and apply your learning in new and unfamiliar contexts

The tuition fees for the 2025 One-year MBA intake are £75,000. Find out more on our Fees and Financing page.

",[],"

Take the time you need to complete your MBA with a flexible choice of 15, 18 or 21 months
Choose between 15 tailored core courses and over 100 electives, so you can decide where your learning takes you
Explore your future career options with personalised support from our Career Centre.
Immerse yourself in experiential learning opportunities and internships, including the chance to participate in our international exchange programme.

Tuition fees for the 2024 MBA intake are £115,000. Find out more on our Fees and financing page.

Visit the MBA page

",[],"

While the business world seems more unpredictable than ever, with global economic worries, communities broken through two wars and the environment under threat from climate change, the year ahead is starting to come into focus. What lies ahead? Some of our experts at London Business School consider what’s to come and how we might make sense of this next chapter in these uncertain times.

AI will make a profound impact on the way we conduct business

Nicos Savva, Professor of Management Science and Operations

Last year was, without a doubt, the year of generative AI. New Large Language Models, such as ChatGPT, and image generation models like MidJourney, took the world by storm. In 2024, we can expect the trend of these models becoming increasingly capable to continue. More importantly, I believe this will be the year when generative AI starts making a profound impact on the way we conduct business.

Catalysed by ever-improving model performance, including the ability of models to utilise external tools, reduced usage costs, and advancements in addressing data security and privacy concerns, we will witness an explosion of applications. A zoo of 'co-pilots' is already in the works. These will be fine-tuned instances of generative AI, tailored to provide support in specific knowledge-based domains of work, ranging from architecture and accounting to medicine, law, and academia. These co-pilots, varying in quality and usefulness, may initially pose challenges in value assessment and adoption decisions, but market forces will soon sort this out.

Furthermore, I expect business processes to begin adapting to better integrate generative AI. This includes everything from customer service centres rewriting service provision protocols to back-office operations, such as contract monitoring being redesigned to reduce or eliminate reliance on human labour. In education, online classrooms will customise teaching experiences for each student based on their performance and prior knowledge. This development of alternative ways of working will arguably enable generative AI to reach its true potential and have an effect as profound as the technology itself.

Moreover, 2024 will likely see a shift in the narrative, from AI as a replacement for human labour to AI as an enabler of human potential. The synergy between human intelligence and AI's capabilities will be crucial in maximising these technologies' benefits for the betterment of humanity.

Businesses should keep their antennas attuned to systemic and geo-economic risks

Linda Yueh, Adjunct Professor of Economics

As global economic growth decelerates to 2.9% while inflation won’t return to 2% until 2025, according to the International Monetary Fund’s latest forecasts, it seems that 2024 will be a challenging year since interest rates are likely to remain ‘restrictive’ at least in the first part of the year that will elevate risks associated with debt. But, that’s not the only source of risk, 2024 is also the biggest year for elections in history. More than half of the world’s population, over 4 billion people, will go to the polls, such as in the US, EU, UK, India, Taiwan, among many others including Africa. The elections could add to geo-economic risk, which refers to economics being affected by geo-politics, since these elections could result in re-alignments of foreign policies that in turn impact economic policies.

The Financial Stability Board (FSB), the global body that monitors systemic risk in international financial markets, has pointed out that nearly half of global assets ($239.3 trillion) are now found in the shadow banking sector, which is broader than but includes private credit. Formally known as the non-bank financial institutions, this sector is less closely regulated than banks, which is why the FSB and major central banks have expressed concerns that shadow banks could pose a systemic risk to the global economy.

A case in point is China, whereby its trust industry, part of shadow banking, has experienced contagion from the property sector’s woes. The trust industry, worth about $3 trillion in a narrow definition, has recently seen two major trusts fail to make payments they owe to investors due to their significant exposure to the property market. The property crisis is spilling over from banks to shadow banks, which increases the chances of a systemic crisis in the world’s second largest economy and a major engine of global growth.

Additionally, 2024 could see re-alignment of geo-politics which could result in policy shifts, including that of the US but also by other countries toward the US or China or away from both toward the non-aligned camp. For instance, the impact on supply chains could be significant. Businesses have already been reconfiguring their global value chains to avoid trade and investment restrictions as well as respond to technological change and consumer preferences. This uncertainty will be heightened in 2024, which could delay much needed investments in a sluggish world economy.

In summary, businesses should keep their antennas attuned to systemic and geo-economic risks. But, they should also bear in mind the importance of positioning themselves for the eventual upturn.

Expect a stabilisation and a gradual return of consumer confidence

Julian Birkinshaw, Vice Dean; Professor of Strategy and Entrepreneurship
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\n2023 was a difficult year for business, with a flat economy, inflation at a 30-year high, and massive geopolitical uncertainty. Across the developed world consumer confidence is low and the investment environment is unpredictable. Looking into 2024, business leaders are therefore taking a cautious view, with most companies holding back on hiring and capital investment.
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\nWhat’s going to happen in 2024? It's entirely possible there will be further nasty shocks. But the optimist in me is expecting a stabilisation of the geopolitical situation, a bottoming-out of the economic cycle and a gradual return of consumer confidence. Inflation is under control again, jobs are being created (especially in the US), and governments are seeking to stimulate investment.
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\nI wrote a short piece this time last year, arguing that we had reached the end of the “cycle of disruption” wrought by crazy entrepreneurs (Elon Musk, Masa Son, Adam Neumann, Sam Bankman Fried) and populist politicians (you know who). I was half-correct, in that today’s politicians and business people seem content to play within the rules once more, but it's clear that the threat of disruption hasn’t gone away. Populists have been elected in Italy, Argentina and Holland. Trump is riding high in the polls.
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\nTurning to some more specific trends, 2023 was the year of Generative AI, with many observers predicting that the business world would never be the same again. I think this is nonsense. Generative AI is a cool productivity-enhancer, and it will have a profound long-term impact on how we access and process information. But it won’t be as disruptive as the Internet or smartphone. For most companies it will be what we call a “sustaining innovation” – it will reinforce rather than undermine their competitive position. This will start to become clear in 2024.
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\nSustainability was high on the corporate agenda in 2023 and will continue to be in 2024. Through a combination of consumer and social pressure, new reporting standards, and government regulation, there is huge pressure on CEOs to turn their sustainability pledges into action. 2023 was the first time investment in renewable energy ($1.1 trillion) exceeded the amount spent on carbon-based energy. Several major industries, including energy and automobiles, have arguably reached the tipping point in their push for sustainable ways forward.
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\nMy final prediction for 2024. The workplace revolution is in full swing, and we can expect more companies to experiment with four-day weeks, creative employment models, and hybrid work patterns. For their part, individuals will be looking for more fulfilling work and for opportunities to make career shifts all the way through. The opportunity to turn ‘lifelong learning’ from aspiration to reality may finally be with us.

Regulations and taxes linked to climate change will drastically change the business landscape

Marcel Olbert, Assistant Professor of Accounting

Businesses are gearing up for a transformative year as climate risk takes center stage. Companies are acknowledging the urgent need to adapt to environmental challenges – either because they face financially material environmental risks themselves or because current and future regulation will significantly impact their businesss. The Carbon Border Adjustment Mechanism (CBAM) in Europe is designed to combat carbon leakage. It imposes carbon costs on certain imports, compelling businesses to account for their carbon footprint. As this regulation unfolds, businesses will be compelled to reassess their supply chains and operational strategies.

A seismic shift towards transparency is underway, with businesses of all sizes and industries bracing for greater scrutiny on sustainability practices. The EU's Corporate Sustainability Reporting Directive (CSRD) comes into effect in 2024 -- it will amplify the trend for all businesses operating in Europe (except for small firms with less than 250 employees and €20 million in assets or revenue) to extend reporting obligations beyond publicly listed giants, impacting businesses across industries and mandating, for example, an accurate measuring of a businesses carbon footprint worldwide. Companies will need to integrate sustainability considerations into their core strategies, not only to comply with regulations but to meet the rising expectations of an environmentally conscious public.

Beyond regulatory frameworks, stakeholders, from investors to consumers, are increasingly emphasising sustainability outcomes. The concern of greenwashing looms, pushing businesses to communicate and disclose their sustainability strategies transparently. Our recent research at London Business School highlights the surge in ESG disclosures within the private equity sector. Our findings underscore a compelling link – private equity firms voluntarily disclosing more about ESG strategies achieve superior sustainability outcomes. This signals a broader trend where businesses, even in fairly unregulated sectors, will likely be better off prioritising authentic communication and action on sustainability to meet the expectations of discerning stakeholders.

As geopolitical crises and climate change strain government finances, businesses find themselves at the intersection of policy evolution. Governments, grappling with fiscal challenges, have to strike a delicate balance between raising tax revenues and fostering a competitive business landscape. The year 2024 is poised to witness dynamic shifts in tax policies as several elections loom globally, potentially bringing new leadership advocating for both higher and lower business taxes and tax incentives that impact businesses.

Adding to this complexity is the ongoing implementation of the OECD's historic global tax reform featuring a 15% minimum tax. This reform, targeting multinational firms with revenues exceeding €750 million, is already finding its way into domestic laws. The landscape of corporate taxation is undergoing a paradigm shift, demanding businesses to recalibrate their financial strategies. The impact will be profound, transcending borders and reshaping the dynamics of corporate financial citizenship.

Re-evaluating our working habits will help both employees and employers

John Dore is the Programme Director of London Business School’s flagship executive education course, The Senior Executive Programme (SEP)

As we look towards 2024, it seems that a much gloomier landscape awaits us – with ongoing wars, instability, discord, and epoch marking elections looming in the UK, Europe and USA.

Numerous writers and counsellors advocate a digital detox, new deep-work habits, changing the channel, avoiding social media and being more aware of its impact on our mood and our sense-making. Maybe we need more walking, talking and listening to one another? More time spent reading and less social-media feeding.

Fully immersing ourselves in a time management horizon that has real breadth and meaning, not just the next impending milestone, might be the answer. It might feel more possible to do that at the start of a new year, but we need to be armed with more than just some new resolutions. We often explore this in classes at LBS, the profundity found in Andrew Scott and Lynda Gratton’s The Hundred Year Life, and the need for managers and mid-lifers to learn again, to re-invest in “intangible assets” (dormant friendships, new relationships) as well as monitoring our health and our tangible wealth.

A good touchstone for this new more optimistic way of looking at the world in 2024, might be through reappraising how we look at our working lives. Before 2019, working from home was a rare privilege, which often needed to be grudgingly “approved”. Employers were reluctant to unleash the autonomy genie of flexible working. Now, hybrid, remote and flexible working is the norm for very many employees.

But despite this, no one seems very happy. Gallop reports worsening employee engagement, and productivity measures have seen no beneficial ‘uptick’ in our newfound freedom from the commute. Surprisingly, Gallop’s 2023 State of The Workplace survey found that the category of worker with the greatest likelihood to quit their job are those who seemingly enjoy the best of both worlds - hybrid workers. It seems organisations have created a new mode of working, at the expense of some organisational glue.

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Doing an MBA is one of the most significant investments you may ever make. And it’s not just about the money. You will need to commit plenty of time and energy to the experience if you want to get the most from it. So what kind of return can you expect on this kind of investment?

One obvious gain is enhanced job prospects, says Zoe McLoughlin, Executive Director of the Career Centre at London Business School.

“We’ve seen the global job market for MBA graduates rebound significantly as we come out of the pandemic – faster actually than after any other economic crisis. There is an appetite among corporations to move forward and the demand for MBA talent is growing. A solid 92% of this year’s cohort of LBS MBAs have accepted a job offer within three months of graduating as employers come to us proactively looking for new recruits. So the war for talent is very robust.”

This war for talent is also evident in the kinds of pay packages that employers are offering LBS graduates in 2022, with median salaries up from previous years to £85,000 or $114,347.

“There’s a perceptible increase in the average pay that recruiters are offering our graduating cohort, with some variation across sectors. The traditional destinations such as finance, banking and consulting remain among the most highly remunerated, but salaries in areas like electronics and tech, healthcare and retail are also highly competitive for graduating MBAs,” says Zoe.

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Download\nthe MBA2021 employment report

But if employers are offering attractive cash incentives to recruit the talent they want, they are also giving greater consideration to the “bigger picture,” says Head of Early and Mid-Careers, Patricia Keener.

“As we ease out of the pandemic, we’re seeing greater efforts to connect at a holistic level with MBA jobseekers. Employers are coming to potential new recruits with more data points about the kind of lifestyle and values they can offer – and how young professionals can expect to evolve within their organisations, as people as well as professionals. They want to see graduates bring their full selves to the workplace – and that’s really reflected in recruitment processes.”

These processes are taking marginally longer than in previous years, adds Patricia: a function, she says, of graduates taking more time to reflect on their options and longer-term choices in the wake of the pandemic. Another reason is the “global shift to virtual.”

“Face-to-face is still not the go-to format and most MBA recruiting processes are happening online at LBS and at our peer schools around the world. On the one hand, this means it’s taking a bit longer for recruiters and graduates to arrive at the right decision. But on the other hand, there’s something more transparent and authentic about interviews that are conducted from the intimacy of people’s homes. There’s been a kind of humanising of the recruitment dynamic, and we expect to see greater emphasis on values and fit and long-term commitment on both sides.”

In broader terms, the shift to virtual has also driven an upswing in opportunities to work anywhere in the world, says Zoe. 2022 is already seeing an increase in mobility for MBAs. This year’s LBS cohort are taking up jobs with organisations headquartered in no fewer than 37 countries. For international students coming to LBS from overseas, the London job market has also been a major drawcard, she adds.

“Within this year’s graduating class, about half our overseas students have opted to remain in the UK instead of returning home. Graduates are feeling more optimistic and adventurous than they were at the peak of the Covid-19 crisis, and they are taking greater advantage of student visas in order to explore all of the exceptional opportunities there are in London.”

London offers access to a unique diversity and richness of opportunity, says Zoe, with many of the world’s foremost companies operating headquartered in the city.

“Being here at the start of your career post-MBA means tapping into a really vibrant professional ecosystem. LBS also offers our graduates the benefit of being part of that ecosystem. We’re directly connected to all of the major players as well as a tech scene that is second only to Palo Alto. Our MBAs can tap into all of this – as well as the richness in diversity of people, culture and opportunity that this city offers as one of the world’s foremost capitals.”

The skill of “course-correcting”

Access to opportunity and mobility are key immediate advantages in taking an MBA. But both Zoe and Patricia are keen to stress that these advantages are not constrained by time. Quite the opposite.

More than half of LBS MBA alumni move into different roles, organisations or even sectors, two to three years out from graduation.

“The world of consultancy is probably still the most popular sector for new graduates,” says Zoe. “What’s interesting is that consultancy offers a springboard into other spaces and around half of our alumni who start out as consultants will change course – often quite radically – as their careers progress and circumstances change.”

There is a propensity in LBS graduates for what she calls “course correction,” -- a facility to change tack mid-career, even if that means opting for a wholly new sector or industry. This stems in part from students’ flexibility and an innate appetite for change – qualities that bring them to LBS in the first place. But it’s also a function of something they gain from doing the MBA, she says.

“An MBA at LBS is a two-year immersion in transformation. Students join this programme to change something. They may want to switch roles, accelerate their career progression or pursue an entrepreneurial opportunity. They come here because as the UK’s only two-year MBA, we offer them the time they need to really enact that change.”

The two-year experience also offers students the chance to experiment, says Patricia. And to experience – and learn from – failure.

“This is an inflection point in a person’s life. What the MBA gives them is exposure to different organisations and geographies through our summer internship and exchange programmes. They get to experiment, iterate and reiterate – and to experience failure. And if something bombs, they get the time and the space to stop, to reflect, to learn and to course-correct.”

They also get support.

“All incoming MBA students are able to connect with alumni and participants across all of our programmes during their time at LBS,” says Patricia. “These connections are critical as they progress through the programme forging deeper ties with alumni, peer leaders who share their previous work experience and student clubs for networking. From our side, we also focus on their career skills from the get go and throughout their learning experience.”

From understanding themselves and what they have to offer to employers, to understanding the global job market and its diverse opportunities, each MBA student emerges with the ability to create a clear career narrative, utilise their networking skills and personalised career plan that is built on adaptability and a “growth mindset.”

A growth mindset underpins everything that that the LBS MBA offers, says Zoe – and everything that sets LBS graduates apart.

“It’s the capacity to stop, evaluate something and enact the kind of self-reflection that empowers you to change yourself, your role or your life,” says Zoe. “Having a growth mindset – being tolerant of failure and open to risk and change – comes from the kind of exposure and transformation that an MBA like ours gives. And that capacity for course-correction is something we see in each successive cohort and across our alumni community.”

Patricia agrees.

“If you come to LBS looking to recalibrate your career or get a great new job, the experience certainly delivers every opportunity to do so. But you’ll also build the skills you’ll need for the rest of your life – the resilience, the flexibility and the capacity to change tack today and tomorrow and across the future of your career.”

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Download\nthe MBA2021 employment report

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Being a business leader has never been easy. While the purpose might be strategic, the reality of the role often means tackling a burgeoning in-tray of people and process issues, while encouraging innovation, breaking down silos, ensuring compliance, improving wellbeing and inclusion, as well as making the numbers.

A demanding remit is one thing, but then disruption regularly rears its head, and it is as perennial as the weather. The philosopher Heraclitus described this constancy of change as unnerving for the leader; “You cannot step twice into the same river; for fresh waters are ever flowing in upon you.” These relentless waves have become the new normal – pandemic restrictions, regional conflicts, global uncertainty, a skills deficit, inflation, climate change, artificial intelligence and more. If that were not enough, in the past few years, three particular forms of change have made the leader’s role even tougher, fundamentally raising the bar for those managing people. Leading has changed, work itself has lost its lustre, and the people whom leaders are trying to manage are very different.

1. Leading has changed.

Managers are now expected to be expert “hybrid” leaders, and it is a complicated, demanding and uncharted remit.

Before 2020, “hybrid” managers were rare, highly paid and often deployed to manage internationally based teams, where “hybrid” working was thought completely normal. Since 2020, we have witnessed a seismic shift in working patterns, and now just about every manager, even of small- and medium-sized enterprises, is expected to have that same rare “hybrid manager” skillset. The geographical scope may be narrower, but the function of management has become increasingly demanding. Leaders have to connect dislocated individuals, on different work patterns, with different values, outlooks and motivations; some online and remote, some down the corridor, some ever-present, some on flexible terms and some remote on a Caribbean island.

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There was no training manual issued for managers as the world quickly switched over to this new paradigm during the pandemic. For some it felt like the 1980’s TV show Dallas, where Bobby Ewing went into the shower, got out and everything he knew in the past was just a dream. Gone is the old normal where the vast majority of office employees commuted and worked for much of the week in an office. Requests to work-from-home, the liberation of a ‘dress-down Friday’ and the need for a sick-note to avoid coming into the office are redundant. Employees have cried freedom from the commute and managers wearily reached for a Zoom setting called “touch up my appearance”.

In June 2021, Deloitte told its 20,000 UK employees that you can “work from home forever” and much of the services and technology sector followed suit. The public sector also embraced this new flexibility. In July 2023, the UK tax inspectorate HMRC reported that fewer employees were now attending the office than during the pandemic. In Wales, only 10% of office space is regularly occupied by its civil servants. The saying goes “an Englishman’s home is his castle.” Well, since 2020 it has increasingly become his and her workplace of choice as well. According to research undertaken by the Munich-based Ifo Institute, it seems now that Britons work from home more than any other European nation.

In response, some employers embarked on an employee benefits ‘arms race’ to make their offices more attractive but too few employees seem impressed, with attendance remaining stubbornly low.

Even firms including Zoom and Google are now requiring some minimum level of mandatory attendance. It seems once out of the bottle; the genie of hybrid working is not going to go away. In giving such broad flexibility and choice to individuals, organisations have left their managers to navigate a complex 4D chess game of people, place, time and mode and many are, unsurprisingly, exhausted.

2. Working has changed.

Work is increasingly a ‘slog’, fun is in short supply, and the benefits of hard work have never been less certain.

Work-pattern flexibility had long been craved by employees, and lobbied for by unions, so leaders may have anticipated a resultant uptick in employee engagement, and even some improvement in productivity. Unfortunately, that has not happened with measures of employee engagement remaining poor, productivity flatlining, and increased staff turnover the norm. Hybrid working is not the panacea some had hoped.

Neither does working seem to pay. In the UK, wage growth has not outpaced inflation since 2008. Employees in their thirties have never actually experienced a real-world increase in their earnings. In the past two years, inflation has been endemic in most major economies, with the cost-of-living crisis exacerbated by soaring energy prices, insurance costs and taxation levels. The payback for hard work, long hours and discretionary effort has never seemed less rewarding. So, rather than double-down on the “hustle”, many employees have checked out, with a rise in those reported to be “quiet quitting”, social-loafing, and finding better things to do with their time.

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One recent survey of remote workers reported that a fifth of those aged 24 to 35 were spending much of their time at home taking a nap, socialising with friends, doing some DIY or having sex (though not necessarily in that order). But whatever the workplace proposition, fun seems to be in short supply. Two recent studies show that even those employees who do regularly go to the office were now less likely to socialise after work, with evening socials on the wane.

So what might be a smart organisational response to issues of disengagement and demotivation? A recent YouGov survey of major employers found that a fifth were planning to respond by implementing some form of online surveillance and monitoring technology to observe remote employees. Somehow a compliance-led response to check-up on disengaged employees, bored by bureaucracy, unfilled by the mundanity of their work and actively seeking more meaningful alternatives seems possibly counterproductive, but those technologies are now being widely deployed.

Meanwhile, managers are being asked to (choose your own cliché) cascade change, gauge the pulse, engage the troops and build consensus. It’s a tall order for the very best leaders when the upside of work itself seems to feel to so many to be so remote.

3. Workers have changed.

Organisations are composed of different generations with differing outlooks, values and needs, made up of employees, consultants, gig workers and freelancers.

The reality for leaders is that regardless of their best endeavours, their most talented people are already looking to leave. Many of those they rely on most are unlikely to be formally “employed” by the firm, and those older reliable staff, who have been around for years, are also quitting at an alarming rate.

Gallop reports that ‘next generation’ employees are likely to change jobs as many as ten times between the ages of 18 and 34. It appears that these “digital natives” don’t want to stick around with the same employer for years and they seek regular moves for sometimes no more additional remuneration than the prospect of more ‘meaningful’ work.

At the other end of the spectrum, and this is a notable trend in the UK, older workers, who may have early access to pension savings, or have some equity to release, have also been exiting the employment market at an alarming rate.

Meanwhile, what it means to “work for a firm”, has itself become ambiguous, with colleagues being variously self-employed, or gig-workers, in-sourced, out-sourced, contracting, or consulting. Modern firms blithely talk about accessing an “ecosystem of skills” from a market of people resources. We can applaud the flexibility and efficiency this creates, but those essential human assets of the firm do not appear always to be embraced, well-loved, or properly protected.

Managers are expected to manage, motivate, supervise and encourage a ‘smorgasbord’ of colleagues from a broad demographic, who in turn, have a wide spectrum of working preferences, employment status, and attitudes to work itself. It seems the leader’s already tough task has been made almost impossible.

So, how should leaders respond?\n

Given these compelling trends, the answer is not to swim against the tide, but to pause and rethink the role of the leader. The saying goes: “when the going gets tough, the tough get going” and a leader’s instinct may be to work harder, hustle more and demand the same of others, doubling down on their management skills and capabilities even further. But more management is not the answer.

Whatever depths of personal resilience and determination a leader enjoys, that approach may turn out to be like trying to nail jelly to the ceiling. The profound change affecting our modes of work, and the loosening relationship employees have with their firm and one another, requires a similarly fundamental reimagining of the role of the leader.

This re-imagining is not straightforward, or easily adopted. It requires an approach which can feel counter-intuitive: building a sense of belonging through providing greater autonomy; being obsessed with others’ effectiveness, not one’s own; developing random relationships, not strategic alignment; encouraging failure, not fear; deliberately being unusual, not conforming to fit the corporate norm.

Organisations need a radically different mode of leadership for the ways we now work and live our lives. The leaders’ role in the future may be more of a coach than a manager, more mentor than monitor, more shelter than supervisor. A leader’s principal role will be to cohere others, harnessing disparate talents to find value in connection, to be the person who joins the dots and helps make work feel meaningful again.

Leaders urgently need to refocus, not on themselves, but on harnessing relationships, making their organisations more humane, and finding new ways to engage and unleash talent. And like many solutions, the clues to doing that can be found in the recent past, when leaders sought to harness relationships to create an organisational advantage. In the future, the single most impactful thing a leader can do is to cultivate some new organisational glue.

John Dore is the Programme Director of LBS’ flagship executive education course The Senior Executive Programme (SEP).

His new book GLUE: Transforming Leadership in a Hybrid World is published by Routledge in October 2023.

$\"Glue$

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Executive MBA (EMBA) is the ideal fit for professionals who want to gain advanced business knowledge and leadership skills while continuing to work full-time. It allows you to apply what you learn immediately on the job, accelerating your impact and enhancing your career trajectory without the need for a career break.",[],{},"The London Business School Executive MBA is designed to be an intensive and transformative experience, blending rigorous academics with real-world applications. This format not only fast-tracks your learning but also helps you build a global network of peers and mentors to support your long-term professional and personal development.",[],{},"We also understand how valuable your time is, so we’ve introduced in-person and blended study options, taking less time away from the office and enabling you to complete the programme in a timeframe that suits you and your organisation – anywhere between 17 to 22 months.",[],{},"An Executive MBA (EMBA) is an MBA designed for experienced professionals, managers, and executives looking to enhance their leadership and management skills without interrupting their careers.",[],{},"Unlike full-time ‘traditional’ MBAs, EMBA programmes typically cater to mid-to-senior-level professionals with substantial work experience, focusing on practical, real-world applications of business theories. 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Our typical full-time MBA candidate joins the programme with an average of 5 years of work experience, often looking to accelerate their career, pivot industries, or build a foundation for leadership roles. In contrast, our Executive MBA candidates have an average of 15 years of professional experience and are seasoned leaders, often already in senior management or executive roles. These individuals are seeking to refine their strategic thinking, leadership capabilities, and global business insights while balancing work and study. The EMBA is tailored to meet the needs of professionals at a more advanced stage of their careers.",[],{},"Securing company support—whether financial or in terms of time flexibility—is crucial for a successful Executive MBA (EMBA) journey. Here are a few strategic steps to help make your case effectively:",[],{},{},["9622"],{},["9623"],{},["9624"],{},["9625"],{},["9626"],"By positioning the EMBA as a shared investment with mutual benefits, you’re more likely to gain support.",[],{},"Once you have explored the EMBA web pages and reviewed the brochure, one of the best ways to learn more about the Executive MBA is to attend one of our online information sessions or an in-person Experience Evening at our campus in London (Regents Park) or Dubai International Financial Centre. You can also get in touch with our recruitment team directly.",[],{},"Email us at ",[],{},{"uri":"9627"},["9628"]," for any London-related queries or ",[],{},{"uri":"9629"},["9630"]," for any Dubai-related queries.",[],{},"Both streams offer the same content with the key differences being in the format of the programme and the location. ",[],{},"All Executive MBA students have access to London Business School's extensive elective portfolio and international elective options. The majority of these are delivered from our London campus, with some running from Dubai. ",[],{},"We offer a fully aligned curriculum and admission requirements across both streams, so your choice of primary study location is dependent upon your personal preference and circumstances.",[],{},"You can attend one of our virtual information events. To find out more, see the information events page.",[],{},"We can have a telephone conversation with you. Depending on your location, you can either call our London campus on +44 (0)20 7000 7512, or our Dubai centre on +971 (0) 4 401 9343. Either call us at a convenient time for you, or email us at ",[],{},{"uri":"9627"},["9631"]," with the number you would like us to call you on. We will be in touch to answer your questions about the programme and London Business School. ",[],{},"If you would like to speak directly with students or alumni, send your CV to ",[],{},{"uri":"9627"},["9632"],", so that we can match you with a suitable contact. You can also email us at ",[],{},{"uri":"9627"},["9633"]," with any questions about the Executive MBA programme or London Business School.",[],{},"There are no admissions restrictions in terms of geographic location.",[],{},"However, as the majority of the Executive MBA programme is delivered in London or Dubai, please think carefully about how you can combine the travel requirements with your full-time employment.",[],{},"At least 30% of Executive MBA students live outside the UK and the UAE, and commute to London and/or Dubai for classes.",[],{},"The Masters in Finance gives you a thorough and focused training in finance. Choose the Masters in Finance if you're interested in: Advancing your career in finance; changing your role within the finance area, or; deepening your existing financial knowledge. 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If you are shortlisted for interview the interviewer will be happy to discuss your programme choices.\n\n",[],{},"No. You can choose to do a general Masters in Finance but still tailor the programme to your interests and goals through electives of your choice. Concentrations allow you to focus your academic and practical learning in a specific area, helping you to progress as a specialist in that area.\n\n",[],{},"Work experience should be in finance or a closely related field (such as corporate law, finance journalism or IT in a financial institution). You will need to have experienced enough financial transactions to be able to contribute to cases discussed in class. Applicants working in IT will need to show significant exposure to finance-related products.",[],{},"The MiF is an excellent choice for people wanting to switch areas within finance or to expand and deepen their finance knowledge. 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LBS Technology and Engineering Scholarship (MBA)

How to apply

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