Who attends
Looking to enhance your leadership skills?
Please enter a keyword and click the arrow to search the site
Or explore one of the areas below
Looking to enhance your leadership skills?
DatesDecember 2023
Duration12 Months
LocationIn person – London
55
students
26
nationalities
19
years of management experience
on average
A selection of our alumni discuss their motivations for choosing the programme and how it has helped them progress in their careers post-graduation.
Global Partner Programme Lead - Education, Logitech
Experience
I was born in Kerala, India and moved to Qatar aged two before my family relocated to Dubai. My dad was a merchant who worked for luxury retailers and travelled the world; I used to travel with him, which helped me develop a perspective of my own. My mum was a grammar school teacher – she was tough, direct and sometimes stern. It was interesting being raised by parents who had different styles of leading and impacting people.
My parents sent me to Canada for high school when I was 12 and joined me, as immigrants, when I was 15. They’d saved up to buy a nice middle-class home but had to furnish it, which meant they had to start earning quickly. My dad’s first job was collecting boxes outside a retail store at night, while my mum worked in a local retail store. There’s nothing wrong with these roles – seeing my folks work their way up the value chain of life as immigrants to provide for my sister and I was powerful, and shaped my upbringing and values.
My parents didn’t force their values on me or push me to take certain subjects at school. They only wanted me to follow my curiosity. ‘What do you want to pursue? What’s going to keep you relevant?’ That’s what my dad kept asking when I was 18. I followed my gut by studying science in college with a plan of going to medical school. During my undergraduate studies, I gained healthcare experience as a Clinical Research Coordinator for the University of British Columbia in Vancouver. This was when I realised medicine was too slow-paced for my liking; my personality was better suited to being around people, process and technology. I liked the tech side of healthcare because it’s all about accelerating outcomes and patient impact.
In 2005, I gave up a well-paid job in Vancouver, managing clinical trials at the Faculty of Medicine at the University of British Columbia, to move to Bangalore. When I got there, I saw that there was an appetite for businesses catering to the US and Europe, and stumbled across a startup focused on life-sciences analytics, product management and cloud enablement for pharmaceutical companies. I dropped everything and told my parents I wasn’t coming back to Canada; my mother thought I was crazy. But I wanted to push myself to grow. As Engagement Manager for this startup, I helped drive the build of a global business model leading clients and teams in the US, Europe and Asia Pacific. This is also where I met one of my mentors, who challenged my thinking and inspired me to eventually pursue an MBA.
I met my wife in India; she was teaching climate change and ecology at the Vasant Valley School in New Delhi. I’m lucky, because I married a woman with strong moral values, who’s incredibly capable and has her own point of view. Who you marry is one of the biggest, most influential decisions you can make in life.
At 29, I decided to do my MBA at IE Business School in Madrid and was then offered an excellent job with a consulting firm in Asia as Lifesciences Practice Lead. But before starting the role, my wife had a miscarriage. Sometimes we don’t want to talk about these taboo subjects, but it was a turning point – I reprioritised and chose my family over my career. I asked HR to extend the offer and when they couldn’t, I turned down the job. A 70-80-hour working week at the expense of your partner isn’t a marriage, in my view.
To focus on starting a family, my wife and I returned home to Vancouver – which was crazy, as Vancouver isn’t as big professionally as New York or London. It’s a lifestyle city – where you buy expensive homes and retire in front of the Pacific Ocean, so I found myself having to start from the bottom up. I got a job at Walmart, at first in their garden centre, then driving milk trucks, and finally as a cashier. These roles taught me humility and how to connect with people; I was able to see that you don’t need a title to have an influence. This wasn’t exactly what I’d planned career-wise post-MBA, but I needed to make money and support my wife.
Looking back, I knew that no matter where I started, I’d do okay because of my work ethic. After seeing me perform well in different roles, my Walmart bosses started to ask for my CV because they wanted to sponsor me for leadership roles – thanks to my experience of building business models in the US, India and Asia. I took on the role of Operations Lead and drove e-commerce readiness for the business.
Along the way, I’d taken online courses in advanced project management at Stanford University and noticed a business manager job at Apple in Vancouver. I didn’t even know what a business manager did. But a recruiter reached out and we spoke about what I was doing at Walmart, and how they wanted to do something similar at Apple but with a core focus on B2B. After a series of interviews, I was hired as Business Product Manager. It was my first gateway into big tech and one of the most significant moments in my life and career.
Working at Apple was transformational in almost every sense. Apple taught me to think critically, to not settle for mediocrity, to debate and take things apart, to pay attention to detail, to be authentic and to lead with purpose. I learned compassion, and how to look around corners, and had a clear point of view about my business. It was a rewarding experience that shaped me into the leader I am today.
After eight years with Apple, I wanted more. When you’re in the same environment for a long time, it’s important to look outside in and not lose perspective. Not doing so can make you redundant and maybe even obsolete and this can not only feel scary but also result in insular thinking, where you can’t see the world through several lenses. My peers were among the brightest you could work with and comfortable with their lives professionally – but that felt limiting to me. I wanted to step up and challenge myself again.
This was one of the reasons I applied to LBS and was accepted onto the 2020 cohort as a Sloan Fellow in Strategy and Leadership. It’s a once-in-a-lifetime immersive programme that allows you to take stock of what you’ve achieved; it gives you a chance to challenge what you’ve learnt, and identify what you’re good at and what you need to be better at. You arrive with 360 feedback that you collect from your employers, bosses and lateral peer group, and work with an executive coach, who unpacks it all with you. It was invaluable. My peers made me better.
Investing in broadening our knowledge and getting a refresher on the latest insights can push us to think beyond what’s possible and challenge our own assumptions. At LBS, I had some of the smartest people in the world in my class who’d come to the programme to invest in themselves and have a big impact on the world. It’s nearly impossible to get a fighter pilot, a paediatric heart surgeon, entrepreneurs and a group of accomplished executives across industries into the same room – unless you’re in a world-class institution like LBS.
An alumnus who interviewed me said, ‘At LBS, opportunities often come along, ones you might not have been expecting. Someone might tap you on the shoulder and say, ‘Hey, have you ever thought about doing this, given your background?’ I didn’t understand initially, but when the pandemic struck I started to get phone calls from leading advisory networks like GLG, Guidepoint and the Boston Consulting Group asking if I knew how to digitally restructure companies and build digital customer experience models for businesses without an online presence. ‘Yes,’ I said. ‘And do you know how to help small businesses take advantage of mobility and apps, so they don’t spend thousands of pounds in licensing fees annually for archaic pieces of software?’ This is exactly what I specialised in at Apple – helping businesses go digital. So I ended up becoming a consultant in the middle of a pandemic. I’d never consulted before in my life but I received over 70 referrals, which led to a series of projects on enterprise mobility, product management, customer journey design, e-commerce, machine learning and artificial intelligence over the past six months. I never thought I’d be worth up to £1,000 an hour for some clients.
I love strategy and simplifying problems in ways that lead to meaningful growth for small businesses. As a consultant, I’ve been quick to apply the concepts I’d learned from Jessica Spungin, Adjunct Professor of Strategy and Entrepreneurship at LBS; she was so focused on drilling down the basics that it gave me a whole new perspective that I wouldn’t have had if I’d not been in her class. This new understanding of strategy was valuable for the businesses I worked with in London. I worked with the owner of a pub, for example, who felt his business wasn’t technologically relevant – we were then able to build him new space in the industry by building an online presence so that he could sell eggnog and liqueurs at Christmas, while still being closed. It’s all about brand expansion, and finding spaces to make little shifts in how we think.
Jessica taught us to be valuable, resourceful, and inimitable. Valuable: you uncover and create value for the customer. Resourceful: take what you have right now and build it out, preserving what you’re great at. Inimitable: whatever you do, know what your edge is, and make it difficult for others to copy you. Jessica taught us to architect space for ourselves in whatever field we’re working in. The beauty of strategy is that once you make a change and it’s successful, you can keep building. Then you build the confidence to do more.
During the pandemic, I noticed a massive acceleration in the use of technology in healthcare and education. After having recently completed my degree, I wanted to find meaningful work within technology, and I’ve been very fortunate to join Logitech at their headquarters in Lausanne, Switzerland, to help build out their Global Partner Program for Education and ramp up growth over the next few years. I’m excited about the impact the work will have on educators and learners through our partners and products.
My dad would say that education is the only thing that people can’t take away from you. Over the next decade, I aim to inspire entrepreneurship among women. I’d like to enable seed funding for women-owned businesses so they can use their craft to build small businesses. Women entrepreneurs are so important to economic growth.
My boss at Apple always said, “If you’re looking to grow or trying to carve out a career, be interesting, so others can find something in you to connect with. And knock your current role out of the park.” Those who’ve uprooted their lives to invest in their education and now find themselves in the job market are incredibly brave. It’s hard to not feel overwhelmed when looking for work and stability. My tip would be that instead of sending out CVs to hundreds of companies, focus more on your story. Then find a few people to help you connect the dots – to share what your story means and how as a result you could help a business or a cause find ways to grow and become even better.
CEO, Europa Oil & Gas
Experience
Hugh Mackay was looking for excitement and adventure in both his career and personal life after working for big corporates for 18 years. Having completed the LBS Sloan Masters in Leadership and Strategy in 2001, the former CEO of Europa Oil & Gas reflects on how the Sloan helped him pursue his entrepreneurial ambitions in the energy and mining sector
You live your life going forward, but when you look backwards, you often get a sense of perspective. It turns out that my career has been lived in two 18-year segments. The LBS Sloan fits neatly in the middle. I call the first 18 years my FTSE-100 years. I joined BP as a graduate after studying geology at Edinburgh University. I spent eight years there working as an exploration geologist in the UK, Oman and Egypt followed by 10 years with the former leading British independent oil and gas exploration and production company, Enterprise Oil. Working mainly in South East Asia, I made the transition from a technical role to a management role and ended up becoming Manager for the Southeast Asia business unit.
Living and working in Cambodia and Vietnam between 1995 and 1999 – and doing the job that I was doing – was an absolute privilege. That’s not something I realised in hindsight: I was very aware of it at the time. When I joined Enterprise Oil as Exploration Manager in Phnom Penh, there was no oil and gas infrastructure in the country. Cambodia was emerging from the aftermath of the Khmer Rouge and was starting to rebuild its economy following the 1991 Paris Peace Agreement. Enterprise Oil was at the leading edge of all that.
Life in Cambodia was spent liaising with governments officials, managing complex multi-million USD dollar drilling programmes and – sometimes – meeting royalty. On one day, I actually met two kings: the king of Cambodia and the king of Malaysia. I was in my 30s! I had a lot of responsibility and every day was exciting, intellectually stimulating and challenging. When the oil price crashed in 1999, I was sent back to the UK to do an office job in Aberdeen. I wasn’t prepared to be a ‘bum on a seat’ and felt a strong desire to go back to school. So, I was accepted onto the LBS Sloan Masters, quit my job, and never looked back.
When you’re mid-career and self-funded, the choice is limited in terms of business education. The London Business School Sloan Masters really is the only option in terms of quality. And for that reason, it attracts some of the most talented professionals from around the world. Many of my cohort were excited by cultural immersion in British life; despite being a Scot well-versed in British culture, I also benefited hugely from the diversity of London and the LBS student cohort.
The Sloan was the platform I needed to transform my career and transition to the next 18-year chunk of my career in the start-up and entrepreneur space. It helped me go off on a different route, move into a new sector and have the confidence and skills to grow a business from nothing. It was where I learned what it means to be a leader. Things go wrong in business all the time: before COVID-19, Brexit was an issue, and before that, it was the great financial crisis of 2008-9. Then there are the organic boom-and-bust cycles in the economy and in the markets. I saw a few in my time working in oil and gas. Setbacks are inevitable, but what I learned on the LBS Sloan Masters is that leadership is about how you deal with them, how you overcome them and how you motivate and guide your team and employees through them. Crisis is what leadership is for.
Some of my Sloan classmates would turn out to be the first investors in a mining startup I set up with two other geologists in 2006. It was called Avannaa Resources and eventually became Greenland’s leading grass roots mineral exploration company.
My main role as Chairman of Avannaa involved fundraising, presenting the business plan to investors, marketing the company and eventually selling it. I had the time of my life. It was a similar feeling to the one I had working at Enterprise Oil in Cambodia – anticipation, challenge and excitement. I actually went out to Greenland myself to prospect for minerals; searching for diamonds and zinc in West Greenland and copper in East Greenland. Eventually, we farmed out the copper exploration in East Greenland to Anglo American and zinc exploration in North Greenland to Boliden.
When it was just a concept, I presented Avannaa as a fundraising opportunity to the E-100 club, London Business School’s venture capital network. While we didn’t get any money from them, it was an excellent early opportunity to showcase the business model and test the pitch in a challenging environment. LBS has an incredible network.
For me, one of the most valuable aspects of the Sloan was the teaching on the interplay between strategy and marketing. How to write business plans was also a highlight – and was a big contributor to my ability to take on challenging roles post-graduation. I referred to my notes for many years as I drafted business plans and pitched to investors. This was especially true at Avannaa Resources, where I wrote the business plan and raised USD $3 million in seed money, which got the venture off the ground.
After we sold Avannaa, I reconnected with my roots in the oil and gas industry, joining AIM-listed Europa Oil & Gas as CEO. The founding leadership team had left and I led its transition from survival to expansion. I introduced a bold strategy, rationalised its portfolio and led an almost £15 million equity fundraise. I also led the development of a leading exploration portfolio in Atlantic Ireland against competition from supermajors. I can’t imagine being able to take that job and achieve what I did without the tools, knowledge and confidence I gained from the LBS Sloan Masters.
I’m now in the position of contemplating the next 18 years. Admittedly COVID-19 has put a spanner in the works for immediate 2020 ambitions and goals. Good judgement comes from experience and experience comes from dealing with bumps in the road at the school of hard knocks. I’ve gained significant business experience in that environment including at the hard rock mineralisation face (rather than coal face) and I’m now looking to deploy that experience in a non-executive capacity.
I’m happiest when life and work is an adventure; the most professionally and personally satisfying times were spent in the Arctic and Southeast Asia. While geographically very different they were both intellectually stimulating, involved good people and were very enjoyable. That’s the benchmark for what I’d like to do in the future. The next adventure might be in the development of Arctic policy. Britain is an Arctic-facing nation: I have a house on the north coast of Sutherland facing the Orkneys, the Faroes and, beyond that, Greenland. If you live up there, you feel more connected with those lands than you do with London and the South East. I also see huge new energy opportunities in the non-OECD world.
The future of our world should be lower oil and gas consumption. Certainly during the COVID-19 pandemic, our daily consumption of oil dropped. As countries exit lockdown, demand for energy will pick up again – largely driven by rising non-OECD demand. If we’re to meet the 2017 Paris Climate agreement to keep global temperature rise below 2oC, then consumption of fossil fuels must decrease. The dynamics of evolving supply and demand continue to impact the price of oil and gas and the commercial case for exploration and production.
Assuming that we ‘walk the talk’ and don’t revert to consuming ever more fossil fuels, there could be huge opportunities for cleaner energy options, such as wind, solar, hydro, tidal, biomass, battery and carbon capture and storage. Liquid hydrogen, for example, can be used to power heavy transportation, like container ships and lorries. That new energy reality is of huge interest to me, particularly in the non-OECD world where the delivery of low-cost, clean and reliable energy is of critical importance.
My advice to people considering the Sloan? Commit to making the most of the opportunity and make sure you get involved with all aspects of the unique London Business School experience. Outside the classroom, the School offers so much in terms of clubs, events and incredible networks of experts, which add as much value as the coursework itself. If you really want to reach the top and be an exceptional leader when times are hard, the LBS Sloan Masters will give you the tools and skills you need.
Founder/CEO, London Law Collective
Experience
Ticking the boxes
I came from a legal background, heading up the legal team at the Lawn Tennis Association, the national governing body for tennis in Great Britain, and going on to run their charity, the Tennis Foundation. After working in similar companies for over 14 years I decided I wanted to make a change. I was unsure as to exactly what I wanted to do, but knew that I wanted to take a step away from the working environment. Despite learning a lot on the job, I’d never had any specific business academic grounding and it was in this area that I wanted to further my skills. With this in mind, the LBS Sloan programme appeared to tick all my boxes.
Scholarship security
It is a huge thing to stop working and freeze the income you’ve been pulling in for so many years, especially working in the not-for-profit sector which is where I would like to continue to work after the Sloan programme. I felt it was the right decision for me, but I was concerned whether it was right for my family for me to be investing this much in myself. The opportunity to have the benefit of a scholarship really opened up the possibility of doing the course, but also in receiving it, I was frankly blown away that my experience and goals were felt to be deserving of it. It gave me a sense of pride, and the practical financial impact made a huge difference.
Cultivating confidence
Through the LBS Sloan programme, I have learnt practical information on how to run a business backed up by the academic research that goes alongside. It was a real confidence boost and helped me to trust my instinct. The core courses provide you with a rigorous foundation which you can then enhance through your choice of a wide range of electives, in whatever area is of interest to you. The lectures from Herminia Ibarra, a talented and charismatic teacher, on organisational behaviour, definitely piqued my interest. I also really enjoyed being introduced to macroeconomics with Andrew Scott. With an arts background, I’d never actually studied any type of economics before, which meant I got a lot out of it. Jessica Spungin’s Strategy course is also challenging and thought-provoking. Across the board the various components making up the LBS Sloan programme have really been excellent.
A cultural approach
Both LBS and the programme are incredibly multi-national, and I have loved meeting people from so many different places and learning about their cultures and the ways in which different people approach solving problems. It has been really interesting to see how this dynamic works, especially through the group assignment work as part of the programme. In my group, I have people from Brazil, China, Colombia and India working alongside myself. It’s been great to see how people culturally approach problems in different ways, and how to harness that difference to help us achieve really good results, but also learn from each other.
Stepping up
I’m aiming to return to the not-for-profit sector. I believe the programme will give me a real foundation in my next leadership role, in addition to that which I’ve already built, allowing me to hone my abilities. I am highly confident that it has already provided me with the knowledge and skills to transition and take the next step up within the realms of leadership.
Two years later
Since graduating from the Sloan programme, I have co-founded a law firm, London Law Collective. We provide accessible, high quality legal advice that you would expect from a big firm to growing businesses of all sizes including startups. We, and many of our clients, have a long term commitment to the world and we are delighted to have recently been awarded Pending B Corp status.
When I commenced the Sloan programme I was of the view that I would then seek a senior role in a large not-for-profit, and it hadn’t crossed my mind that I might found a company. The Sloan programme gave me the skills and confidence to do this, and I haven’t regretted it for a moment.
Head of Network Deployment and Operations, Neuville Grid Date
Experience
In 2019, former Royal Australian Air Force Squadron Leader Matthew Hanley moved his wife and two children from their home in Brisbane to London to embark on the LBS Sloan Masters in Leadership and Strategy. This life-changing decision catapulted Matthew into a senior leadership role at UK startup Neuville Grid Data. His advice for future Sloan participants? Spend as much time networking as studying to guarantee the best possible results.
The decision to leave Australia and move my family over to London for the LBS Sloan Masters in Leadership and Strategy was far from easy. My wife had just secured a job in Brisbane after maternity leave, and we had no support system in the UK to help with looking after our children. My wife knew that I’d been wanting to pursue a powerful learning experience like the Sloan – and live overseas – for years. She has always been incredibly supportive and was also excited for the change. It felt like the right time.
Being a student is a completely different experience when you have a family. I wanted to organise the administrative aspects of our lives in London – like where we were going to live – before the programme started, so I flew to London on my own initially. There was a lot to think about, including finding schools for the children, but the LBS website had some really good tips about the best way to find a home and open a bank account, and other useful nuggets of advice and guidance.
Being on my own during the first three months of the Sloan turned out to be an excellent decision; the first term is very intense. There’s a lot of reading to get through and it worked out well that my family had their support network back in Brisbane, while I was focused on settling into the rhythm of the degree programme.
The learning environment on the Sloan was electric. I’d completed a part-time Masters about a decade earlier, but I’d never learned through real-world case studies before – and the diversity of the cohort was a learning experience in itself. There were exciting and thought-provoking debates in most classes, which came about because of the different perspectives, cultures and life experiences of the cohort. Two of my classmates were from Kazakhstan; I’d never met anyone from Kazakhstan before! When the subject of the course or elective was the bread and butter of someone’s career, discussions could become animated. This really added to the whole experience.
The faculty teaching on the Sloan were incredible. World-class. It was a privilege to learn from the likes of Andrew Scott, Herminia Ibarra, Dominic Houlder and Jessica Spungin. Their reputation as leaders in their respective fields is well-deserved.
When it came to choosing my electives in the second term, I found myself naturally leaning towards those with a strategy focus. I suppose it reflected my interests at the time. But I made a conscious effort to mix it up. So, for a bit of variety, I ended up choosing Growing Social Enterprises, Brand Management, and World Economy: Problems & Prospects. Those last two electives really hit the mark for me – particularly the World Economy course, taught by Paolo Surico and Linda Yueh. These world-renowned Professors of Economics took us on a weekly journey into a specific topic linked to the global economy and economic history, including the 2008 financial crisis, the potential effects of Brexit and the recent growth of important markets, including China and India. It really is worth putting yourself out of your comfort zone. You don’t know who you’ll end up connecting with and where the insights will take you – or how you’ll use them in the future.
I’ve always challenged myself, and in my career, I like to actively put myself out of my comfort zone to grow and develop. This was the case when I left the military to work for Virgin Australia, where I managed a multi-million-dollar fleet realignment programme, and then again when I took the post as Head of the Exploration and Appraisal (E&A) team at LNG specialist Origin Energy. At that time, the oil and gas sector was completely new to me, and tasked with managing a team of specialists on technical infrastructure projects to extract methane from coal seams was, quite frankly, nerve wracking. So, in retrospect, picking some left-field Sloan electives in 2019 was probably one of my less high-risk moves.
Speaking of putting yourself out of your comfort zone, I urge future Sloan participants not to spend all their time on academic work at the expense of engaging in social activities and industry events. The power and influence of the alumni network should not be underestimated. It was a chance meeting at a Sloan alumni event at the Windsor Castle pub near campus where I met a former Sloan who became my boss. Networking is gold.
Clarke Simmons had completed the Sloan in 2004. His father had been in the US Marines and we connected over our military backgrounds, as well as our mutual interest in sustainable energy. He’s the founder of Neuville Grid Data, a company deploying innovative hardware to monitor electrical power grids at extremely high-resolution and developing artificial intelligence (AI) systems to recognise issues with equipment before they turn into equipment failures. It will enable operators, such as solar farms, to identify equipment faults and to undertake predictive maintenance early, thereby avoiding costly outages and revenue losses while waiting weeks, or sometimes months, for replacement equipment.
Clarke had lined up a number of contracts with solar farms as well as investors and happened to be looking for someone to execute the programme of work when we met. He sent me a LinkedIn invite the following day and the rest is history. On another occasion at a Windsor Sloan networking event, I met an alumna who worked for a firm that owned shared office space only leasing to tenants operating sustainable businesses. I was employee number one at Neuville Grid Data and I needed to set up everything from payroll to a pension scheme. When I was looking for office space, I remembered that alumna and signed up for office space in her building. That happened to be two weeks before lockdown.
The COVID-19 pandemic certainly slowed things down for us. We had to delay installing our equipment on site and it impacted our suppliers as factories were forced to close. Our Head of R&D is in California and was due to spend the summer in London, which he couldn’t do. It also slowed things down from a business development and an investor perspective, with the latter going into value preservation mode.
But this business is a pioneer and it is the future. Nothing has stopped because of the pandemic. In fact, because of the delay, we were able to mature our product from a data and hardware point of view. Eventually, once we’re established in the solar market, we want to take our product to the big electricity transmission and distribution players, like National Grid, EDF and Western Power. We’re keen to prove that the technology is an essential best practice in the electric power sector.
The LBS Sloan programme was everything I was hoping for and more. My efforts to make connections really paid off – not just with the big leadership role in the sector I’m passionate about and in London, but with the network of friends, acquaintances and professionals I now have that spans the globe. Having joined the London Business School Energy Club, I was asked to chair two panels at the Club’s Global Energy Summit, its annual event, and that enabled me to make eight new industry connections in different parts of the energy sector.
The knowledge and insight from the School’s faculty and research is unquestionable and it’s difficult to express how much I learned. But the LBS network was certainly as compelling. The opportunities to make life-changing work contacts and firm friends were abundant – and that was at least as valuable as the programme itself.
Thinking of joining the next Sloan programme? Submit your CV for review and find out just how well you and your career goals fit with the programme.
20 nationalities. An average of 18 years work experience. Our LBS Sloan Fellows are ambitious, globally minded and leaders in their industry.
Find out what our Sloan Fellows sayYou’re already an experienced senior leader in your business field, but there’s more you want to achieve. Reframe your skills, knowledge and networks to future-proof your career.
From scholarships for women to clubs led by inspirational female leaders, we are proud to support the next generation of women at the forefront of global business.
Discover moreWe foster an inclusive environment for those within the LGBTQ+ community by empowering students and staff to access our strong network of forward-thinking leaders and campus-wide - ally supported - events.
Discover moreIn partnership with the recently established Black in Business club we strive to cultivate an environment that promotes the representation, wellbeing and advancement of Black professionals in business.
Discover moreSloan Fellows have experience of working at strategic levels. Typically, they have an average of 19 years’ management experience. The diversity of their backgrounds means there is no such thing as a typical Sloan Fellow. Take a look at our Who attends page for more information.
London Business School takes your privacy seriously. We may process your personal information for carefully considered, specific purposes which enable us to enhance our services and benefit our customers. Please note that by subscribing now you may from time to time receive other emails from LBS about events or other activities that we think might interest you. View our Privacy Policy to learn more.
We hope you enjoy our thought leadership.
We have added your email address to our mailing list and we hope you enjoy our thought leadership.