What should business school deans around the world focus on in 2026? We asked 18 deans to find out. Here’s what they said:

Marion Debruyne, Dean of Vlerick Business School:

“What does it take to lead a modern business school at a time when the very foundations of higher education are shifting? More than ever deans need to balance a multitude of stakeholders, navigate cultural and political complexity, and lead innovation initiatives while keeping their school’s purpose intact. While short term turbulence claims the attention, deans should keep playing the long game. That does not mean that inertia rules, on the contrary. Two important priorities emerge to the forefront. First, deans should embrace innovation and make sure that their organization builds an effective innovation engine that leverages faculty resources while not being entirely dependent on it. Second, it is more relevant than ever to think about collaboration strategies rather than stand-alone strategies.”

 

Laurent Muzellec, Dean of Trinity Business School:

“As we look ahead to next year, the forces reshaping management education are increasingly clear. Climate change, the accelerating impact of AI, and heightened geopolitical tensions are redefining the expectations placed on business schools worldwide. In this context, Ireland remains a highly attractive destination for EU and non-EU students alike, and we continue to see strong growth in applications from around the world, reflecting the opportunities offered by Ireland’s dynamic tech and finance sectors.

“To meet these evolving expectations, Trinity Business School’s strategy, Transforming Business for Good, embeds climate action, sustainability, and pedagogical innovation at the heart of our programmes, while accelerating the integration of AI-related content across the curriculum.

“In 2026, Trinity Business School will further expand flexible learning pathways that leverage Dublin’s vibrant business ecosystem. Our Flexible Executive MBA offers a two-year, part-time route with one week of residency in Dublin each year, complemented by micro-learning segments that allow learners to engage with material in ways that fit their schedules. The programme is primarily delivered in this flexible format, supported by live synchronous sessions in our Matrix Room. From 2026, a two-way elective partnership with UC Berkeley Haas will enable selected modules to be shared across both programmes. Our Full-Time MBA will also deepen its engagement with Ireland’s business ecosystem, working with both MNCs and indigenous firms. Finally, we will launch a new MSc in Business Analytics and AI for Management, available full-time, part-time, and online to ensure students can access cutting-edge skills through multiple modes of study.”

 

Dr Nicolas ARNAUD, Dean & Director General at Rabat Business School:

“As Dean, my priorities for 2026 focus on elevating the performance, impact, and global reputation of our business school. Building on a strong foundation — with 90% of our academic partners already accredited, and as one of the very few leading African business schools with worldwide recognition (AACSB, EQUIS, Top 20 FT MiM ranking, and membership in prestigious networks such as GBSN, AABS, and QTEM) — we will further enhance the quality and relevance of all our activities. This includes strengthening our research output, expanding high-value partnerships, deepening our international footprint, and intensifying our faculty and talent strategy.

“A second major priority is securing our third international accreditation. This milestone will confirm the maturity, consistency, and excellence of our processes and outcomes, further positioning our school among the world’s top business education institutions.

“Finally, we will redesign the student experience to make it more interactive, connected, and future-ready. Peer-to-peer engagement, close interaction with faculty, and meaningful collaboration with companies and communities will form the core of this renewed model. At the same time, we will embrace major technological shifts in higher education — including AI-enhanced learning and immersive pedagogies — to offer our students a even more dynamic, innovative, and transformative academic journey here in Africa.”

 

Kieran Fernandes, Executive Dean of Durham University Business School:

“In the year ahead, I see business school leaders focusing on three linked priorities: sharpening our intellectual contribution, deepening our partnerships, and evidencing our societal impact.

“At Durham, our framework of Discover, Transform and Thrive, underpinned by Connect, Partner and Sustain, shapes this agenda. We will invest in research that clarifies system-level questions at the intersection of climate, finance, digital platforms, work, trade and regional prosperity, and translate those insights into usable playbooks for policymakers and executives.

“On education, we will scale transformative, globally connected learning, expanding executive and professional programmes, embedding ERS and SDGs across curricula, and aligning careers support with shifting labour markets and technological change. We must show that our graduates can lead inclusive, resilient organisations and contribute to green and digital transitions.

“Finally, we will strengthen impact, governance and assurance: richer engagement with SMEs and global corporates, co-production with governments and international bodies, and clearer evidence of outcomes for students, partners and places. Across EFMD schools, the shared task is to move from describing impact to demonstrating “Global Thought, Lasting Impact” in ways that are measurable, comparable and visible to society. This will require disciplined prioritisation, transparent KPIs and sustained investment in people globally.”

 

Hannah Holmes, Dean of Manchester Metropolitan University Business School:

“In 2026, business school leaders will be working in a world where technology is accelerating faster than organisational cultures can comfortably absorb. The priority will not simply be to adopt new tools but to steward our people through the uncertainty that accompanies them. Academic staff and professional services colleagues will need support, trust and space to experiment as technology reshapes teaching, research and the student experience. Leaders will need to nurture a climate where colleagues feel valued, capable and connected during rapid change.

“Students and employers are also asking for education that reaches far beyond technical ability. They want learning that builds confidence, imagination and ethical judgement and that can genuinely transform lives, businesses and communities. Schools will need to be braver in programme design, more collaborative with industry and more open to new pathways into management education. They will also need to remain focused on quality and intentional about the pace of innovation so that change strengthens academic standards rather than diluting them.

“Sustainability and inclusion will continue to shape expectations, with schools expected to show credible environmental progress and widen participation with meaningful social responsibility.

“Finally, leaders will need to stay focused in their choices and uphold quality while keeping their institutions moving at a pace that stays ahead of change. Success in 2026 will come from balancing innovation with care for people and from placing a human centred ethos at the heart of transformation.”

 

Ulrich Thonemann, Dean of the Faculty of Management, Economics and Social Sciences, University of Cologne:

(Photo credit: Alexander Conrads)

“As Dean of the Faculty of Management, Economics, and Social Sciences at the University of Cologne, my priority in leading a business school in 2026 is to connect world-class research with education that shapes leaders for tomorrow.

“With 125 years of experience, Cologne WiSo has built a tradition of excellence that informs both our research and teaching. Our globally recognized research drives programs that equip students to tackle complex business and societal challenges with insight and integrity.

“We ensure that research excellence translates into practical impact. Students engage with the latest findings and apply them in ways that generate meaningful value for organizations and society, making learning both rigorous and relevant.

“Our 125th anniversary in 2026 will be a milestone to showcase this impact. Through a series of celebratory initiatives and events, we will demonstrate the tangible contributions of our research and education, reflecting both our heritage and our forward-looking vision.

“Leading a business school today also means embracing innovation, digital transformation, and international collaboration to enrich the student experience. At Cologne WiSo Faculty, we remain committed to delivering programs and research that inspire, challenge, and prepare the next generation of responsible, impactful leaders.”

 

Isabelle Huault, Executive President and Dean of emlyon business school:

“In line with its strategic plan “Resonances”, emlyon will focus on three key priorities: developing managerial skills in the age of uncertainty, launching a Tech School, and strengthening its international reach while maintaining its social and environmental commitments.

“emlyon business school is positioning risk management as a new vertical of teaching and research. The School already benefits from a solid foundation and will continue developing this expertise by launching a new MSc in Strategic Intelligence and Global Risks, a new Executive Master in Leadership and Insurance Management and expanding its ecosystem of high-level partnerships.

“emlyon will also create of a Tech School, scheduled to open this year. Building on its extensive portfolio of hybrid programs, the School will deploy its Tech School in 2 phases : “emlyon ProPulse”, a range of continuing education courses for non-executives professionals in the Spring 2026 and dedicated bachelor and masters in tech-related fields (data science, AI, quantum, supply chain…) in 2027.

“Thirdly, in line with its strategic ambitions, emlyon aims to strengthen its international presence. With campuses already established in Shanghai and Mumbai, and nearly 240 academic partnerships worldwide, the School aims to expand its presence across all five continents by establishing an “emlyon presence” in London and opening new representative offices worldwide.”

 

Amir Sharif, Head of Norwich Business School:

“Leading business schools in 2026 means navigating sustained uncertainty in higher education while managing the tension between operational stability and strategic repositioning. Several fundamentals will be non-negotiable.

“First, students need consistent teaching quality, timely support and employment-relevant programmes. Business school leaders know precisely what must be fixed in their institutions. There should be no hiding from quality any longer.

“Second, employer engagement must focus on actual graduate outcomes, not perceived ones. Work-integrated learning should be standard: live projects, partnerships and international collaboration embedded in curriculum architecture through genuine collaboration.

“Third, maintaining quality while transforming delivery isn’t a choice between priorities but daily reality. Defining what constitutes quality delivery will be fundamental in 2026.

“Fourth, business schools must demonstrate public value in their communities, convening partners, contributing to debates on regeneration, inclusive growth and sustainability.

“Fifth, the entire business school community, from professors to administrators and students, must develop AI fluency as an implicit skill be it for knowledge exploration, understanding context, managing people and building psychological resilience.

“Finally, progress requires distributed leadership capability across academic and professional staff, enabling teams to drive improvement while maintaining standards amid conditions unlikely to stabilise.

“These shifts happen amid tangled dependencies: financial constraints, infrastructure limitations, partner expectations misaligned with academic calendars. Leaders must become both sage and storymaker, bringing strategy alive in volatile conditions.”

 

Bruno van Pottelsberghe, rector of the Corvinus University of Budapest:

“In my view, 2026 will be about how well business schools can adapt and how confidently they can look ahead. It’s time to step beyond siloed thinking, whether we are discussing academic disciplines or the way we design our programmes. Real progress for our future leaders comes from connecting fields and allowing new ideas to emerge at their meeting points. It’s our role to help them do so, both through academic knowledge and by developing their soft skills.

“Artificial intelligence is crucial in that. It will be deeply woven into the way institutions operate. Our responsibility is to integrate it in a way that genuinely supports students and colleagues.

“Sustainability remains central. We shape tomorrow’s decision-makers, so we need to lead by example and develop programmes that prepare society’s next generation for the complex challenges ahead.

“The student experience is fundamental in keeping higher education attractive. The idea of the alma mater is worth reclaiming: an academic community that cares, and brings out the best in its students. We need to make learning pathways more comfortable and inviting.

“These global priorities are reflected in Corvinus’ three-year Bridge Strategy, which provides a clear direction for our community in the years ahead.”

 

Martin Meyer, vice-rector for international affairs, University of Vaasa:

“2025 has seen significant trends play out in and around the higher education space: geopolitical flux has thrown into sharp relief the importance of navigating a more fractured global ecosystem; AI continues to upend all elements of the learning process and demands ever-newer skillsets; despite global conflict and trade disputes capturing headlines, climate resilience-related skills remain a priority for students.

“In 2026, the University of Vaasa will continue building on progress already made as it pursues its 2030 Strategy. Yet these external pressures demand more than incremental adaptation—they call for reimagining how business schools create value. A great opportunity lies in developing value-based international networks with like-minded institutions sharing similar strategic orientations. Moving beyond traditional frameworks toward operational innovation ecosystems focused on shared grand challenges enables schools to accelerate research collaboration, practitioner engagement, and collective impact.

“Our strategy—encapsulated by the core themes of Business Renewal, Societal Transformation and Energy Transition—positions us at the intersection of critical global challenges where interdisciplinary integration is essential. This drives our decisions as we advance toward our 2030 goals. These purpose-driven networks enable institutions to punch above their weight internationally while maintaining strategic focus on areas of genuine impact.”

 

Claire Jollain, Dean of HIM Business School:

“As Dean of HIM Business School, I am focusing our 2026 strategy on two priorities.

“First, we are accelerating AI integration across our curriculum and operations. Our comprehensive AI training programs will empower students and faculty to harness these tools effectively, dramatically increasing productivity while preserving what makes us uniquely human – our critical thinking abilities and self-confidence. We’re not just teaching about AI; we’re teaching how to collaborate with it as an amplifier of human potential.

“Second, we are prioritising holistic wellbeing throughout our community. This begins by ensuring our curriculum directly addresses real-world business challenges and opportunities. When students clearly see the relevance of their education to their future careers, anxiety decreases and engagement soars. Similarly, we’re supporting our academic staff in developing purpose-driven teaching methods that connect classroom experiences to professional outcomes.

“These priorities are deeply interconnected. By equipping our community with both cutting-edge technological skills and meaningful purpose, we create an environment where everyone can thrive. At HIM Business School, we believe that when people feel their work has significance, their wellbeing naturally improves – creating a virtuous cycle of innovation, purpose, and growth.”

 

Jonathan Reynolds, Deputy Dean at Saïd Business School, University of Oxford:

“Impact through teaching; impact through research; impact through convening and influence. Impact is Oxford Saïd’s priority for the coming year, our 30th anniversary.

“As the business school of the world’s leading university, and in a period of profound global uncertainty that demands new ways of operating, 2026 will see us sharpen our ambition to make a meaningful difference in the world – through our students, alumni and faculty.

“How will we do this?

“We offer our students opportunities to think beyond the classic business school model; to found and lead enterprises that make a difference. Our alumni are an amazing testament to this – from more than 160 countries, they deliver impact around the world.

“We are also reaching out beyond the typical audience with online courses – bringing Oxford to tens of thousands of people for whom it may have seemed beyond reach.

“Underpinning this is excellent research – from the benefits of a happy workforce, to why women are paid less in the art market; from diverse advertising, to AI in healthcare. The School was recently ranked 2nd in Europe for research impact by the FT.

“We will also be opening a major new resource; the Global Leadership Centre – very much part of our mission to make an impact internationally.”

Anthony Brabazon, College Principal and Dean of UCD College of Business:

“In thinking about the year ahead, I am reminded of a comment from a friend in a global leadership role in the tech sector: “Challenges are what keep managers in a job.” So too it is with Business School Deans!

“More than ever, in today’s uncertain and complex environment, Business Schools need to embrace an ecological perspective – being an active connector of stakeholders and shaping the future, rather than being a passive observer of events from the fringes. The challenges facing society are multi-faceted, as must be the solutions and the formation of future leaders. Siloed approaches, including inward-looking Business Schools, will neither thrive nor contribute meaningfully to societal progress.

“At the UCD College of Business, our educational programs and thought-leadership activities are focused on core themes of creating a sustainable global society, transforming through digital technology, building a healthy world, and empowering humanity.

“An enduring priority is the success of our graduates. We support this through ongoing investment in forward-looking curricula and pedagogical relevance, supported by deep engagement with key employers. These efforts underpin the quality of our programs and enhance graduate employability. We are also actively co-creating contemporary executive education programs to help organisations navigate their transformation journeys.

“Supporting these priorities is a sustained investment in faculty across all thematic areas, with particular emphasis on the digital transformation of organisations, industries, and society, spanning concerns of data-driven leadership, change management, trust, regulation and security economics. In a time of weakening institutional trust globally, advisory boards and alumni networks provide a critical “trust anchor,” and strengthening and leveraging these more fully is a priority as we move into 2026. We are also focused on amplifying the impact of our thought-leadership activities, ensuring that our research and insights reach wider audiences and influence policy and practice.

“I look to 2026 with optimism. Leading through transformation is core to the mission of the UCD College of Business which we encapsulate in the phrase ‘Creating a Better Future Together’. The current flux arising from technological innovation and geopolitical tensions opens up very exciting opportunities for Business Schools and graduates who are resilient and who are willing to lead into change.”

 

Federico Frattini, Dean of POLIMI Graduate School of Management:

“2026 will be a defining year for our business school, marking the culmination of our three-year strategic cycle. For us, it is not just about growth, it is about delivering measurable positive impact and honoring the ambitious commitments we made at the start of 2024.

“Our PIE Plan – Positive Impact Through Education – has guided us with a clear purpose: to leverage management education as a transformative force for society. Education remains the most powerful tool to address global challenges and create a more equitable, inclusive and sustainable future. That is why, in 2026, we will be fully focused on achieving and surpassing our targets: Educate People, by training at least 15,000 individuals on the topics of innovation for sustainability and impact; Inspire People, by engaging 1.5 million individuals through meaningful content and initiatives that open their eyes to the role that each person can play in transforming society; and Mobilise Resources, by securing €10 million to support projects that drive meaningful change.

“This journey must be pursued responsibly, ensuring growth goes hand in hand with reducing our environmental footprint through initiatives like Conscious Training, which offsets emissions from corporate training programs. Ultimately, success will not be measured only by numbers, but by our ability to turn education into a practical tool for shaping a better world. This is our commitment and the challenge that will define 2026.”

 

Sankar Sivarajah, Head of Kingston Business School:

“As we look ahead to the coming year, business school leaders will be focused on sharpening institutional identity, strengthening strategic clarity and execution, and remaining adaptable to respond to the demands of a constantly evolving business landscape. A key priority will be closing skills gaps while meeting rising expectations for demonstrable academic, economic, and societal impact.

“At Kingston Business School, our priorities will remain closely aligned with our purpose: developing human-centric, enterprising graduates equipped with the future skills employers and organisations value most. Strengthening our academic impact across education, research and knowledge exchange will be central, ensuring our work is locally rooted, aligned with national industrial priorities, and globally relevant.

“Guided by Kingston University’s research and industry-informed Future Skills framework, our business programmes will continue to embed essential human-centric skills such as creative problem solving, being enterprising, having a questioning mindset, resilience and adaptability as core taught and assessed components. Alongside these, we will integrate AI for Business competency development across our programmes to ensure graduates can confidently and responsibly apply AI in organisational contexts, helping to bridge the skills gap.

“We will also prioritise research and knowledge sharing that influences business practice, human behaviour and policy through our interdisciplinary Behaviour, Business and Policy KnowledgeExchange and Research Institute (KERI). Deepening partnerships with industry will remain essential, providing students with meaningful practical business experience while contributing to regional prosperity and wider societal benefit.”

 

Delphine Manceau, Dean of NEOMA Business School:

“My priority as Dean in 2026 will be to ensure that NEOMA continues to stand among the top European institutions proactively engaged with current global transformations.

“In a world reshaped by AI, we must train students to use new technologies in a relevant and ethical way, while reinforcing their abilities and knowledge in geopolitics, literature, and the social sciences. These two pillars complement core management courses.

“This multidisciplinary approach will guarantee long-term employability for graduates in a rapidly changing job market by strengthening their adaptability. Durable “human” skills such as leadership, teamwork, multicultural agility, critical thinking, and creativity will ensure that our graduates are proficient in using new technologies to augment, rather than supplant, their independent thought processes.

“Providing international exposure also continues to be essential. Immersing students in different cultures and emerging innovation hubs offers valuable learning experiences to help students navigate an increasingly fragmented world.

“Offering a high-quality student experience must also remain central to our mission as Deans. Campuses are no longer just places to study: they are collaborative environments, learning ecosystems, and spaces for innovation and wellbeing. I want every NEOMA student to find a place that inspires and builds their confidence in their ability to impact the world.

“These priorities reflect the essence of our mission: not only to train employable professionals, but to shape enlightened individuals capable of actively contributing to the transformation of the world.”

 

Joachim Lutz, Dean and President, Mannheim Business School:

“As business schools plan for the year ahead, our priorities must reflect the speed and complexity of today’s environment. Above all, we must prepare students to make smart decisions in rapidly changing contexts. The ability to think critically, act with flexibility, and adapt to evolving markets and technologies has never been more crucial. Leadership education is essential, enabling future managers to guide organisations through uncertainty, understand disruption, and navigate it confidently.

“Artificial intelligence represents one of the most inspiring opportunities of our time. Rather than fearing the unknown, we should help students discover how AI can elevate human creativity, support better decision-making, and unlock new business models that deliver broader societal value. Equipping future leaders with the skills to work intelligently with AI and the judgment to use it responsibly will allow them to unlock innovation to improve lives, strengthen organisations, and drive sustainable growth.

“Rigorous, innovative research ensures that the ideas we teach remain at the forefront of global progress and that our institutions contribute meaningful insight to business and society. At Mannheim, our commitment to high-impact research is therefore central to our mission. We are determined to shape structural transformation through an interdisciplinary approach. To advance this agenda, we will continue investing in centres of excellence that unite expertise and accelerate impactful knowledge creation.

“Collaboration will remain a vital cornerstone. Strong partnerships with business schools around the world expand perspectives, enable rich cultural exchange, and build resilient global networks. Equally important is sustained engagement with the corporate world, ensuring our programs stay relevant, our research has real-world impact, and our students benefit from practical insight and direct access to industry.

“Ultimately, success will depend on our ability to blend academic strength, global collaboration, and forward-looking responsibility—developing leaders who can thrive in uncertainty and shape a better future.”

 

Professor Baback Yazdani, Executive Dean of Nottingham Business School and EFMD Vice-Chair Organisational Transformation & AI Advisory Board:

“As the world of business is going through transformational change due to the application of AI in almost every field of work, at NBS we are transforming our provision to equip ourselves and our students for effective and ethical use of AI. A holistic programme of training is now underway to enable us to go through this major change.

“Our flagship Future of Work student conference will be held in February, featuring a dynamic line-up of high-profile external speakers and thought leaders. The event is designed to arm students with the insights and skills needed to thrive in an AI-driven workplace and navigate the transformative changes shaping the future of business.”

For additional insights, announcements, and perspectives, visit the conversation on business school leadership.