01

BEN Shenglin:

ZIBS places a strong emphasis on sustainability, integrating it into our curriculum design. For example, by collaborating with the CFA Institute and the German International Cooperation Agency (GIZ), we've led to the creation of courses like "Sustainable Finance". We are transparent about its campus energy usage and carbon emissions as part of its commitment to environmental impact and sustainability. Furthermore, ZIBS actively collaborates with partners like Ant Group, a leader in sustainable development practices. These are some specific initiatives undertaken by ZIBS in the field of sustainable development. Looking ahead, we aim to expand our offerings in the field of sustainable development and deepen our partnerships with key stakeholders in this area.

Jia Jia Lim：

What do you think of the current state of global education globally? What challenges do you think gender equality education is facing And what are the great challenges for gender equality education? 

Danica Purg:

I always say take the best from the rest and leave the rest. I believe in our practice, we were learning from the best. At the beginning, we believe that management is looking at the crisis, looking at the challenges that we meet in our societies, which are even bigger than in other  more developed societies or industries, so that we have to develop creative personalities, a very multi-functional, in a realistic approach.

30 years ago, we incorporated ethics as required subjects; 15 years ago, we introduced sustainability as our second pillar. Recently, we added art and leadership as our third pillar, because in times of significant crisis, managers and leaders must be very creative so that they can address challenges. Finally, we are preparing to develop artificial intelligence as our fourth pillar.

Jia Jia Lim:

Can you describe us the influence on the challenge of global education and how to achieve the Sustainable Development Goal (SDG) for quality education?

Léon Laulusa:

Jia Jia Lim:

Can you share with us how the national and international higher educations are facing the type of challenges that faced by these two institutions differently?

José Manuel Martínez Sierra:

Technology should be seen as a tool to advance the institution's goals rather than the sole driving force. There was a previous technological revolution about ten years ago when major institutions like Harvard and MIT shared educational content for free through platforms like edX. This revolution was expected to disrupt higher education, but the actual transformation hasn't been as drastic as anticipated. While transformative moments like the COVID-19 have pushed institutions towards online learning, the global connections and benefits of in-person campus experiences are still highly valued. Technology, including artificial intelligence and chatbots like ChatGPT, should be used to support the three missions of higher education—communication, research, and knowledge transfer. It should align with the values of sustainability and contribute to global collaboration.

Jia Jia Lim：

Can you share with us about the current of India education systems and the outlook of the frugal innovation in India?

Rishikesha Krishnan:

In India, the challenge is providing high-quality and accessible education at a reasonable cost. Here in Indian Institute of Management Bangalore, we are trying to expand our footprint by offering more programs to sectors that traditionally have little access to high-quality management education. For example, last year we started a program for hospital management, which is completely online; later this year, we'll start a program focused on micro, small, and medium enterprises, which are the engines of employment, but they don't get the skills they require.

About the India curriculum, I think the main challenges lie in the new domains of digital, data, and the new focus on ESG. To make sure our students get exposure to these changes, we make some curriculum changes: we have announced courses in digital business as compulsory parts of our MBA curriculum; we also announced data-related content; and we have strengthened the ESG-related courses. 

Frugal innovation is widely spread in India. Education is one sector where it could make a difference. During the COVID pandemic, there were digital platforms widely used by schoolchildren across the country. The big challenge of online education is the motivation of learners to facilitate completion. The next set of innovations needs to focus on how we can use technology effectively and make sure learners are motivated to continue their learning journey. This is applicable to young learners at school and learners in graduate and postgraduate education.

Jia Jia Lim:

What do you think is the currently difference in terms of the education systems back in your home country and also how the other developing countries can learn from your experience?

Giuliano Noci:

China is the most important target country of our international strategy. As a business school and university, our responsibility is to build bridges and promote international exchanges. We establish these bridges dedicated to knowledge sharing and promoting excellent scientific research. We are very strongly of college PhD cooperation because PHD cooperation becomes a first level of being aware of respective strength of respective potential. In the future, we hope to strengthen the promotion of our strategic achievements, as science and universities are at the core of maintaining friendship and development among countries around the world.

Jia Jia Lim:

In what ways do you think education can contribute to fostering global citizenship?

Dan LeClair:

AACSB focus on quality, while GBSN is quality plus impact. I'd like to hone in on three things that I've seen that are opportunities. Access is an ongoing challenge. Quality education should be accessible and relevant to the context, rather than being selective or exclusive. The challenge is to provide accessible education that is also contextually relevant. Business schools shall support lifelong learning, particularly in areas like sustainability, where experience matters as much as theory. Life-long learning is crucial, and building infrastructure for it needs serious consideration. The last challenge lies in the integration. Business schools should aim for integration across disciplines to effectively contribute to sustainable and inclusive community development.

Jia Jia Lim:

Can you share with us your experience in developing and implementing such sustainable the agenda at your university and what are the challenges that you think is sufficient for the others in all the schools which you draw insight on?

Kenneth McPhail:

The challenge of interdisplinary integration is getting our disciplines to speak to each other, and a way which then produces research. That's why AMBS is next to National Graphic Institute. It sits just next to the Alan Turing Institute on artificial intelligences, aslo just next to the biggest smart manufacturing facility in Europe, Henry Royce Material Science Center. I can walk there within 5 minutes, and have a conversation in where world class material scientists are grappling with sustainability issues.

Our entrepreneurship center invests in approximately 30 startups each year, encouraging them to establish emerging enterprises capable of providing solutions to current challenges. Based in Manchester, we serve as a stimulas for economic growth and address challenges.

Jia Jia Lim:

You actually design different curriculums that introduce some entrepreneurship research together for the entrepreneurial educations. Can you share with us the journey when you're designing it and implementing it and what are the challenges first? And how the curriculum of entrepreneurial educations contributes differently to quality educations?

Eleanor Shaw:

The university and the business school is very much focused to making a difference to the world around us. Our most famous student is Adam Smith, who is the father of the modern and economics. when he was writing Wealth of Nations 300 years ago, he was talking about well being and well being of individuals, communities, and societies.

I'm a professor of entrepreneurship. One of the things that I have learned from all the entrepreneurs that I have spoken with is that they like nothing more than to come together with other entrepreneurs, for many different sectors, and to talk together about what I suppose what makes them more similar rather than what their differences are. I've been heavily involved in developing a program called the growth advantage program. But the secret source of the program is the peer learning. And the fact that we bring these entrepreneurs together and 20 of them at a time and give them the opportunity to build their networks, speak with one another and then to help one another. So the leadership and the growth problems that they have.

02

Danica Purg:

Firstly, Europe's a special case in sustainable development due to its legislation support. Schools actively promote companies towards sustainability through seminars and collaborative projects. Secondly, the school's international projects facilitate the creation of learning communities and participation in European initiatives, fostering the spread of sustainable development principles. Thirdly, the school assists young professors in developing teaching materials to advance sustainable development education. Siemens, as an industry pioneer, engages in collaborative projects, providing schools with case studies and establishing a platform for joint efforts in sustainable development between schools and businesses.

Léon Laulusa:

Indeed, ESCP has multiple international campuses, and we have faced challenges in terms of management, processes, and coordination: we need to comply with local accreditation requirements. To coordinate at the system level, in 2018, we appointed a new position, the Associate Dean for Sustainability. Simultaneously, we established a discipline department named Sustainability. Departments from various disciplines such as management, marketing, financial strategies, HR law, economics, entrepreneurship, and supply chain collaborate to create this type of organization and enhance our impact.

Our goal is to reduce the ESCP's carbon emissions by at least 55% by 2030. To achieve this, we have implemented a green mobility policy and plan to introduce individual carbon accounts. Through smartphones, we measure the carbon emissions of students and staff, providing corresponding credit limits. Additionally, we are promoting a civic awareness project, encouraging community members to actively participate in waste and plastic collection throughout the year, even during vacations.

José Manuel Martínez Sierra:

I believe Europe is currently in a leading position because, historically, it has been a major contributor to the global issues we face. Secondly, Europe is in a better economic position globally and, as a result, bears more responsibility. The GDP, welfare, and living standards of Europe play a significant and vital role on the global stage. Additionally, the best European tradition involves thinking beyond one's own interests and considering global solutions. The presence of the European Union (EU) further contributes positively to driving the global agenda, serving as a large and effective collaborative system.

With the introduction of the next generation of funds, focusing on sustainability and utilization, Europe has demonstrated a commitment to being a driving force. This commitment is driven by incentives that foster collaboration from the bottom up. In contrast, countries like the United States and China lack similar incentive structures and do not possess the extensive collaborative systems found in the EU. Therefore, to find global solutions, a shift towards multilateralism is necessary. I believe this is an obvious and essential choice.

Rishikesha Krishnan:

India is advancing the "Make in India" initiative, aiming for greater self-sufficiency in technology and manufacturing. Our Prime Minister has pledged to significantly reduce emissions in the coming years and achieve net-zero emissions by around 2030. India is moving towards energy-efficient transformation and strives to use clean energy wherever possible. For instance, in India, the blending of biofuels with petroleum products is mandatory today.

IIMB, as a management school, we are also endeavoring to integrate a focus on innovation and entrepreneurship into our curriculum and educational programs, aligning our efforts with national initiatives. We are actively assisting companies in formulating ESG (Environmental, Social, and Governance) strategies. By expanding executive education courses and increasing the number of ESG courses, our goal is to reach as many companies as possible, spreading the message of environmental sustainability.

Giuliano Noci:

We have decided to delve deeper into various disciplinary narrative issues in our training courses to elucidate the essence of sustainable development. For us, sustainability is a focal point in maintaining competitiveness in such a complex environment. In certain courses, we integrate humanities and social sciences, blending courses on spirituality, social philosophy, social psychology, and management.

Dan LeClair:

The benefits derived from addressing climate change often accumulate globally and internationally rather than within a specific country. Additionally, these benefits are typically focused on the long-term future rather than immediate gains. The costs of addressing climate change, on the other hand, tend to be more localized and immediate in nature.

GBSN, on the other hand, employs various approaches to achieve such goals, such as student competitions. Furthermore, business schools can benefit from expanding their current initiatives through connections with other schools. I would like to express my gratitude once again to ZIBS for joining GBSN. Business schools joining GBSN aim to broaden the coverage of relevant business education globally. We are serving the world in a very interesting and crucial way.

Kenneth McPhail:

The University of Manchester has its own sustainability commitment — we aim to be net zero by 2038. Secondly, I would like to emphasize the issue of the business school and humanities. I believe this is a fundamental part of the broader discussion around the relationship between the state, government, and companies, especially in situations where many companies are more powerful than some countries.

I fundamentally agree that Europe plays a crucial role in driving sustainability through innovation and policy innovation. However, in the UK, if people feel they are not benefiting economically, there is a possibility of opposition and withdrawal. This is indeed a significant challenge. Therefore, I believe that the issues of the environment and inequality are crucial.

Lastly, a lot of environment and inequality can be translated into an arc of a roundabout, the business and human rights. And the way in which we moved from the rights of the shareholder to the right to connect stakeholder perspective and no shifting more into our rights for the perspective that should be driving a lot of those changes.

Eleanor Shaw:

We are committed to addressing the challenges of sustainable development through interdisciplinary research and have identified five research themes. Firstly, inclusivity is a priority, focusing on ensuring that others are not left behind in the transition to zero emissions. Secondly, in the realm of digital society and economy, we support financial technology through an innovation accelerator, striving to create more inclusive financial and green products. We also emphasize humanities and human rights, fostering close collaboration between legal experts, scientists, engineers, and the business school. Finally, we have established an institution called the "Advanced Research Center," bringing together professionals from diverse fields such as the business school, engineers, chemists, and legal experts, encouraging interdisciplinary cooperation.