Artificial intelligence is no longer a topic confined to data labs or engineering teams. In executive education, it’s now a key part of how leaders are being trained — not just in using the technology, but in leading with ethics, flexibility and clear strategy.
“AI is accelerating the ongoing trends towards greater personalisation in executive education,” says Vesselin Popov, executive director of the Psychometrics Centre at Cambridge Judge Business School in the UK.
“What I find most interesting is the transformation happening in face-to-face teaching. Using custom GPTs, video avatars and generative AI tools can really help elevate the quality of teaching materials while keeping the core ideas centre-stage.”
Cambridge’s executive education team is already exploring what this means in practice. “Rather than everyone reading the same case study,” Popov explains, “participants could interact with AI agents that are pre-trained to represent different characters — the CEO, the consultant, the prospective employee. It brings the case to life in ways that static documents can’t.”
Providing Support For Studying After Class
It doesn’t stop in the classroom. AI tutors, trained on full course materials, now support participants after sessions.
“They can help recall specific points from lectures, suggest further reading, or summarise questions for faculty,” Popov adds. “It’s an extension of the learning environment, not a replacement.”
The shift isn’t just about flashy tools — it’s about preparing leaders for new responsibilities.
According to Popov, executives must now understand four things: how to govern AI effectively, how to work with data, how to stay curious and how to lead ethically.
“AI governance is crucial — especially in Europe and the UK, where ethical deployment and regulatory compliance are taken seriously,” he says.
“Executives need to understand the strategic implications of automation and efficiency, not just how to scale it.”
At Aalto University Executive Education in Finland, managing director Tom Lindholm sees the same trends — but also a growing expectation that executive education itself become more tech-enabled. “AI is no longer just a topic for specialists — it’s a tool for leadership,” he says. “Courses must embed AI into the curriculum, not as an abstract topic but as a strategic application.”
He describes how Aalto’s programs now use AI inside the learning process, offering personalised pathways, real-time feedback and content that adapts.
“It’s tailored learning at scale,” he says. “And that kind of support helps leaders apply insights to real-world problems faster.”
The ethical piece remains front and centre. “We teach leaders how to manage bias, build transparent systems and align AI with organisational values,” Lindholm says.
“Executives are expected to navigate these questions — not delegate them.”
Lindholm also points to simulation-based learning.
“We use AI to model supply chain shocks, market shifts and team dynamics. These exercises prepare leaders to manage uncertainty, not just efficiency.”
At Western University’s The Ivey Academy at Ivey Business School in Canada, executive director Bryan Benjamin puts it more bluntly.
“AI is a transformative force — but the human side of adoption is where the magic happens.”
He says the most effective programs focus not only on what AI can do, but on how leaders can use it responsibly.
“We help executives build cultures that encourage curiosity, accept risk and think creatively about AI’s role in strategy.”
A Tool To Improve Leadership
Benjamin is quick to point out that AI isn’t just a productivity tool.
“Its real value is in how it frees up time for strategic thinking, improves inclusive decision-making and builds a competitive edge when aligned with business goals.”
Ivey programs now help leaders embed AI into operations and culture — not just strategy decks.
“It’s not just about understanding tools,” Benjamin says. “It’s about building organisations that amplify both human creativity and technological power.”
That balance — between tech know-how and leadership mindset — is exactly where the best programs are heading, says Gary Dushnitsky, associate professor of strategy and co-course director of Fintech Forward at London Business School.
“Digital transformation is reshaping every sector,” he says. “Executive courses offer frameworks and practical tools that can be used right away — not just theories.”
Dushnitsky notes that the demand for digital leadership is not just for tech professionals.
“There’s a growing need for experienced executives who understand AI, machine learning, cybersecurity and digital trust. They’re expected to steer the ship, not just keep up,” he states.
One of his other courses, The Business of AI, takes participants through the process of building a real AI implementation plan for their organisation.
“It’s hands-on,” he says. “It gives people something they can actually use.”
He warns that the cost of not engaging with digital change is high. “History is full of companies that ignored technological shifts — and disappeared. Digital transformation is no longer optional.”
Other LBS courses like Mastering Digital Transformation bring together professionals from more than 20 industries per cohort.
“Peer learning is incredibly valuable,” he says. “You get real insight from people solving similar problems in different contexts.”
The conclusion is clear: executive education is changing quickly. The leaders who will benefit most aren’t the ones chasing the newest tools, but the ones who ask smart questions, handle challenges well, and know how to bring people and technology together to get real results.
Seb Murray is a London-based freelance journalist and editor with several years’ experience in print and online media. He writes regularly for titles such as the Financial Times, the Guardian and the Evening Standard, as well as a plethora of education and corporate magazines and websites. He reports on issues facing the world’s top higher education institutions and online education providers.
