That’s because new degrees can take years to go from concept to first intake. It left universities and business schools playing catch up, frantically putting together new AI-focused curricula that would start to meet that demand.

In the interim, microcredentials are helping fill the gap. Shorter, more focused and with less time required to launch than diplomas or certificates, they have become the format of choice for AI courses in particular.

“One of the most visible growth drivers [of microcredentials] has been AI‑enabled leadership and innovation,” says Stephen Flavin, executive director of Executive Education at Babson College. 

Focus on time efficiency 

The school’s suite of executive courses, which fall under the title Babson On‑Demand, allow students to “take classes and earn credentials on their own time, at their own pace,” according to Flavin. He believes the “hands-on, practical, and immediately applicable” nature of the program reflects the demands of modern learners.

This positivity around microcredentials at Babson appears to be reflected across learners as a whole. According to research from Coursera, 91% of students believe microcredentials will help them succeed in their job, while 85% say it improves their job prospects. Almost 30% said they received a pay increase as a result of a microcredential, and 21% earned a promotion.

Meanwhile, a 2024 report from the Graduate Management Admissions Council (GMAC) found that 62% of business schools now offer “some type of non-degree credentials,” including microcredentials. That figure rises to 72% in Europe and 79% in Canada.

The affordable price point of these courses also helps. The microcredentials at Babson start from $300 - a fraction of the $120,000 that the school’s two-year, full-time MBA costs, for example. While there’s no question that an MBA can be a transformational degree for many people, it’s equally easy to see the appeal of microcredentials for many others.

“I think it depends on the person, but certainly entrepreneurship is absolutely suited to microcredentials,” says Scott Morris, program lead of the University of Missouri - St. Louis (UMSL) Entrepreneurship Certificate.

Hyper-focused curriculum 

The Entrepreneurship Certificate isn’t intended to support a side hustle. It’s aimed at already-established businesses who want to achieve $50 million or $100 million in annual revenue, according to Morris. 

The people in charge of these types of businesses are unlikely to have the time to pursue a traditional degree. A microcredential like this aims to boil the key concepts down to the absolute essentials.

"The life of an entrepreneur is very difficult,” Morris continues. “They're juggling a lot of different things. They're typically working very long hours. And so we try to make that easier for them by not burdening them with required classes that may or may not apply to their business."

The condensed nature of the program means that it takes place over the course of 16 weeks, with students meeting 12 times over that period.

The program sits alongside UMSL’s wider range of executive courses, which include several leadership microcredentials.   "It (microcredentials) is certainly an area of interest in the St. Louis region here,” says Morris. “And we're seeing it spread to other universities and colleges."

At places like UMSL, microcredentials are more than just a badge on your LinkedIn profile. When targeted at the right audience, they can be every bit as beneficial as longer diplomas or even entire degrees.

So will these mini-qualifications ever supplant the traditional degree? After all, they’re affordable, can be hugely beneficial for your career, and allow you to study exactly what you want, when you want, with no unwanted modules or unnecessary extra expenses. Flavin, however, is unsure.

“From Babson’s vantage point, short‑form credentials are not replacing traditional degrees, but they are reshaping the learning ecosystem,” he affirms, adding that at Babson, learners use them as a flexible alternative to traditional degrees, a way to rapidly upskill, or as an entry point into longer forms of study.

Nick Harland is a freelance higher education writer based in Sheffield, UK. His work has appeared in the likes of QS, AACSB Insights,MBA.com, BusinessBecause and The PIE News. He has also written content for various universities and business schools around the world.

However, as work schedules become more demanding and upskilling becomes a constant necessity in a rapidly changing world, executives now prefer shorter formats--typically three to five days--that can be pursued alongside full-time work.

Professionals are building their skills step by step, combining such short courses over time rather than committing to a single, long program.

This demand for shorter courses is changing how business schools design executive education and what they offer professionals.

Executives turn to short courses that fit around work

At London Business School, a senior manager in professional services based in the UAE says short executive programs made it possible to continue learning without stepping away from work.

“I did not want to delay my learning, I decided to pursue them,” says the manager, who did not want to be identified by name. “I found that five days was a good amount of time to experience learning with a very diverse cohort.”

The short programs at LBS allowed the manager to target specific skills. “These programs helped me identify my development areas and strengths,” they say. “They also enabled me to build connections that support continuous learning.”

At IE University in Spain, Martin Rodriguez Jugo, general manager of lifelong learning and digital learning, says the change is apparent.

“We are moving from rigid programs to shorter ones with blended and more flexible methodologies,” he says.

Modular executive programs spread learning across careers

Participants say modular formats allow them to spread learning across different stages of their careers. Professionals are also combining different programs to build specific skill sets.

At HEC Paris in France, Lisa Bousquet, an export and marketing director, chose a modular executive master rather than a full-time degree, “because it offered flexibility without compromising on academic quality”.

The modular structure let Bousquet spread the program over several years. She completed one certificate at a time, which made it easier to manage both workload and cost.

She adds that this allows learning to stay closely linked to business needs. “This step-by-step approach allows me to immediately apply each learning to my company,” she says.

Schools say this shift towards modular programs reflects a broader move toward continuous learning.

Barbara Stöttinger, dean of executive education at HEC Paris, says participants are increasingly shaping their own learning paths.

“The participant increasingly becomes the architect of their own trajectory,” she says. “Others prefer to build step by step, assembling modules and certificates according to their evolving needs.”

Continuous learning drives demand for short executive courses

Business schools say changing career paths, rising time pressure, and the need to respond quickly to new technologies and business challenges are playing a role in this shift towards short, modular executive courses. Educators say the biggest change lies in how professionals perceive learning itself.

“Professionals will no longer think in terms of completing a program every few years, but rather as engaging in constant learning and growth,” says Jugo at IE.

Tim Landucci, a senior executive education leader at London Business School says learning is becoming a long-term strategy. “Professionals will no longer view learning as something tied to discrete career milestones. Instead, it will be seen as a continuous, strategic capability.”

Business schools reshape executive education to meet changing demand

At IE, growth is strongest in short executive programs lasting a few days, as well as longer programs with online components.

“When we speak about online learning, we are combining live sessions with a small component of asynchronous learning, as well as applied projects, so that learning fits into the flow of work,” says Jugo.

Stöttinger at HEC adds that these formats are no longer separate. “They’re part of the same ecosystem: the school provides the building blocks and the intellectual coherence,” she says.

Landucci at LBS says programs are becoming more modular and stackable. “Our portfolio is evolving towards more modular, high-impact, and stackable learning experiences,” he says.

Despite programs getting shorter, the depth of learning is increasing, say schools. Stöttinger says: “The value proposition has shifted from duration to impact density.” 

She adds that shorter modules require careful design to ensure they connect over time. “Every four-day module needs to stand alone and connect meaningfully to what comes before and after,” she says.

Whether they are heading to campus in Lausanne or attending virtual classes from a home office, the best gifts for these students bridge the gap between utility and luxury. They should help them stay connected, look the part, or find a moment to decompress.

Drawing on insights from alumni who have navigated programs at prestigious institutions around the world, this guide breaks down the most thoughtful gifts for the executive student – from high-tech essentials to the simple comforts that make a demanding course manageable.

Gear to power executive learning and networking

Stefan Balica, an alumnus of IMD in Lausanne, Switzerland, currently lives in Geneva. Reflecting on his time in the program, he notes that the right hardware – such as a tablet with a keyboard or a lightweight laptop – can be an invaluable gift. For the executive on the move, even a high-quality power bank is a ‘must-have’ essential.

“You are always on the go, and you need to charge your phone. For this, a power bank with an extra cable for the phone, [or one that has] multiple connections for the old iPhones, for the new iPhones, for the tablet,” says Balica. “That can be very helpful.”

He also suggests a digital business card (NFC/RFID). These are inexpensive but highly effective, particularly at high-stakes networking and alumni events.

“You pay a company, and you get your data on that card, and that card is like a credit card, but once you tap it to an iPhone or fi ID phone, it transfers the contacts automatically,” Balica explains. “It seems magical somehow, and it's good for the connections.”

Subscriptions that offer a competitive edge

An executive education student likely already subscribes to certain publications, but there is always room for more. In the digital era, subscriptions to services that help professionals upskill, network or access premium tools can provide a vital competitive advantage, making them an excellent gift.

Isabella Gruszka, who completed an executive course at MIT Sloan, recommends a subscription to LinkedIn Premium or specialized industry services.

“Depending on the interest, some subscription to a website with technological upgrades, or articles that are [paywalled], or something that is related to the course they are taking, or some interest that you think this can be something that this person can benefit from,” says Gruszka.

Balica highlights the value of publications with an audio component for professionals with long commutes. “I had The Economist because it has the audio version, so you can hear it on the go, and it's quite full of information on geopolitics, which is quite important nowadays, or on economics, on finance, on business,” says Balica.

“[And] not necessarily The Economist; I would get a business magazine, like Financial Times, that has an audio version, because you're always on the go, so it’s very helpful to have the audio.”

In a rapidly shifting business landscape, access to AI tools is also becoming essential.

“Most people already have a subscription to an AI service. I would actually give somebody another one to have the experience of two AI companies, because you're getting quite different responses from two of them,” says Balica.

“Everybody will benefit from AI education going forward,” says Gruszka. “This is something that is staying, it will stay and it will grow.”

Accessories that enhance the executive look

While gear and subscriptions help a participant excel academically, the way a student presents themselves to the world is equally important. This is especially true for those attending courses in person or participating in high-profile networking and alumni events.

Since business education often involves significant travel, Balica, who commuted to Lausanne for his program, suggests: “For the traveling, [a good gift would be] a nice carry-on suitcase.”

He also recommends accessories that help students project a professional image, such as elegant brooches, bracelets, or watches.

“Alumni status gives you access to a lot of events afterwards, which involves a lot of networking, involves a lot of participation in different workshops, conferences, webinars,” says Balica.

“That's why I would give a gift like a brush, or some type of nice jewelry ... for a man, maybe a watch.”

Gifts that help executives decompress

A gift does not have to be directly connected to executive education to be meaningful to a student. Presents that encourage self-care or support personal hobbies will be appreciated by someone balancing a heavy workload.

High-quality coffee – whether in the form of a premium maker or a gift card to a favorite local shop – is almost always a safe and welcome option. Balica also suggests gifts that lean into relaxation and recovery.

“[The Executive Course] can be quite intensive for three weeks, or two weeks, or 10 days… so I would gift some a spa session for relaxation, because it's gonna be quite intense. It is a lot of learning,” says Balica. “At least for me, it was totally boot camp, from 8am to 7pm or 8pm.”

Gruszka adds that supporting a student’s hobbies can provide a necessary mental break from their studies.

“I have a hobby with woodworking, and I love it, because it's a balance between what I'm doing professionally, which is all here in my mind. And here is something that I'm doing with my hands. So it's craftsmanship, I love it,” says Gruszka. “I would like to receive wood, or some discount in some shops that offer beautiful wood, just as an example.”

Whatever you choose to buy for the executive education student in your life, a thoughtful gift serves as a valuable gesture of support as they navigate their demanding educational journey.

Participants say that once they return to the workplace, competing priorities, a lack of follow-up and coursework that feels too far removed from day-to-day organizational realities contribute to widening a gap between what they learned and what they can execute. Some executive education courses are too heavy on theory and offer too little practical transfer.

Business schools are redesigning their programs to close that gap, shifting from dense content to practical learning through real application, experimentation and follow-up support.

Executive education lessons not anchored in workplace realities

Executive education can imbue participants with a strong awareness of how to improve workflows at the personal and organizational level, but awareness alone does not drive change. Leaders often enjoy the learning experience, but when they return to their organizations, familiar pressures take over and the new ideas rarely stick.

At the Frankfurt School of Finance and Management in Germany, Jasmin Engel, director of professional and executive education, says many participants struggle because the learning is not anchored to their real world.

“Executives often face an overload of theoretical input based on generic studies, with too little relevance to their specific context,” she says. Without a clear bridge between insight and environment, “insight rarely turns into sustained action”.

At Babson College in the U.S., Danna Greenberg, a professor of organizational behavior, argues that one of the biggest obstacles is not insight but absorption.

“We all know that excitement of finishing a multi-day professional development program with a long list of how we will apply that learning to our work and our teams,” she says.

Returning to daily pressures, however, often derails the best intentions.

“We may be motivated to change but without opportunities to test out our new ideas, to reflect on what does and doesn’t work and why, and to experiment further, learning doesn’t become imprinted in us, our teams, or our organizations,” she says.

Another barrier, according to Greenberg, is that executives often lack someone who will track their progress.

“We often need the support of a coach or peer who can help us reflect and hold us accountable,” she says, adding, “few professional development programs provide participants with this follow-up and coaching such that they can create lasting change.”

Business schools adapt executive education courses to convert learning to action

Executive education providers say leaders will increasingly need to turn learning into action quickly. Short courses can ignite change, but only if they stay connected to the workplace long after the program ends.

To address this gap, programs are being re-engineered to function less like stand-alone workshops and more like supported change processes. A new generation of executive education is built around fewer abstract models and more real problems, fewer intensive bursts and more continuous support, and less passive learning and more applied behavior.

Engel says the Frankfurt School is planting practice directly into the program format.

“Our programs embed practical relevance by combining current insights from both research and real-world practice,” she says. 

Courses now emphasize real cases, interactive group work tied to authentic challenges faced by firms, and structured exchanges with practitioners.

These approaches, explains Engel, allow participants to “directly apply learning and create impulses they can carry back into their organizations.” 

Greenberg says Babson is experimenting with new program designs that stretch learning out over time, rather than packing it into a few intense days.

“Rather than traditional models… we have been working with clients on innovative course designs in which content is delivered in ways in which participants are able to apply that learning, reflect on their experiences and then deepen this learning,” she says. These include blended delivery models, such as “combining synchronous, async and even in-person learning” and longer timelines – where programs unfold over a few months.

Greenberg says the courses also incorporate real-world experimentation, capstone projects and coaching.

Together, she says, these help executives embed new behaviors rather than simply admire new ideas.

While downsizing has always been part of organizational life, employees today expect transparency, fairness and humanity from managers, even when delivering difficult news.  

That shift is reshaping executive education. Business schools say preparing leaders to manage layoffs responsibly, clearly and compassionately has become a core part of leadership training.

Programs are placing greater emphasis on emotional intelligence, ethical judgment and organizational awareness, encouraging leaders to move beyond viewing layoffs as a purely operational exercise and to consider their wider human and cultural impact.

Empathy and understanding take center stage in executive education programs

Executive education programs across business schools are taking different approaches to instill empathy and emotional awareness in how leaders handle layoffs.

At ESCP Business School, which has campuses across Europe, executive education courses prepare participants to handle layoffs by strengthening two core capabilities: systems thinking and emotional intelligence.

“Throughout the courses and seminars, you are shown the complexity of our world and asked to seek a different perspective,” says participant Stefano Schiazza. The diversity of viewpoints in the classroom trains managers to “advocate for each party’s view,” he says, and understand the trade-offs that downsizing creates. 

At Emory University’s Goizueta Business School, executive education programs frame layoffs as “leadership moments” rather than simple operational or legal exercises.

“One common mistake… is treating it as a one-time announcement rather than an ongoing leadership responsibility,” says Richard Berlin, associate professor of the practice of organization and management.

At Warwick Business School in the UK, the Executive Diploma in Strategic Leadership teaches participants to treat downsizing as both a human challenge and an adaptive one.

“We take a realistic but deeply human approach to downsizing,” says Dimitrios Spyridonidis, who directs the course. Leaders are encouraged to engage through “the lens of dignity”, communicating with honesty and respect, while still meeting strategic demands.

At Rotterdam School of Management in the Netherlands, the developmental model trains executives to handle contradictions, like balancing empathy with performance expectations.

Courses place executives in difficult, polarized situations where they must learn moral humility and reconcile competing perspectives, says professor Hannes Leroy.

Moving beyond rationale: executive education courses reframe layoffs

At ESCP, the executive education program pushes participants to understand the triggers, frustrations, and behaviors of colleagues at work through exercises such as active listening. 

Schiazza took part in group assignments that helped him “channel emotions to work with people”. It is a skill that becomes critical when delivering painful news, he points out.

“A common mistake is treating downsizing as a purely operational exercise,” says Schiazza. It “is not simply about rationalizing the situation."

“Downsizing is often applied as a technical solution to what is, in reality, an adaptive challenge,” says Spyridonidis at Warwick. The school’s programs help executives slow down, question assumptions and look at culture, strategy and leadership capability before treating cost-cutting as the answer, he adds.

Mass emails and large Zoom announcements, says Berlin at Goizueta, are both “heartless and demeaning”. Research, he notes, shows that people judge layoffs on “the fairness of the process, not just the outcomes”. 

Leaders often focus on procedural or distributive fairness, says Leroy at Rotterdam, but “no matter how objectively fair your solution is, if it isn’t perceived as such, you’ve failed”.

“It’s not just about being right,” he says. Effective leaders “co-construct the reality” with those affected.

Executive education prepares leaders for the organizational aftermath

At Goizueta Business School, programs such as Next Level Leadership: An Enterprise Perspective help participants practice transparent communication and learn to consider the impact on both departing and remaining employees.

Berlin says the biggest error leaders make is assuming the job is done once the message is delivered. His courses push leaders to remain visible, address survivors’ guilt, and avoid the instinct to hide behind a “work face”.

“They should remember to act as their mother told them to act when they were young – think of others,” he says.

Spyridonidis says many leaders make the mistake of treating layoffs as a one-off event. “In reality, downsizing creates ongoing uncertainty and emotional aftershocks,” he says.

Warwick teaches leaders to create space for reflection, rebuild trust and restore momentum – not rush back to “business as usual”.

Leroy says one of the most common leadership failures during layoffs is misunderstanding how employees experience fairness. Leaders may believe they have followed objective criteria, but perception often matters as much as process.

“Justice is multifaceted,” he says, noting that effective leaders must communicate a clear rationale for decisions, listen carefully to those affected and help employees make sense of what comes next. Equally important, he adds, is treating the process itself with seriousness and respect.

But alumni and program leaders say the impact of these courses can often last far longer, sometimes years after the programs finish, as they shape how participants think, who they turn to, and how they handle career pivots.

Across leading business schools, alumni describe executive education not as a one-off intervention, but as an ongoing resource: a mix of mindset shift, peer connection, and continued learning. 

Executive education that reshapes leadership mindsets

For many executive education participants, the biggest impact of the courses they take is not just the concepts they learn, but a lasting change in how they approach leadership.

“The most enduring value is the shift in mindset it creates,” says Farwa Hasnain, who attended the Advanced Leadership Program at Cambridge Judge Business School in the UK.

“It elevated me from operational leadership to truly transformational thinking.”

Farwa says the program helped her see the work she does in a broader context, and that the skills she picked up continue to shape her work today.

“The faculty helped me see my organization and the ecosystem (and) systems I work in through a broader, global lens,” she says.

 “These capabilities guide me daily as I build technology-driven public health interventions for women and children in Pakistan,” she adds.

Daniel Sharaiha, a graduate of an executive course in change leadership at HEC Paris, the French business school, says the lasting value of the program lies in how quickly its tools translate into real organizational impact.

Executive education peer networks that endure

For many executive education alumni, the connections built during their program become long-lasting relationships, often transforming into peer advisory groups and support systems that can open professional opportunities and help navigate career transitions.  

“The intensity of the program, the depth of dialogue, and the shared vulnerability among participants create relationships that outlast the classroom,” says Sharaiha.

He describes the alumni network as both professional and personal. “Former colleagues have taken on the role of thought partners, advisors and connectors.”

Karis Burton, head of corporate development at Henley Business School in the UK, says executive education networks often evolve into something much deeper.

“We also see alumni collaborating professionally, opening doors for one another and using Henley as a trusted hub for continued learning, coaching and mentorship.”

Henley has formalized that ongoing engagement through its alumni platform, Henley Live, which helps 106,000 alumni across 167 countries stay connected. 

Nathaniel Hancock, a public sector strategist and alumnus of a Cambridge Judge executive education program, describes how he continues to draw on classmates and faculty long after completing his course. 

“The worldwide network of experts and leaders across fields becomes a natural Rolodex from which to draw for advice on approaching challenges in the workplace.”

An additional benefit of executive education, according to Hancock, is that access to faculty does not always end with the program’s completion.

“The professors make themselves available for tailored follow-on conversations with associate alumni.”

“Whether dialing into an organized event or messaging a specific professional for some one-on-one advice, the possibilities for connection are both easy and endless,” he adds.

Executive education as a source of lifelong learning

Business schools say the long-term value of executive education is also reflected in the number of professionals who return to executive education mid-career, sometimes earlier than expected.

At Cambridge Judge, Steven Grundy, director of open programs, says executive education is helping professionals stay ahead of a rapidly changing environment.

“Professionals are increasingly returning to executive education to address the rapid pace of change in business and society,” he says, adding that they are not just looking for technical updates.

“Participants are looking to cultivate the human qualities essential for navigating complexity and uncertainty.”

At HEC Paris, executive director of business development Cécile Arragon has noticed a similar pattern.

“More professionals are returning to executive education, and they do it earlier in their careers,” she says. 

“They understand that maintaining their value requires continuous learning throughout their careers.”

“Executive education today is less about a credential and more about sustained capability-building, connection and adaptability,” says Susan Caplan, managing director of open enrollment courses at Michigan Ross School of Business in the U.S.

“Many alumni share that these programs accelerate their readiness for larger roles and influence how they coach teams, shape culture and drive organizational performance,” she adds.

But business schools say executive learners are now approaching professional development with different priorities, focusing more strongly on immediate outcomes.

Across institutions, demand is shifting toward programs that deliver practical skills quickly, and that fit around unpredictable workloads.

Professionals seek fast, flexible executive education

Executive learners still care about where they study, but they care more about what they can use and how quickly they can apply it.

“Prestige still matters as a marker of academic quality, but the primary promise is now usefulness, speed and adaptability,” says Laura Sivula, director of academic and international affairs at Aalto University Executive Education and Professional Development in Finland.

“The value is measured not by hours spent in a classroom, but by how quickly new skills can be put to work,” she adds.

At Schulich Executive Education in Toronto, Canada, executive director Rami Mayer says format and time commitment now drive many enrolment decisions.

“Participants prefer modular, stackable options, such as micro-credentials and digital badges, over long programs,” he says, adding that time pressure is what is driving that preference.

“Our survey data suggests professionals are willing to set aside no more than one to two hours per day, including weekends, for professional development,” Mayer says.

At Rutgers Business School Executive Education, in the U.S., associate marketing and program director Christina Murphy says participants now closely scrutinize the return on investment.

“Learners want to know that when they leave the program, they will receive an ROI from the experience,” she says. 

Program length is another deciding factor.

“The fact that learners can earn their certificate in a matter of weeks or a few months… is very alluring,” she adds. 

Executive education courses adapt to changing demand

Aalto EE has redesigned its portfolio of executive courses around skills, agility and real-world impact. Learning is now organized as pathways rather than standalone courses, while delivery has also become more flexible.

“Executive learners are moving fast toward shorter, flexible, applied learning. They want practical skills immediately, not long theory blocks,” says Sivula.

At Rutgers, the appeal of online, self-paced or asynchronous courses with a focus on hands-on work has grown.

“They often ask if there will be a project required for the program… because it helps them validate that a learning solution is right for them,” Murphy says.

At Schulich, Mayer says content expectations have shifted.

“Learners expect applicable, real-world insights rather than just theory,” he says.

As a result, delivery has moved toward hands-on experiential formats such as cases, simulations, and live company projects.

Flexibility shapes how executive education is delivered

At ESMT Berlin, in Germany, Mandy Huebener, director of executive programs, says senior leaders and middle managers look for different things in executive education courses.

“Senior leaders continue to prioritize in-person programs,” she says, noting that for them it is important to step away from daily business and build trusted peer networks. 

Middle managers are more focused on immediate applicability.

“They increasingly judge programs by the specific skills they can gain,” she says.

 “This group tends to prefer shorter, stackable formats that help them upskill quickly and apply new tools right away,” she adds.

For this cohort, however, flexibility does not necessarily mean fully online.

“They do appreciate options like modular pathways, flexible start dates, and space to work through application projects at their own pace,” Huebener says.

At Schulich, Mayer says approximately half of all prospective learners are seeking in-person traditional workshops, while the other half are looking for remotely delivered, virtually led instruction with some blended learning elements.

“Currently, these blended approaches that are a mix of live virtual sessions, and occasional in-person gatherings have become the preferred mode of delivery,” he says. 

Participants gain from practical, flexible formats

Executive learners say the increased emphasis on flexibility in executive education courses is helping them strengthen their professional skills.

Bill Lessard, a communications strategist and Rutgers Executive Education alumnus, says format made a clear difference to his experience. 

“What really stood out to me was how personal [the learning experience] felt, which is funny, since I took the all-virtual program,” he says. 

Lessard adds that the structure helped him stay engaged.

“I felt like I was absorbing the information a lot better,” he says, adding, “I also appreciated how effective the weekly Zoom calls were, specifically due to the instructors’ accessibility and how generous they were with their time.”

Antulika Bhadouriya, senior manager at ServiceNow, chose a program at ESMT Berlin to address a specific skills gap in her professional life.

“I chose the Finance for Executives program to strengthen my financial decision-making skills as a non-finance leader,” she says, adding that the learning translated directly into practice.

“The program deepened my understanding of key financial statements… and sharpened my ability to assess business cases and make sound resource allocation decisions,” she says.

Now that courses have returned to in-person formats, business schools are experimenting with hybrid designs to retain some of the benefits of online learning. Programs are being built with varying degrees of online components, particularly those targeting international cohorts and corporate teams.

Business schools say tighter schedules, globally distributed teams, and better digital tools are driving this shift.

Online modules complement in-person executive education

After the pandemic push toward fully online formats, in-person learning has reasserted its value. But business schools are still employing online elements selectively to cut travel time away from work and reduce costs for participants.

At IE Business School in Spain, online modules are incorporated into executive courses to prepare participants, extend learning and reduce time away from work.

“We have evolved toward an intentional hybrid design, where most programs include some element of online learning, either as preparation before the program, as part of the learning journey itself, or as a follow-up afterward,” says Martín Rodriguez, general manager of IE Lifelong Learning and Digital Learning.

“The online components provide valuable flexibility and are meaningful,” Rodriguez says. 

That selective use reflects a broader recalibration taking place across executive education. At HKUST Business School in Hong Kong, hybrid formats remain the exception rather than the rule.

“A majority of our executive programs have resumed to normal in-person format, with quite some fly-in participants for both open and custom programs,” says a spokesperson for the executive education office of the school.

“There are still some online synchronous programs due to the diverse geographical distribution of participants for some multinational corporations.”

How executive education participants are responding to hybrid formats

Executives cite three main benefits of hybrid executive programs: they take less time away from work while still offering meaningful interaction with faculty and peers; international cohorts broaden discussion and perspective; and learning continues beyond the classroom through online collaboration and applied projects.

At IE, programs designed for international audiences that combine several weeks of live online learning with an intensive residential period of one week or longer are gaining strong traction.

“This format is proving very effective,” says Rodriguez. Feedback from participants has been consistently positive.

“The response has been very positive globally, particularly because participants value flexibility while still enjoying the connection and energy of the classroom,” he says.

“Our programs are cohort-based, and that sense of community is key to the success of these formats.”

Hybrid delivery offers flexibility but can also reduce the depth of classroom interaction. Participant feedback from HKUST executive programs suggests these trade-offs are well understood.

“Regional participants found it convenient and effective as they did not have to spend time traveling,” the HKUST spokesperson says. “They also value the flexibility and the advantages of accessibility and cost-saving in this format.”

“However, it was also observed that the class atmosphere was less interactive as participants were distanced by the screens. Participants taking courses in this format also needed strong self-motivation, and experienced tech glitches at times.”

Are hybrid executive education programs here to stay?

Both HKUST and IE see hybrid delivery as more than a temporary phenomenon, though its future shape will depend on how technology and pedagogy continue to evolve.

“We saw that hybrid delivery will be one of the permanent options for our executive clients, especially when it comes to more geographically diverse groups, clients with more robust businesses, as well as programs with tighter budgets,” says the HKUST spokesperson. 

“We believe more clients will consider hybrid if the technologies become more sophisticated, in particular the consideration of social networking.”

At IE, the direction of travel is clear.

“From my perspective, hybrid is here to stay. It is already and will be an integral part of executive education,” Rodriguez says.

“At IE, we have been designing blended and hybrid programs for more than 20 years, so this is not new to us.” What is changing, he adds, is the capability of the tools themselves.

“What is exciting now is the potential brought by AI-powered learning, hyper-personalized and immersive formats that include strong online components.”

Many of these one-week MBAs are offered as part of business schools’ executive education offerings. 

At the University of Houston’s C.T. Bauer College of Business, the Mini MBA is aimed at busy professionals who want a fast, focused introduction to core business topics. Tracks include artificial intelligence, data analytics, digital marketing, energy transition and supply chain.

The week-long format concentrates learning into a short, intensive burst with practical takeaways, says Cheryl Baldwin, associate dean of executive development. It also facilitates high-impact networking – connecting participants with peers and senior leaders from different industries. 

Baldwin says what sets their program apart is the “balanced focus on foundational business knowledge and specialized skill development, which is ideal for professionals aiming for fast, focused growth”. 

Rutgers Business School in New Jersey has also seen a surge of interest in its Mini MBAs. The school offers two formats: a one-week, in-person course called Business Essentials, structured around 10 half-day modules, and a 12-week online option.

In both formats, learners “quickly secure valuable and timely skills that can aid them in the work they are currently doing,” says Peter Methot, associate dean of executive education, adding that professionals are increasingly gravitating toward shorter, more flexible formats.

One-week MBAs attract busy professionals and employers

The short format appeals to both individuals and employers who want training that is efficient in time and scope.

Methot notes that flexibility has heightened the value and interest for “many of our time-starved executive learners”. It allows participants to “incorporate their learning into their busy professional and personal schedules” and to apply new skills directly to their current work challenges.

According to Baldwin, many Mini MBA participants already hold degrees but want “targeted, practical learning that can be applied immediately in their roles”. Others use the program as a steppingstone into advanced business concepts without committing to a full MBA.

Cost efficiency is another draw, especially for companies that are supporting the development and growth of their staff.

Mini MBAs provide skills for a shifting landscape

Both Bauer and Rutgers see the growth of one-week MBAs as part of a broader shift in executive education, driven by the pace of change in business.

Baldwin at Bauer highlights the need to keep pace with rapid advances in AI, digital transformation and supply chain management.

“The rapid pace of technological and market change is driving professionals to seek flexible learning options that keep them competitive,” she says.

Methot agrees. “Demand for shorter-style executive education programs is growing, particularly because ongoing shifts in the business landscape necessitate continuous learning,” he says. 

“Just think about the impacts of AI, for example. What is true today may not, and almost definitely will not, be true in two years, five years and so on, requiring that professionals be steadfast in their learning to remain competitive.”

Careers now evolve in unpredictable directions and professionals need accessible ways to reskill and upskill along the way.

“Executive education programming supports learners at every stage of the career journey,” says Methot.

Students like Gruszka can use their executive courses to further their careers, achieve promotions, or get a new job, if they are strategic and deliberate about it.

“[In order to get a promotion internally], think of what the company goals are, what is required, what the company wants to achieve in the next months, not years,” advises Gruszka.

Identify your long-term goal

Judy Henry Scinto, the assistant dean of executive education at New York University’s Stern School of Business, agrees that strategy can be helpful when choosing an executive course. 

“I think it’s important for each participant to identify their individual greater goal – be it a promotion or a career pivot – and unpack that into achievable learning objectives over a timeline,” she states.

At Stern, they are well aware that many students might have the goal to get a promotion or new job, and try to make a return on the investment part of the experience of their executive education courses. 

“Everything about the learning experience for executives here is infused with a sense of momentum and possibility – you feel the pulse. And, we know our students want ROI; it’s a competitive marketplace. Their dedicated time away from work should be directly applicable to business needs and career aspirations,” says Scinto. 

“So that’s our approach – create courses and connections that make a measurable impact back at work for our participants."

It’s important for prospective students to take inventory of where they are professionally, what their values are, and what the end goal is. 

“Ambitious professionals have a bias for action. If you are seeking to get a promotion or a new job, you want fresh ideas, new perspectives and a framework. Before doing so, it’s important to explore both values and goals,” says Scinto. 

“We can help participants take inventory of where they are, their values, and match that with their end goals.”

Be mindful of industry changes impacting careers 

Also, it’s important to be aware that things change rapidly, with the onset of generative AI quickly changing industry landscapes. 

One useful strategy would be to look for courses that can help navigate those changes, and position yourself as an expert in new technology and tools. 

“The rate of change, as we know, is simply staggering not only for business leaders, but also society,” says Scinto. 

“We also have thought leadership and research on the impact this is having in our workplace – to develop the next generation of leaders and the ethical considerations.” 

The people you meet in your executive course, whether from your cohort or your professors, can be helpful later when seeking a new job. 

“If you spread your network during the course, during your education, when you get your certificate, then you are part of the community. So you have more connections with professionals all over the world, and we work globally today,” says Gruszka. 

“When I check for positions, you can see if any alumni from MIT are also working here.” 

Make sure to build your network while you take your course, and recognize it as a resource that can be of use. 

Through it all, make sure to know not just what your goals are, but the reasons for having those goals in the first place. 

“It’s very easy to get laser focused on the 'what' – the promotion, the new job – but something I’ve learned from one of our faculty, Professor Nate Pettit, is to not lose sight of the 'why,' which should be your north star and can provide clarity, time and again, when hurdles or moments of pause come up in your journey, which they inevitably will,” says Scinto.    

All the courses you take can help with skills that are applicable in the search for a new job or the quest for a promotion. 

“The concepts in all the courses I took, they do apply to real life. And this is the most important,” says Gruszka. 

Scinto concurs. 

“The Executive Education model at NYU Stern allows us to blend the exceptional academic expertise of our tenured and clinical faculty with real-world experience from industry experts. This creates a win-win for participants, giving them a base of actionable knowledge that they can then immediately apply to their individual workplaces and job searches,” she states.

Scinto knows from her own experience that the goal to shift into a new job or ascend into a higher position is a process. 

“I have pivoted in my career myself and have benefited from a lifelong learner mindset, so I understand the value of the journey, the ability to adapt, to stay flexible. We encourage those looking for a change to reach out!” she states.

Katie Nadworny is a writer based in Istanbul, Turkey. Her work has appeared in The Atlantic, National Geographic, BBC, Politico, and many other publications.

Business schools say demand is growing again as companies seek to better prepare senior leaders for prolonged turbulence.

“Geopolitical uncertainty, unfortunately, has become our new reality – and has significantly added to environmental turbulence. And that risk is something companies need to manage in order to avoid a crisis later,” says professor Miriam Müthel at WHU – Otto Beisheim School of Management in Germany.

For participants, these simulations reveal not only how they think under pressure, but also how they react emotionally — lessons that could prove vital when the next real crisis arrives.

“Simulations allow executives to experience cognitive overload while analyzing a crisis, and to realize how they are reacting to it,” adds Müthel.

Executive education courses expand simulations to reflect evolving crisis scenarios

Several business schools, including WHU, are using simulations to train executives to navigate uncertainty, disruption and full-blown crisis situations.

 In Switzerland, IMD Business School has launched a five-week online crisis management course that helps executives anticipate disruption, lead through uncertainty and manage trust. 

The program blends conceptual frameworks with applied exercises, including work on bias and stakeholder communication. It also offers one-to-one coaching, with each participant developing a tailored crisis-response plan over the duration of the course.

At the University of Georgia’s Terry College, a three-day executive certificate in crisis and risk management trains leaders to manage the full cycle of disruption. The program combines case studies, peer learning and a “war room” simulation with an emphasis on decision-making, reputation protection and stakeholder communication.

Business school educators say crisis scenarios have evolved significantly over time, and simulations are being redesigned accordingly. Before the pandemic, exercises often focused on contained events such as product recalls. 

“Post-pandemic, I would conceive scenarios that reflect geopolitical tensions and how that impacts organizations’ operations,” says professor Augustine Pang at Singapore Management University’s Lee Kong Chian School of Business.

Exercises now incorporate the complex interaction of politics, economics, media dynamics, activism and culture. 

“Training has evolved to address new risks, by shifting the focus from solely media relations to managing corporate reputation in the digital economy,” says associate professor Yeo Su Lin, also at SMU.

Taking executive education beyond the classroom

Simulations expose executives to pressures that cannot easily be replicated in lectures. In cyberattack simulations, for example, participants may face information overload under severe time pressure. 

“In a more traditional classroom setting, we can teach executives more broadly how to analyze a crisis. However, it is more difficult to prepare students for experiencing cognitive overload,” Müthel explains.

For many participants, the experience is eye-opening.

“Many managers believe they will stay cool in a crisis situation, only to realize that they hyperventilate and end up missing important information. Simulations thus add a self-experiential layer to the educational journey, which makes their studies more powerful,” she adds.

For Pang, realism is the key advantage. “Executives gain hands-on experience and practical skills from crisis simulation exercises that traditional classroom teaching often cannot provide,” he says.

Participants are immersed in lifelike scenarios that test decision-making, communication and teamwork under pressure. Yeo highlights another takeaway.

“Through these simulation exercises, many come to realize the importance of building reputation capital – an asset that helps organizations better weather crises,” she says.

Executives also come away with a deeper appreciation of the challenges in managing corporate narratives in today’s digital economy.

“They begin to see that crisis management is not solely the responsibility of the corporate communications team, but a shared responsibility across the entire organization.”

Donald Trump opened his second term with a flurry of executive orders aimed at dismantling DEI programs across the U.S. government, and his administration has signaled plans to challenge DEI-related initiatives in the private sector as well. Meanwhile, in Europe, the trend is moving the other way, with several new and revived laws and initiatives seeking to strengthen DEI protections.

Business schools – particularly those outside the U.S. – are using this turbulent moment to reimagine the role of DEI in business and society. By highlighting DEI’s impact on performance, innovation, growth and economic opportunity, they view this period not as a setback but as a chance to redefine what DEI truly means for modern leadership.

DEI as core business strategy, not a standalone practice

The Vlerick Business School in Belgium has restructured its executive education offerings to embed DEI directly into core business strategy rather than treating it as a separate module. 

“We’ve pivoted toward helping companies design DEI strategies that emerge from within,” explains Smaranda Boros, professor of intercultural management and organizational behavior at the school. “Rather than having DEI sessions, we discuss inclusion and culture as part of our strategy course offerings.”

At Canada’s Rotman School of Management in Toronto, DEI is not a check-the-box requirement but a defining element of the program’s identity, says Stephanie Hodnett, executive director of executive programs. “It’s central to our values but also a fundamental business skill, driving innovation and leadership across a diverse workforce.”

In Germany, ESMT Berlin takes a similar approach.

“At the heart of DEI in executive education is not only ensuring diversity but creating a generative space where different perspectives and ideas can truly emerge,” says Qiao Zhang, deputy director of executive programs.

Hodnett says the emphasis is shifting from DEI’s moral framing to its practical value. “We believe DEI principles drive business innovation and advance economic goals,” she says. “For businesses to withstand the ever-shifting geopolitical landscape, these skills are increasingly critical to success.”

Reimagining DEI inside executive education classrooms

Rotman’s classrooms intentionally reflect the diversity of the communities they serve. The school provides financial aid for those in need, accommodates participants with visible or invisible disabilities, and recruits from industries or communities that have not traditionally sent executives to business school. 

“DEI best practices are woven into the content of all our programs and audited by DEI experts to ensure we keep adapting,” Hodnett explains.

Hodnett points to Rotman’s Inclusive Business Innovation course, which teaches leaders to apply inclusive analytical tools to identify new opportunities for growth. “It’s geared toward anyone who wants to link inclusion directly to innovation,” she says.

ESMT partners with corporate clients to bring together executives from multiple regions – often across continents. Zhang highlights a leadership development program with automotive engineering group Schaeffler that ran in Germany, the U.S., and Singapore. 

“We use experiential formats — virtual escape games, outdoor challenges, theater-based interventions — that push participants beyond their usual viewpoints,” she says. “Then we build in reflection sessions with coaches to help participants process these experiences and appreciate the richness of different perspectives.”

For Zhang, diversity strengthens not only inclusion but performance. “In international or cross-cultural settings, working with people from different backgrounds forces leaders to question their assumptions and bring empathy and cultural intelligence,” she says. 

“It strengthens peer learning and makes discussions more dynamic, closer to the complexity of real markets. Done well, executive education becomes a laboratory for innovation.”

Adapting DEI to new social and political realities

The belief that diversity fuels creativity and adaptability runs through all three schools’ programs. But there is also a growing recognition that DEI must evolve to meet shifting social and political realities. 

“DEI is not about perfection, but about managing paradoxes,” says Boros at Vlerick. “We help leaders work with tensions — between growth and fairness, local norms and global goals — through emotional intelligence and conflict navigation.”

She sees a future where DEI becomes “a new lens on leadership and systems change”, shaping not only what participants learn, but how they learn.

“The future curriculum must become more geographically and historically grounded,” she says. “Structural inequality looks different in Hungary than in Kenya, just as identity means something else in a German engineering firm than in a Nigerian fintech start-up. This demands nimble, context-sensitive teaching.”

Boros expects classrooms to become spaces of emotional experimentation. “DEI learning will require working through difficult conversations rather than avoiding them,” she says. “Teaching will train leaders in holding paradox — managing both group harmony and challenging truths, pushing for progress while respecting resistance.”

She adds that the next wave of executive programs will spotlight less visible dimensions of diversity, such as aging workforces, migration, neurodiversity and disability. “These are less talked about but increasingly strategic,” she notes. 

Business schools are stepping in by reshaping their executive education programs to make AI tangible. They are placing greater emphasis on practical use – from adopting customized AI tools to exploring how AI influences organizational strategy and decision-making.

Leading with AI, not just using it

At MIT Sloan Executive Education, the emphasis is not simply on teaching what AI is, but on preparing executives to lead with it.

“Our programs are specifically designed to bridge the gap between conceptual understanding and practical implementation,” says Paul McDonagh-Smith, a visiting senior lecturer at the school.

Executives learn to anchor decisions in real business challenges. In the Leading the AI-Driven Organization course, for instance, participants work on building AI readiness across culture, data strategy, and leadership mindset – skills McDonagh-Smith says help leaders “scale AI initiatives beyond pilot projects.”

He adds that the focus across programs is on developing fluency in identifying the right AI opportunities and making confident, responsible, and future-focused decisions. To ensure leaders learn by doing, MIT Sloan relies on “sprint-based” problem solving and hands-on interaction with cutting-edge models.

Tailoring AI to organizational needs

At IE University in Madrid, Spain, the focus is on applied experimentation tailored to each leader’s context. The school equips executives with ChatGPT Edu licenses – a version of the chatbot built for universities – along with training to maximize their use.

“Participants actually apply it to their own contexts through hands-on workshops,” says Martin Rodriguez Jugo, general manager of lifelong and digital learning. “By the end of the class, they have not only played with AI tools but have also developed specific AI agents and custom GPTs tailored to their own needs and circumstances.”

The university has also launched three-day programs focused on business functions such as HR, finance, marketing and legal, helping leaders apply AI within their workplace contexts while cross-pollinating ideas with peers from other specialties.

“Real AI fluency requires a change in habits and an openness to a new way of working,” Rodriguez Jugo adds. “It is important to play around with these tools and gain hands-on practice… to critique or complement their outputs, rather than simply using them.”

Not just what AI can do, but what it enables a company to become

Some schools emphasize that executives must view AI as a strategic lever reshaping business competition and leadership itself – not merely as a tool for efficiency.

“I emphasize shifting the focus from ‘what AI can do’ to ‘what kind of company we want to become because of AI,’” says Anat Lechner, clinical professor of management and organizations at Stern. She encourages participants to connect AI to their core strategy, rethink organizational structures and build in ethical considerations.

At NYU Stern Executive Education, the Leading in the Age of AI course focuses on helping executives build the strategic mindset required to lead AI-driven transformation rather than simply understanding the technology.

Group projects and reflection exercises help executives test ideas and rethink their leadership style in the AI era, where leadership is shifting from control to coordination.

Adapting AI to how real organizations work

At the Rotman School of Management, University of Toronto, Canada, peer-based and experiential learning are proving especially effective.

“We’ve found that experiential and peer-based learning are essential,” says Professor Walid Hejazi, academic director of executive programs. Cross-functional groups mirror how real organizations work, while simulations and case discussions help executives shape strategies for their own contexts.

Rotman’s Generative AI and Organizational Transformation Program combines economics-based teaching with practical readiness. Sessions such as Preparing and Planning for GenAI Adoption and Barriers to Adoption push executives to assess their own organizations while panels with industry leaders – including chief data officers – bring real-world implementation into the classroom.

More employers are noticing the impact of coaching on their organizations and seeking programs tailored to their specific needs.

How executive coaching bridges the gap between action and learning 

Today’s complex leadership challenges require more than technical skill acquisition. They demand self-awareness, adaptability and the ability to navigate ambiguity, says Angie Naidoo, managing director for partnerships at Duke Corporate Education, based in the US.

Coaching bridges that gap between learning and action.

“It creates space for participants to reflect on their learning, make meaning of new concepts, and translate theory into real-world action,” she adds.

At Duke, coaching is offered in two key formats: individual coaching for personal leadership growth and group coaching in small peer cohorts.

At the Women in Power program at ESMT Berlin, coaching is a core pillar of the learning journey.

“We devote an entire day to group coaching...,” says Qiao Zhang, program director in executive education at the German business school, “to help participants surface the strengths that have fuelled their success, confront potential self-limiting beliefs, and, most importantly, reflect on their deeper purpose as leaders.”

Zhang says coaching creates a uniquely “safe and generative space” for personal insight and human connection. A space that traditional formats rarely provide. 

A space to reflect, act and collaborate

Classroom teaching remains important, but coaching is increasingly seen as the place where the real work of leadership development happens.

“While classroom sessions provide the essential foundation of knowledge... coaching offers a personalized, reflective and action-oriented space,” says Naidoo.

Through one-on-one sessions, executives “frequently experience a heightened sense of self-awareness, emotional intelligence, and leadership clarity,” she explains. 

Zhang at ESMT sees a similar dynamic. “It provides reflective space for meaning-making, where self-generated insight — infused with emotions — leaves a lasting imprint and sparks collective courage for action.”

At Duke CE, group coaching circles are also playing a larger role. These allow participants to test ideas, share insights and hold each other accountable — building what Naidoo calls “a supportive learning community” that connects theory with real-world leadership.

For companies, coaching now a strategic investment

Behind the rise of coaching in executive education is a shift in how organizations approach learning and development.

 “For employers who are focused on long-term leadership impact, culture change and organizational effectiveness, coaching is increasingly treated as a strategic investment,” says Naidoo.

Employers that treat coaching as part of a long-term development strategy report stronger leadership pipelines, higher retention of top talent and better alignment between learning and business outcomes.

These employers are becoming more involved in program design, shaping coaching frameworks to match company values and succession plans. 

“Many are adopting tiered coaching models,” says Naidoo, “integrating one-on-one coaching for senior leaders, small group coaching for mid-level managers and reverse or peer coaching to drive cross-generational learning and inclusive leadership.”

Sharmla Chetty, CEO of Duke CE, notes the global trend behind this shift.

“Across the globe, we see a growing demand for leadership development that goes deeper — not just building skills but supporting real behavior change and lasting impact. Coaching plays a pivotal role in this shift.”

Can coaching be both personal and scalable?

Not all employers, however, have embraced coaching fully. Some see it as a cost rather than an investment.

“In some contexts, coaching is still seen as a support mechanism for individuals rather than a systemic enabler of organizational growth,” says Naidoo. In such cases, coaching is offered on a case-by-case basis.

For executive educators, the challenge now is to embed coaching in ways that are both personal and scalable — meeting the needs of both learners and employers. 

Because fast forward to the end of 2022, and the explosion of ChatGPT heralded a new dawn for AI: going from ‘predicting and classifying’ to ‘creating.’ That’s according to Xili Wu, executive director of the Artificial Intelligence and the Future of Management initiative at IESE Business School in Spain.

"In 2023 and 2024 the demand [for IESE’s AI programs] shot through the roof,” she explains. “In 2023 we ran three editions - oversubscribed. In 2024, we ran three editions again - oversubscribed. We also did an additional special program in Warsaw because there was so much demand for it."

In 2025, IESE will run five editions of their Artificial Intelligence for Executives course spread across Barcelona, Munich, Madrid and New York. They will also run an extra program in Budapest. All are expected to be oversubscribed.

It’s a similar story at Emory University, whose Leveraging AI for Business Success program has become one of its most popular executive courses. 

"That’s the one which is getting the most interest and most enrollments. And enrollments are going up,” says Nicola Barrett, chief corporate learning officer at Emory.

What do AI executive courses teach?

Barrett is keen to stress that the aim of these executive courses isn’t to ‘school’ people on AI. Instead, they want to encourage students to think about the implications of the technology. 

“What does it mean for your marketing department? What does it mean for the wider organization? What does it mean for the very way you do business?,” she states.

The course at IESE also focuses on the bigger picture.

"You may have to change the way you organize your organization to implement AI," Wu says. "We really want you to throw a lot of things out of the window and rethink how your business could be run."

To do that, IESE runs real-life case studies as part of its program. For example, students examine how a pharmaceutical company integrated AI into its business and how it changed the company, for better or for worse.

That’s an important point, because these courses don’t assume that AI is a fully-matured technology that will transform your business overnight.

"It’s far from mature,” states Barrett. “AI has made a huge impact already, but it is still very much an emerging technology." 

To counteract that, Emory recently added a module on AI maturity to its course in which students learn whether their organization is ready for AI - and whether AI is ready for their organization. 

According to Barrett the aim of the module is to ensure "the right pieces are in place" to deploy AI within a business, rather than forcing its use among employees.

Given the current state of AI, teaching students the limitations of the technology may prove to be just as valuable as teaching them the benefits.

How courses are evolving to meet demand

AI has evolved rapidly since these courses were first launched, which means that providers are having to evolve just as quickly.

"The course is not stationary, and we have to continually revise the program in accordance with what's happening in AI,” says Wu. At IESE, the latest changes include a greater focus on generative AI, how to implement AI within the wider organization, and its impact on your business model.

"We still run a version of this course twice a year, and the content has to be redesigned every time to make sure that it's current and using the latest technology,” states Barrett, adding that most modifications to the course come from Emory faculty.

"They're teaching it in their classes, so their motivation is to bring in the latest examples of the technology and its implications."

So far, it would appear that students are responding well to the changes. Artificial Intelligence for Executives is one of the top-rated executive courses at IESE whilst feedback from Emory students has been broadly positive, with one graduate describing it as the perfect amount of information for the average person trying to learn more about AI.

“I didn't know much about AI before the course,” says another, ”but now I can hold a conversation and be a translator between providers and leadership. I've gathered new AI skills which I hope can apply in my line of work.”

Such is the pace of change in AI, regularly updating these courses regularly isn’t really a choice for schools like Emory and IESE - it’s a necessity. But as long as they continue to provide students with the AI knowledge that they can apply to their current role, the demand for them is unlikely to diminish anytime soon.

Nick Harland is a freelance higher education writer based in Sheffield, UK. His work has appeared in the likes of QS, AACSB Insights, MBA.com, BusinessBecause and The PIE News. He has also written content for various universities and business schools around the world.

Geopolitics, global risk and supply chain resilience are no longer niche topics. They are becoming central to executive curricula, a reflection of the new demands on corporate leaders.

In many executive education programs, "geopolitics and global risk are among participants’ top concerns,” says Véronique Tran, executive vice-president of executive education and corporate relations at the European business school. 

Tran notes that demand is surging. “We are offering a growing number of lectures and conferences on the subject as we face booming demand on topics around cybersecurity, security and geopolitical crises,” she says. 

“This is a lasting and accelerating trend,” Tran adds. “The relationship between business and global affairs has never been more intertwined. A solid understanding of geopolitics is a key part of any responsible leader’s skill set.”

From globalization to fragmentation

The Frankfurt School of Finance and Management in Germany has also brought geopolitics to the forefront of its executive programs. “In our open programs, such as International Executive Week, where we bring together more than 80 leaders from around the world, we explicitly address the impact of geopolitical dynamics on business,” says Fatma Dirkes, vice president of executive and professional education.

Dirkes says that this shift reflects structural change, not a passing fad. “It is the new reality,” she says.

Dirkes adds the era of globalization is giving way to something more fragmented. “In the past, the focus was largely on globalization and international expansion, with companies building strong ties to fast-growing markets such as China and India,” she explains. “That era was marked by scaling operations across borders and capturing opportunities from a more open global trade environment.”

Today, she argues, companies are rethinking their structures. Near-shoring and diversification are rising priorities, alongside supply chain resilience and access to the right talent. Navigating shifting trade rules has also become a central concern.

“Geopolitical turbulence is no longer an occasional disruption — it has become a constant factor shaping business decisions,” Dirkes says. “Companies that recognize this and integrate geopolitical awareness into their strategy, leadership development and risk management will be the ones best positioned not only to withstand shocks, but also to find new opportunities.” 

Business leadership through a global lens

At Yale School of Management, in the US, executive education programs have long placed geopolitics at the heart of their curriculum. “Leaders at all stages of their careers come to Yale Executive Education to not only understand the risks, but also to build strategic resilience in today’s volatile geopolitical environment,” says Kavitha Bindra, assistant dean and executive director of executive education.

Yale draws on faculty from both the School of Management and the Jackson School of Global Affairs to deliver real-time analysis. “Our programs feature sessions on global macroeconomic shifts, political leadership, supply chain vulnerabilities and geopolitical impacts on business strategy,” says Bindra.
Flagship offerings include the Yale Global Executive Leadership Program (YGELP), led by professor Jeffrey Sonnenfeld.  In another course called Under Global Perspectives, “participants explore topics like ethical leadership, economic shocks, macroeconomic trends and emerging market-dynamics, alongside fellow leaders from around the world,” Bindra explains.

Another, Leadership for Global Business and Politics, runs online over eight weeks. It “examines how organizations operate within both market and broader sociopolitical environments,” she says. “The program equips business leaders with strategies, frameworks and tools to analyze and leverage these forces for competitive advantage.”
Bindra says the interest is enduring. “We see this as a lasting trend. While immediate crises may drive heightened attention, the reality is that global risk and geopolitics are inseparable from effective leadership. Leaders across industries recognize that their organizations operate in a complex, interconnected world.”
From boardrooms to classrooms

What unites ESCP, Frankfurt School and Yale is a recognition that leadership today requires fluency in geopolitics. The traditional divide between business and global affairs has collapsed.

“Today’s and tomorrow’s leaders are expected to think across disciplines and be capable of aligning global dynamics with local realities,” says Tran at ESCP.
Dirkes at the Frankfurt School echoes that point. “Preparing leaders for the future means equipping them to understand and navigate these dynamics effectively,” she says.

As corporations recalibrate supply chains, hedge against trade volatility and rethink global footprints, executive education is under pressure to adapt quickly. The inclusion of modules on geopolitics and supply chains is not only timely — it is increasingly non-negotiable.

Or as Bindra at Yale puts it: “Preparing executives to anticipate, interpret, and respond to geopolitical dynamics is essential for long-term success.”
 

When she decided to embark on her executive education course at UC Berkeley’s Haas School of Business, she was looking to fill the gaps in her personal experience. She was also looking to network.  

“On my part, I enter each class intentionally, saying I'm going to meet people. I'm going to meet at least one or two people that I stay in touch with,” says Strand.

Students beginning their executive courses and looking to network can keep in mind a few different tools and approaches to successfully make friends and build up their social network through their executive education experience. 

In-person classes can boost connections 

One thing that can make the process easier is to try to take in-person classes. This allows easier face-to-face connections and bridges the gap between people coming from very different experiences.

“If one has the opportunity to attend in person, it's invaluable,” says Carole Low, another participant in executive courses at Berkeley. 

“I've participated in global courses where people fly in from all over the world, and what happens is you get this very wide perspective, not just in terms of diversity, in terms of nationality and ethnicities, it's just a little bit like a melting pot.”

Take advantage of the regularity of online classes

Even with online classes, it is possible to build a strong network. Strand preferred taking in-person classes, but elected to take one course online that would last six months. 

The duration of that course, even though it was online, led to her making strong connections with her cohort. 

“I have been pleasantly surprised at how much I have networked in the digital class, because it's so long. I keep seeing these people online at office hours and in live sessions over six months,” says Strand.

It’s important to be intentional with your networking. Researching a cohort ahead of time and knowing one’s own personal goals can make it more efficient and allow a student to use their energy on networking that will serve them.

 It’s also important to be intentional with what you are able to offer as well. 

“I think picking and choosing which networks you're going to use is very helpful, because sometimes you can be spread too thin, and it's not a good experience. But there may be certain ones that you gather more input from, there may be certain ones that you use for your own output. People need to understand what you're interested in and what you're about,” says Low.

As students encounter potential friends or network members, it helps to keep in mind that everyone has different communication styles and some people will be better natural networkers than others. 

With some people, it will be necessary to adapt and work a little harder to find a way to connect. 

“Some people are just much better communicators than others,” says Low. 

“You can learn from those people you connect with. You learn by observing. You learn by interacting with them and understanding.”

It can help to act like a reporter, and ask many questions to learn more about what the person is interested in. 

This approach helped Strand immensely, with both in-person and remote classes.

“I did that in every single class, and I'm doing that now in my online class, where I hear somebody say something interesting about their role, and I don't understand it, and then I send them a private message to go, ‘What's that? What are you doing? Hey, can we talk about that?’,” says Strand.

“I just interview people on what they've been doing, and everybody loves to talk about themselves. So that works.”

Don’t just make contacts, but also stay in contact

Follow-up is also important. There are many ways to stay in touch with new friends in different locations, such as WhatsApp.

“I have a high impact leadership group with the executive education program in which someone set up a WhatsApp group. And so it allows for everyone, internationally, connected, anytime, and to use it very much the way you would use any sort of 24/7 networking opportunity, and so you can continue the conversation,” says Low. 

Strand also has a WhatsApp chat with her network to stay in close contact, and also utilizes LinkedIn, personal email, and phone calls to keep the connections fostered in her executive courses alive. 

Sometimes, the Whatsapp group can be used to arrange in-person meet-ups when one of the members is in town. Strand meets up with her connections, and so does Low. 

By maintaining casual and professional connections, the influence of an executive course can last for a long time.

“I have friends from business school and other courses that I've completed over the years; it's been decades. I actually have people who I have met who I could easily say, ‘Oh, I'm visiting your country. Would you like to meet up for a coffee?’” says Low. 

“To me, that's the spice of life. We're on a life journey together. It's wonderful that you can connect with someone and maintain that sense of connection.” 

Katie Nadworny is a writer based in Istanbul, Turkey. Her work has appeared in The Atlantic, National Geographic, BBC, Politico, and many other publications.

“We are seeing a decisive move away from outputs — for example, the number of leaders trained — to outcomes,” says Sharmla Chetty, chief executive of Duke Corporate Education. “That is why Duke CE integrates analytics, peer and manager feedback loops, innovation metrics and reflective coaching into our programs.”

At Duke CE, this shift has led to a redesign of programs around business impact. “We embed action learning projects focused on innovation, revenue generation and operational efficiencies linked to commercial outcomes,” Chetty says. “Leaders test ideas that drive new revenue streams through embedded behavioral change.”

These projects, she adds, have produced measurable results—and clear ROI. “In many cases, such projects have resulted in millions of dollars of new business, the creation of new business lines and innovations that fundamentally shift how organizations create value.”
Beyond business metrics, clients also want to see changes in leadership capability. “We complement business impact with leadership measures,” which can include assessments and coaching reports, Chetty says.

Growing demand for accountability

The pressure is industry-wide, and it is growing. Stéphane Canonne, associate dean for executive education at EDHEC Business School in France, says clients now expect a return on investment that goes far beyond individual learning.

“Executive education clients today look for three types of return on investment,” Canonne explains. “First, a personal leadership shift. Second, strategic alignment and collaboration. And third, tangible business impact.”

At EDHEC, courses are designed to reflect that demand. “In many of our programs, participants work on strategic projects that they later pitch to their executive committees,” he says. “ROI is then measured not in abstract satisfaction scores, but in the extent to which these projects are adopted and implemented within the organization.”
Canonne says this reflects a broader change in how companies see executive education. “Increasingly, organizations are approaching executive education as a strategic investment rather than a discretionary expense,” he says. “They expect it to deliver measurable outcomes on two fronts: as a talent strategy and as a business lever.”

At Aalto University Executive Education (Aalto EE) in Finland, academic director Mikko Laukkanen agrees. “Absolutely. This has been a growing trend for the last decade, and it has been amplified in the aftermath of COVID-19.”

He sees two forces driving the change. “On the one hand, companies are using executive education increasingly for a short- to medium-term impact,” Laukkanen says. “Long gone are the days when executive programs were used by companies more for reward and retention purposes.”

But learners, too, are demanding more. “The second force driving this change comes from the participants themselves,” he adds. “They are becoming less enthusiastic about travel and have been placing more value on being able to work from home.” Therefore, if an executive program involves travel to a different location, the provider needs to clearly justify why in-person attendance is essential.

Learners looking for confidence (and promotions!)

In parallel with pressure from employers, learners are becoming more focused on personal ROI — not just in career progression, but in confidence, motivation and self-awareness.
“Learners measure ROI for executive programs by a mix of objective and subjective metrics,” says Laukkanen. “The objective metrics are around quantifiable changes in their professional lives, such as compensation levels, promotions, etc…While the subjective metrics have to do with ‘softer’ issues, like how confident or motivated they feel at work.”
Providers are adapting by embedding these insights into program design. Instructors are equipped to communicate the full range of learning outcomes and value drivers throughout the experience. Laukkanen says: “Clients want to see evidence that the learning goals of any executive education initiative they are paying for are met.”

Exec ed more than just a luxury

For many business schools, this pressure to quantify outcomes is reshaping how executive courses are positioned, priced and delivered. “The pressure to quantify is positive,” says Chetty at Duke CE. “It reinforces that custom executive education is not a ‘nice-to-have,’ but a strategic driver of organizational resilience, growth and transformation.”

EDHEC’s Canonne agrees. “Organizations are asking how leadership programs translate into concrete business results,” he says. “We work closely with our clients to define clear success metrics at the outset — whether talent-related or business-related — and to track them beyond the classroom.”

As economic uncertainty sharpens the focus on costs, providers who can’t prove their worth may struggle to compete. But for those who can — with metrics that go beyond satisfaction and stories that go beyond inspiration — executive education still has a powerful role to play. It just needs to show its work.
 

“I've had the opportunity to work for some really great companies and been exposed to really great training. But if it's within the walls of your company… it's not quite the same. So I was very interested in seeking out more of an academic learning style,” Martin says.

“I had a good colleague, a co-worker of mine, who has been just really committed to doing a continuing education every year… and he really, really pushed me and encouraged me to continue on that journey.”

As future students begin their executive education journey and start their executive courses, there are certain tips that they should keep in mind that former students and administrators are able to impart.

Search for resources and consider what format of classes best suits you

Martin, for example, recommends looking into what resources are offered by students’ companies, like education reimbursement, that could make the option to take an executive course more appealing.

Students should also consider whether they would rather take classes remotely or in person, and should look into resources that are near to them.

“I would say if there's no question that having an in-person, on-campus experience is still the absolutely most engaging experience, the best way to really network and connect with other learners as well,” says Peter Hirst, senior associate dean of executive education at the MIT Sloan School of Management.

“But I'd also suggest that people you know consider what online options might be available as well… I would certainly encourage people to see if they can try out what that experience would be like while they're making their decision about what form is going to be best for them, but also accessible for them.”

Martin recommends sticking with the same institution for multiple executive courses, which can save time and energy and keep students focused.

It’s also important for potential students to plan their courses, consider what benefits themselves and their company, and to understand their own goals and what they want to get out of the experience.

“[One] thing that I found really successful was that I focused my course selection on one or two things, something that was going to either help me in my current job or help position me for the next job. I think having a mix is helpful,” says Martin.

Hirst suggests being honest about what your goals are, whether it is to position oneself for a promotion, preparing for a new role, trying to grow into senior roles, or learning new skills that will be useful in the future.

“I would encourage people to be asking themselves each of those [kind of] questions and trying to find something which really is going to be useful for them in the near future, but also is helping them develop knowledge or skills that their career so far has not given them: a hands on opportunity to learn,” he says.

Carole Low also completed her executive education at Berkeley, and found that being honest with herself about her goals was key to benefitting from the courses.

“It’s really important to know yourself, be self aware, know where you like to go, or where you think you'd like to go, and to explore those courses that allow you to do that,” Low says.

Be realistic about the time commitment

Students need to make sure they make space for executive education within their life, and also make sure not to underestimate the potential time commitment.

Martin found that his courses took up more of his time than he’d expected, and was able to work with his company to integrate the time requirement into his work requirements.

“I did have good support. I worked with my management team to let them know, ‘Hey, I'm going to be taking this,’ so if I'm late on a deliverable, or if I can ask out of some things… I think that's important,” he states.

As for Hirst, he believes the students who have benefited the most from the program are ones who have been able to trust their colleagues and delegate work.

“They're not having to keep looking at their emails every 10 minutes to make sure that nobody is trying to get hold of them,” he states.

He also recommends making the time to complete any materials that are required before the beginning of the class and not saving those tasks until the last minute, as well as researching the other students on the program to maximize opportunities for networking and connecting once the class begins. 

If students are traveling internationally to take an executive course, they should make sure to give themselves plenty of time to sort out their travel documents and potential visa requirements, and not leave that to the last minute.

It’s also wise for students to make sure to take care of themselves during the course, whether that means choosing healthy eating options or bringing gym clothes to fit in a workout.

It’s important to preemptively stave off any imposter syndrome. While there might be people with impressive resumes in the room, students need to know that they are exactly where they need to be.

“I would say [I have] almost never seen someone that's gone through all the trouble to find and enroll in and get their company to fund or make their own investment in coming through an executive education program that hasn't got something to contribute to the class,” says Hirst.

“Whoever you are, you should know that your contribution is every bit as important, and the faculty and the other participants really want to hear from you and get to know you as well.”

Top executive education programs are no longer judged solely by prestige or academic reputation—they must deliver transformational impact, global agility and razor-sharp relevance.

“In 2025, learning and development decision-makers are laser-focused on return on investment—not just in financial terms, but in time, relevance and transformation,” says Bryan Benjamin, executive director of the Ivey Academy, part of Ivey Business School in Canada. “Our clients want learning that translates into impact.”

That sentiment echoes across the world’s leading executive education providers, where the bar has risen for both content and delivery. Executives expect personalized learning experiences that address real-time challenges.

Rankings still matter—but they’re just a starting point

Executives may begin their search with rankings, but as Véronique Tran, executive vice-president for executive education at ESCP Business School, notes, they’re quick to dig deeper.

“One of their top three criteria, executives value well-ranked programs that are recognized and appreciated by top employers,” Tran says. “But once this criteria is met, candidates dig deeper.”

Course format, network quality, faculty excellence, customisation, and cross-cultural exposure are among their top considerations.

Balance is essential, as many learners manage intense professional roles alongside study. This is why many executive education providers, including ESCP, have adapted their offerings to include flexible, modular formats. They hope that this flexibility will help executives reflect on their day-to-day work life.

“Executives want both academic credibility and real-world insights… bridging the gap between academia and industry,” Tran adds.

Anne Fessan, director of custom programs at France’s EDHEC Business School, notes that, at the end of the day, business leaders demand high-level insight on the challenges they encounter every day. “The best executive programs no longer focus solely on knowledge transfer or best practices,” she says. “What leaders value most now is the ability to sharpen their strategic thinking, sustain clarity in ambiguity and expand their capacity to act decisively.”

The new currency: Relevance and ROI

This evolution is visible across geographies and sectors. At the Stockholm School of Economics in Sweden, Katarina Hägg, CEO of executive education, sees a premium placed on relevance and impact.

“Any program needs to consider the quickly shifting geopolitical and economic landscape and ensure that content helps executives navigate and address uncertainties,” she says. “It also needs to secure both immediate impact and long-term results.”

The emphasis, increasingly, is on practical application—insights that are useful on Monday morning, not just in theory.
While individual learners are demanding more from programs, corporate clients are just as discerning — and their influence shapes curriculum design, delivery modes and even faculty selection.

As Hägg notes: “Our clients expect customized learning journeys that can be adapted to their specific needs regarding both content and delivery, and we are working in an agile way… to provide that kind of partnership.”

At Ivey, co-creation is front and centre. “We’re co-creating with clients, weaving in live cases and focusing on issues like AI leadership, sustainability and geopolitical disruption,” says Benjamin.

EDHEC’s Fessan, too, draws a distinction between passive learning and the kind of rigorous, adaptive development that executive clients need today:
“Leadership agility—the capacity to read complex systems, pivot responsibly and lead with clarity—can’t be downloaded like a software update,” Fessan says. “It requires consistency, repetition, exposure to challenge and reflective space over time.”

Today’s world: A global executive education landscape

While the US and Europe remain executive education strongholds, the FT rankings demonstrate that demand is growing rapidly in emerging markets.

“We’re seeing accelerated momentum in regions such as ASEAN, China, India and the Middle East,” says ESCP’s Tran. “Executives in these markets are increasingly seeking learning experiences that combine global perspective with regional relevance.”

Benjamin points to similar patterns: “In Hong Kong, there’s a strong appetite for leadership development that balances global frameworks with local business dynamics—especially in family enterprise and digital transformation. In the Gulf, demand is increasingly tied to national transformation agendas.”

Hägg highlights a particularly notable trend within Europe itself: “We are experiencing a surge of the interest in Nordic leadership and Nordic innovation and entrepreneurship ecosystems… [with] a leadership philosophy that is well adapted to the uncertain conditions we are experiencing today.”

Yet while opportunity abounds, some providers remain cautious about overcommitting to one geographic pivot.
“As a European-based institution, we are already navigating high demand locally and across borders,” says Fessan. “2025 may well reveal new dynamics — but for now, we remain cautious about declaring a structural pivot toward non-European markets.”

If the FT rankings reflect anything in 2025, it’s that top executive education programs are no longer defined solely by classroom theory or brand cachet. They are defined by transformation. Relevance. Agility. And above all, measurable impact.

And in a world where decision-makers scrutinize both reputation and return, the executive education rankings themselves are evolving to capture these new priorities.
 

The government’s “Task Force to Combat Anti-Semitism” lists ten universities that will be investigated: Columbia University; George Washington University; Harvard University; Johns Hopkins University; New York University; Northwestern University; the University of California, Los Angeles; the University of California, Berkeley; the University of Minnesota; and the University of Southern California.

March 7 - 19

The administration suspends hundreds of millions in government funding to some of the universities.

March 31

Trump administration states it will review billions in funding to Harvard.

April 1 - 8

Government suspends millions in funding to other universities.

April 11

Government sends letter to Harvard stating it needed to make changes to continue receiving money from the government. Changes requested included “merit-based” hiring and stopping programs promoting Diversity, Equity, and Inclusion, known as DEI.

April 11

Department of Energy says it will make cuts to research, amounting to more than $400 million.

April 13

Universities alongside groups such as the Association of Public and Land-Grant Universities sue the government over the cuts, stating the cuts would have a “dire impact” on research across the country, including on clean energy.

April 14

Harvard rejected the government’s requests.

April 16

Judge temporarily stopped Energy Department from cutting funding.

Department of Homeland Security said Harvard might not be able to enroll international students. The government also said it would cancel more than $2 million in grants to Harvard.

April 21

Harvard sues the US government, claiming it wants “control over academic decision-making at Harvard.”

April 22

Letter from several universities, including Harvard, complaining of government interference.

May 2

US President Donald Trump said he would take away Harvard’s tax exempt status but Harvard said there was no legal basis for the move.

May 22

Department of Homeland Security said it would stop allowing Harvard to enroll new international students and force current ones to go elsewhere.

May 23

Harvard once again sues the US government. The judge allows the university to continue allowing international students to be enrolled while the two sides go through legal proceedings.

June 4

Trump issues a proclamation, claiming Harvard hasn’t taken action over “legal activity” by students. The government attempts to block any international student enrolled at Harvard from entering the US.

Harvard stated, “This is yet another illegal retaliatory step taken by the Administration in violation of Harvard’s First Amendment rights. Harvard will continue to protect its international students.”

June 5

A judge sides with Harvard, issuing a temporary restraining order to prevent the implementation of the government’s ban.

June 20

A judge decided the National Science Foundation could not decrease funding for research to universities.

June 20

A judge issues a preliminary injunction to stop the US government from blocking Harvard from enrolling students.

“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. 

Understanding the broader business context is key. Crochenka McCarthy, associate head of executive education at ESCP Business School, with campuses across Europe, advises professionals to approach the discussion as if they were pitching a strategic investment. 

“You need to understand your company’s current position and how an executive course can create a tangible impact,” she explains. 

Stress How A Degree Benefits The Company

If the company is cutting costs, timing may not seem ideal — unless you can prove how the course supports business transformation.

Employers are far more likely to fund executive education if they see a direct link to business growth. 

“If your organisation is focusing on digital transformation, leadership development or global expansion, show how this course supports those priorities,” McCarthy advises. 

Thinking like an executive—anticipating concerns, presenting solutions  and showing flexibility — can make all the difference. 

“Make it easy for them to say yes by actively involving them in the process,” she adds.

A strong business case connects learning outcomes to measurable impact. 

McCarthy suggests being specific.“If this course improves your ability to manage large-scale projects, expand into new markets or optimize costs, spell that out in hard numbers,” she states. 

Employers also appreciate knowledge transfer, so offering to share insights through internal workshops can increase the perceived value.

Retention is another powerful argument. Losing and replacing talent is expensive, and funding an executive course can be a way to boost engagement and loyalty. 

“If all else fails, find a precedent — if they’ve funded training for others before, why not you?” McCarthy asks. 

Tax benefits and financial incentives make employer funding even more attractive. Many companies can deduct tuition fees as a business expense, reducing taxable profits. 

VAT relief may apply, and bulk training incentives could be available if multiple employees enroll. “Exploring tax schemes and education-related deductibles is always a smart move,” McCarthy says.

Employees may also be able to claim tuition fees as a deductible expense, particularly if the course directly relates to their role. Salary sacrifice schemes can provide another tax-efficient way to cover tuition fees. 

Even for those who aren’t executives yet, funding may still be an option. Patrick Murray, head of business development for open programs at University College Dublin Smurfit Executive Development, in Dublin, Ireland, notes that employer sponsorship is more common than many assume. 

“The vast majority of our executive education participants are company-funded,” he says. 

“Most organizations recognize that supporting employees with learning and development is central to their talent development and retention strategies.”

Murray has observed a growing trend among leading technology companies, where some employees receive an annual €5,000 stipend for personal development. 

“Lots of our program participants are leveraging this funding to develop new skills, leading to career opportunities and promotions,” he says.

Look For Alternative Initiatives

When direct funding isn’t available, alternative options can bridge the gap. Government-backed initiatives such as Skillnet Ireland provide financial support for executive education, in some cases covering up to 90 percent of tuition fees. 

“Our advice for executives is to contact their national business support agencies and speak with their preferred local executive education provider,” Murray suggests.

Securing sponsorship doesn’t mean breaking new ground. Many professionals find success by leveraging existing precedents. 

“One tangible strategy is to create a business case for a program that’s already been tried and tested by colleagues or counterparts in your organization or industry,” Murray advises. 

Many companies send employees to the same program year after year, making it easier for new applicants to justify their request.

The return on investment from executive education extends beyond the classroom. Steven Grundy, interim director of open programs at Cambridge Judge Business School in the UK, stresses the career acceleration that comes with executive learning. 

“Many participants find that these programs boost their confidence, enabling them to take on more responsibility and make more strategic contributions to their organizations,” he says.

Executive education is also highly practical.

“These programs tend to be very hands-on, with frameworks and tools that can be applied immediately,” Grundy notes. 

Whether professionals aim to deepen their expertise, pivot careers or take on leadership roles, having a clear post-program plan can maximize the benefits. 

“Discussing how you plan to use your new skills in the workplace with your manager can greatly enhance the impact,” Grundy says. 

Beyond career progression, professional networks formed during executive education can be game-changing. “Maintaining the relationships established during the program is essential,” Grundy adds. 

“These connections can unlock new opportunities, collaborations or even business ventures.”

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.

As industries evolve at breakneck speed, these programs offer professionals the opportunity to upskill and adapt without committing to long-term study. From mastering artificial intelligence to navigating energy transitions, micro-credentials are changing how leaders approach development.

“Professionals investing in executive education should expect much more than technical knowledge,” says Anna Vera Llonch, the director of focused executive education programs at IESE Business School in Spain. “Our programs focus on developing key leadership competencies like creativity, critical thinking and emotional intelligence, while addressing challenges like artificial intelligence and sustainability.”

Why Micro-Credentials Are Gaining Traction

In a fast-paced business world, agility is essential. Short courses appeal to professionals seeking quick, impactful learning experiences. Michelle Zhu, a director at China Europe International Business School (CEIBS) in Shanghai, highlights this growing preference. 

“Potential MBA students are increasingly drawn to short non-degree courses because of the need for rapid skill acquisition and flexibility,” she says. 

“These courses allow professionals to quickly adapt to new technologies and methodologies, which is critical for staying competitive.”

Micro-credentials also provide tailored learning. 

“Executive courses allow individuals to focus on specific areas like AI or digital marketing,” Zhu explains. 

“This targeted approach is ideal for professionals aiming to enhance particular skills without committing to a multi-year program.”

The demand for specialized knowledge in areas like artificial intelligence and the energy transition reflects shifting priorities in business. 

“Topics around AI and digitalization remain highly sought after,” says Mirko Benischke, the dean of engagement at Rotterdam School of Management in the Netherlands. 

“Interestingly, we’re seeing more demand for short training on these subjects, particularly for boards and C-level executives.” 

Benischke notes that some trends are aspirational, reflecting a desire to prepare for future challenges. “Firms want to start thinking strategically about the implications of new technologies, even if they’re not ready to fully leverage them,” he says. “At the same time, there’s an urgent need for specializations like energy transition, driven by societal and regulatory pressures.”

Practical Approach That Can Be Quickly Applied

Unlike traditional degrees, micro-credentials focus on immediate application and adaptability. “The ROI of executive education isn’t just financial,” explains IESE’s Vera. 

“It’s about strengthening the ability to adapt, continue learning and lead change in a constantly evolving world.”

Short courses offer a multidisciplinary, practical approach. IESE’s Certificate in Artificial Intelligence and Digital Transformation, for example, allows participants to customize their learning journey. 

“It equips executives to lead transformation within and beyond their organizations,” says Vera.

Participants can also leverage networking opportunities and specialized knowledge to advance their careers.

“Our programs provide a network and insights that add differential value to professional development,” Vera adds.

Despite their growing appeal, micro-credentials do not replace the holistic experience of a degree program such as an MBA. 

“An MBA is a globally recognized credential that signifies comprehensive mastery of business management,” says Zhu at CEIBS. 

“It provides deep engagement with peers, faculty and industry leaders, fostering lifelong professional networks and opportunities.”

Zhu acknowledges the limitations of micro-credentials in replicating this experience. 

“While executive courses can build specific competencies, they lack the integrative learning and leadership development embedded in an MBA,” she insists. 

“The personal growth and immersive opportunities, such as experiential projects, are hard to replicate with standalone courses.”

However, for professionals focused on upskilling in specific areas or pivoting quickly in their careers, micro-credentials are a valuable alternative. 

“They offer flexibility and targeted knowledge without the time commitment of a full-time MBA,” Zhu says.

The micro-credential movement shows no signs of slowing. Benischke at the Rotterdam School anticipates growing interest in topics like geopolitics, which could impact areas from supply chain management to corporate reporting. 

“Businesses are increasingly facing challenges that require specialized knowledge, and executive education will continue to evolve to meet these needs,” he predicts.

CEIBS’ Zhu sees opportunities for professionals to combine multiple executive courses into a cohesive learning path. “While it’s difficult to replicate the comprehensive education of an MBA, combining micro-credentials can build strong competencies in areas like leadership and strategy,” she says. 

And IESE’s Vera stresses the importance of customization. 

“Focused programs allow participants to select their area of interest and advance their careers based on their specific needs. This level of personalization is becoming a hallmark of modern executive education.”

While they can’t replicate the holistic experience of an MBA, micro-credentials provide an alternative path for those seeking targeted, immediate learning.

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. 

From the rise of artificial intelligence (AI) to the growing emphasis on sustainability and collaboration, executive education providers are reimagining how to prepare leaders for the challenges ahead.

“Technological disruption, sustainability and geopolitical insecurity are fundamentally reshaping executive education,” says Tom Lindholm, managing director at Aalto University Executive Education and Professional Development in Finland. 

Tech Trends’ Influence on Leadership

Technological advances such as AI, automation and big data analytics are now essential components of leadership. Lindholm notes, “Programs need to go beyond technical knowledge, focusing on integrating these tools into strategic decision-making.” 

At Aalto, executive education focuses on agility, systemic thinking and lifelong learning to meet these demands. As Lindholm highlights, “39 percent of core skills are expected to change by 2030. Creating a culture of continuous learning must start at the top.”

Bryan Benjamin, the executive director at The Ivey Academy at Western University in Canada, underscores the importance of resilience and creativity. 

“With the rapid evolution of AI and societal expectations, leaders face novel challenges — ones for which there are no templates,” he explains. 

Executive programs are responding with a blend of hard and soft skills, combining AI literacy with ethical judgment, communication and empathy.

AI’s influence in executive education is twofold: it shapes what leaders need to learn, and how they learn it. Programs are teaching leaders to leverage AI for data-driven decision-making, customer engagement and operational efficiency.

In addition, AI is transforming the educational process itself. “AI-powered platforms are providing personalized learning pathways, adaptive content and real-time feedback,” says Lindholm at Aalto. 

Jonathan Hudson, business development director at Cambridge Judge Business School in the UK describes his approach. 

“We’re using AI to create personalized learning journeys and offer immersive simulations with augmented reality. These tools prepare participants to thrive in a fast-changing, technology-driven world,” he says. 

Ethical considerations are central to AI education. Leaders must grapple with issues of bias, transparency and accountability. Benjamin says “Executive education is focusing not just on what AI can do, but on how leaders can harness it responsibly, ethically and creatively.”

Nordic Focus On Sustainability

Another hot topic is sustainability. Aalto’s Lindholm highlights the Nordic countries’ leadership in embedding sustainability and teaching on ​​environmental, social, and governance (ESG) into executive education. 

“Leadership programs in Finland, Sweden and Denmark integrate ESG challenges, thereby preparing leaders to balance financial performance with environmental and social impact,” he says. 

While the Nordics lead in sustainability, other regions are innovating in their own ways. 

The Asia-Pacific region, driven by rapid economic growth and technological adoption, is a hotbed for agility-focused education. 

“Markets like Singapore and India excel in developing leaders who can navigate fast-changing environments,” says Lindholm.

Ivey’s Benjamin sees a broader trend: collaboration. “Innovation in executive education is powered by partnerships — across providers, industries and even within programs themselves,” he says. 

For instance, executive education courses that bring together diverse participants from different geographies and industries can foster the cross-pollination of ideas. 

“This mix equips leaders with a holistic understanding of the interconnected systems they navigate daily,” he explains.

Collaboration extends to program design. Executive education is moving beyond traditional classrooms to offer immersive, flexible experiences. 

“Programs are evolving their delivery models, leveraging hybrid learning and modular structures to meet participants where they are,” says Benjamin. 

Attention On Experiential Learning

Experiential learning is another hallmark of modern programs. Lindholm describes how AI-driven simulations at Aalto replicate real-world scenarios, from supply-chain disruptions to team dynamics. 

“These tools not only improve decision-making skills, but also build confidence in managing uncertainty,” he says.

At Cambridge Judge, participants benefit from psychometric services and immersive technologies. 

“Our tools help participants understand their leadership styles and personal development areas, equipping them to navigate the future with greater self-awareness and resilience,” Hudson explains. 

Amid technological advancements, the human element of leadership remains vital. 

“AI complements human creativity and judgment, but cannot replace it,” says Benjamin. 

Programs are therefore stressing qualities like empathy, communication and ethical decision-making.

Lindholm agrees: “The key is to balance technological fluency with human-centric skills — qualities that AI cannot replicate.” 

As executive education continues to evolve, the focus is clear: prepare leaders not just for today’s challenges but for an uncertain future. 

“Leadership is about anticipating risks, capitalizing on opportunities and building resilience in a volatile world,” says Lindholm.

Benjamin sees the role of executive education as fostering courage and curiosity. “Leadership today demands both,” he says.

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. 

Enter business schools and their non-degree executive education programs, which are designed to equip leaders with the tools they need to negotiate successfully. 

“Negotiation is the mechanism through which decisions are made, implemented and revised,” says Steven Blader, a professor of business at New York University’s Stern School of Business. “It’s particularly critical for high-stakes, impactful decisions — both within and between organizations.” 

Blader teaches on the “Negotiation Strategies: Optimizing Outcomes through Collaboration and Conflict Resolution” course at Stern, priced at $4,752.00 and delivered over two days in New York. 

It is one of many options available to executives at business schools around the world. In the UK, UCL’s “Executive Negotiations Programme” helps individuals and teams nail down a shared negotiation framework. 

Down under, Melbourne Business School’s “Negotiation and Conflict Resolution” course takes a hands-on approach, arming participants with practical strategies to handle workplace conflicts and land better deals.

Learning To Build Rapport

Negotiation is about more than driving a hard bargain. It’s about building trust, uncovering information and developing creative solutions that align disparate goals. But good negotiation isn’t about dominating the table. 

“While the parties may be at odds on the issues under discussion, they shouldn’t be at odds with each other,” NYU Stern’s Blader explains.

So, how do you learn to thrive in this high-stakes arena? For executives worldwide, the answer can lie in specialized programs at some of the world’s top business schools. 

These courses aren’t just designed to teach you how to negotiate — they immerse you in realistic scenarios and provide the tools to navigate even the trickiest of situations.

At Insead, Horacio Falcão’s “Advanced Negotiation Executive Education Program” takes a deep dive into the unique challenges of virtual negotiations. 

Falcão, a professor of management practice, says that while virtual environments offer efficiency, they also pose big hurdles for relationship-building and communication. 

“When we negotiate, we unconsciously rely on our upbringing in a face-to-face environment, where a lot of what we communicate happens outside of our awareness,” he explains. 

This unconscious reliance on body language and other non-verbal cues can make virtual negotiations feel less real, distorting communication and undermining the chemistry that helps build trust.

Falcão’s program focuses on diagnosing these differences and helping executives adapt. Participants learn to communicate in deliberate and effective ways to counteract the limitations of digital platforms. 

One graduate, tasked with renegotiating an entire industry’s value chain, combined face-to-face meetings for trust-building with video calls, phone conversations and email to address technical issues and complex calculations. 

This multichannel approach ensured clarity and fostered a sense of mutual respect, ultimately accelerating the negotiation process and setting a standard for the industry.

Practicing Real-Life Scenarios 

Leigh Thompson’s program at Kellogg School of Management takes a similarly forward-looking approach. Aptly titled “Negotiating in a Virtual World”, the course immerses participants in scenarios that simulate the complexities of digital negotiations. 

Thompson, a professor of dispute resolution and organizations, stresses that one of the first challenges in virtual environments is determining the best communication medium. 

“By analyzing and selecting the right virtual tools, participants overcome barriers like nonverbal communication gaps and psychological distance,” she explains. 

Drawing on behavioral research, her program teaches skills such as media selection, trust-building through computer-mediated interactions, and aligning team goals in virtual settings.

One of Thompson’s graduates, a senior executive in construction, used these strategies to solve a complicated contract dispute. By starting with emails and other non-live communication to share information, they kept emotions in check and gave everyone time to prepare for live meetings. This approach encouraged teamwork and led to a solution that worked for everyone.

At NYU Stern, Blader’s negotiation courses are built on challenging executives’ preconceived notions about what it means to negotiate effectively. 

“Many see negotiation as a battle of wills,” Blader notes, “but this mindset limits their ability to create value.” 

His approach focuses on surfacing and addressing these default tendencies through in-class simulations, where participants experience firsthand how unproductive their ingrained habits can be. Once they recognize these limitations, they’re better positioned to embrace trust-building, creative thinking and collaborative strategies.

Across these programs, one common thread is the recognition that the digital shift in business is here to stay, and leaders must adapt. 

Insead’s Falcão points out that relationship-building in virtual environments often requires entirely new strategies.

“Negotiators must become much more proactive and deliberate about preparing, planning and implementing relationship-building moves and communication processes,” he says. 

In his courses at Insead, participants learn to use clear text communication and thoughtful relationship-building techniques to build trust and transparency. This includes expressing positive intentions and showing trustworthiness, helping to close the gaps in virtual communication.

Thompson’s emphasis on media richness and naturalness theories, meanwhile, offers a different but complementary perspective at Kellogg. By understanding the strengths and limitations of different communication platforms, executives can tailor their strategies to fit the situation. 

For example, video conferencing may be ideal for building rapport, while email might be better suited for clarifying technical details without the pressure of real-time responses.

The results speak for themselves. Business schools say participants consistently report measurable improvements in their negotiation outcomes, whether they’re resolving disputes in the tech sector or navigating complex partnerships across borders. 

Kellogg’s Thompson notes a ten percent improvement in performance among her graduates.

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. 

But to navigate this evolving landscape, executives need more than just ambition — they need the right skills and frameworks to drive meaningful change. This is where executive education is stepping in, helping leaders bridge the gap between sustainability goals and actionable business strategies.

Top business schools around the world are recognizing the vital role they play in shaping the future of business leadership. These institutions are spearheading programs that embed sustainability into the DNA of corporate decision-making, preparing leaders to drive impactful transformation across industries.

For many executives, the challenge lies not in recognizing the importance of sustainability but in knowing how to integrate it into their organizations. 

“Environmental, social and governance (ESG) is an interesting, yet complex and challenging topic,” says Vickie Anderson, associate director at Rutgers Business School Executive Education. 

Focusing on Real-World Impact

Anderson underlines the importance of practicality. “We help executives see how environmental risks and sustainable practices can be integrated into their day-to-day work, empowering them to take meaningful action while positively impacting the community and profitability,” she says. 

Anderson shares how graduates from the program have driven impactful change. 

“One organization is preparing to launch an innovative packaging system to reduce waste while boosting efficiency,” she says. 

“Another has successfully established measurable targets to cut emissions, demonstrating a commitment to actionable and impactful sustainability goals.”

At IMD Business School in Switzerland, sustainability is a strategic focus embedded across the curriculum. 

“We have long recognized the importance of equipping executives with the skills and knowledge to lead sustainability transformations,” says Julia Binder, professor of sustainable innovation and business transformation at IMD. 

IMD has broadened its sustainability programs, adding new initiatives to keep pace with the rising demand for upskilling and reskilling in the field. 

These build on the groundwork laid by its Leading Sustainable Business Transformation course.

One of the key additions is the Executive Certificate in Sustainable Business, which offers a cross-sector approach to sustainability leadership. 

Complementing this is the Sustainability Accelerator suite, which dives into critical areas like ESG performance measurement, circular economy strategies and integrating sustainability into core business models.

In-Depth and Wide-Ranging Learning Experiences 

Executives also benefit from immersive learning experiences. 

“A particularly exciting innovation introduced this year is our 360-degree learning experience that combines augmented reality (AR) and gamification,” says Binder. 

“Participants simulate managing a deep-sea carbon-capture facility, where they must work as greentech scientists to avert an environmental disaster. This hands-on, immersive environment mirrors real-world leadership challenges.”

As the climate crisis intensifies and businesses face mounting pressure to adopt sustainable practices, other top business schools are stepping up with executive education programs designed to equip leaders with the tools to make real change.

Stanford University has rolled out the Strategic Chief Sustainability Officer Program, a joint effort between the Graduate School of Business and the Doerr School of Sustainability, a five-month hybrid program that blends online learning with an immersive on-campus experience.

Harvard Business School’s Executive Education for Sustainability Leadership program takes a focused, part-time approach. Running online over five weeks, the program is all about embedding sustainability at the heart of organizational strategy. 

Imperial College Business School in London offers the Sustainability Leadership Programme. Delivered online, it equips leaders with the know-how to implement sustainable strategies across their organizations, preparing them to spearhead meaningful transitions toward greener business models.

The complexity of sustainability goes beyond carbon footprints and recycling initiatives. Executives must grapple with regulatory compliance, supply chain transformation, and evolving stakeholder expectations. 

“Our ESG programs are a gateway to exciting areas such as renewable energy, circular economy strategies and green product design,” says Anderson at Rutgers. 

“Through risk management training, we guide leaders through issues like climate change, resource scarcity and evolving market demands, ensuring they are prepared for future challenges.”

IMD echoes this sentiment. “In Leading the Sustainable Business Transformation, participants develop a personalized roadmap to guide their organization’s sustainability journey,” says Binder. 

“In Creating Value in the Circular Economy, they embark on an action project to align circular opportunities with core business strategy.”

The proof, as they say, is in the results. Many graduates from sustainability-focused executive education programs are often making tangible impacts within their organizations. 

“One participant from our Circular Economy program at IMD was able to develop a strategic circular opportunity set for her consumer electronics company,” says Binder. 

“While the company had previously undertaken circularity initiatives, these were not aligned with the core business strategy.”

Executive education programs are stepping up, equipping leaders to be DEI champions with cutting-edge tools and perspectives. 

“Today’s executive programs are evolving to provide leaders with the most efficient tools, frameworks and mindsets necessary to be effective DEI champions,” explains Lionel Paolella, a professor of the social sciences and organizations at Cambridge Judge Business School in the UK. 

For leaders, that means learning to tackle thorny challenges like diversity fatigue and resistance. “Leaders learn how to communicate the business and cultural value of DEI initiatives, so they can bring everyone on board and align these efforts with the organization’s core mission,” Paolella adds. 

Programs with Concrete Results 

Cambridge runs the “Diversity, Equity and Inclusion: DEI Strategies for Business Impact” course. 

These executive programs focus on practical, measurable outcomes. According to Paolella, two critical areas of DEI training are data-driven decision-making and scientifically grounded initiative design.

“Leaders are taught to harness the power of data and analytics within HR functions to gain insights into workforce demographics, engagement patterns and potential biases in hiring, promotion and retention processes,” he explains. 

Additionally, programs like this encourage leaders to think like social scientists. “By forming hypotheses about the potential impact of specific DEI programs and rigorously testing them, leaders can evaluate effectiveness,” says Paolella. 

One of the most innovative executive programs addressing DEI is Stanford Graduate School of Business’s Black Leaders Program. 

As Molly Patrick, associate director of executive education programs at Stanford, describes it: “The program helps participants reflect, share and learn how to lead with authenticity as a Black leader. 

“From having honest conversations about Black identity in the workplace to learning how to manage power more effectively, participants are provided a safe place to discuss complex ideas.”

A standout feature of the Black Leaders Program is its capstone project. “Participants develop a personal career advancement project that continues for several months with small-group coaching and feedback,” Patrick explains. This practical application reinforces learning and builds strong peer relationships.

For Patrick, the program is about far more than career advancement. “It addresses some of the most pressing challenges Black leaders face in the workplace while encouraging participants to lead with courage and compassion,” she says. 

Leadership with a Personal Touch

Empathy has become a key part of leadership, especially in the wake of COVID-19 and increased calls for diversity. “As diversity is increasingly welcomed in the workforce, organizations are recognizing that a ‘one-size-fits-all’ approach to employees’ identities and personal backgrounds can be highly counterproductive,” says Heather Maiirhe Caruso, associate dean for equity, diversity and inclusion at UCLA Anderson School of Management.

Managers who proactively learn about their employees and understand them as individuals are better equipped to unlock potential and build organizational value. Caruso says: “Managers who build empathy — not only within themselves but also among those who work for them — empower employees to bring their whole selves to work.”

Poor management practices, by contrast, can wreak havoc. “Lower motivation, high turnover, poor organizational performance and low creativity are just a few of the consequences,” Caruso warns.

Many of UCLA Anderson’s executive programs, therefore, focus on building the social and emotional skills needed to foster inclusive work environments. “Participants learn to architect organizations that offer greater equity, diversity and inclusion,” Caruso explains. 

The benefits of executive education go beyond making workplaces more equitable — they may also give leaders a competitive edge. “Organizations value managers who can lead with empathy and proactively address DEI challenges,” Caruso notes.

At the same time, these programs help leaders navigate their own identities and roles in promoting DEI. As Patrick at Stanford highlights, the Black Leaders Program enables participants to reflect on their own experiences and learn how to lead authentically, even in the face of systemic barriers.

It’s clear that DEI is no longer an optional add-on for organizations. Executive education programs are helping, by equipping leaders with the tools, mindsets and strategies needed to champion DEI in meaningful ways.

As Paolella puts it, “By developing an analytical mindset and focusing on evidence-based strategies, leaders can ensure their DEI efforts are effective, sustainable and tailored to their organizations’ unique needs.”

For Alba Funosas Vela, director of corporate and special programs at IE Business School in Spain, digital transformation courses offer leaders the “space to learn about the latest insights, strategies [and] frameworks”, without the interference of daily urgencies. 

The pace of technological change can be overwhelming, she explains, but these programs allow executives to “develop the essential digital skills to drive innovation, optimize operations and add value to their customers”. IE offers the Executive Master in Digital Transformation and Innovation Leadership program, among others. 

Aligning Skills with Technological Trends

Emily Cannon, a learning design consultant at Cambridge Judge Business School in the UK, echoes this sentiment, noting that Cambridge’s programs, such as the Digital Innovation and Transformation course, blend “academic research and current market trends”. 

According to Cannon, digital transformation courses help executives “gain a clear strategic understanding” of emerging tech — from artificial intelligence and machine learning to data analytics. 

This approach can enhance productivity but also foster agile organizations prepared to “align their organizational goals with digital strategy”, she says. 

Digital transformation also requires practical, hands-on skills. As Cannon points out, today’s tech landscape demands that professionals develop competencies in everything from AI tools, like ChatGPT, to understanding critical technical concepts, limitations, and even legalities around data privacy. 

Leaders need these practical skills “to be able to speak intelligently about AI” and integrate digital tools seamlessly into their organizations, she says. 

Gary Dushnitsky, associate professor of strategy and entrepreneurship at London Business School, also highlights the importance of hands-on, actionable skills. 

“Knowledge is empowering in this period of rapid change,” he says, emphasizing the value of courses that go beyond concepts to teach skills in AI, cybersecurity and even niche areas like fintech. 

In London Business School’s Mastering Digital Transformation program, for instance, participants create “AI implementation plans” tailored to their businesses, making sure they leave not just with ideas, but with concrete, deployable strategies.

One of the most challenging aspects of digital transformation is separating real opportunities from hype. Phanish Puranam, professor of strategy at INSEAD in Singapore, stresses the importance of “understanding the life cycles of various technological developments”.

With technologies like AI, the metaverse and blockchain, he says, “being able to see past the hype to the real opportunity and knowing how to prioritize” is crucial for leaders. 

Courses like Transforming Your Business with AI at INSEAD equip senior managers with the frameworks they need to assess and integrate these rapidly evolving technologies thoughtfully, he says. 

According to Funosas Vela at IE Business School, this broader understanding of digital transformation requires a foundational grasp of everything from data analytics to digital marketing and cybersecurity. 

She explains that this foundational knowledge “empowers leaders to recognize and navigate with new collaborators”, giving them the critical thinking and data analysis skills necessary to make well-informed, tech-driven decisions.

Networking Across Industries

These programs often lead to establishing networks. Digital transformation isn’t a solo endeavor, and many programs are intentionally structured to foster collaboration among leaders across industries. 

“Attending executive programs allows for networking with other leaders and executives in similar positions,” notes Cannon from Cambridge Judge Business School.

This networking builds a community of leaders who can “share information, collaborate and support each other, no matter the industry or sector”. 

Dushnitsky adds that in his “Mastering Digital Transformation” course at London Business School, participants from over 21 industries interact, bringing varied perspectives and real-world experiences to the table. 

“Access to that significant breadth and depth of experience is incredibly valuable when it comes to navigating uncertain times,” he says.

At INSEAD, Puranam describes a unique alumni network approach where “alums from previous cohorts listen to and give feedback on projects of current cohort members”. 

This cross-cohort dialogue strengthens the sense of community and creates a feedback loop, he says, helping executives learn from each other’s real-world challenges.

With digital transformation moving from an option to a necessity, business schools are ultimately crafting programs that help leaders drive innovation and growth. As Cannon at Cambridge Judge notes, leaders attending these programs learn to “optimize and develop a culture of innovation and efficiency” that keeps their businesses competitive. 

 An executive education in digital transformation is about not only anticipating but actively leveraging  digital disruption. As IE’s Funosas Vela says, digital transformation today is about creating “sustainable, efficient and agile businesses that are ready to innovate and stay ahead of the curve”.

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. 

Making a career change is about more than just switching jobs. It’s about acquiring the right tools and mindset to succeed in new environments. Alessandra Wulf, an alumna of HEC Paris’s Executive MSc in Change Leadership, credits her executive program with equipping her to shift industries and even relocate from Australia to Edinburgh. 

“Executive programs hold up a mirror so you can see where you are and where you want to be,” says Wulf. “They give you knowledge, applied experience and the encouragement of peers to push you forward. Usually, we’re only a few steps away from where we need to be; we just need the right people around us to help us get there."

An Increase in Self-Confidence

These programs don’t just teach you new skills, they also boost your self-assurance,according to former professional rugby player Irakli Mircxulava, who completed NEOMA’s Executive Manager program and is now taking the French business school’s MSc in Business Development.

“Executive education strengthens self-confidence and hones interpersonal skills,” he says. “These programs not only help you grow personally but also provide the technical and soft skills to stay adaptable in today’s changing economy.”

Not all courses are created equal, especially when you’re looking to pivot into a new industry or role. Wulf emphasizes the importance of systems thinking: “When you cross into a new sector, your best chance of success is to see the industry as a whole system at work, while also being aware of how you show up in that system.” 

This holistic perspective helps professionals see the bigger picture, making it easier to understand the dynamics of a new field.

For Mircxulava at NEOMA, transitioning from sports to business management meant learning critical skills like business strategy, negotiation and team coordination — skills that directly transferred from his rugby experience. 

“Anticipating opponents’ moves in rugby is similar to evaluating clients and competitors in business,” he explains. “Developing a business strategy or leading a team are just as crucial on the field as they are in the boardroom.”

When it comes to the right skills to switch careers, NEOMA’s director of executive education, Stéphane Dubreuille, highlights the growing importance of soft skills in leadership. “Managerial decisions now prioritize listening, meaning and collective efforts,” he says. 

Learning to Adapt

As industries become more complex and interconnected, he says critical thinking, adaptability and emotional intelligence are now as valuable as technical expertise.

Crochenka McCarthy, associate head for executive education at ESCP Business School in Europe, highlights the need for resilience in a world that’s constantly changing. 

“Leaders need to anticipate fragility, manage team anxiety and navigate complexity,” she explains. 

Building a strong network is also key to any successful career pivot, and executive programs offer a unique opportunity to form lasting, meaningful connections. HEC’s Wulf says executive education networks provide “one of the humblest communities I’ve belonged to”, where peers share insights and learning freely. 

“When we lean on our networks and they lean into us, credibility and connection follow,” she adds. 

NEOMA’s Mircxulava adds that social media is an important tool for maintaining these connections. 

“Platforms like LinkedIn help professionals stay connected with their networks post-program, keeping those relationships alive even after the course ends,” he says. 

These online networks allow professionals to exchange advice, share insights and collaborate on future opportunities — all crucial for building credibility in a new field.

But executive education does more than just fill in gaps in your knowledge — it gives you the confidence to take the leap into something new. 

Dubreuille of NEOMA points out that executive courses act as confidence boosters, especially during career transitions. “Professional retraining is at the heart of continuing education, and mixing different industries in classes encourages cross-fertilization and learning from each other,” he adds. 

Mikołaj Jan Piskorski, dean of executive education at IMD Business School in Switzerland, says: “Executive education programs are designed to equip professionals with the tools to accelerate their careers, as well as providing the confidence and credentials to navigate career transitions across various functions, roles, industries and geographies.” 

Ultimately, the real value of executive education is in its application. HEC’s Wulf sums it up well: “We’re often just two steps away from where we need to be. Executive programs don’t just provide the knowledge — they give us the courage and support to take those steps.”

Whether it’s gaining new skills, building a network or simply boosting confidence, executive courses are a springboard for professionals ready to make a career change.

We caught up with alumni from top business schools who’ve seen firsthand how these courses can transform careers, helping them to think bigger, solve problems faster and lead with more confidence.

Gaining a Diversity of Viewpoints

For Funke Shobanjo, the chief operating officer at FBNQuest Merchant Bank in Nigeria, London Business School’s Accelerated Development Programme (ADP) made a real difference. But it wasn’t just about what she learned in class — the connections she made were just as useful. 

“The peer network from the course has been incredibly impactful in shaping my career,” she says. 

“The diverse perspectives of my peers have provided invaluable insights that directly contribute to the value I add daily in my role.”

What really stood out for her was the practical focus of the LBS program, which is delivered mostly in one-week bursts in the UK capital. 

“The course equipped me with the knowledge and tools to address complex operational issues and drive strategic initiatives,” Shobanjo shares. 

It wasn’t just theory — she was able to put new ideas into practice right away, tackling challenges at her company like identifying operational bottlenecks and boosting compliance. 

“A significant challenge we face is the continuous need to optimize our internal processes amidst growing competition,” she says. 

“The insights I gained from the ADP empowered me to more easily identify operational bottlenecks, incorporating effective compliance strategies…[and] positioning us better in the market.”

Finding Solutions to Real-World Challenges

For Shobanjo, the value of the program goes beyond skills — it’s about joining a community of professionals who help each other in finding fresh solutions to everyday challenges. 

“The collaborative environment of the course, where everyone is part of a supportive community, has allowed me to leverage the experiences of my peers to find innovative solutions to the challenges we face in our day-to-day operations,” she says.

For Santi Carlino, chief people and ICT officer at Italian luxury yacht maker Azimut, IESE Business School’s Advanced Management Program was a game changer. He completed the program in 2018 and then returned in 2022 for IESE’s “Artificial Intelligence for Executives” course. 

The biggest shift for him? A deeper understanding of himself as a leader. “The IESE program deeply transformed my leadership approach by fostering a greater sense of self-awareness and strategic insight,” he says.

It wasn’t just about picking up new frameworks or management techniques — it was about getting a real handle on his own strengths and weaknesses, and learning how to adapt to different situations on the fly.

“Through reflection and feedback, I became more conscious of my leadership style, strengths and areas for improvement,” Carlino explains. 

This self-awareness helped him lead more authentically, adapting to different challenges and team dynamics. 

“It helped me recognize how my decisions and actions impact not only the organization but the broader ecosystem,” he said.

When asked what the most valuable skill he gained was, Carlino didn’t hesitate: “A blend of strategic thinking and self-awareness,” he says. “IESE sharpened my ability to not only assess external business challenges but also to reflect on my own leadership decisions.” That combination has allowed him to lead more effectively, in line with his values.

Steven Grundy, the interim director of open executive education programs at Cambridge Judge Business School, believes that executive courses can deliver a major boost to careers — especially if participants know how to make the most of their time. 

“Executive education programs provide participants with the opportunity to gain advanced skills, expand their professional networks and potentially accelerate their career progression,” he says.

One of the biggest benefits? Confidence. “Many participants find that these programs boost their confidence, enabling them to take on more responsibility and make more strategic contributions to their organizations, which often leads to more senior roles,” Grundy explains.

But he’s quick to point out that measuring the return on investment (ROI) from an executive program isn’t always straightforward. 

“Measuring ROI can be complex and depends on the participant’s initial goals — whether the aim is to develop new skills, deepen existing expertise or transition into a new role,” he says. 

To really see the value, Grundy suggests having a plan for applying new skills back at work and discussing it with managers to ensure everyone’s on the same page.
And those relationships built during the course? They’re not just for swapping business cards. 

Nurture Your New Network

“Maintaining the relationships established during the program is essential,” he says. “These connections can unlock new opportunities and collaborations, potentially leading to business ventures or providing long-term career growth.”

So whether it’s tackling operational challenges, refining leadership styles or making strategic career moves, these programs help professionals step up and make a bigger impact.

For Shobanjo, it’s all about the power of a strong network and practical skills. For Carlino, it’s the combination of introspection and strategy. And for Grundy, the value lies in leveraging new knowledge and relationships to achieve career goals. 

In the end, executive education is about much more than theories and frameworks — it’s about becoming the kind of leader who doesn’t just face challenges but thrives on them.

Beyond the glossy brochures and alumni testimonials, there are several core factors you should consider to ensure you’re getting the maximum bang for your buck. Here’s a breakdown of what makes an executive education program worth the investment, along with insights from top business schools in the field.

Going Beyond Academia

The best executive programs should offer more than just academic theory; they should arm you with skills and insights you can put to work immediately. 

According to Anna Vera, director of focused executive education programs at IESE Business School in Spain, these courses equip participants with tools in high-demand areas like critical thinking, emotional intelligence and decision-making.

For instance, IESE’s Certificate in Artificial Intelligence and Digital Transformation is specifically designed for professionals aiming to drive transformative changes in their organizations.

Simply put, when you leave the program each day, you should feel more capable of addressing the current issues in your business with a refreshed, strategic perspective.

Building Your Network, Gaining Fresh Insights

One of the most unique selling points of any good executive program is its networking opportunities. It’s not just about meeting new people — it’s about meeting the right people. 

Stéphane Cannon, associate dean for executive education and MBAs at EDHEC Business School in France, highlights the value of peer-to-peer learning.

“Participants in executive programs already have at least five years of management experience, and many have closer to ten to fifteen years,” he says. “That means your classmates aren’t just learning with you — they’re seasoned leaders bringing tested perspectives from different sectors.”

In other words, you’re not only expanding your professional network but also immersing yourself in a cohort that enhances your perspective on how other industries solve similar problems.

Today, executives need more than technical expertise. As Vera of IESE notes, the long-term value of executive education “goes beyond traditional financial ROI”. 

Instead, it all comes down to how well participants can adapt, innovate and stay relevant — especially as industries keep shifting and evolving.

The best programs stress skills like adaptability, creativity and resilience — qualities that help leaders thrive amidst change. Beyond technical knowledge, investing in a program that nurtures these soft skills can help with future-proofing your career.

It might sound obvious, but check that the curriculum is relevant to the current and future challenges in your industry. “A high-return executive program is distinguished by a curriculum that is both relevant and forward-looking,” says Cannon. 

In today’s world, that means offering courses on sustainability, AI, digital transformation and other game-changers. If the content isn’t pushing the boundaries of what you already know, then it’s not worth your time or money, business schools say. 

EDHEC’s programs, for example, focus on “action learning” — a mix of case studies, real-world simulations and practical projects. This immersive approach helps ensure that the knowledge you gain is not just academic but can be immediately applied to real-world challenges.

Cannon also underscores the importance of a program that values the individual journey of each participant. “We ensure participants come from diverse professional and cultural backgrounds. Programs that maintain a more human, personalized touch bring the level of quality and satisfaction to another level.” 

In other words: a program that treats each participant as unique, rather than a number, is more likely to deliver on both professional and personal growth. Personal development clearly matters as much as professional gain. 

Supporting a Change in Career Paths

But executive education ROI can be tricky to measure. Sure, you might expect a salary bump, but that’s not the only metric. Cannon explains that for many, ROI is about making a meaningful career shift or opening up entrepreneurial pathways. 

“Participants measure ROI by the degree to which they can enact meaningful change in their careers and in their business,” he notes. 

Some metrics might be harder to quantify, but if you’re gaining skills, insights and connections that open new doors, the return on investment is there.

Vera adds that beyond salary, the real ROI of executive education often lies in the ability to stay relevant and lead change. 

“Focused programs are short, intense and specialized, aiming to offer continuous education that keeps participants at the forefront of the most disruptive trends,” she says. 

In other words: you’re investing in your long-term adaptability as much as any specific role or paycheck.

The bottom line is that a well-chosen executive program should transform your way of thinking and boost your professional network while helping you develop both hard and soft skills.

In fact, it’s the softer skills that AI can’t replicate—like communication, teamwork, leadership, and emotional intelligence—that are becoming even more important. Leaders that can motivate teams, build strong relationships, and steer organizations through change will stand out in this rapidly evolving job market.

So, how can leaders develop these essential soft skills? That’s where executive courses at business schools step in. 

Why Soft Skills are Rising to the Top

“In the age of AI, where routine tasks are increasingly automated, soft skills like communication, teamwork and leadership are becoming key differentiators for future workers,” confirms Carolin Puppel, program director for executive education at ESMT Berlin.

“Our programs often incorporate teamwork exercises and peer-driven projects to cultivate essential soft skills like collaboration and leadership,”  she says.

At ESMT, as with many programs, the executive courses are all about finding the right balance between technical know-how—data analytics, financial modeling, strategic planning—and the softer, more human side of leadership. 

To impart these soft skills, many executive courses use hands-on workshops where participants are thrown into real-world situations. Think crisis simulations or group projects that mirror what you’d face in the office. These scenarios force you to not only solve business problems but also communicate effectively with your team, manage conflicts, and lead under pressure. It’s like a leadership workout.

“Many executive education programs now integrate soft skills development throughout their curriculum, rather than treating it as a separate module,” notes Véronique Tran, a professor of organizational psychology at ESCP Business School. 

“But executive courses also employ more personalized approaches to help participants develop their unique soft-skill needs,” says Tran. 

“We provide personality and emotional intelligence assessments to help our participants develop not only self-awareness, but a better understanding of their colleagues or team members,” she adds. “This allows them to grow as leaders thanks to the development of their soft skills.” 

One of the big perks of executive courses is the chance to learn alongside a diverse group of professionals. A course brings together people from different industries and cultures, providing the opportunity to practice communication, collaboration, and leadership skills in a real-world setting. 

The peer feedback can also be incredibly valuable, providing insight into how your leadership style comes across to others—and how to refine it.

Leadership Coaching and Mentorship

Many executive programs also offer one-on-one coaching or mentorship as part of the curriculum. A coach can help you dig deep into your emotional intelligence, assess how you manage relationships, and identify areas for growth. 

These personalized insights can be a game-changer for developing self-awareness—another key soft skill that helps leaders understand and respond to the needs of their teams more effectively.

INSEAD has long offered executive coaching for this very reason. “We believe that effective leaders contribute to the creation of sustainable organizations that are great places to work. We believe it is down to leaders to empower people and build the kind of organizational culture that drives enduring competitive advantage,” says Nathalie Nawrocki, executive director of corporate partnerships at INSEAD.

She says the challenge is perhaps less in the teaching of the skills but rather in helping the participant realize where they need to grow. 

“A key tool is through 360-degree feedback or experiential setting where the participant will receive and share data on their leadership skills and competencies,” Nawrocki adds. 

“This provides a mirror for them to see where they are and opens up the path to self-reflection. We can then present and teach the frameworks for better leadership skills and offer a safe space to practice and improve.” 

In the age of AI, it’s tempting to think that hard technical skills are all that matter. But as the workplace becomes more automated, the value of soft skills is only increasing. 

As you think about your next career steps, remember: the future of leadership lies in mastering human skills above all.

And that’s where executive education can help you stand out.

Executive presence is that intangible quality that makes people sit up and take notice when you walk into a room. It’s a mix of confidence, clarity in communication, and a professional image that together inspire trust and respect. While some might have a natural flair for it, the good news is that it’s something you can develop—and an executive course is a good place to start.

Participants will get plenty of chances to observe these traits in action during their executive course—whether in case studies, leadership exercises, or just watching how your professors and peers present themselves.

Why executive presence matters

“We all know that we form impressions of other people within a few moments of meeting them, usually based on intangibles that can be hard to pin down,” says Narendra Laljani, director of the executive management program at Henley Business School in the UK.

While some associate it with appearance, she says true executive presence is about behaviors that convey maturity, self-confidence, and the ability to handle difficult situations with ease.

“It’s the ability to command a room, to signal credibility, and to inspire confidence. Credibility is the currency leaders use to get things done, and inspiring confidence is of course what leads others to believe in you and follow you. So this is a critical X-factor,” adds Laljani.

Clear communication and body language

Communication is another key aspect of executive presence. In business programs, leaders often learn how to articulate their vision clearly and persuasively, whether in a boardroom or in front of a large audience.

This isn’t just about what they say but how they say it: their tone, body language, and the ability to listen and respond thoughtfully. Business schools often use role-playing exercises, public speaking workshops, and media training to help leaders master these skills.

On Henley’s executive management program, for instance, executives receive formal 360-degree feedback on how they are perceived. They also get one-on-one executive coaching, an experiential workshop on high-impact communication skills, plus frameworks with which to conduct difficult conversations constructively.

At the Rotterdam School of Management in the Netherlands, Steffen Giessner, professor of organizational behavior and change, says that developing executive presence can be achieved through targeted executive courses, such as those focused on “leading with presence.”

“We combine scientific insights and understanding with many practical exercises,” he says. “Our participants learn to feel comfortable, at ease, and confident when being in the spotlight—what executives are actually most of the time.”

Leadership means instilling trust

Another big component is emotional intelligence. Leaders with strong executive presence are those who remain calm under pressure, who can read a room and respond appropriately—and who build strong relationships across all levels of an organization.

Executive education programs help participants develop these abilities through self-assessment tools, coaching, and peer feedback. Experts say that understanding and managing one’s own emotions, as well as those of others, is crucial to projecting the steadiness and reliability that executive presence demands.“Trust is built not only on the decisions a leader makes but also on how they communicate and the emotional intelligence they exhibit,” says Sami Attaoui, professor of finance at Neoma Business School in France.

“A leader’s conduct sets the tone for the organization, so it is impossible to excel in a management role without adopting the right behaviors. Developing executive presence is not just desirable; it is fundamental to success in leadership positions,” he adds.

Moreover, many executive courses like those offered at Neoma offer a space for reflection—a chance to step back from the day-to-day pressures of leadership and think deeply about one’s personal brand and leadership style. This introspective process allows leaders to align their actions with their values, ensuring that their presence is authentic and consistent.

“In essence, executive presence can indeed be taught,” says Attaoui. “It is the result of continuous learning, self-improvement, and the application of effective leadership practices, all of which can be honed at business school.”

A crucial asset for getting ahead

Sarah Zimmerman, lecturer in executive education at the University of Michigan’s Ross School of Business, says that executive presence is crucial for career advancement, with 26 percent of executives in one survey citing it as necessary for promotion.

She says executive education programs can help build this presence by refining communication skills and gravitas. “It is sincerely hard to be successful beyond middle management without having executive presence and knowledge, related experience, and the ability to engage in hard work.”

Whether it’s through improving communication, enhancing emotional intelligence or fostering self-awareness, business schools can provide the guidance and resources necessary to help executives not just lead—but lead with presence.

Historically, executive education has focused on sharpening business acumen, enhancing leadership skills and driving financial performance. 

However, as global conflicts and human rights issues rise in prominence, there is a growing recognition that business leaders must also be equipped to address these challenges. 

In response, business schools are increasingly incorporating themes of peacebuilding, human rights and ethical leadership into their executive education curricula.

“It is our mission to educate global, responsible leaders,” says Sven Scheid, director for executive education at ESCP Business School in Europe. 

At ESCP, the school has incorporated human rights topics into its executive education curricula through dedicated programmes like the Certified Human Rights Officer Certificate. The course is run over one or three days in English or German, taught online and at ESCP’s campus in Berlin. 

“It is crucial that participants understand the intersection of human rights and business,” Scheid says. “Executives need to understand the importance of ethical governance and corporate responsibility. Business is certainly competitive, but fair business procedures will pay-off in the long run.” 

This shift is driven by several factors. First, the modern workforce is more socially conscious than ever before, with employees and customers alike demanding that companies take a stand on critical issues. 

Second, globalization has connected markets in new ways, meaning that conflicts and human rights abuses in one part of the world can have ripple effects across the globe. 

Finally, there is a growing understanding that sustainable business practices and long-term profitability are closely linked to social stability and the well-being of communities.

Integrating peace and human rights into leadership

Leading business schools are recognizing the importance of these issues and are responding. Executive education courses now frequently include modules on corporate social responsibility (CSR), ethical decision-making and the role of business in promoting peace and human rights.

For example, New York University’s Stern School of Business offers open enrollment courses, several a semester, which are attended by more than 400 people annually. Those include a 14-week course called Corporate Sustainability, taught by Tensie Whelan, director of Stern’s Center for Sustainable Business.

“Executives are making decisions now that will affect the sustainability of the future,” says Whelan, a professor at Stern. “We want to have immediate impact as well as future impact.” 

Stern also has bespoke executive education courses which companies such as Nespresso, KPMG and others commission, through which more than 1500 people participated in last year. 

“Collaboration with organizations like NYU Stern has helped us scale a suite of ESG training to meet demand from our people,” says Corinne Dougherty, a partner at KPMG, the professional services firm. 

“In fact, last year, KPMG professionals spent 33,000 hours learning about ESG strategy and reporting,” Dougherty says. 

Moreover, business schools are increasingly emphasizing the importance of cultural competence and global awareness. 

Courses on global leadership now often include case studies that explore the intersection of business, politics and human rights, helping executives to understand the broader impact of their decisions. 

This training is particularly relevant for leaders of multinational corporations, who must manage diverse teams and operate in regions with varying degrees of political stability and respect for human rights.

Case Studies: Leading the Way

Several top-tier business schools are at the forefront of this transformation. For instance, Harvard Business School offers programs that explore the role of business in society, including how companies can contribute to peacebuilding efforts. 

Harvard’s executive education courses often include discussions on the ethical implications of business decisions and the importance of leadership in promoting social good.

Similarly, INSEAD’s executive education programs emphasize the importance of responsible leadership in a global context. Courses such as the Business Sustainability Programme are designed for senior executives. 

“Traditional measures of business success consider profits and revenue, but that has since evolved,” says Nathalie Nawrocki, executive director of corporate partnerships at INSEAD. 

“Modern leaders are expected to lead successfully beyond financial performance and to manage the social and environmental impact of business operations.” 

As the world continues to grapple with issues of conflict and human rights, the role of business leaders in addressing these challenges will only become more critical. 

Business schools offering executive education can help equip future leaders with the skills and knowledge needed to make a positive impact on society.

As the shelf-life of skills is eroded by the high velocity of change in the business world, many working professionals recognize the urgent need to update their knowledge and skills through graduate management education. 

And when it comes to part-time professional development, two options stand out: executive MBA programs and short non-degree executive courses. While both enhance leadership skills and business acumen, they cater to different needs. 

Objective and scope

Executive education programs are typically designed to address specific skills and competencies required in the business world. They are highly focused, targeting areas such as leadership, strategic thinking, innovation or financial management. 

“One of the most notable differences is the duration of the programs,” says Mandy Hübener, program director for executive education at ESMT Berlin. “Executive education courses are typically short-term, ranging from a few days to a few weeks, making them ideal for professionals looking for quick, intensive learning experiences.” 

An EMBA program, on the other hand, is a comprehensive, long-term educational commitment. It is designed for senior executives and managers who aspire to reach the highest echelons of leadership within their organizations. 

“The EMBA offers a broad and comprehensive curriculum that covers a wide range of subjects, including management, marketing, finance, strategy and operations – providing a holistic understanding of business and management,” says Hübener. 

Duration and format

Executive courses vary widely in length, ranging from a few days to several months. They are designed to be intensive and immersive, allowing participants to gain substantial knowledge in a short time frame. The flexible nature of these programs makes them accessible for busy professionals who cannot afford to take extended periods away from work.

An EMBA typically spans 18 to 24 months, with a part-time format that accommodates the schedules of working executives. Classes are often held on weekends or in intensive modules, enabling participants to balance their professional responsibilities with their academic pursuits. 

The structure allows for continuous learning and application of new concepts in real-time within the workplace. “It isn’t just the content and format which is different, it is also the impact. For example, an EMBA can be truly transformational, enabling participants to access the c-suite or make a complete change, which is why the commitment and investment is higher,” says Stéphane Canonne, the associate dean of executive education and MBA programs at EDHEC Business School in France.

Admission requirements

Admission into executive education programs is generally less rigorous compared to EMBA programs. The primary criteria are professional experience and relevance to the participant’s current role or career aspirations. These programs attract a diverse group of professionals, ranging from mid-level managers to senior executives, from various industries.

EMBA programs have stringent admission requirements. Candidates typically need vast managerial experience, often 10-15 years, including leadership responsibilities. 

Additionally, applicants may need to demonstrate their academic aptitude through standardized tests such as the GMAT or GRE, and they often need to provide comprehensive application materials – including essays, recommendations and interviews. 

“The admission requirements for executive education programs are generally less stringent compared to the EMBA,” says ESMT’s Hübener. 

Networking and peer learning

The networking opportunities in executive education programs are more limited due to their short duration. However, participants still benefit from the diverse perspectives of their peers and the intensive, collaborative learning environment. 

One of the significant advantages of an EMBA program is the profound networking potential. Participants are often seasoned professionals from diverse industries and geographical regions, providing a rich environment for peer learning. 

“Executive education participants have the chance to network with peers within the same course, but these opportunities are typically on a smaller scale,” says Hübener. “EMBA students, in contrast, benefit from a larger and more diverse network, including access to the extensive alumni network, which is a significant advantage for long-term career growth and development.” 

Career impact and outcomes

Executive courses are designed to provide immediate, actionable insights that participants can apply directly to their current roles. They can lead to improved performance, increased responsibilities, and readiness for new challenges. 

While they may not directly lead to a new job or promotion, they enhance the participant’s skill set and professional value. But an EMBA can significantly impact career trajectory, often leading to higher-level positions and increased earning potential. 

“An EMBA student desires career acceleration,” says Gretchen Spreitzer, the associate dean for executive and corporate relations at University of Michigan Ross School of Business.”

“Whether that is a promotion or a career pivot, they are seeking a broad experience  to gain a foundational understanding of business and leadership skills that they will use throughout their career,” she adds. 

The degree carries prestige and recognition that can open doors to new career opportunities and advancements.

Ultimately, choosing between an executive course and an EMBA depends on your career stage, professional goals and time commitment. 

Executive courses offer targeted, flexible learning to address specific needs, while an EMBA provides a comprehensive, transformative experience aimed at long-term career advancement.

Executive education is always evolving, in response to the needs of the business world. And, in 2024, top business schools around the world are offering innovative programs that cater to the demands of modern executives. 

These programs focus on essential skills such as leadership, digital transformation, sustainability and global strategy, reflecting the current trends and challenges in the business landscape. 

Moreover, these institutions are integrating advanced technologies, like AI and data analytics, into their curricula to equip executives with the tools needed to drive innovation and make data-driven decisions. 

Generative AI 

At the forefront of executive education in 2024 is the rise of generative artificial intelligence (AI). “The hottest topic on our clients’ minds these days is the rise of gen-AI and how to unlock its potential to drive growth and improve competitiveness,” says Stephanie Hodnett, executive director of executive programs at the University of Toronto’s Rotman School of Management.

To meet this demand, Rotman is offering a program titled “Generative AI and Organizational Transformation”. Leveraging the University of Toronto’s strengths and reputation in technology, this program aims to provide executives with a strategic roadmap to deploy generative AI effectively. The course will enable leaders to drive growth and improve competitiveness through advanced AI technologies.

Sustainability and ESG

Another significant focus area is sustainability. “Rotman created a unique ‘ESG Designation’ program to equip leaders to align business models with responsible practices to unlock innovation opportunities and ensure long-term organizational success,” notes Hodnett. 

The University of Toronto’s recognition as the most sustainable university in the world by the QS World University Rankings underscores its commitment and expertise in this domain, she adds. 

Digital transformation 

Patrick Murray, head of open programs at UCD Smurfit Executive Development, echoes similar themes in Ireland. “Key topics and specializations in executive education for 2024 will continue to center around digital transformation as well as sustainability,” Murray explains. 

Executives are increasingly aware of the potential of digital technologies, including AI, to transform their organizations. To support this, UCD Smurfit offers programs such as the “Diploma in Artificial Intelligence and Business Analytics”. 

Sustainable business transformation is also a major focus, with specializations such as sustainability leadership, sustainable finance and sustainable supply chain management all popular. 

Both Murray and Rotman’s Hodnett agree that the interest in AI and digital tools reflects the business world’s evolving needs. “AI has now moved from hype to reality for many executives with tools such as ChatGPT creating opportunities for them to play with AI tools for the first time,” says Murray. 

This shift has increased demand for digital and AI-focused executive education courses, as leaders seek to future-proof their careers and leverage these technologies for competitive advantage.

Regulatory changes

The drive for sustainability, meanwhile, in executive education is also a response to evolving regulatory standards. Managers and leaders need to align their strategies, business models, and governance with these new standards. “In the area of sustainability, incoming regulation is a big driver of demand for these types of programs,” explains Murray. 

Courses focusing on sustainability leadership and specialized skills are crucial for organizations aiming to meet these demands and drive the transition towards sustainable practices, he adds. 

Emphasis on human skills

Looking beyond 2024, Hodnett at Rotman predicts an increased emphasis on leadership and behavioral skills. “I think as technology and AI evolve to take over the rote tasks that machines can do, it will be even more critical for us to develop and refine the skills that make us human – such as judgment, decision-making and empathy,” she says. 

The complexity of the modern world will necessitate leaders who excel in these human-centric areas, Hodnett believes. 

Integration of advanced technologies

Murray, meanwhile, foresees exciting developments in the use of digital technologies in executive education. “One of the most exciting trends in executive education is how digital technologies including AI and machine learning will be leveraged,” he notes. Virtual and augmented reality (VR/AR) will be used as well for immersive learning experiences. 

But AI and data analytics will power personalized learning journeys, offering customized pathways tailored to the individual needs of executives. “During 2024 and beyond, I expect to see an increase in the number of partnerships between business schools and external AI companies to deliver this type of learning experience to individual learners and organizations at scale,” adds Murray.

The study shows that the proportion of these custom programs offered online surged from 19 percent in 2022 to 30 percent in the following year. This notable rise underscores the growing acceptance and preference for online learning among executives and organizations alike. 

Benefits of online executive education

One of the primary advantages of online executive education is the flexibility it offers. Busy professionals can access course materials, participate in discussions and complete assignments at their own pace, without the need to travel or take significant time off work.

“We find that the flexibility offered with online executive programs can be a major draw,” says Ray Irving, director of digital education at the UK’s Cambridge Judge Business School. 

Also: online courses break down geographical barriers, allowing executives from around the world to participate. This not only broadens the reach of business schools but also enriches the learning experience through diverse perspectives.

What’s more, online education often proves to be more cost-effective compared to traditional in-person courses. Savings on travel, accommodation and other expenses make it an attractive option for both individuals and organizations. 

“In general, online executive courses tend to be more affordable,” says Marc Cortés, director of the Executive Master in Digital Business at Esade Business School in Barcelona. “Often, the ROI [return on investment] is higher due to the immediate application of what is learned at work.” 

But he warns: “Some online executive programs from elite institutions can have prices comparable to their on-campus counterparts due to their prestige and quality.” 

Nonetheless, the integration of advanced technology in online courses is another big draw, because it enhances learning through interactive tools, real-time feedback and access to a vast array of digital resources. This tech-savvy approach can be particularly appealing to executives looking to stay ahead in a digital world.

“With the improvements and advancements in technology, online programs are able to offer interactive and engaging learning environments, and reach participants globally, providing really diverse and engaged cohorts,” adds Cambridge Judge’s Irving. 

However, he notes that the cost-differentials are reducing as more and more investment is required in technology to create and support excellent online programs. “We expect this gap to continue to narrow in future years,” Irving states. 

The blended learning approach

The blended format, which combines online and in-person components, has also gained traction, with 22 percent of courses being offered in this manner, according to the CarringtonCrisp study. 

Blended learning provides the best of both worlds, offering the flexibility of online education with the tangible benefits of face-to-face interactions. This hybrid approach fosters networking opportunities and hands-on experiences while maintaining the convenience of digital access.

As the world has become more adept at hybrid work contexts, business schools are increasingly called to deliver online learning experiences, notes Trisha Fountain, the former managing director for digital and open-enrolment programs for the University of Michigan’s Ross School of Business. 

But, she says, “there is a paradox in that executives report better peer-to-peer learning and networking opportunities from in-person programs, but busy schedules require the flexibility of delivery modalities that include asynchronous and synchronous online delivery of content as well”. 

“Schools that find a way to seamlessly marry these two experiences together will likely have the most success in meeting the needs and preferences of today’s executive learners,” Fountain adds. 

The future of executive education

The shift towards online executive education reflects a broader trend of digital transformation in the education sector. The increased proportion of tailored custom programs provided online, along with the popularity of blended learning formats, highlights the growing demand for flexible and accessible solutions. 

For busy executives looking to enhance their skills and knowledge, online executive education courses offer a compelling and effective alternative to traditional in-person training.

Specifically, here are five pivotal ways an executive course can propel your career forward. 

Enhancing leadership skills

Leadership is an ever-evolving skill set that requires constant refinement, and many executive courses are tailored to develop advanced leadership capabilities. They can help you craft and execute high-impact strategies that align with organizational goals. 

“Our Advanced Leadership Programme (ALP), for example, gives executives the opportunity to refresh their thinking and fine-tune their leadership agenda, by giving them space to step back, take stock and return to work ready to make an impact,” says Steven Grundy, interim director of open programs for the executive education division of Cambridge Judge Business School.

Such courses also enable you to lead with confidence, gaining insights into diverse leadership styles and identifying which approaches work best in various scenarios. Additionally, these courses help foster innovation by teaching you how to inspire and manage creative thinking within your team. 

Expanding professional networks

Networking is a key pillar of career growth, and executive courses provide a great opportunity to connect with like-minded professionals. “Executive education programs enable participants to interact with like-minded peers from different industries, sectors and backgrounds, providing opportunities for skills and knowledge transfer, and time for discussion and debate,” says Grundy. 

These networks are often active long after a program ends, he adds. “By building these connections participants can gain mentorship and business opportunities.”

Indeed, collaborative projects simulate real business problems, fostering strong professional relationships. The relationships built during these courses can lead to future business partnerships. 

Staying updated with industry trends and best practices

The business world is in a state of constant flux, with new trends and best practices emerging regularly. Executive courses help you stay ahead by offering a current curriculum that covers the latest developments, technologies, and methodologies shaping the future of business. 

“The curriculum for these courses is reflective of not only the current landscape but also aims to be forward-thinking in helping professionals prepare for what’s coming next,” notes Christina Murphy, the associate marketing and program director for Rutgers Business School. 

Indeed, many business schools provide access to continuous learning resources and updates that ensure you remain current long after the course has ended, keeping you competitive and relevant in your field.

Personal development and self-awareness

Executive courses emphasize personal development alongside professional growth, and often include self-assessment tools that help you understand your strengths, weaknesses and areas for improvement. 

Leadership coaching, meanwhile – common at many business schools – offers personalized guidance, focused on your specific development needs and career goals. 

“The knowledge gained from executive courses certainly plays a role in boosting one’s confidence, which, in turn, can impact development and growth,” says Murphy. 

“Self-awareness is a motivating factor that often leads people to enroll in an executive education course – and it can also be a byproduct of this learning, igniting passions in learners and encouraging them to explore new avenues that they hadn’t thought about previously,” she adds.

By fostering self-awareness and personal growth, these courses ultimately help you become a more well-rounded and resilient leader.

Return on investment (ROI)

The financial and time investment in an executive course can yield big returns. Career advancement becomes more attainable as you acquire the skills and credentials needed for promotions and higher-level positions, potentially leading to increased salary and benefits.

“From securing a promotion to opening new doors and switching careers, executive education courses can serve as a lynchpin to accomplish a bevy of career objectives,” states Murphy. 

Often, the tangible and intangible benefits of an executive course can far outweigh the initial investment, making it a wise choice for long-term career development.

“Expanded networks, improved leadership capabilities and ongoing access to learning tools and frameworks can help drive organizational success and professional growth,” adds Grundy at Cambridge Judge. 

In sum, an executive course offers a whole host of benefits that can significantly enhance your career. From developing leadership skills and expanding your network to staying current with industry trends, fostering personal growth, and ensuring a strong ROI, the advantages are clear.

With a multitude of learning options available, the traditional MBA degree is no longer the singular path to career advancement it once was. According to a recent survey by consultants Carrington Crisp, nearly 40% of potential MBA students would consider enrolling in short non-degree executive courses instead of committing to a full MBA program. 

These findings raise a question: Can a basket of executive courses really replace an MBA?

The rise of executive courses

Executive courses, often referred to as micro-credentials or professional certificates, have surged in popularity due to their flexibility, specific learning outcomes and the fact they’re cheaper than full degrees. 

These courses, often provided by top business schools, are designed to provide specialized knowledge and skills in a fraction of the time and cost of a traditional MBA. 

With the ability to pick and choose courses that directly align with their career goals, professionals are increasingly viewing these programs as a viable alternative to an MBA.

“Potential MBA students are often motivated by the need for rapid skill acquisition and the flexibility that short non-degree courses offer. In today’s fast-evolving business landscape, the ability to quickly adapt to new technologies and methodologies can be crucial for staying competitive,” says Shameen Prashantham, associate dean at China Europe International Business School (CEIBS), based in Shanghai. 

CEIBS offers a highly-ranked MBA program as well as a suite of executive education courses for individuals and custom options for organizations. 

Flexibility and customization

One of the most compelling advantages of executive courses is their flexibility. Unlike MBA programs, which typically require a significant time commitment of one to two years, executive courses can often be completed in a matter of weeks or months. This allows professionals to continue working while they study, applying their new skills and knowledge in real-time.

Moreover, executive courses offer a high degree of customization. Learners can select courses that specifically address their career needs, whether it’s leadership, data analytics, digital transformation, or strategic management. 

This tailored approach contrasts with the more standardized curriculum of an MBA, which covers a broad range of topics, some of which may not be directly relevant to every student’s career aspirations.

“This targeted approach can be beneficial for professionals looking to enhance particular skills without committing to a multi-year program,” says Prashantham. 

Cost considerations

The financial aspect is another critical factor driving the shift towards executive courses. Traditional MBA programs can be prohibitively expensive, with tuition fees often exceeding $100,000. 

In contrast, executive courses are typically priced much lower, making advanced education more accessible to a wider audience. This cost-effectiveness is particularly appealing in these uncertain economic times, where professionals are cautious about making substantial financial commitments.

Industry recognition and networking

While executive courses offer many benefits, there are also some limitations compared to an MBA. One of the key advantages of an MBA is the recognition and prestige associated with the degree. An MBA from a top-tier institution carries significant weight in the job market and can open doors to high-level positions.

Additionally, MBA programs offer unparalleled networking opportunities. The cohort model fosters strong connections among peers, faculty and alumni, creating a valuable professional network. 

“The networking component is critical -- an MBA from a top school can open doors through the alumni network, which leads to advancement in the business world in both the short and long term,” says Christine Murray, the associate dean for career services at Georgetown University McDonough School of Business. Based in Washington D.C, the business school runs a top-ranked MBA and suite of executive courses. 

Executive courses, while beneficial, typically do not provide the same level of networking opportunities, which can be a drawback for those seeking to build extensive professional connections.

Lastly, an MBA program provides a comprehensive education that covers all aspects of business management, from finance and marketing to operations and strategy. This holistic approach ensures that graduates have a well-rounded understanding of business principles, and are prepared for a variety of leadership roles. 

Executive courses, on the other hand, tend to be more focused and may not provide the same depth of knowledge across all business disciplines.

In conclusion, a basket of executive courses can serve as a viable alternative to an MBA for many professionals, particularly those seeking flexibility, customization and cost-effective learning. However, it is essential to weigh the benefits and limitations of each option. 

While executive courses offer targeted learning and practical skills, an MBA provides a broad-based education, industry recognition and extensive networking opportunities. 

Ultimately, the choice between an MBA and executive courses depends on individual career goals, financial considerations and the specific skills and knowledge one seeks to acquire.

When it comes to target audience, executive courses are designed for seasoned professionals with significant work experience. They cater to senior managers aiming to enhance specific skills or delve into specialized areas without committing to a full-fledged degree program.

On the other hand, MBA programs attract a diverse pool of candidates, usually mid-career professionals seeking comprehensive business knowledge and leadership development. These programs typically require a significant time and financial investment.

“Executive courses are aimed at managers, executives and future executives who want to develop their leadership and management expertise quickly and in the short term,” says Melanie Hilbert, director of executive education at Frankfurt School of Finance and Management, in Germany. 

“In addition to broader, general management skills, many of our executive courses focus on specific skills and topics. The focus is always on delivering highly practical, ready-to-use content,” she adds. 

Indeed, executive education programs usually offer focused, intensive modules that address specific challenges or emerging trends within industries. The curriculum is tailored to provide practical insights and actionable strategies that can be immediately applied in the workplace.

By contrast, MBA programs are more comprehensive, covering a wide range of business disciplines such as finance, marketing, operations and strategy. These degrees aim to provide a holistic understanding of business management principles, preparing graduates for leadership roles across various sectors.

Learning format 

In terms of the mode of delivery, executive courses employ flexible learning formats such as weekend workshops, online modules or condensed residential sessions, recognizing the time constraints of busy professionals.  This allows executive participants to continue working while studying at the same time. 

“Executive education programs vary in duration, spanning from two days to nine months depending upon the subject matter and delivery type. In contrast, MBA programs typically last one year or more,” says Steven Grundy, interim director of open programs at the executive education division of Cambridge judge Business School in the UK. 

Most MBA programs follow a full-time format (though part-time options do exist) requiring students to dedicate a significant portion of their time to coursework, group projects and networking activities. The immersive nature of MBA sees students working closely with classmates, which helps them learn a lot from each other’s experiences.

MBA programs offer extensive networking opportunities through cohort-based learning, alumni networks, career fairs and industry events. The diverse backgrounds of classmates and the collaborative nature of group projects can facilitate the formation of lifelong professional connections.

While networking opportunities exist within executive courses, the focus is often on connecting with industry experts and fellow senior managers, who can also bring diverse perspectives and experiences to the table. These connections can lead to valuable collaborations or mentorship. 

Career development 

In terms of career advancement, participants in executive education programs often seek to accelerate their career growth by acquiring new skills, staying abreast of industry trends, or transitioning into new roles within their organizations. The immediate applicability of course content can lead to tangible outcomes in terms of promotions or expanded responsibilities.

But an MBA is widely recognized as a proven credential for career progress, offering graduates access to higher-level positions, increased earning potential and opportunities for global mobility. The comprehensive business knowledge and leadership skills gained during an MBA program equip graduates for diverse career paths, whether in finance, consulting, technology and more. 

“An MBA customer desires career acceleration. Whether that is a promotion or a career pivot, they are seeking a broad experience - internships, courses, networking - to gain a foundational understanding of business and leadership skills that they will use throughout their career,” notes Gretchen Spreitzer, associate dean for executive and corporate relations at the University of Michigan Ross School of Business, in the USA. 

She adds: “The executive education customer is generally facing a specific professional challenge and is seeking an answer for their circumstance. Participants typically expect the end result to be improved performance within the context of their current career situation. Career acceleration is often a secondary objective.” 

Ultimately, while both executive courses and MBA programs offer valuable opportunities for professional development, their differences lie in the target audience, curriculum focus, learning format, networking opportunities and career advancement. 

But business schools note that the two are not mutually exclusive in any case. 

“Learners who have already completed their MBA could certainly still find executive education courses worthwhile and valuable, as one does not replace the need for the other,” says Peter Methot, associate dean of Executive Education at Rutgers Business School in America. “Many of the participants who take our programs have already earned their MBA.”

Houssin, currently serving as the head of mergers and acquisitions (M&A) and joint ventures at Kersia, a global leader in food safety solutions, told us about the pivotal role executive education played in his professional development. 

This interview below, edited for clarity and brevity, offers a glimpse into the shifts in mindset and skills that Houssin underwent. Overall, it underscores the enduring value of lifelong learning; Houssin already has a masters in management from ESCP Business School. 

What prompted you to enroll in the executive education program you attended?

I was selected by Kersia management to participate in a 12-month executive education program offered by EDHEC. This program was created especially for Kersia employees, and about 20 of us from all over the world participated. 

I am very grateful for this experience because it opened my eyes to many things I could not have imagined before I embarked on this journey. I used to think that I knew quite a bit about management and leadership because I already had a master’s degree, but after this experience, I know that learning is a lifelong endeavor. 

I was part of the first group at my company to go through this executive training program, and now there are plans for a second group of managers to do it. I have selected someone from my team to participate. 

People worry that executive education will take too much time, but the opportunity to take a step back and work together with other managers on a strategic project is worth it. The return on investment is bigger than I imagined.

Could you share some key insights or concepts you gained from the program that were particularly impactful for you?

One of the best things about the executive program was the opportunity to work on my leadership skills. EDHEC has a program called Leadership360, which helps participants identify their leadership strengths and weaknesses. As part of this program, I was also paired with a leadership coach, who provided me with a lot of feedback and insights. 

There’s no magic potion for becoming a perfect leader, so it’s essential to keep working on leadership skills and gaining new insights into human nature and needs. The good news is that some of the new leadership skills I acquired also work with my kids. 

In what ways did the program help you develop personally and professionally?

One of the big things I took away from my executive education experience was the understanding that a corporation is only as strong as the individuals who make it work. Every employee represents a brick in the building; if one brick is damaged or broken, the building could fall. 

Going through a 12-month program with a group of fellow executives from different departments and business units taught me a lot about teamwork and relying on the strengths of others to meet challenges and strategic goals. 

It also reinforced how much the world and business in general have changed since I graduated from university. I don’t see the world the same way today as I did when I was 25, and that’s a good thing. Going through an executive program gave me the time and space to consider these internal and external changes and how best to move myself and my team forward.

How has your career progressed since completing the program, and do you attribute any of that progress to your participation in the program?

I gained the opportunity to evolve in my position at Kersia and to take on more responsibility and a bigger leadership role. I was asked to join the executive committee, which was an exhilarating opportunity, and to take over leadership of Kersia’s joint ventures in China and the Philippines. 

I know I’m putting the skills and knowledge I gained from my executive education to use in my new role — insights from professors and information from case studies we discussed in class come to mind often, and they help me to make the right decisions. 

For professionals considering enrolling in an executive education program, what advice would you offer based on your own experience?

I would encourage anyone considering an executive program to do it and embrace the learning journey as fully as possible. There is no way that you will regret this choice. 

Traditionally undervalued, soft skills encompass a wide range of interpersonal, communication, emotional intelligence and leadership abilities that are crucial for navigating complex organizational dynamics and driving success.

Executive education programs, traditionally associated with imparting technical skills and knowledge, are now adapting to meet the demand for soft skills development among leaders. This shift reflects the understanding that a leader’s effectiveness is not solely determined by their technical expertise but also by their ability to collaborate, communicate, inspire and adapt to change.

One of the primary reasons for the pivot towards soft skills in executive education is the realization that leadership is fundamentally about people. Executives must possess the ability to understand, motivate, and empower their teams. This requires a high degree of emotional intelligence, empathy, and interpersonal skills, which are central components of soft skills development.

Emotional intelligence: a cornerstone of leadership

“Research consistently shows that people who have developed emotional intelligence are more resilient and creative, qualities which boost performance. This will be noticed and your high performance will be rewarded,” says Timo Vuori, the Program Director of the Essentials of Emotional Intelligence, an online course launched by Aalto University Executive Education in 2022. 

As part of Aalto EE’s course, participants will learn about the impact of emotional intelligence on individual performance, team results and company culture. The business school in Helsinki, Finland, says emotions can be harmful if they are not understood or managed properly – but in the best case scenario, they can enable radical progress and superior performance. 

Emotional intelligence refers to the ability to recognize and influence emotions, and it is a skill that can be developed through practice. 

Communication: the backbone of leadership

Beyond Emotional intelligence, effective communication is another critical soft skill that executive education programs are increasingly prioritizing. Leaders must be able to articulate their vision, delegate tasks, provide constructive feedback, and resolve conflicts diplomatically. Clear and empathetic communication fosters trust and alignment within teams, driving productivity and innovation.

“Communication may be the most critical component of effective leadership. To achieve shared goals, a leader must be able to craft a compelling message, articulate an exciting vision, and galvanize a group around a course of action. Being an effective communicator means being clear and being persuasive,” says Francis Flynn, a Professor of Organizational Behavior at Stanford Graduate School of Business. 

The renowned business school in California offers the Sharpen Your Communication Skills executive education course, delivered online. 

“In this course, we focus on how to account for the perspective of others when crafting a compelling piece of communication,” says Flynn. “This can be a challenging skill to develop because the messages we send often make a lot of sense from our own point of view. However, the best communicators always adapt their approach to suit their audience, ensuring a greater level of understanding and enthusiasm for their message.” 

Additionally, soft skills such as teamwork, collaboration, and conflict resolution are being integrated into executive education curricula through interactive workshops, group projects, and peer-to-peer learning activities. These experiences not only enhance participants’ interpersonal skills but also foster a sense of camaraderie and mutual support among future leaders.

Specialized training: negotiation and influencing skills

Negotiation in particular has become a focal point of executive education. 

“We negotiate every day. We negotiate with potential employers, co-workers, clients, officials, and even our family and friends. Although people negotiate all the time, most know very little about the strategy and psychology behind effective negotiations,” says Gillian Ku Professor of Organizational Behavior at London Business School. 

London Business School’s online Negotiation and Influencing Skills for Leaders course provides participants with the opportunity to role play different negotiation scenarios. “They walk away with a personalized, evidence-based toolkit of negotiation tactics,” Ku says. “The end result is that participants gain confidence in negotiating in a variety of contexts, whether it is bargaining for a souvenir at a street market or structuring a win-win deal in a complex multi-party negotiation.” 

Overall, investing in the development of soft skills through executive education can yield significant returns for organizations and individuals. 

Leaders who possess strong soft skills are better equipped to inspire and motivate their teams, build high-performing cultures and drive innovation. They are also more adept at building and maintaining relationships with stakeholders, including clients, employees, investors and regulators.

So while hard skills remain essential, the growing emphasis on soft skills in executive education reflects the evolving nature of leadership in the 21st century. 

As GenAI becomes increasingly integrated into business strategies, there’s a growing demand for executives to understand how it works, and leverage its potential. This surge in interest has led to an explosion of new executive education courses and programs aimed at helping managers and leaders harness the benefits of groundbreaking GenAI tools in business.

“One of the newer emerging trends that leaders need to learn how to navigate is AI, which is rapidly emerging as the most important and transformative technology of our time,” says Nathalie Nawrocki, Executive Director of Corporate Partnerships at INSEAD, a business school based in France. 

“As the technology advances, leaders will need to embrace and leverage it to drive innovation, as well as to consider its impact on the business and workforce, including addressing potential ethical concerns and managing human-machine collaboration effectively,” Nawrocki adds. 

INSEAD offers several programs focused on AI targeting executives, including Transforming Your Business with AI (delivered online over five weeks). Elsewhere, IESE Business School in Barcelona launched its Artificial Intelligence for Executives program in 2019. 

It has grown so popular that the school now offers two editions per year – one from Barcelona and one from IESE’s campus in Munich. The four-day course gives practical ways for how companies can think about implementing AI tools in their business, in a humane way.

Shifting focus in executive education

Executive education, long valued for its ability to provide seasoned professionals with cutting-edge knowledge and skills, is now undergoing a shift towards an AI-focused portfolio. Business schools are recognizing the urgent need to equip leaders with the expertise needed to navigate GenAI. 

Matthias Holweg, Director of the Oxford Artificial Intelligence Program, at Saïd Business School in the UK, draws a distinction between courses focused exclusively on AI, and programs in other subjects such as marketing and strategy that incorporate AI into them. 

“The overall demand for AI programs has remained quite stable, yet what we do see is that programs which have a different focus, say finance or operations, now increasingly have to build in AI-related components,” says Holweg. 

“So while the demand for general education on AI that explains what it is and how it works has been stable, we see a rise in application-based programs asking how can I make it work for me in a given context,” he adds. “To me this is a sign of growing maturity and ubiquitous application of AI.” 

Understanding the transformative power of AI

One of the primary drivers behind this surge in AI-focused executive education is the realization of the technology’s transformative power. GenAI tools, in particular, are revolutionizing various aspects of business operations, from streamlining processes to unlocking insights buried within data. 

“The pace of change in the world of machine learning and AI is head spinning, and many executives are at a loss to figure out how it will change their businesses,” says Gregory La Blanc, a Lecturer at the Haas School of Business at University of California, Berkeley. 

“While they have understood that every function in the business has had to adapt to the massive increase in data but modifying its practices, its staffing and its IT investments, they now realize that AI is now forcing changes that are more fundamental.” 

The Artificial Intelligence: Business Strategies and Applications course at Berkeley Haas is delivered online over two months, part-time. Participants learn AI’s current capabilities and applications – and its future potential.

Beyond technical skills

However, the successful integration of AI into business practices requires more than just technological know-how. It demands a deep understanding of the ethical, legal and societal implications, as well as the ability to lead teams through organizational change. 

Hence, executive education programs are not merely focusing on teaching technical skills; they’re also emphasizing critical thinking, ethical decision-making and strategic planning. 

Moreover, the democratization of AI tools means that leaders no longer need to be data scientists to leverage AI effectively. Instead, they must develop a fluency in AI concepts and cultivate a collaborative mindset to work alongside data experts, say business schools.

“In my mind, senior decision-makers do not learn how to code or understand machine learning algorithms,” says Holweg at Oxford Saïd. “But they do need to become what I call ‘competent customers’ – like buying a new car, you may not know how the injection pump works, but you do know whether a hybrid or electric car is right, and how many seats you need.” 

This interdisciplinary approach is reflected in the curriculum of many executive education programs, which often feature a blend of technical training, case studies and interactive workshops.

Addressing the widening skills gap

Another driving force behind the AI boom in executive education is the urgency to address the widening skills gap. As AI continues to reshape job roles and requirements, there’s a pressing need for upskilling and reskilling the current workforce, including top leadership.

Executives who possess a deep understanding of AI’s capabilities and limitations are better equipped to drive innovation and mitigate risks. Executive education programs offer a way for seasoned professionals to stay relevant in their jobs.  

“It’s important for executives to understand how to bake AI into everything that their organization does,” says La Blanc, at the Haas School. “This might require building out expansive internal AI capabilities, or it might allow the outsourcing of big chunks of what the company does.” 

Ultimately, the AI boom in executive education signals an evolution of leadership and management practices. 

That’s where executive education comes into play, offering valuable insights and skills to help navigate the ever-changing terrain of finance. Executive education programs tailored for finance professionals, even senior leaders such as CFOs (chief financial officers), are designed to address the specific challenges and opportunities faced by executives in the finance industry.

“Now more than ever, finance professionals need an accurate crystal ball to understand where market, credit and consumer trends are going. There is increased pressure from consumers and shareholders to take an approach to positively managing sustainability issues through finance in an honest and more importantly, transparent way,” says Brandon Kirby, Director of Marketing at Rotterdam School of Management (RSM) in the Netherlands. 

Addressing sustainability and ESG considerations

RSM puts on the Sustainable Finance executive program, delivered over three days in Rotterdam. Aimed at finance executives, the course provides practical tools for implementing sustainable investing and more specifically the why, what, and how of sustainable finance. 

In recent years, there has been a paradigm shift towards sustainable and responsible investing, driven by growing awareness of environmental and social issues. Finance professionals are increasingly tasked with integrating sustainability and ESG considerations into their financial decision-making processes, from assessing investment risks to disclosing non-financial performance metrics. 

Many business schools offer specialized executive courses on sustainable finance, ESG integration, impact investing, and corporate social responsibility, enabling executives to align financial goals with environmental and social objectives. “Sustainability and ESG considerations have taken center stage, prompting executives to seek executive education programs that help them integrate these principles into their organizations’ strategies,” says Mandy Hübener, Director of Executive Programs at ESMT Berlin, the German business school. 

Other business schools offer generalist executive education programs aimed at developing leaders in finance. This year, the University of Chicago Booth School of Business debuted the Global Advanced Finance Program, an exclusive certificate course aimed at corporate finance executives and senior investment professionals. It’s a two-year course delivered part time in either Chicago, London, or Hong Kong. 

In this new Global Advanced Finance Program, executives complete six elective sessions to gain an interdisciplinary approach to financial leadership, with the option to take several new electives at Chicago Booth. Electives include The Advanced Valuation Program, Portfolio Management, Strategic Organizational Management, and Pricing for Profitability.

Some of these programs are also designed for non-finance executives to get up to speed on developments in the financial world. “Financial education is not confined to financial professionals; they are already familiar with financial tools,” says Lily Fang, Professor of Finance at INSEAD business school in France and Singapore. “On the other hand, it is the non-financial executives that often really need knowledge of finance in order to transition into general management.” 

INSEAD offers the Finance for Executives program for non-financial executives. “Participants learn first how to measure value. We then discuss the concrete frameworks and tools that can help link finance with operations and strategy for the business in order to create value,” Fang adds. 

Tailored programs for senior leaders

Other courses are aimed at the most senior decision makers in finance: CFOs. They gain strategic insights into emerging trends, disruptive technologies, and regulatory developments shaping the finance industry. They also reflect the evolving role of the CFO. 

“For a long time, there has been discussion of finance professionals and CFOs becoming active business partners,” says Jukka Nordlund, Senior Program Manager at Aalto University Executive Education in Helsinki, Finland. “Digitalization is a key factor in this transition, as the amount of data and possibilities to utilize it in decision making and business development is increasing.” 

The proliferation of technology and artificial intelligence has revolutionized the way financial transactions are conducted, data is analyzed, and decisions are made. CFOs must understand the implications of these advancements on their organizations’ financial strategies, risk management practices, and operational efficiency. 

Many executive education programs provide CFOs with the opportunity to delve into topics such as fintech, blockchain, machine learning, and data analytics, equipping them with the knowledge and tools to leverage technology effectively. The Aalto CFO Program, for example, is designed for financial executives who wish to strengthen their role and gain new perspectives on the latest developments in digitalizing the business environment and finance functions.

“The advantages of digitalization for the finance function are so obvious,” says Nordlund, in terms of empowering CFOs to streamline processes, enhance decision-making, and drive strategic value within their organizations. 

Ultimately, executive education programs play an important role in equipping financial and non-financial managers at all levels with the knowledge, skills, and insights needed to navigate the complexities of modern finance. 

And they take a multifaceted approach, drawing on insights from organizational behavior, psychology as well as management theories. Participants are immersed in experiential learning environments that mirror real-world challenges, providing them with the tools and strategies necessary to navigate diverse team compositions, mitigate conflicts and harness collective strengths.

“Through an exercise-based curriculum, you will identify direct applications of the learning to your team leadership role,” explains William Klepper, the Faculty Director of the Developing and Leading High-Performance Teams program at Columbia Business School in New York.

“You’ll walk away from the program with an action plan for your team, ready to implement improved team leadership, develop high-functioning teams, and work towards higher team performance,” he adds.

Columbia Business School’s Developing and Leading High-Performance Teams stresses that the key to organizational success is dependent upon harnessing the power of teams. “It will enable executives to develop the skills and tools needed to maximize the potential of diverse teams to increase productivity, efficiency and effectiveness,” says Klepper.

He adds that “executive Education focuses its scholarship on the application of knowledge In other words: good in theory but will it work in practice”.

Diversity and inclusion: imperatives for high-performing teams

Furthermore, diversity and inclusion play a crucial role in executive education programs aimed at building cohesive and high-performing teams. “Diversity, equity, and inclusion (DEI) are three closely linked values held by many organizations,” says Diana Cordova, Managing Director of Executive Education at Kelley School of Management in Illinois. “Striving to build and maintain a workforce of people representing different races, ethnicities, religions, abilities, genders, and sexual orientations has recently been at the forefront for many organizations.”

There are strong motivations for this. Studies have shown that companies focusing on diversity, equity and inclusion attract and retain top talent better, are better able to meet the needs of different customer bases and are better able to respond to challenges, Cordova points out. “And, according to McKinsey, the business case for diversity and the relationship between diverse executive teams and financial performance continues to strengthen over time.”  

Kellogg offers the Leading High-Impact Teams course for executives, which focuses on experiential learning and teaches the intricacies of internal and external team dynamics and how to manage them.

So what specific leadership skills and qualities do executive education programs focus on developing to enhance team effectiveness? “We start by eliminating problematic assumptions about teamwork and replacing them with healthy ones,” says Selin Kesebir, Associate Professor of Organizational Behavior at London Business School, which offers the Leading Teams for Emerging Leaders executive education course.

For example, some managers think that they need to do everything by themselves, that they need to control their team members, or that it’s about how brilliant they are. “We encourage managers to think through and share their experiences on why these assumptions are counterproductive,” Kesebir continues. “Through discussion and exercises, we drive home the points that effective leaders mobilize all latent capacities in their teams, rather than doing the work themselves or that chronic micro-managing is going to hurt the team.”

Addressing the challenges of remote work and virtual collaboration

Additionally, executive Education programs are instrumental in addressing the obstacles of remote work and virtual collaboration, says Steven Grundy, Interim Director of Open Programs for the Executive Education division of Cambridge Judge Business School, in the UK. “These programs not only enhance the efficiency and productivity of team meetings in both virtual and traditional environments, but also equip individuals with effective strategies for managing remote teams and maintaining strong communication and organizational culture,” he adds.

Cambridge Judge offers a wide range of courses for executives dedicated to enhancing team performance. One such program, “Creating High-Performance Teams”, provides participants with the ability to view things from different perspectives and transform talented individuals into cohesive, high-powered teams.

“Furthermore, this program prioritizes coaching and support, empowering participants to both challenge and elevate their teams,” says Grundy, adding this aids the development of strong leadership styles too.

With so many options available to choose from, what are some key considerations for organizations when selecting executive education programs to address their team-building objectives?

Grundy says organizations must have a clear understanding of their overall goals and strategic objectives. “Equally important is the determination of whether the program will focus on individual or collective objectives; some organizations may priorities upskilling and developing a strong leadership pipeline, while others may require targeted support for individual leaders to improve team cohesion.”

He says that Cambridge Judge “highly recommends reaching out to a provider to discuss specific organizational challenges, as there may be valuable insights and options available”.

From the integration of cutting-edge technologies to the reimagining of curriculum structures, the forthcoming changes are poised to reshape the way executives learn, adapt and lead in an era defined by innovation and uncertainty.

Across the globe, business schools also anticipate the demand for executive education courses growing strongly in 2024, coming from both individuals (open enrolment) and organizations (custom).

“Demand for executive education is continuing to grow as we move forward from the post-pandemic recovery,” says Trisha Fountain, Managing Director of Open Enrolment and Digital Programs at the University of Michigan Ross School of Business.

“Based on current conversations with executives in our programs, I expect both individuals and organizations will continue to seek training and development in both soft and hard skills,” she says. “Soft skill development is likely to be centered on empathic leadership and the cultivation of resilient workforces. Technical skills will focus on the advancement of generative AI in organizations and the use of AI in strategic planning and decision-making.”

Furthermore, the changing dynamics of the business environment are set to influence the skills and knowledge areas that will be in high demand through executive education programs in 2024.

“The changing dynamics of the business environment will heavily influence the content of executive education courses,” says Fountain. “Topics of interest will likely include navigating internal and external cultures in mergers and acquisitions, skillfully leveraging AI in business processes and decision-making, and developing sustainable business practices in the era of ESG [environmental, social and governance]. Ultimately, navigating organizational and environmental changes will be a skill to master in and of itself.”

The data and AI revolution

This is a sentiment echoed by Cecile Arragon, the Executive Director of Business Development for HEC Paris’s Executive Education department in France. “The data and AI revolution and the sustainability challenge are the two key topics that drive both the individual and corporate executive education demand in terms of re-skilling and knowledge development,” she says.

“More generally, C-level executives who are involved in a fast changing and volatile environment expect executive education programs to offer a safe harbor to step back, think, network and plan ahead,” she says. “They highly value the interactions with researchers who share science-based insights that can guide fact-based decision making and strategies.”

Moreover, she says HEC anticipates strong demand for executive education courses in 2024, “as the dynamics of the business environment call for changes in strategy and transformations at the organizational level, and new skills and behaviors at the individual level”.

Karis Burton, Head of Corporate Development at Henley Business School in the UK, also notes robust continuing demand for executive education. “From the perspective of individual professionals, there is a growing demand for courses that are designed to help them develop the skills and knowledge they need to succeed in the digital age,” Burton says.

“This includes learning that focuses on creating the conditions through leadership for others to succeed in this technology-fueled world,” Burton says. “Individuals are also becoming increasingly interested in courses that are flexible, and can be taken online or on-demand. This is due to the fact that many professionals are now juggling multiple commitments, such as work, family and personal goals in a post-Covid world.”

She says that for many organizations, the focus is on helping their employees develop the skills they need to work in a changing world. “We are seeing a real spike in demand for more strategic programs around workforce planning from a human resources or organizational development perspective,” adds Burton.

Innovation in delivery of learning 

To meet this growing demand, business schools are expected to innovate in their delivery of executive education to cater to the diverse learning preferences and needs of professionals in the year ahead.

“As the world has become more adept at hybrid work contexts, business schools are increasingly called to deliver learning experiences that meet the current needs of in-demand executives,” says Michigan Ross’s Fountain. “There is a paradox in that executives report better peer-to-peer learning and networking opportunities from in-person programs, but busy schedules require the flexibility of delivery modalities that include asynchronous and synchronous online delivery of content as well.”

She says that schools that find a way to seamlessly marry these two experiences into comprehensive learning journeys will likely have the most success in meeting the needs and preferences of today’s executive learners.

With massive budgets, superstar athletes and passionate fan bases, the dynamics of this sector have transformed the way we perceive sports. As a result, a new breed of professionals is required - equipped with the knowledge and skills to navigate this complex and ever-changing field.

For those who aspire to make their mark in the business of sport - or advance their existing careers - executive education programs offered by business schools present a unique opportunity for growth and specialization.

Business schools have recognized the demand for specialized education in the sports industry and have developed programs that provide participants with a unique set of skills tailored to this niche. 

A number of exciting options exist, with the newest coming from three of Europe’s top business schools: ESSEC Business School in France, WHU – Otto Beisheim School of Management in Germany and the Stockholm School of Economics in Sweden.

The European Sports Business Program (ESBP)

The trio of institutions late last year announced the creation of the European Sports Business Program (ESBP), a new executive education offering for leaders interested in the European sports industry.

The schools created the new ESBP program because the sector is becoming more digital, more international and needs strategies and experts capable of rising to the challenges posed by the modern era.

“As the sports industry continues to evolve in a digital, globalized landscape, there’s an increasing demand for leaders with strategic acumen and strong leadership capabilities,” says Professor Karoline Strauss, ESSEC Sports Chair based in Paris. “Through this program, we aim to nurture future leaders who can not only adapt to this ever-changing landscape, but also drive it forward.” 

“We aim to provide our participants with a forward-thinking perspective that prepares them to seize opportunities and manage risks in the changing sports industry,” adds Professor Sascha Schmidt, Director at WHU’s Center for Sports and Management in Düsseldorf.

Profound economic, social and cultural impacts

Sports no longer simply mean entertainment: they have become a global industry with profound economic, social and cultural impacts. As a consequence, managing the business side of sports has become a specialized endeavor.

Whether it’s negotiating multimillion-dollar player contracts, strategizing sponsorship deals, or ensuring the operational success of stadiums and events, professionals in this industry need a deep understanding of finance, marketing, management and law. That’s where executive education programs in sports business come into play.

These programs cover a wide range of topics, including sports marketing, finance, law, analytics and management. Participants delve into subjects like sports sponsorship, branding, athlete management and sports venue-operations.

One of the most significant advantages of enrolling in such an executive education program is the access to industry experts. Many programs feature guest lectures, field visits to sports organizations, and hands-on projects with real sports companies. 

The sports industry thrives on relationships and connections. These programs often bring together like-minded professionals, providing a valuable network of peers, mentors and potential employers.

Building a valuable network

For example, the Isenberg School of Management at the University of Massachusetts Amherst offers a range of executive education programs focused on the business of sport through the McCormack Department of Sport Management.

“Our network of over 3,000 alumni working in sports and entertainment helps support student outcomes,” says Will Norton, senior lecturer in the Department of Sport Management at the Isenberg School. “It also helps students identify and prepare for a wide variety of careers in sports and entertainment. We conduct a macro-level scan of the industry and help students find their sweet spot.”

The school's executive courses provide participants with the practical training and skills needed to work across any and all sports management sectors and functions, such as marketing, sales, agency, corporate sponsorship, college athletics administration, business intelligence and analytics, market research and more.

“Sports and entertainment is a vast, multi-billion dollar industry that spans the globe and relies on collaborative leadership, strategic thinking and data-driven insights,” says Norton.

As the business of sport continues to expand and evolve, the need for specialized knowledge and skills becomes increasingly evident. Executive education programs at these business schools offer a tailored pathway for professionals to gain the expertise needed to thrive in this dynamic industry.

For those with a passion for sports and a desire to succeed in this exciting field, enrolling in an executive education program might just be the game-changing move that takes their career to the next level. 

Whether adapting to the demands of Industry 4.0, mastering data analytics, or embracing sustainable business practices, executive education courses are designed to provide a tailored and accelerated learning experience that aligns with the unique needs and challenges faced by leaders in various sectors.

From fostering innovation and adaptability to cultivating leadership acumen in the face of uncertainty, executive education is guiding professionals toward a future where agility and expertise are synonymous with success. “Many business schools are adept at addressing the evolving needs of professionals in today’s rapidly changing business landscape. They often partner closely with companies to understand and meet their latest demands,” says Mandy Hübener, Program Director for Executive Education Programs at ESMT Berlin.

She says research-oriented schools like ESMT also prioritize thought leadership, engaging in ongoing research to stay ahead of developments in the world of business and leadership. “Additionally, many schools effectively leverage their alumni networks and engage in active community exchanges. This multifaceted approach allows business schools to continuously update and refine their executive education courses, ensuring they remain relevant and impactful for professionals at various stages of their careers,” Hübener says.

Furthermore, executive education can contribute to fostering a culture of continuous learning and adaptability within organizations. “Executive education creates invaluable spaces where professionals learn about emerging concepts and business practices before they become industry trends,” says Trisha Fountain, Managing Director for Open Enrollment and Digital Programs at University of Michigan - Ross School of Business.

Working with top business schools allows executives to learn from faculty who have deep expertise, she adds. “Attending programs that focus on action-based learning also allows organizations to create buy-in for change and transformation throughout multiple levels of leadership. Once experienced, professionals and organizations alike understand the value and work to maintain or create more of these spaces.”

Cultivating Continuous Learning and Adaptability

Business schools can assess the impact of executive education programs in multiple ways. During program delivery at Michigan Ross, learning assessments are included to ensure mastery of content. “Pre and post-program assessments are tied to workplace skills and behaviors. They can be administered as 360-degree reviews, supervisor or self-appraisals,” Fountain says.

“Executive coaching can also be integrated throughout longer learning journeys that ensure the application of new skills by participants. Finally, another common metric of success is the rate and level of promotion for participants after completing programs,” she continues.

Measuring the impact of executive education programs depends on the program, its topic and objective, according to Professor Nils Stieglitz, President and CEO of Frankfurt School of Finance and Management. “Programs on new regulatory requirements, for example, offer obvious value for organizations affected and individual employees. Other programs focusing on strategic or meta-skills are more challenging to assess,” he adds.

The Frankfurt School uses surveys, feedback and ongoing dialogue with participants and clients to measure the attainment of learning objectives and value delivered, he says. “Organizations can track the impact on individual career progression, such as promotions or salary increments, and organizational improvements, like enhanced productivity or profitability.”

Crucially, Stieglitz notes that executive education programs be customized to address the unique reskilling needs of executives at different career stages, from mid-level managers to C-suite executives. “For corporate programs to be impactful, a detailed analysis of the status quo and a precise definition of objectives are required. For example: Why does a client need this program? What are the needs for the individual, the team, and the entire organization? What skills do individual participants already have?” he explains.

Potential C-suite executives, on the other hand, might need the skillset to enable their organization to deal with complex, permanent uncertainties, he says.

Customization for Varied Career Stages

Back at ESMT, Hübener also says that understanding that reskilling needs varies across different career stages, so executive education programs are typically designed with a specific target audience in mind. “First-time leaders often need development in fundamental skills like effective communication and basic team management, focusing on their transition from individual contributors to people managers,” she adds. “Middle managers require training in advanced team leadership and strategic thinking, aimed at integrating departmental goals with broader organizational strategies.”

Senior executives, on the other hand, benefit from learning about global business acumen, innovation leadership, and stakeholder management, focusing on shaping organizational vision and driving large-scale change.

“Customization to different career stages extends beyond content selection, and also encompasses the choices of learning formats and methods, company visits, external guests for lectures or discussions,” Hübener says.

Overall, it’s clear that executive education is a strategic ally, guiding professionals toward a future where continuous learning, adaptability, and expertise are not just aspirations but the cornerstones of success.