Startups

Alumni profile: Melvin Poh widening access to business knowledge in Asia

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Alumni profile: Melvin Poh widening access to business knowledge in Asia

Francesca Hoare Tue, 04/03/2025 - 09:31

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27 February 2026 Alumni

Alumni Careers: Understanding imposter syndrome and career growth

Imposter syndrome is something our careers consultants encounter frequently when supporting professionals through moments of growth, transition, and increased responsibility.

13 February 2026 Alumni

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

As the world of work continues to shift through the rise of remote working and rapid advances in AI, our careers consultants are increasingly supporting professionals who want to stay visible, valued, and strategically positioned.

13 May 2019

Alumni

Entrepreneur and alumnus Melvin Poh (MSc Innovation, Entrepreneurship & Management 2015) not only has a thriving startup under his belt, but a prestigious business title too. Recently recognised in the Forbes ‘30 Under 30’ list for Asia in Media, Marketing and Advertising, Melvin spoke to us about the vision for his startup and why access to business knowledge is so empowering.

What gave you the idea for your business?

The idea for The Asian Entrepreneur arose from the uniquely challenging nature of economic and entrepreneurial development in Asia, where business processes are fundamentally different. Asia presents immense economic potential and widespread opportunities for market impact. However there is a knowledge gap surrounding the unique challenge of entrepreneurship and business in the region.

The Asian Entrepreneur was conceived to provide access to business knowledge. The accessible media platform allows entrepreneurs to share practical insights and valuable experiences.

How did it feel when your business launched?

Taking the first step to launch the venture was an incredibly difficult decision. The ambitious task seemed very daunting – we were targeting an entire region rather than a single country! I therefore sat on the idea for a long time before actually taking the first step to initiate it. Much time was spent on planning the business model and potential development. I shall never forget the initial mixed feelings of fear, excitement as well as the great sense of purpose and commitment when the business was finally launched.

What was the greatest challenge you faced in starting out?

The greatest challenge has been scaling our organisation and making it sustainable to realise our unique mission. It is quite challenging because the underlying ethos is to create greater accessibility to knowledge. Therefore we made access to our content entirely free. We also tweaked our business model to ensure the integrity of our content. This means that we cannot rely on traditional methods of generating revenue. For example, our platform does not possess a paywall, users can access everything with absolutely no barriers. We have also largely forgone traditional advertising to create the cleanest user experience possible. These decisions are spurred by the social nature of our organisation. We’ve had to be incredibly creative and tenacious about how to scale in spite of the extra challenges with the business structure.

What have been the key lessons learned from the whole process?

There are three major lessons that I’ve learnt:

Entrepreneurship is an inherently organic and uncertain process. We should accept and embrace this. It is not possible to plan for every scenario with certainty and control every aspect of a business and its development. No amount of planning or risk management can prevent unpredictable external influences. As entrepreneurs, we must be ready to adapt and improvise. Being a successful entrepreneur is an iterative process.
Entrepreneurship is inevitably a group effort. Ambitious ventures cannot be realised alone and is often dependent on the team you create, the way you interact with and work with them as well as other people in the business community. It is very much about building and managing alliances.
Entrepreneurship is perhaps one of the most tiring career paths. There is this idea that being an entrepreneur is a great escape from the 9 to 5 grind. Ironically that is true, but in the most unexpected and perhaps undesired way. This is because you end up adopting a 24/7 schedule instead, where work is the only constant on the back of your mind. Being an entrepreneur and business owner means that you must oversee every aspect of the business. It took me a long time to get accustomed to this. It is also important to consider the psychological side of running your own business – you don’t want to burn out before you have achieved your goals.

What has been the highlight so far?

One of the greatest highlights has been an email I received from someone in Mongolia. He explained that he was aspiring entrepreneur who always had dreams of pursuing business in Asia. However, he had no idea where or how to start. He never studied business and the resources in his country were extremely limited. But through the discovery of The Asian Entrepreneur, he was finally able to get personal insights on entrepreneurship in Asia. Today, the individual has migrated to Singapore where he has co-founded a financial technology startup. He emailed me to express his gratitude for our work which has aided him in his career. To know we have positively impacted the lives of others is always a highlight for me. It’s a reminder that knowledge has the ability to empower people. That is why our mission is so important and why I am so passionate about my work.

Any advice to budding entrepreneurs?

In our work, we have spoken to thousands of budding entrepreneurs. Many of them often ask how they can avoid failure. The most important advice I’ve discovered is: do not be afraid to fail because failure is inevitable. The truth is failure is an inevitable part of life and a fundamental component of business. Unexpected results will often arise. There are many examples of how genius entrepreneurs have failed, but gone on to achieve great success. The importance lies in discovering the reasons for failure, rectifying it and adapting one’s approach. Thus, the biggest takeaway is to be prepared of failure and changing your mindset on failure; learn to embrace it.

Entrepreneurship is an inherently organic and uncertain process. We should accept and embrace this. It is not possible to plan for every scenario with certainty and control every aspect of a business and its development. No amount of planning or risk management can prevent unpredictable external influences. As entrepreneurs, we must be ready to adapt and improvise.

How did your time at the Business School help you?

My time at 51�Թ�� has contributed substantially and positively to my entrepreneurial journey. I was previously a barrister specialising in corporate finance, and so 51�Թ�� has equipped me with valuable business knowledge and the foundation to tackle starting my own business. It has certainly assisted me in shaping my business ideas and made me much more analytical.

The cross-pollination of multiple disciplines and faculties is also a defining characteristic of 51�Թ��. It was inspiring to study with such diverse people of different nationalities and backgrounds. Interacting with them has endowed me with a global perspective and an alumni network spanning globe. Many of the professors have also been great mentors, teaching important lessons that have shaped many parts of my business today. The Business School has been a great stepping stone towards even greater moments in my life and studying at 51�Թ�� stands one of the best decisions I have taken.

I believe business education is a weapon for progress that can be used to progressively change the world of tomorrow and empower. This is why I believe that accessibility to business knowledge should be a right and not a privilege.

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The hidden cost of startup buzz: how founders and investors can avoid a culture of hubris

Christian Hampel — Wed, 15 Jan 2025 12:14:02 +0000

The hidden cost of startup buzz: how founders and investors can avoid a culture of hubris

Christian Hampel Wed, 15/01/2025 - 12:14

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14 July 2025

It’s the dream of many startups: grow aggressively to chase the hype and become a unicorn. However, trying to pull this off all too often turns into a nightmare for founders, employees and their stakeholders alike. Our recent study found that growth-chasing startups risk ingraining a damaging “hubristic culture” – characterised by the sense of being entitled to break rules without caring about consequences.

A hubristic culture often looks exciting to employees but actually damages the company. It leads employees to believe they can do no wrong in the pursuit of growth. This is a recipe for disaster. A report by debtors of failed crypto exchange FTX Trading, for example, blamed its collapse on “hubris, incompetence and greed” (the company’s founder, Sam Bankman-Fried, is appealing his conviction).

Together with Elena Dalpiaz, I have studied hubristic culture in a tech startup that initially achieved hypergrowth for a few years. However, this culture led the startup to adopt harmful behaviours that hurt stakeholders and threatened its very survival until the company embarked on a major reform process. While this turnaround was a success at the time of our study’s conclusion, the company, like many others in the sector, later exited the market due to new regulatory changes. This has helped make the case for broader volatility of the industry rather than undermining the impact of cultural reform.

Red flags in startup culture

We found that one major red flag for a hubristic culture is when startups pursue growth at all costs. This is problematic because employees believe it does not matter how their growth-chasing actions affect stakeholders. Consequences of this can include: regularly letting customers down during the hypergrowth; getting ever more regulatory fines; and receiving increasingly hostile coverage on key (social) media channels.

Another major red flag for a hubristic culture is a specific type of excitement shared among the startup’s employees: what we call “antagonistic excitement”. This is the enthusiasm to operate in opposition to outside norms. For example, an employee of the tech company we studied was thrilled when masses protested the company’s rule-breaking: “we were getting attacked […] You live off that adrenaline”.

Getting excited about breaking rules and about receiving external criticism is dangerous because employees risk losing moral awareness, i.e. the ability to care about (not harming) the outside world.

How to build a sustainable startup culture

How do startups avoid the trap of a hubristic culture? First, by focusing the team on pursuing growth that can be sustained over the long-term, rather than seeking growth at all costs. This forces employees to pursue growth that fits with society because only this is sustainable over time.

Second, it’s important to banish antagonistic excitement. Whereas excitement about the startup’s mission and about any constructive plans can be very positive, what stores up trouble is fostering excitement about breaking rules and getting criticised. It’s important for startups to emphasise that, amid all the excitement, the pursuit of growth should not endanger the well-being of others.

Hubristic cultures in startups are initially intoxicating for employees but they are ultimately toxic for everyone. When startups collapse, founders, investors, employees and stakeholders are all harmed. It’s important that hyped companies fix a hubristic culture before it’s too late. This gives them the chance to build a company that will last, rather than becoming a cautionary tale for the next excitable startup.

This article draws on findings from the Journal of Business Venturing article “When Hype Collides with Morality: How Entrepreneurial Framing Affects the Behavior and Legitimacy of Hyped Ventures” by Christian E. Hampel (51�Թ��) and Elena Dalpiaz (USI Lugano).

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Grounded in new research, this article reveals the warning signs of “hubristic culture” and offers practical strategies to foster sustainable growth

Main image: Nuthawut Somsuk / iStock via Getty Images Plus

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Business School MSc graduate Alvia Dibby Shadqah speaks to the Financial Times about life as a female entrepreneur

Evie Burrows-Taylor — Mon, 09 Sep 2024 11:28:25 +0000

Business School MSc graduate Alvia Dibby Shadqah speaks to the Financial Times about life as a female entrepreneur Evie Burrows-Taylor Mon, 09/09/2024 - 11:28

4 September 2024

"Lessons from the last three years in venture capital": MBA alumnus Kjartan Rist writes in Forbes

Evie Burrows-Taylor — Mon, 26 Feb 2024 09:56:42 +0000

"Lessons from the last three years in venture capital": MBA alumnus Kjartan Rist writes in Forbes Evie Burrows-Taylor Mon, 26/02/2024 - 09:56

20 February 2024

Startups

How to survive as an entrepreneur: insights from Steve Blank

Evie Burrows-Taylor — Tue, 13 Feb 2024 11:47:09 +0000

How to survive as an entrepreneur: insights from Steve Blank

Evie Burrows-Taylor Tue, 13/02/2024 - 11:47

14 February 2024

We sat down with world-renowned entrepreneur Steve Blank to talk about the significance of the lean startup movement, how generative AI will revolutionise the business landscape and what leaders need to do to survive the changes ahead

Famed for his founding role in the lean startup movement, Steve Blank, now an adjunct professor of entrepreneurship at Stanford, has also co-created the 51�Թ�� Wicked Module at 51�Թ�� Business School. The class teaches students to use lean startup tools to address “wicked” problems that have multiple moving parts and no obvious solution, such as insurgencies, disinformation and climate change.

We spoke to Steve about the significance of his work and the biggest challenges and opportunities facing today’s entrepreneurs.

Why was the lean startup movement such a widespread sensation?

Lean’s biggest insight was observing that startups are not smaller versions of large companies and, while large companies execute business models, startups search for them. For the business world, it was like discovering an entirely new continent.

We had built tools for executing an existing business model, but we had absolutely nothing when it came to searching for them, including the understanding that it needed to be done.

My work, along with that of Eric Ries and Alexander Osterwalder, formed the beginnings of the Lean Movement. I remember going to some of the best business schools in the world and people saying: “How hard can [running a company made up of] six people in a garage be?” But I deeply understood just how hard the startup setup was.

How will generative AI impact entrepreneurship?

The impact on entrepreneurs will be enormous: they’ll be able to use data to look at what people in certain demographics want and use generative AI to come up with product ideas, websites and even pivots.

Now, if I’m in healthcare and the NHS decides they want to make money, I could take all the health data I have about everybody in the UK and start figuring out how to do it using AI models. If I was an entrepreneur today, I would be working on a piece of enterprise software to create an end-to-end platform for using AI in building startups.

What innovation challenges are unique to today’s businesses?

Large organisations are designed for repeatable and scalable processes. This works well when your business environment is relatively stable, or your competitors have the same resources as you.

These days, you’re competing with smaller companies designed to move rapidly and take risks, and that’s hard to sustain. Companies adopting startup methods often end up with innovation “theatre”, rather than innovation delivered. Carving out an innovative path requires committed leadership, culture and process change.

What is the most common mistake you see startups making?

Entrepreneurs have the passion to come up with an idea, execute it and then expect to stand back and see all the orders rolling in. That almost never happens.

The phrase I keep repeating after two decades: there are no facts inside the building, so get the heck out. When I taught the 51�Թ�� Wicked Module at 51�Թ��, I told students how important it is to talk to customers and listen to the data.

How do you think large corporations can overcome challenges with agility?

It really starts with the leadership team agreeing that execution pays your salary, but innovation pays your pension. Then deciding whether they're willing to make the changes necessary to provide a parallel pathway for innovation.

However, the worst thing you could do is make the entire company about innovation and put the core business at risk. My first mantra to CEOs is: whatever you do, protect the core.

How can leaders ensure they stay relevant?

If I was a CEO, I'd ensure I was thoroughly educating myself about the changes in my sector. If you don’t understand the relevant technology, supply chain, manufacturing et al and its implications, it would be like a CEO at the turn of the century not understanding manufacturing in China.

Lifelong learning plays a large role in figuring out how to keep CEOs continually engaged in new methods, tech, challenges, as well as global opportunities and threats.

51�Թ�� Wicked Module leader Cristobal Garcia Herrera conducted a fireside chat with Steve Blank at the Wicked Acceleration Labs 4th Annual International Symposium on Corporate Acceleration and Digital Transformation in November 2023.

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Wicked Problems, System Dynamics & Entrepreneurial Innovation: 11 June – 12 July, 2024

The 51�Թ�� Wicked Module is a one-month programme for 51�Թ�� Business School students, where we will introduce participants to a unique set of frameworks, approaches, and tools curated to address 'wicked problems".

Experimentation in business: 3 ways to avoid the hidden risks

Experimentation is key to platforms improving their services – but this is often carried out in secret and can have disastrous unintended consequences.

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"Better than the real thing?": The European publishes article by Dr Jan-Michael Ross on imitation

Evie Burrows-Taylor — Mon, 18 Sep 2023 15:16:22 +0000

"Better than the real thing?": The European publishes article by Dr Jan-Michael Ross on imitation Evie Burrows-Taylor Mon, 18/09/2023 - 15:16

30 July 2023

AI and business: 5 big thoughts for leaders

Evie Burrows-Taylor — Thu, 04 May 2023 15:17:24 +0000

AI and business: 5 big thoughts for leaders

Evie Burrows-Taylor Thu, 04/05/2023 - 15:17

9 May 2023

What are some of the key considerations for business leaders when it comes to AI? Our experts tell you what you need to know.

Artificial intelligence (AI) is transforming the business world – but navigating AI-enabled applications and technology, and successfully incorporating them into your business practices can be tricky. Here, we point to five big ideas around AI opportunities, responsibilities and trends from 51�Թ�� Business School's experts, to help business leaders thrive during the digital transformation.

1. The real AI revolution is yet to come

The competitive advantage that big business has gained from access to automation and big data can only last so long. Professor Chris Tucci explains that, soon, every company will have access to those same technologies and the real revolution in business will begin.

2. We have the ability to shape our future

Professor of Practice David Shrier gives us the inside scoop on the “future business" and how to avoid the negative impacts of AI.

3. Artificial intelligence can quickly train itself to violate regulations

When we hand decision-making to a machine, how do we make sure that it reflects the values of our societies? How do we ensure that AI follows the law?

4. You need to understand where AI works well – and where it doesn’t

Professor Marcin Kacperczyk explains that, while financial services firms expect significant growth in their use of machine learning, they are already having problems implementing it at scale.

5. AI has a tendency to amplify pre-existing inequities

Through this award-winning research, Professor Tarun Ramadorai explains that machine learning does reflect existing biases – even if the cause is not inherent in the technology itself.

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Imitation: the new key to business success

Jan-Michael Ross — Thu, 16 Mar 2023 11:56:39 +0000

Imitation: the new key to business success

Jan-Michael Ross Thu, 16/03/2023 - 11:56

20 March 2023

In the business world, as elsewhere in life, copying is frowned upon. Yet, in some cases, it has been responsible for inspiring business leaders, creating new markets and, most surprisingly, driving innovation

"Copycat" is a term loaded with judgement and businesses tend to look down on any kind of imitation as a weak and limiting strategy. According to received wisdom, an imitator can only be as good as, never better than, the real thing – just as a tribute band is bound to peddle the same old material without the original spark.

Our research attempts to set the record straight on this blinkered and outdated view. Imitation is rife throughout commerce – and has been applied widely – from floor mops through to consumer technology and services. Used deftly, imitation can speed up the pace of change, spark innovation and leverage creativity.

Back in 1966, Harvard economist Professor Theodore Levitt pointed out that we “often mistake innovation for what is really imitation”. More than 40 years later, the equally revered Stanford Professor James G. March observed “imitation probably represents the majority of what is normally called innovation”.

Big companies stay ahead by imitating smaller rivals; startups fast track their experience by looking at competitors’ strategies, sometimes sharing insights and successes. Investors prefer startups that borrow from tried and tested technology and experience rather than putting their cash into riskier novel ventures.

But imitation as a business strategy doesn’t inspire; LinkedIn isn't awash with entrepreneurs declaring themselves to be leading imitators in their field. We idolise what is new and creative without acknowledging the debt owed to existing business. But if leaders can recognise the importance of imitation, they can limit blind spots and get the upper hand.

Imitation is more than simply copying: it might mean emulating products and processes, a firm’s technologies and resources, or even structures and strategies.

Used deftly, imitation can speed up the pace of change, spark innovation and leverage creativity.

Take the fashion chain Zara, which pioneered the extremely successful business model of swiftly copying designer brands for a fraction of the price, and putting clothes on sale at carefully selected locations. Enter challenger Shein, which has stolen the rug from under brands like Zara by producing on-trend clothes available online in under a week at rock bottom prices. This has resulted both in meteoric growth and flurries of copyright complaints. But, in turn, new challengers from China are poised to oust Shein with superior offers. Whatever your view of fast fashion, in this case imitation has created a new market.

There are at least three main misconceptions about imitation that are worth challenging:

1. Imitation is weak

Mightier firms often compete with, and draw upon, the experiences of smaller players. They’re often successful because their superior muscle power allows them to exploit innovations. Take P&G’s "breakthrough" quick mop, the "Swiffer", which was an instant hit when it launched in 1999, and has since generated millions of dollars. A similar product was already sold in Japan, which P&G says it tweaked and improved.

There are other instances of corporate giants introducing products or features bearing a resemblance to competitors’ earlier efforts: at its launch in 2001, the Apple iPod bore a close physical resemblance to the Diamond Rio, the world’s first digital audio player launched four years earlier. More recently, Meta launched Facebook products resembling Snapchat and TikTok features.

In the right climate, imitation benefits even the heftiest players. Imitation can be an effective defensive strategy for a leader, as illustrated by our analogies with competitive sailing in earlier research.

2. There’s only one way to imitate

We tend to assume that imitation is a binary choice, a simple "yes or no" decision, but choosing when, how, what and who to imitate requires skill and judgement. Sometimes it pays to integrate disparate elements to create something new – and then imitation becomes creative. Timing can be critical too: is it better to wait until a new product or service has bedded in or move swiftly? Speed can influence how competitors respond and creates its own market dynamic.

3. Imitation is easy

Business leaders fall into the trap of believing that imitation is a simple cut and paste option, which doesn’t do justice to its complexity. Technologies and services might be opaque or secretive and, as a result, difficult to copy. To imitate well, a company might require superior resources such as supply and distribution networks. Or, it may not be obvious which element gives a brand its competitive edge.

For example, consumers might be choosing a beer for its flavour over its packaging, but if rival firms don’t understand what’s driving consumer preferences, they might imitate the wrong thing. And then there are occasions when it suits businesses to encourage imitation by others – it might boost customer numbers, help establish and legitimise goods or services, or even help firms keep an eye on the opposition and limit risk.

While these assumptions may be true in some instances, they don’t do justice to the more complicated reality. To underestimate the power of imitation is a business opportunity missed and, as a business tool and tactic, imitation risks being overlooked. With a deeper understanding of how imitation helps businesses and sectors evolve – as seen in fast fashion, personal computing and more – it can become a source of inspiration, as well as nudge companies to push boundaries and speed up the pace of innovation.

This article draws on findings from "Reconceptualizing Imitation: Implications for Dynamic Capabilities, Innovation and Competitive Advantage" by Hart E. Posen (University of Wisconsin-Madison), Jan-Michael Ross (51�Թ�� London), Brian Wu (University of Michigan), Stefano Benigni (51�Թ�� London) and Zhi Cao (University of Nevada, Las Vegas).

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How to adapt your business in a crisis

In times of crisis, companies tend to respond by downsizing their operations. But instead, they should be taking stock and considering opportunities for innovation, so they can emerge stronger during the recovery.

MSc Innovation, Entrepreneurship & Management

MSc Innovation, Entrepreneurship & Management is designed to equip graduates with the skills to become entrepreneurs or lead innovation from within companies. Apply today!

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Davos 2023: Five insights for business leaders and policy makers

Michael Mills — Thu, 12 Jan 2023 14:20:59 +0000

Davos 2023: Five insights for business leaders and policy makers

Michael Mills Thu, 12/01/2023 - 14:20

13 January 2023

Whether you're attending the World Economic Forum Annual Meeting, one of the fringe events, or following the discussions from abroad, here's a selection of five articles from IB Knowledge which provide insights into the key topics you can apply all year round

1. How to plan the future of sustainable energy

Sustainable energy has been one of the defining concepts of the 21st century so far, changing the way governments, businesses and individuals operate – possibly forever. But to meet sustainability goals, our future power systems will need to change dramatically over the next 50 years and the right solution is critical to shaping policy.

2. Restarting the future: why the intangible economy isn’t working and how we can fix it

Since the turn of the century, businesses have been putting more money into intangible assets, making them a cornerstone of the economy. Despite this, the pace of investment is slowing and developed countries find themselves in a strange position: the world is richer than it’s ever been, yet their economies are suffering from major issues, including stagnation, inequality, and dysfunctional competition.

3. What African tech startups can teach us about digital innovation

The latest figures show some $4 billion of investment was funnelled into African tech startups in 2021 and six unicorns have emerged on the continent. But what makes certain tech businesses flourish in these unique circumstances?

4. Could engaging in corporate social impact work damage your career?

Companies that offer employees the chance to engage in social impact work benefit from improved recruitment, mitigation against adverse employee behaviour and improved employee retention. However, it does not necessarily translate that those who volunteer benefit in terms of career advancement. In fact, 51�Թ�� researchers have found that, in some cases, it can hold them back.

5. Ukraine: what armed conflict means for climate change

The question of the impact of climate change on geopolitical risk has been circulating in research circles for a while. But, until now, few have turned the question around and asked: “How do armed conflicts affect the fight against climate change?”

51�Թ�� Business School will be in Davos alongside the World Economic Forum from 16 to 20 January 2023. We will be holding a series of events via our Centre for Digital Transformation and the Leonardo Centre on Business for Society.

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Alumni profile: Melvin Poh widening access to business knowledge in Asia

Alumni profile: Melvin Poh widening access to business knowledge in Asia

Besnik Mustafa (Weekend MBA 2025)

Alumni Careers: Understanding imposter syndrome and career growth

Alumni Careers: Helping Alumni Stay Visible and Valuable in the Age of Remote Work and AI

Share

The hidden cost of startup buzz: how founders and investors can avoid a culture of hubris

The hidden cost of startup buzz: how founders and investors can avoid a culture of hubris

More blogs

Expert Q&A: Henry Dimbleby on the hidden ways ultra-processed foods harm our health and why the government must act now

'Boomerasking': How to break the annoying habit hurting your workplace relationships

Who decided what ambition looks like?

Read about the research

Share

Grounded in new research, this article reveals the warning signs of “hubristic culture” and offers practical strategies to foster sustainable growth

Business School MSc graduate Alvia Dibby Shadqah speaks to the Financial Times about life as a female entrepreneur

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"Lessons from the last three years in venture capital": MBA alumnus Kjartan Rist writes in Forbes

Share

How to survive as an entrepreneur: insights from Steve Blank

We sat down with world-renowned entrepreneur Steve Blank to talk about the significance of the lean startup movement, how generative AI will revolutionise the business landscape and what leaders need to do to survive the changes ahead

Why was the lean startup movement such a widespread sensation?

How will generative AI impact entrepreneurship?

What innovation challenges are unique to today’s businesses?

What is the most common mistake you see startups making?

How do you think large corporations can overcome challenges with agility?

How can leaders ensure they stay relevant?

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Top business school articles for students 2024

From the soft skills that are needed in the age of AI to the surprising advantages of imitation, we present 10 of the most-read articles from the last 12 months on IB Knowledge

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"Better than the real thing?": The European publishes article by Dr Jan-Michael Ross on imitation

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AI and business: 5 big thoughts for leaders

What are some of the key considerations for business leaders when it comes to AI? Our experts tell you what you need to know.

1. The real AI revolution is yet to come

2. We have the ability to shape our future

3. Artificial intelligence can quickly train itself to violate regulations

4. You need to understand where AI works well – and where it doesn’t

5. AI has a tendency to amplify pre-existing inequities

Monthly newsletter

Imitation: the new key to business success

In the business world, as elsewhere in life, copying is frowned upon. Yet, in some cases, it has been responsible for inspiring business leaders, creating new markets and, most surprisingly, driving innovation

1. Imitation is weak

2. There’s only one way to imitate

3. Imitation is easy

Monthly newsletter

Davos 2023: Five insights for business leaders and policy makers

Whether you're attending the World Economic Forum Annual Meeting, one of the fringe events, or following the discussions from abroad, here's a selection of five articles from IB Knowledge which provide insights into the key topics you can apply all year round

Monthly newsletter