Management

Management & Entrepreneurship Conversations conference explores novelty in research

Evie Burrows-Taylor — Tue, 14 Jul 2026 13:37:20 +0000

Management & Entrepreneurship Conversations conference explores novelty in research

Evie Burrows-Taylor Tue, 14/07/2026 - 13:37

8 July 2026

This year's event, organised by Business School academics Anne ter Wal, Chengwei Liu, Ibrat Djabbarov, Luigi Mosca and Mark Kennedy, focused on research about how novelty is generated, framed and implemented in a technology-driven world.

Discussions explored several topics under the umbrella of how AI is affecting society, such as the future of work, generative AI and the creative process and what happens when human reasoning meets AI.

The conference included two debates, with Professor of Technology & Innovation Management Anne ter Wal challenging Professor of Management and Head of the Management & Entrepreneurship department Kevin Corley on whether the theoretical paradigms in management have become an insurmountable obstacle to novelty in management research.

The second, between Assistant Professor of Creativity & Innovation Ozum Demir-Caliskan and Professor of Strategy & Organisational Behaviour Mark Kennedy, explored whether increased adoption of AI will inevitably lead to the demise of human creativity.

Other sessions looked at collaborative climate innovation in smart homes, how layered architectural framing shapes innovation pathways, and enabling outsider innovation in mature research areas.

Artificial Intelligence

Entrepreneurship

Management

Academic area

Management & Entrepreneurship

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Renowned global academics came together at 51�Թ�� Business School for the latest Management & Entrepreneurship Conversations conference.

1 minute read

Good governance and the non-executive director: The Centre for Financial Technology's 2026 conference

Evie Burrows-Taylor — Mon, 08 Jun 2026 10:18:36 +0000

Good governance and the non-executive director: The Centre for Financial Technology's 2026 conference

Evie Burrows-Taylor Mon, 08/06/2026 - 10:18

2 June 2026

"Good governance is not about controlling the business. It’s about enabling it to thrive safely."

This was the closing thought at 51�Թ�� Business School's Centre for Financial Technology event, "The role of non-executive directors in today’s complex climate”, held on 2 June.

Key takeaways from the conference included:

The non-executive director role has fundamentally shifted. It’s no longer enough to be a specialist who stays in their lane. Boards now operate under tougher regulatory scrutiny from the Financial Reporting Council, face International Financial Reporting Standards-related reporting expectations, carry ESG accountability, and must navigate cyber security and data governance responsibilities — all while answering to a much broader stakeholder base spanning employees, communities, regulators, customers and investors.
The most in-demand capabilities reflect this complexity: digital and AI literacy, ESG and sustainability expertise, financial acumen, cyber-risk understanding, international experience, and regulatory affairs knowledge. Organisations aren’t just looking for subject matter experts, they’re looking for people who can connect the dots across the business.
Governance should be a catalyst for growth, not a control mechanism. The best non-executive directors are those who co-create with executive teams, bringing independent judgement, cross-sector pattern recognition, networks, market intelligence, and credibility with investors, lenders and public markets. A board that embeds governance into its culture isn’t slowing the business down, it’s building the architecture that lets it move fast, safely.
The case for diversity was made commercially, not symbolically. Diverse boards bring consumer perspective, reduce groupthink, strengthen risk instincts, and improve employee trust — and per McKinsey’s Diversity Matters report, generate over 25 per cent higher profitability. Lived experience on a board isn’t a nice-to-have, it’s a performance advantage.
Real-world examples brought this to life. Effective governance was illustrated through GSK’s Haleon spin-off and National Grid’s early identification of financing risks. In contrast, Carillion, Boohoo, and Thomas Cook served as cautionary tales — where weak challenge, poor oversight, and inadequate due diligence led to serious consequences.
Organisational resilience also featured prominently. Non-executive directors are expected to support stress testing, scenario planning, culture oversight and succession planning, particularly in an environment shaped by geopolitical instability, AI and automation, climate transition, supply chain fragility, and reputational risk.

The closing message was clear: the best non-executive directors are curious, courageous, current, and commercially useful. They are strategic partners and risk guardians, not just compliance overseers.

Professor of Practice Naveed Sultan, Co-Director of the Centre for Financial Technology and a globally recognised international banker, advisor and entrepreneur, hosted the conference alongside distinguished panellists Myra Waiman, founder and CEO of Infi-tex, a pioneering company in smart sensor technology, and Dhosjan Greenaway-Dalini, a finance leader, board member and 51�Թ�� Business School alumnus.

Leadership

Management

Finance and institutional resilience

Research Centre

Centre for Financial Technology

Academic area

Finance

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This year's Centre for Financial Technology's annual event explored the role played by non-executive directors in today’s complex business environment

2 minute read

51�Թ�� Business School welcomes global scholars as new faculty for 2025–26

Shamita Harsh — Wed, 20 Aug 2025 10:33:43 +0000

51�Թ�� Business School welcomes global scholars as new faculty for 2025–26

Shamita Harsh Wed, 20/08/2025 - 10:33

8 September 2026 News

Global experts explore new ways to navigate an uncertain future

7 September 2026 News

51�Թ�� Business School academics take to the stage in Lisbon

29 July 2026 News

51�Թ�� launches UK’s first master’s degree focused on AI’s economic and policy impact

5 September 2025

51�Թ�� Business School is delighted to announce the new academic, research and teaching staff joining for the 2025–26 academic year, strengthening its global reputation at the intersection of business and technology.

The new colleagues join across all four academic areas — Finance, Management & Entrepreneurship, Analytics & Operations, and Economics & Public Policy — bringing world-class expertise in fields ranging from asset pricing and healthcare innovation to entrepreneurship, diversity and inclusion, and macroeconomic policy.

Finance

Two new assistant professors join the School’s Finance department: Dr. Alireza Aghaee and Dr. Harsha Dutta, alongside Luigi Rizzo who joins as a professor of practice.

Dr. Aghaee, who completed his PhD at Bocconi University, is an empirical researcher with interest in asset pricing and corporate finance. His award-winning work on the “index effect” in the S&P 500 has been recognised with the European Finance Association Doctoral Tutorial Best Paper Prize.

“I am excited to join 51�Թ��’s vibrant research community, where collaboration across disciplines drives innovative thinking in finance. The School’s strong ties to policy and industry provide a unique environment to translate research into real-world impact.”

Alireza Aghaee

Assistant Professor of Finance

Dr. Harsha Dutta, previously at Hong Kong University of Science & Technology, studies the intersection of finance and development, with complementary interests in economic history and political economy. His research has appeared in journals including Science Advances and explores how financial incentives and institutional constraints shape the behaviour of households and firms in developing economies.

“I’m looking forward to working alongside 51�Թ��’s exceptional business scholars. London’s rich historical legacy provides an inspiring environment for uncovering new insights from the past to inform modern financial policies.”

Harsha Dutta

Assistant Professor of Finance

Luigi Rizzo has more than three decades of investment banking experience. He is Vice Chair of Investment Banking at Morgan Stanley, having previously been a partner at Goldman Sachs and Head of Investment Banking for the EMEA region at Bank of America. He is an adjunct professor of business at Columbia Business School and has previously taught mergers and acquisitions as a visiting professor at the Business School. Eager to share practical insights with 51�Թ�� students, he is an expert connecting theory to the realities of corporate finance.

“It is a privilege to be part of the 51�Թ�� community and help students bridge the gap between theoretical frameworks and the daily realities of global finance.”

Luigi Rizzo

Professor of Practice

Management & Entrepreneurship

The department welcomes three globally recognised scholars, including two full professors, Professor Tobias Kretschmer and Professor Jeffery S. McMullen, as well as Dr. Poornima Luthra as a principal lecturer.

Professor Jeffery S. McMullen, former Editor-in-Chief of the Journal of Business Venturing, is internationally recognised for advancing the theory of entrepreneurship and has been honoured with multiple awards, including the Foundational Paper Award from the Academy of Management.

“I am excited to explore the potential of entrepreneurship at a world-class STEM university dedicated to serving humanity and to do so in the middle of one of the most vibrant cities the world has ever known.”

Jeffery S McMullen

Professor of Entrepreneurship

Professor Kretschmer, coming from LMU Munich School of Management, is a leading expert in strategy and organisation design in technology-intensive industries. His work focuses on strategy and organisation design in technology-intensive industries. He currently serves as an associate editor at Strategic Management Journal.

“I’ve been studying new technologies for my entire career. Being at 51�Թ�� gives me a chance to learn in depth how these technologies work and to understand the strategic implications of technological change (and vice versa).”

Tobias Kretschmer

Professor of Strategy, Technology & Organisation

Dr. Poornima Luthra is a leading practitioner-academic in talent management and EDI, known for bridging research and practice across Asia and Europe. She is joining from Copenhagen Business School A TEDx speaker and author of multiple acclaimed books, she advises global organisations and was named a Thinkers50 top management thinker and Nordic Blaze Inclusion Trailblazer.

“I am thrilled to join 51�Թ�� Business School as it offers a dynamic environment at the forefront of global business education and research. The School’s strong commitment to innovation, interdisciplinary collaboration, and real-world impact aligns perfectly with my vision for advancing knowledge and nurturing future leaders. I look forward to contributing to its diverse academic community and shaping its continued success.”

Poornima Luthra

Principal Lecturer of People, Culture & Inclusion

Economics & Public Policy

Two early-career scholars are joining this department Dr. Jasmin Moshfegh as Assistant Professor and Dr. Patrick Schneider as Assistant Professor. Ragvir Sabharwal will also be joining the Department as Senior Teaching Fellow from October.

Dr. Moshfegh, who joins from Stanford University, studies the causes and consequences of healthcare innovation, with a focus on information technologies. Her doctoral research, supported by the U.S. Agency for Healthcare Research & Quality, examined how new technologies diffuse through healthcare systems and their impact on health inequality.

“What excites me most about joining 51�Թ�� is the opportunity to be part of a department and institution that sits at the intersection of cutting-edge research, interdisciplinary collaboration, and real-world impact. In health economics and public policy, the challenges we face—whether around healthcare access, innovation, or inequality—require perspectives that cut across economics, medicine, technology, and data science. 51�Թ��’s unique ecosystem brings these disciplines together in a way that few other places can.”

Jasmin Moshfegh

Assistant Professor of Economics & Public Policy

Dr. Schneider, who earned his PhD at the London School of Economics, previously worked as an economist at the Bank of England, contributing to debates on Brexit and UK productivity. His work focuses on the distributional effects of macroeconomic policy. with a particular interest in inter-generational conflicts and behavioural biases.

“I’m most excited to work with our students. Understanding economics is essential to functioning in today’s world, and I want to help our students tool up for their futures.”

Patrick Schneider

Assistant Professor of Economics

Analytics & Operations

Joining the department are Dr. Jónas Oddur Jónasson as Associate Professor, Dr. Heeyoung Yoon as Assistant Professor and Angela O'Connell as Senior Teaching Fellow.

Dr. Jónasson, previously at MIT Sloan, specialises in improving healthcare delivery in resource-limited settings. His data-driven models have supported organisations such as the Clinton Health Access Initiative and the London Ambulance Service, and his award-winning research has influenced public health outcomes worldwide.

Dr. Heeyoung Yoon, who completed her PhD at New York University, focuses on prediction bias, consumption experiences and decision-making. Her research investigates why individuals mispredict their consumption patterns and how it affects consumer welfare as well as market outcomes.

“51�Թ��’s commitment to world-leading research and global impact makes it an inspiring place to be. I’m excited to contribute to and learn from colleagues who are advancing solutions to some of the most pressing challenges of our time.”

Heeyoung Yoon

Assistant Professor of Marketing

Angela O'Connell's journey started with a Maths degree at University of Bristol, followed by a CIMA qualification and an MBA at INSEAD. Since then, She’s worked across finance, consulting and marketing in consumer goods companies L’Oreal and P&G , and technology companies, including eight years at Google leading marketing teams across EMEA and more recently scaling teams at high-growth companies like Onfido and Plaid. Outside work, she's learning the trumpet, coaches her daughters' hockey teams, and plays padel.

“What I enjoy most is translating real world business challenges into practical learning experiences, and I’m excited to continue that approach here at 51�Թ�� Business School.”

Angela O'Connell

Senior Teaching Fellow

This diverse academic cohort embodies world-leading research, innovative teaching and a strong connection to practice. Their contributions will further strengthen the Business School’s mission to bring business and science together for the benefit of society.

This article was updated on 8 September 2025 to include revised details for Luigi Rizzo; on 9 September 2025 to include information on Angela O'Connell and Ragvir Sabharwal; on 12 September 2025 to reflect Poornima Luthra's correct title and on 3 March 2026 to reflect Patrick Schneider's correct title.

Culture and Inclusion

Education and Learning

Academic area

Economics & Public Policy

Management & Entrepreneurship

Analytics & Operations

Marketing

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From corporate finance to healthcare innovation, our new faculty are set to strengthen 51�Թ��’s interdisciplinary edge

Main image: 51�Թ��

6 minute read

How 51�Թ��'s MSc Management opened doors for me

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

How 51�Թ��'s MSc Management opened doors for me

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

9 July 2026 Alumni

Alumni Q&A: Florence Perramond, Climate Change, Management & Finance 2022

After building experience across venture capital investments, impact asset management and fundraising, Florence Perramond developed a strong focus on connecting capital with high-impact opportunities.

1 June 2026 Alumni

Lessons, insights and early career advice from 51�Թ�� Business School Master’s alumni

We recently caught up with some of our Master’s alumni, who reflected on their early careers after graduating from 51�Թ�� Business School. In this blog, they draw on their own experience to offer advice to those who are about to enter the job market.

29 May 2026 Alumni

Real career advice from 51�Թ�� MBA alumni

We recently caught up with alumni from 51�Թ�� Business School’s Full-Time MBA, Weekend MBA and Global Online MBA programmes, who shared insights and advice into succeeding in your career post-MBA studies. Read what they have to say in this blog.

11 June 2024

Alumni

Eleni Ziaka graduated from our MSc Management programme in 2023, and since then has gone on to work for a leading independent provider of global energy and commodity market intelligence.

In this blog, Eleni reflects on her time at 51�Թ�� Business School, and how her experience on the programme has helped transform her into a confident business professional who is putting her skills into practice in her new career pursuits. She sheds a light on the networking opportunities and career support she received from 51�Թ��, as well the structure of the MSc Management programme.

There are so many reasons why I will keep MSc Management close to my heart. From friendships that will last for a lifetime, to skills I never thought I’d develop to this level, and to the overall confidence it gave me to start my career path and startup. The professors are still an incredible support, and the alumni are always here to help. 51�Թ�� creates an environment where everyone feels like family and is here to help you succeed.

From biomedical sciences to business

I come from a biomedical sciences background, with work experience in clinical trials. When I started working after my bachelor’s degree, I realised how much I loved the project management side of my work and I was constantly thinking of startup ideas I would like to pursue.

After some research, I became convinced that MSc Management at 51�Թ�� Business School would greatly benefit me because of the incomparable connections and like-minded students.

How I found the shift to studying business

The programme was very well structured, which made it easy for students like me who did not have a business background.

I’m very happy to have been introduced to accounting and economics as it is incredibly useful in any role to understand this, but especially if you’re wanting to pursue a startup. Personally, my favourite module was Innovation Management, as it teaches you all the basics of a startup, from ideation to reality.

Expanding your network

At 51�Թ�� Business School, you don’t have to search for networking opportunities, they come to you!

From induction week, I knew how much focus 51�Թ�� gives to networking. During the first week, we had daily networking events between students, alumni, industry specialists, and companies.

Throughout the year, and usually after class, we had guest industry specialists, companies and alumni visiting 51�Թ�� to talk to us about experiences and opportunities, with plenty of time afterward for networking.

Career support

The Careers Week was a chance to attend careers events and make connections. And the careers services were incredibly helpful with helping you to create a standout CV and cover letter, preparing you for assessment centres, and more.

I also joined a couple of mock assessment centres, where the team gave us constructive feedback after every session. This helped me understand what companies want to see, as well as learning more about tips and tricks to make me stand out as a candidate. I was very lucky to use everything that I learned in the assessment centre.

Utilising my skills in the workplace

Through all the group projects and classes, I gained confidence in presenting and speaking in front of many people. This helped in my academic journey and has also made me a confident speaker at my current workplace, thus opening up more opportunities.

It also helped me succeed in my interview for my current job. I received really positive feedback on my presentation skills.

What I've been up to since graduating

Since graduating, I’ve been working as a Marketing Executive in a graduate programme at Argus Media. Since realising that lab-based jobs weren’t the right fit for me, I found that the commodities sector is an interesting sector to be involved in and learn more about.

The end goal for me, though, is to create a startup. I am trying to gather all the knowledge and connections that I can in order to succeed.

At 51�Թ�� Business School, I was lucky to immediately click with my first team group. Not only did we work well, but we’ve ended up working together on a startup project. I am fortunate to have an amazing group of friends who still work alongside each other today with the prospect of creating something amazing.

My advice to other students

51�Թ�� Business School is a top school that will open thousands of doors for your future. From unparalleled courses and incredible professors to connections that will last a lifetime. You will finish your course feeling confident with your skills, and you will become part of the 51�Թ�� family.

Management

Student Experience

Programme

MSc in Management (MiM)

3 minute read

Refreshed 51�Թ�� MSc in Management (MiM) to develop global business leaders of the future

Helen Richardson — Tue, 18 Feb 2025 09:13:30 +0000

Refreshed 51�Թ�� MSc in Management (MiM) to develop global business leaders of the future

Helen Richardson Tue, 18/02/2025 - 09:13

1 June 2026 Alumni

Lessons, insights and early career advice from 51�Թ�� Business School Master’s alumni

12 March 2026 Student blog

I thought one year at 51�Թ�� was enough – until I discovered the Extended Term

The Extended Global Exchange at 51�Թ�� offered Frank Yang the chance to develop his technical business knowledge and immerse himself fully in a new academic and cultural environment.

21 January 2026 Alumni

Alper Barut (MSc Management 2008)

Alper Barut (MSc Management 2008) is a serial entrepreneur and co-founder of AI-powered platform Leadport.ai.

11 July 2024

Features

51�Թ�� Business School is delighted to announce exciting changes to its MSc in Management (MiM).

Following an extensive review with faculty, staff, students, alumni and external stakeholders, we will be launching a revised MSc in Management (MiM), commencing in September 2025.

The updated programme will unify the existing MSc Management and MSc International Management (MIM) into one, unique, MSc in Management (MiM) degree. By taking the best features of both programmes, we will equip students with a strong grasp of the core business and management concepts essential in today's dynamic marketplace, offer access to our wonderful faculty, and combine interactive applied learning with increased training in innovation and leadership.

The redesign reflects 51�Թ��'s wider aim to continue developing the future leaders the world needs. We will continue to attract, nurture and champion the best local, and global talent, and empower them with everything they need to make a meaningful difference.

As a result, we will no longer offer the MSc International Management and the MSc Management as separate programmes from 2025 onwards.

James Eteen

James Eteen, Senior Teaching Fellow & Academic Director of MSc in Management (MiM), shares insights into the new programme and the exciting features that make it a standout for developing the global business leaders of the future.

What are the benefits of combining MSc Management and MSc International Management to create MSc in Management (MiM)? 

The overarching benefit of studying on the unified MSc in Management (MiM) will be job readiness for careers in consulting, finance and across a broad range of other sectors. The programme helps accelerate early-career success and prepares students to become business leaders. This is achieved in several ways:

leadership development: employers tell us that a strong leadership focus is essential for graduates to get ahead in their careers. Our MSc in Management (MiM) will prepare students for this from their first step in their career and beyond.

practicality: the programme combines academic theory with interactive applied learning to real-life business contexts, and strategic problem-solving is a common element throughout the curriculum. We make extensive use of software simulations, in-class team discussions and engagement with external companies.

diversity: bringing together a diverse cohort of students, from a range of prior degree backgrounds, whether business, economics, finance, the arts or sciences, reflecting the reality of teaming in the workplace.

flexibility and choice: our students and alumni have shared with us the importance of choice in shaping their learning journeys. The unified MSc in Management (MiM) programme will provide greater access to shared electives, as well as integrative modules in the Summer Term. Students also have the option to extend their programme to 16-months to complete longer internships or global exchange placements for an additional fee.

How will studying MSc in Management equip students with the skills they need to make a meaningful difference as a business leader? 

Prospective employers want our students to have engaged in formative experiences, have learned resilience and adaptability during their studies, and have developed leadership skills. AI and data skills are also in demand for future employers. Many of the academic modules require students to embrace the use of AI and other tools as a central part of the learning process.

We are committed to helping our students progress rapidly in their chosen careers. Our Organisation and Leadership modules focus on personal awareness and introspection, consideration of the psychology of self and leadership, and the development of interpersonal skills. This allows our students to graduate with the ability to navigate complex workplaces.

Our students will also have access to one-to-one career advice and support throughout their studies.

91% of our 2022-23 combined cohort from MSc International Management and MSc Management accepted an offer of employment within three months of graduating.

What are some standout features of the new programme?

Our MSc in Management (MiM) embodies our Business School differentiators - a focus on innovation, entrepreneurship, social and environmental impact, responsible leadership and applied learning.

With over 30 electives to choose from, students can decide to focus on developing skills around a particular concentration, or pick a selection of elective modules from across the full range available.

The programme features the choice of integrative modules. Students can choose between an Entrepreneurship module, in teams of students will create an innovative business idea from concept to investor pitch, or a Sustainable Business Simulation, which provides an immersive environment where student teams run competing businesses. Later in the term, students will then have the choice between a Consulting Project - a substantial group-based project undertaken for an actual client - a Work Placement, or Extended Work Placement. These options allow students to bring together lessons they’ve learned from their academic modules and put them into practice in a supportive, real-world environment, where they will have access to extensive coaching support.

Who is best suited for the MSc in Management (MiM) programme? Who are we looking for?

Our MSc in Management (MiM) is suitable for ambitious candidates seeking a practical and interactive master’s degree in management. We welcome students from any degree background who can demonstrate a good level of quantitative achievement.

For those who do not have a prior business or quantitative degree, we offer support in the form of interactive quantitative skills primers that must be completed prior to the programme commencing.

Our 2023-24 MSc Management programme attracted a truly global cohort. We are proud to have hosted students representing 43 different nationalities, enriching the learning experience with a wide variety of perspectives and cultures. And we will continue to encourage applications from across the globe for our new programme.

Applications for the new MSc in Management (MiM) are currently open.

Explore MSc in Management

Gain practical management knowledge on the MSc in Management, a degree that will give you the best possible education for success in the business world.

Request an MSc brochure

Read more about MSc Masters' Programmes at 51�Թ�� Business School in our brochure.

Find out how to apply

Discover our admissions process for the MSc Management at 51�Թ�� Business School, including entry requirements, how to apply and key dates.

Management

Masters'

Postgraduate Study

Programme

MSc in Management (MiM)

5 minute read

I thought one year at 51�Թ�� was enough – until I discovered the Extended Term

Khadijah Dowin — Thu, 06 Feb 2025 10:39:01 +0000

I thought one year at 51�Թ�� was enough – until I discovered the Extended Term

Khadijah Dowin Thu, 06/02/2025 - 10:39

1 June 2026 Alumni

Lessons, insights and early career advice from 51�Թ�� Business School Master’s alumni

12 March 2026 Student blog

I thought one year at 51�Թ�� was enough – until I discovered the Extended Term

The Extended Global Exchange at 51�Թ�� offered Frank Yang the chance to develop his technical business knowledge and immerse himself fully in a new academic and cultural environment.

21 January 2026 Alumni

Alper Barut (MSc Management 2008)

Alper Barut (MSc Management 2008) is a serial entrepreneur and co-founder of AI-powered platform Leadport.ai.

12 March 2026

Student blog

We believe that a Master’s degree at 51�Թ�� Business School should be flexible, enriching and a chance for students to immerse themselves in environments that they might not otherwise have access to. That is why we offer the Extended Term as an option, allowing students to extend their programme duration to 16 months to commit to a longer Work Placement or Global Exchange.

For Frank Yang, a recent MSc in Management (MiM)* graduate, the Extended Global Exchange was the perfect opportunity to explore technical business roles, deepen his knowledge and immerse himself fully in a new academic and cultural environment.

Completing a full term at one of our partner institutions in Madrid, Frank was able to immerse himself more intentionally in this global learning environment, creating a richer, more transformative Master’s experience. He completed his Master’s at 51�Թ�� feeling confident and equipped with the knowledge to tackle tech-oriented business roles. In the below blog, Frank shares his experience on the exchange in his own words.

*previously called MSc International Management or MSc Management

Pivoting careers through 51�Թ��

I initially moved to London for my undergraduate degree in Educational Psychology at 18. As I progressed through my studies, I realised that I wanted to pivot into the technology sector and take on some more tech-heavy business roles. This is what drew me to 51�Թ��’s MSc in Management (MiM) programme for my Master’s studies. The cutting-edge ecosystem and strong reputation in STEM-related disciplines felt like the ideal environment to support this transition.

Supporting my career goals with global opportunities

From the very start of my Master’s, it became clear that there were numerous ways that I could tailor my learning to suit my career goals. During Induction Week, the Extended Term, and specifically the Extended Global Exchange, was highlighted during a conversation with the Global Student Life Manager. Having lived in Beijing, Singapore and London, this immersive experience presented a chance for me to expand my horizons further.

Practically, the Extended Term advanced my graduation timeline, enabling me to access a broader pool of internship opportunities for my Work Placement. I leveraged this opportunity to try out more technical business roles, allowing me to test and refine my career assumptions as someone seeking to pivot between fields.

Researching partner institutions

After expressing my interest in the Extended Global Exchange, the Business School provided a well-structured website with detailed information on each partner institution, including brochures and contact points. This gave me a comprehensive overview of the available opportunities and helped me shortlist potential destinations early on.

The exchange team also maintained an open-door policy. Booking calls was extremely straightforward and staff were consistently responsive and transparent. Any unanswered questions, such as exchange timing details, were clarified as soon as confirmed information became available. This allowed me to evaluate my top choices thoroughly and with confidence.

Choosing IE Business School in Madrid

Specifically, I chose to undertake the exchange at 51�Թ��’s partner institution, IE Business School. There were several reasons why I chose this institution, including its beautiful Madrid location, its growing reputation in digital innovation, finance and entrepreneurship, and its focus on highly applied pedagogy, which is a personal interest of mine after studying education. Having also studied Spanish since middle school, it’s long been a wish of mine to live in Spain, so I had to go for it.

The most decisive step was a call organised with the Global Exchange staff at IE Business School. The session provided clarity on academic structure, course delivery and student life. The insights shared during that conversation ultimately confirmed that it was the right fit for me.

Applying MSc in Management (MiM) learnings to a new academic environment

From the outset, my studies on the MSc in Management (MiM) programme set me up for success on the exchange. As a highly international cohort, I worked in diverse teams at 51�Թ��, which trained me to communicate effectively across cultures and different working styles. Being able to navigate multicultural environments was invaluable at IE Business School, where classrooms were similarly global and collaborative.

Academically, the technical grounding and applied problem solving on my programme translated directly to the classroom environment at IE Business School. Concepts and approaches developed during 51�Թ��’s Marketing Analytics elective gave me the confidence to contribute meaningfully to IE’s FinTech module, especially around applying machine learning algorithms to emerging financial technologies. Bringing this knowledge into group work at IE Business School sparked engaging in-class discussions and added depth to our projects.

Together with my 51�Թ�� classmate, Umang, who was also on the exchange at IE, we achieved the top score in the class.

Representing 51�Թ�� in a global competition

A personal highlight for me was attending the Tech Venture Bootcamp by the IE School of Science and Technology, a university-wide start-up competition. We formed teams on the spot, defined users and pain points, devised business strategies, developed a technical product and pitched in 10 days. I joined the team as the developer, as I wanted to try something new, and learnt how to build a full data engineering pipeline. This was the perfect learning opportunity to extend the skills I had developed at the Business School.

While we did not win the grand prize, we were a finalist for the Sustainability Award out of 20 teams. I made great friends that I keep in touch with, and with sharp contributions, I hope we represented 51�Թ�� in a positive manner.

Academic and cultural growth in Madrid

Beyond the curriculum, the exchange offered moments that challenged how I learn and engage. One standout moment was when a senior leader from McKinsey & Company came to deliver a guest lecture. Through clarity and presence, he demonstrated what elite communication at the highest level looks like during a live Q&A.

Living and studying in Madrid for an extended period also pushed me to adapt culturally. I joined a mixed martial arts gym in the local community with my course mate and regularly took the opportunity to develop my conversational Spanish skills.

The benefits of an Extended Global Exchange from my experience

For me, the defining feature of this initiative was its duration. Studying for a full academic term allows students to move beyond the novelty and tourist phase and genuinely experience daily life in another country. It creates the space to establish important routines, build deeper friendships and engage meaningfully in academics.

Whilst short-term exchanges compress the experience into a tight window, a full-term exchange offered me a chance to find a more balanced rhythm. I was able to focus on my learning, whilst also integrating into everyday life in Madrid. My experience wasn’t a rushed one, but a chance to intentionally live an international study experience.

As a result, it has significantly enhanced both the value and enjoyment of my Master’s experience. Not only was I able to fulfil my dream of living in Spain whilst continuing to develop specialised knowledge in finance and technology but also see how the knowledge built on the MSc in Management (MiM) programme can be applied to a global learning environment.

Enhancing my CV with the Extended Global Exchange

The exchange expanded both my technical exposure and project portfolio. The 51�Թ�� ecosystem is rife with opportunities, so by extending my studies with the Global Exchange, it meant that I had more time to dive deeper into my areas of interest.

As a result, I now have tangible technical projects that demonstrate my ability to operate at the intersection of technology and business. In addition, developing conversational Spanish strengthens my international profile and supports long-term global mobility.

Together, the Extended Global Exchange enhances both the depth and breadth of my CV, complementing the strong analytical foundation developed during my studies at the Business School.

Going forward, I plan on exploring tech-oriented business roles such as AI transformation or product management, utilising everything I’ve learnt across both 51�Թ�� and IE.

Why you should consider an Extended Global Exchange

This is almost a risk-free opportunity to explore somewhere new in a fully immersive manner. You should definitely consider an Extended Global Exchange if you are:

Naturally curious and open to new environments
Willing to step outside of your familiar routines
Intentional about immersing yourself in the local culture.

Approaching the exchange with openness and flexibility will lead to both a rewarding academic experience and a fulfilling personal one.

51�Թ�� Business School did an all-around brilliant job in making the whole experience extremely smooth and enjoyable, including helping to make visa arrangements. To be extremely frank (no pun intended), this was a top highlight of my life thus far … life is short - say yes when you can.

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Frank Yang, an MSc in Management (MiM) student, reflects on his experience on the Extended Global Exchange in Madrid

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Decentralised Autonomous Organisations rethink the role of bosses. But who really has the power?

Ying-Ying Hsieh — Wed, 15 Jan 2025 12:14:02 +0000

Decentralised Autonomous Organisations rethink the role of bosses. But who really has the power?

Ying-Ying Hsieh Wed, 15/01/2025 - 12:14

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Article at a glance

Intended to democratise organisational governance, new research from Ying-Ying Hsieh, Phanish Puranam and Noam Gelman-Hofstadter suggests power in most DAOs is rather centralised.
Autonomy is often used to mean both automation and independence. DAOs promise decisions executed by code and freedom from external control, but most still rely on human judgement and third-party platforms.
DAOs stand as an important experiment in alternative organisational governance, offering lessons for conventional companies seeking to democratise decision making and decentralise power.

DAOs are a blockchain-based alternative to traditional governance structures. Rather than a conventional hierarchy of executives and managers, DAOs aim to give members a more direct role in decision making, with some decisions executed automatically by smart contracts.

The idea is that decisions are voted on, self-executed, and recorded on a blockchain, making them visible to all members to ensure transparency and accountability at scale. This in turn reduces bureaucracy and administrative overheads, making the organisation more democratic, innovative and agile.

Take MakerDAO as an example. In March 2020, a crash triggered by COVID-19 left the organisation with serious liquidity issues. Rather than executives deciding what to do, a novel solution that surfaced informally in a community channel was debated by risk assessors, smart contract code reviewers and ordinary members, and was then approved through a formal vote.

But has the DAO model really resulted in power being shared more democratically across the board? Our research, the largest systematic empirical examination of DAOs to-date, addresses this question.

Surprisingly centralised

We found that more than 80 per cent of voting rights in the average DAO are controlled by less than 1 per cent of addresses (and multiple addresses may be controlled by single members). That means power is concentrated within a small group, though unlike in a conventional firm, this emerges through token ownership and low turnout rather than deliberate structure.

Another factor is the gap between membership and participation. We observed that the average DAO has 5,024 members, but only 709 voters and 10 proposers, with over half of all proposals receiving fewer than 12 votes. While everybody is entitled to vote, having lots of members does not necessarily mean lots of people have a meaningful say.

“While everybody is entitled to vote, having lots of members does not necessarily mean lots of people have a meaningful say.”

Whales and delegates

One key issue is the existence of ‘whales’ and ‘delegates’, i.e. those who control a large number of voting tokens. Whales hold their tokens outright, and are free to vote however they like, including on their own proposals. Delegates, by contrast, are granted voting power on behalf of other members, but this power is conditional: they can lose their delegate status if they vote against the wishes of those they represent

This distinction matters. Whales pose a greater threat to true decentralisation than delegates, because their unconditional voting power answers to nobody but themselves. And because holdings are visible on the blockchain, the position of whales may be known beforehand, which can make the result of a vote feel like a foregone conclusion. Delegates, despite holding real voting weight, rarely use it unilaterally, as going against their delegators’ wishes risks their position.

Whales can also buy more tokens to sway contested decisions. In many cases, a large share of voting tokens are locked in vesting arrangements held by founders and early investors – in the average DAO, vesting tokens equal 38 per cent of liquid holdings. When these are unlocked, voting power can be further concentrated, exacerbating the issue.

Autonomy and algorithmic governance

There is a question as to how autonomous DAOs really are. ‘Autonomy’ can mean two different things: automation, i.e. decisions executed without human involvement, and independence, i.e. freedom from outside control.

Most DAOs attempt both, but often achieve neither. We found that only around 8 per cent use on-chain governance, where votes are recorded and executed automatically via blockchain. The rest rely on off-chain voting through third-party platforms, with humans viewing results and carrying out decisions – the opposite of blockchain automation, though not completely independent of all oversight.

This offers a wider lesson beyond DAOs. It is tempting to view the trend of businesses increasingly handing decisions to AI tools as a form of self-sufficiency, in which processes run themselves free of human oversight. But if DAOs are any guide, automating decisions does not bring independence – it substitutes reliance on people for reliance on digital infrastructure and the third parties who run it.

What businesses can learn

Ultimately, our evidence suggests that DAOs deviate from the decentralised, autonomous ideal organisation design they were built around. However, this is not to say that they fail as an innovation. Rather, they stand as an important experiment in alternative organisational governance. They are best understood as a distinct organisational form in their own right – something closer to a financialised community or an algorithmic commons than either a corporation or a traditional community.

Conventional companies can also borrow elements of the DAO model, experimenting with giving employees, customers and other stakeholders a more direct voice in decision making. The MakerDAO example shows how this can work in practice – collective decisions settled through proposing and voting – even under urgent conditions that would normally require centralised, top-down control.

This article draws on findings from “Neither community nor corporation? A deeper look at decentralized autonomous organizations (DAOs)” by Dr Ying-Ying Hsieh (51�Թ�� Business School), Professor Phanish Puranam (INSEAD) and Noam Gelman-Hofstadte (DeepDAO Ventures Ltd), published In Industrial and Corporate Change.

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Decentralised Autonomous Organisations (DAOs) promised an alternative to traditional hierarchies, but truly distributing power within them has proved more nuanced than it first appeared.

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Do big bonuses really affect employee behaviour?

Zeyu Qiu — Wed, 15 Jan 2025 12:14:02 +0000

Do big bonuses really affect employee behaviour?

Zeyu Qiu Wed, 15/01/2025 - 12:14

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Leaders should not assume that financial incentives alone will shape ethical behaviour, according to new research by Dr Zeyu Qiu
The personal or moral cost of lying can counterbalance the attraction of greater financial rewards

On a basic level, remuneration is likely to be the main reason most people go to work. The relationship, however, between pay and how people feel and behave is not simple. We know, for example, that the connection between money and happiness or money and effort is complicated. Greater pay does not necessarily lead to happier, more diligent workers.

Pay also shapes behaviours organisations would rather not encourage. Bonuses and commissions often reward reported results rather than actual outcomes, which could provide a financial incentive for employees to be dishonest. On the other hand, businesses might assume that better paid workers are more likely to be honest and follow rules.

But does the promise of more money actually encourage people to lie or be honest, or is this relationship more complicated than it seems? Our research explores this question, starting with a simple dice roll experiment.

Incentive to lie

We split 589 UK participants into two groups and asked them to roll a die and report their results, offering them payment based on how high a number they rolled. Reported rolls of 1, 2, 3, 4, 5 and 6 were worth, respectively, 0, 2, 4, 6, 8 and 10 points. In one group (the "low-incentive" group) each point was worth 6p. In the other group (the "high-incentive" group) each point was worth 60p. This meant the maximum payouts per roll were 60p and £6 respectively – a tenfold difference.

Participants were given full anonymity, as the experiment was conducted online. Both groups had an incentive to lie, though the high-incentive group obviously stood to gain more from dishonesty, so we might expect this group to lie more often.

Surprisingly, however, we found that both groups were dishonest to almost exactly the same degree, with no statistically significant difference in their reported results. They reported an average of 4.17 (low-incentive) and 4.15 (high-incentive), where an honest average would have been 3.5.

Around a quarter of rolls in each group were reported as sixes, well above the honest rate of one-in-six, and around five per cent of rolls were reported as ones, well below the honest rate. In simple terms, both groups lied, but they lied at the same rate regardless of one group having a much larger financial incentive than the other.

"Greater remuneration does not necessarily lead to happier, more diligent workers."

Values vs. financial reward

Our results suggest that money can serve as a motivation for dishonesty, but equally that there are other factors at play. People may also be guided by their individual values, a sense of what is right and wrong, or their personal identity. The chance to gain more money alone does not necessarily change people’s behaviour.

In a business context, where bonuses and rewards remain the primary tools for influencing employee behaviour, this finding suggests it may be worth looking beyond them. Working to improve an organisation’s culture, for example, or rewarding employees with leadership opportunities and greater trust, could therefore be important alongside financial incentives.

Additionally, a financial reward may incentivise employees to narrowly focus on the target at hand. The Wells Fargo scandal that saw staff open millions of unauthorised accounts, for example, was widely seen as a result of aggressive sales quotas.

"People may also be guided by their individual values, a sense of what is right and wrong."

A more holistic approach to behaviour change, on the other hand, could help bring employees along in pursuing the organisation’s wider goals, making them active, engaged agents in its growth and development. In other words, a bonus can signal what an organisation wants an employee to achieve, but it does not necessarily make them believe in the broader aims behind the target.

Doing the right thing

There’s also a useful distinction here between compliance and commitment. Compliance sees employees do things the right way because of the potential rewards or consequences, but only as far as the rules extend and only while they believe they are being watched. Commitment, however, links again to the idea of wider buy-in, with employees doing things properly and well even when there is no incentive or anyone watching.

There was no way for the participants in our study to be caught lying, and they were aware of that. This suggests that those who told the truth may have done so for intrinsic, personal reasons; a broader commitment to honesty and "doing the right thing".

None of which is to say that businesses should abandon financial incentives entirely, but rather that they may work best as part of a rounded system that also includes clear values, accountability and direction. Money can be a powerful motivator, but it may often not be the deciding one.

Discover more insights by Dr Zeyu Qiu

Read 'On the robustness of monetary stakes and lying'.

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Why making AI too easy to use is a risk for business

Chengwei Liu — Wed, 15 Jan 2025 12:14:02 +0000

Why making AI too easy to use is a risk for business

Chengwei Liu Wed, 15/01/2025 - 12:14

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Leaders should design AI workflows to preserve the human ability to evaluate, challenge and build on AI-generated outputs, new research reveals
Deliberate friction, requiring human input and thinking, can help avoid an AI-driven degradation in critical thinking within organisations.

As the saying goes, “necessity is the mother of invention”: a lack of easy solutions forces us to come up with innovative ways to tackle complex problems. Artificial intelligence (AI) offers an alternative approach, providing instant solutions with little human effort required. While this can certainly increase productivity, it may also reduce “necessity” in the sense of needing to innovate, think creatively and come up with novel approaches to get things done.

Is this a problem? Perhaps not in the short term, as less work means lower costs and more resource capacity for businesses. But in the long term, it may pose an existential threat by atrophying the critical faculties we need to produce new thinking and develop innovative solutions. We call this “the productivity trap”.

Our research looks at this from an organisational perspective. It shows that when “good enough” solutions become free for anyone in the organisation to access, facilitated by AI, the rate of reuse goes up, while the rate of independent exploration and experimentation goes down. Over time, this sees teams increasingly converge on a limited number of approaches.

Avoiding the productivity trap

This creates a significant tension for business leaders: how to balance the cost and efficiency benefits of AI with the erosion of creative thinking among individuals and teams.

One option is to simply limit or slow AI integration, but that comes with clear opportunity costs in short-term savings and long-term efficiency gains. At the same time, ignoring the dangers of the productivity trap could see an organisation lose its USP and cutting edge in the eyes of the market, or be caught off guard by an unexpected challenge.

The solution lies in what we call “strategic friction” – adding a small hurdle to individual use of AI in order to raise the total level of knowledge at the organisational level. This works because when people are required to invest some effort in order to use ready-made findings, they naturally learn and produce new knowledge for others to build on.

As a result, more distinct approaches survive, fewer individuals give up on exploration and experimentation, and the organisation is less at risk of getting stuck with a limited range of solutions. This relies on a mechanism known as “absorptive capacity”, which is the ability to build expertise by stacking new learning onto existing knowledge. This helps people to grow understanding, allowing them to evaluate, adapt and improve ideas rather than just copying them.

"When people are required to invest some effort in order to use ready-made findings, they naturally learn and produce new knowledge for others to build on."

Friction with purpose

The key to using strategic friction is not to create bureaucratic hurdles for the sake of it. Instead, it’s about keeping enough friction in the system so that people need to understand ideas before reusing them, helping them to continue to learn and develop rather than stagnate.

Leaders should calibrate this carefully; too little friction can limit innovation, while too much might slow everything down. Equally, not every task requires friction; routine, simple tasks where speed is the goal will benefit less than those where the organisation needs staff to think, learn and develop.

At the organisational level, this means moving from a model where users ask AI questions and receive simple solutions, to one where users have to contribute their own understanding to receive useful outputs. To achieve this, leaders could consider requiring staff to submit documented independent work before being allowed to use AI for a task.

At the system level, AI platforms can be customised to ask for a user-generated input before providing an output. For example, an analyst asking AI for a risk assessment could first be required by the interface to upload their own hypothesis and list of variables. The AI would then build on this human input in a reciprocal, conversational process that sees the two parties collaborating, rather than the user simply delegating work to the AI.

Getting the right staff mindset in place can help too. Traits to look out for include an unwillingness to accept or rely on AI-generated work at face value. Instead, workers should take the time to see what’s missing, test the assumptions and adapt it to fit the context. This requires the ability to spot errors, omissions and incorrect assumptions in AI outputs, as well as the ability to explain why these things are problems.

Building a workforce with these skills may see a shift from targeting those who can give the right answers to those who can identify the right processes. Leaders should be looking for “builders” rather than “free-riders”, choosing those who instinctively understand the limits of AI capability, question its outputs, and provide their own inputs to ensure the results are useful.

Discover more insights by Dr Chengwei Liu

Read 'Using AI Can Stifle Innovation. But It Doesn’t Have To.'

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What business leaders can learn from the erosion of democracy

Namrata Malhotra — Wed, 15 Jan 2025 12:14:02 +0000

What business leaders can learn from the erosion of democracy

Namrata Malhotra Wed, 15/01/2025 - 12:14

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The erosion of democratic institutions cannot be explained solely by the actions of those pushing against democratic norms. It also depends on the response – or lack of response – from those who support them.

We describe this dynamic as a “cycle of passivity”: a process in which people dampen their emotions and voices as reactionaries amplify theirs. We highlight three interlocking mechanisms – tolerance, denial and adherence – that perpetuate this cycle.

Democracy is more than a set of rules

Much of the public discussion about democracy focuses on formal institutions: elections, legislatures and legal systems. These structures matter enormously. But our research suggests that democracy is better understood as an ethos: a shared commitment to values such as inclusion, equality, justice and truth.

Institutions survive not simply because rules exist, but because people remain emotionally invested in the ideals those rules represent. The same principle applies within organisations: corporate cultures, professional standards and institutional missions rely on people's commitment to shared values and their willingness to defend them when challenged.

When that commitment weakens, institutions become vulnerable to change. Research shows this often begins through “institutional drift” – small departures from established norms that are tolerated because they seem minor or temporary. Left unchallenged, these deviations can accumulate and contribute to “institutional erosion” – the gradual hollowing out of the values that originally gave institutions legitimacy and purpose.

Tolerance

Tolerance is normally seen as a democratic virtue. We overlook minor missteps to keep social interactions smooth. The problem arises when deliberate violations of democratic norms get treated as one-off occurrences.

When Donald Trump first branded the press “fake news,” many dismissed it as theatre. That rhetoric quickly escalated into calling journalists “the enemy of the people.” During the Brexit campaign, misinformation and attacks on expertise – epitomised by the claim that “people in this country have had enough of experts” – were often brushed away as campaign rhetoric. Yet such messaging systematically chipped away at trust in institutions and expertise, with long-term consequences for democratic debate.

What begins as an exception gradually becomes normalised.

"Democracy is better understood as an ethos: a shared commitment to values such as inclusion, equality, justice and truth."

Denial

As violations mount, tolerance gives way to denial. We reassure ourselves that outrageous events are isolated incidents, that institutions are resilient, and that things will eventually return to normal.

We saw this after the Brexit referendum, initially framed as a singular rupture, rather than part of a longer-term transformation in political norms and public discourse.

Denial serves an important psychological function, shielding us from anxiety. But it also disconnects us from the very emotions that make democratic institutions feel worth defending in the first place.

The same tendency appears in organisations facing ethical failures, cultural decline or governance problems. People may recognise warning signs while convincing themselves that the situation is temporary or that someone else will intervene.

Civility

The final mechanism is adherence. It is the feeling that one is obliged to remain calm and rational, even when provocations are extraordinary. This creates an asymmetry. Reactionary forces deploy anger, outrage and defiance with abandon, presenting their intensity as “authenticity”. By contrast, those defending democratic norms often rely on measured, technocratic language that may appear emotionally distant.

During the Brexit campaign, prominent Remain supporters relied heavily on factual, rational arguments while reinforcing that emotional politics should be avoided. While normatively appealing, this restraint contributed to a mismatch in emotional expressiveness.

The result is a widening gap in emotional engagement. The louder reactionaries become, the more supporters of democratic norms withdraw.

"Organisations do not run on rules and procedures alone. They also depend on emotional commitment to shared values."

For leaders, this insight carries implications beyond politics. Organisations do not run on rules and procedures alone. They also depend on emotional commitment to shared values. When leaders communicate only through detached managerial language while challengers mobilise powerful emotions, institutions can lose legitimacy even when the facts remain on their side.

Breaking free

This cycle is not inevitable, but breaking out requires confronting several uncomfortable truths:

What we are witnessing is not a series of isolated incidents but a systematic erosion of democratic norms. Tolerance, in this context, is not a virtue but complicity.
Expressing emotion in defence of democratic values is not alarmist but essential. Passion and reasoned argument are not mutually exclusive. The most effective advocacy combines evidence and analysis with relatable stories and a clear sense of shared stakes.
Democratic renewal depends on emotional solidarity: shared feelings of pride, hope and even anger that bind people in collective action. Whether in democratic societies or organisational settings, that means creating spaces for public expression and building broad coalitions that include marginalised voices.

Democracy is not a permanent condition. Like any institution, it depends on collective commitment. Our research suggests institutions are rarely weakened by challengers alone. They are also weakened when those who value them remain passive in the face of mounting threats. Silence, however well-intentioned, is not defence. It is surrender.

Find out more about the research

Read Dr Malhotra and Professor Voronov's book chapter

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Most people care about democracy. So why do they sit quietly while its foundations are being chipped away – and what can organisations learn from this?

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Good governance and the non-executive director: The Centre for Financial Technology's 2026 conference

Good governance and the non-executive director: The Centre for Financial Technology's 2026 conference

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This year's Centre for Financial Technology's annual event explored the role played by non-executive directors in today’s complex business environment

51�Թ��� Business School welcomes global scholars as new faculty for 2025–26

51�Թ��� Business School welcomes global scholars as new faculty for 2025–26

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How 51�Թ���'s MSc Management opened doors for me

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Refreshed 51�Թ��� MSc in Management (MiM) to develop global business leaders of the future

Refreshed 51�Թ��� MSc in Management (MiM) to develop global business leaders of the future

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I thought one year at 51�Թ��� was enough – until I discovered the Extended Term

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Decentralised Autonomous Organisations rethink the role of bosses. But who really has the power?

Decentralised Autonomous Organisations rethink the role of bosses. But who really has the power?

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Article at a glance

Intended to democratise organisational governance, new research from Ying-Ying Hsieh, Phanish Puranam and Noam Gelman-Hofstadter suggests power in most DAOs is rather centralised.

Autonomy is often used to mean both automation and independence. DAOs promise decisions executed by code and freedom from external control, but most still rely on human judgement and third-party platforms.

DAOs stand as an important experiment in alternative organisational governance, offering lessons for conventional companies seeking to democratise decision making and decentralise power.

Surprisingly centralised

Whales and delegates

Autonomy and algorithmic governance

What businesses can learn

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Renowned global academics came together at 51�Թ�� Business School for the latest Management & Entrepreneurship Conversations conference.

51�Թ�� Business School welcomes global scholars as new faculty for 2025–26

51�Թ�� Business School welcomes global scholars as new faculty for 2025–26

51�Թ�� Business School academics take to the stage in Lisbon

51�Թ�� launches UK’s first master’s degree focused on AI’s economic and policy impact

From corporate finance to healthcare innovation, our new faculty are set to strengthen 51�Թ��’s interdisciplinary edge

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How 51�Թ��'s MSc Management opened doors for me

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Refreshed 51�Թ�� MSc in Management (MiM) to develop global business leaders of the future

Refreshed 51�Թ�� MSc in Management (MiM) to develop global business leaders of the future

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I thought one year at 51�Թ�� was enough – until I discovered the Extended Term

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I thought one year at 51�Թ�� was enough – until I discovered the Extended Term

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