Digital as a Catalyst: Now is the time for business schools to transform

The creation of virtual campuses, as seen at Neoma Business School, and fully equipped digital suites adopted by IMD, are examples of how some business schools have taken the opportunity to experiment with digital delivery and engagement platforms to create immersive and flexible programmes that can...

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Bibliographic Details
Published in:Global focus (Belgium) 2022-01, Vol.16 (1), p.108-117
Main Authors: Cooray, Mike, Duus, Rikke
Format: Magazinearticle
Language:English
Subjects:
Business schools
Collaboration
Design
Education
Learning
MBA programs & graduates
Pandemics
Skill development
Students
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Summary:The creation of virtual campuses, as seen at Neoma Business School, and fully equipped digital suites adopted by IMD, are examples of how some business schools have taken the opportunity to experiment with digital delivery and engagement platforms to create immersive and flexible programmes that can reach global audiences. The first two stages, 'Enhance' and 'Engage', focus on the creation of digital learning initiatives and programmes that business schools can develop n-house to ensure their educational offers are aligned to current and future learner and employer demands. For those business schools that have struggled to identify and act on new opportunities made possible by the wide access to digital learning platforms and tools, they must now focus on providing the structural agility to swiftly adapt programmes, modules, and assessments while enhancing their faculty's digital skills and competences These digital competences need to extend beyond familiarity with the business school's learning management system The focus is on enhancing current programmes and educational offers to ensure optimal engagement with learners and that relevant digital skills development is ncorporated into programmes and modules. While business schools have enjoyed their privileged position of having degree awarding powers, learners now have access to an array of non-traditional education and training providers including consultancies (e.g., PwC Academy), private education providers (e.g., Pearson and BPP), and digital disruptors (e.g., Linkedln Learning, Google Digital Academy, Udemy and Udacity) Business schools should consolidate the learning from the rapid transition to digital education and extract best practice examples to be shared across faculty to inspire colleagues to become digitally-enabled.
ISSN:1784-2344