AI: how to make it happen

Most companies now recognise that they need to incorporate AI into their business; the issue they face is working out how to put that into practice.

While the potential benefits of AI for companies are vast, the audience at a recent panel discussion by EMBA alumni heard, the road to successful implementation is filled with challenges, as highlighted in a recent panel discussion by EMBA alumni. During the CUHK EMBA Info Session & Alumni Insights event, titled AI in Action: Strategies for Effective Implementation and Beyond, two prominent alumni shared their insights on how corporations should approach AI implementation and highlighted some of the speed bumps en route.

The various stages of AI implementation were outlined by moderator Professor Dominic Chan, Associate Director of the EMBA Programme and of Practice in Entrepreneurship at the Centre for Entrepreneurship. He posed critical questions for companies to consider: What are your needs? Can you collect the data you require? Can you manage that data meaningfully? What kind of algorithm or model will you use, and how will you train it? How will you monitor its performance and make necessary adjustments?

_{Timothy Leung (EMBA 2005), Advisor and former Executive Director, HKAI Lab}

Navigating the ethical minefield

The pain points along the way might not appear where you expect, added panelist Timothy Leung (EMBA 2005), Advisor and former Executive Director for HKAI Lab, a non-profit dedicated to the advancement of AI, funded by the Alibaba Hong Kong Entrepreneurs Fund and SenseTime, who passed his EMBA in 2005. An unexpectedly large part of the problem, he said, can be getting the data into a form where it can yield meaningful insights, which often takes longer than building a model. And if you use the wrong information to train your model, you get the wrong answer.

That highlights the need to use human judgement rather than relying too heavily on AI, pointed out the other panelist, H.L. Yiu (EMBA 2004), Chief Corporate Development Officer for the Hong Kong Science and Technology Parks Corporation, who graduated from his CUHK EMBA in 2004. When using an AI tool to check the information provided by a company wanting to move into Hong Kong Science Park, for example, he once asked it to provide him with a source for a piece of information, clicked on it and discovered it to be different from how it was described – as the AI itself then readily admitted. An algorithm, he said, doesn’t understand concepts like but results higher likeness of probabilities from the dataset it learned from, and so any information it provides needs to be critically examined.

_{H.L. Yiu (EMBA 2004), Chief Corporate Development Officer, The Hong Kong Science and Technology Parks Corporation}

The ethical implications of AI can also include responsibility for filtering out bias; as Chan suggested, while AI isn’t biased itself, it faithfully reproduces those of humans. He gave the example of Amazon, which used AI for recruitment, but discovered it was screening out women, reflecting a bias in the company’s previously screening process.

There are also ethical and compliance issues related to data privacy. There is a danger, said Yiu, of anything you uploaded become public information/dataset – so it’s important to maintain a firewall that separates commercially sensitive data from public AI models or to design a cyber-secured system that can utilise the AI models.

Big costs but bigger benefits

The biggest hurdle to implementing AI, though, remains the most obvious one, both speakers agreed: money, and specifically the challenge of persuading company decision makers to invest in it. This, at least, has been changing in recent years, said Leung, with the large corporations he works with, even highly traditional ones, quickly moving from having little understanding of the technology or its importance to proactively getting involved in AI projects and seeing it as central to their businesses. He added that the hype around ChatGPT and other generative AI products from 2022 caused a lasting spike in interest in AI from businesses, allowing ordinary people to try using it and see its benefits for themselves.

Mostly, he said, the technology is still at the investment stage rather than being a mature product, and most companies are not yet expecting it deliver a return on investment. Nonetheless, it is already proving its worth in a number of areas, some of which can be hard to quantify in financial terms. He gave the example of Bank of East Asia (China), which has built its own data science team to clean its data and develop and refine a model. By doing so, it has been able to streamline the Know Your Client (KYC) process, taking care of the business of fraud detection, which is often too complex for humans to undertake. Another company he works with, conglomerate Swire, uses AI to interview its management trainees, delivering results that are 96% the same as human interviewers, but allowing the company to interview everyone who applies rather than trying to filter the vast number of CVs it receives.

Yiu added another example of an unquantifiable but critical benefit: a speech recognition company he works with became convinced of the value of AI when it understood that the technology could detect any misselling of its products by sales agents, potentially saving it major compliance headaches. As Yiu said during the session: AI definitely delivers returns; it’s just hard right now to measure precisely what they are.

In conclusion, while the journey to AI implementation is fraught with challenges, the benefits are undeniable. Companies must navigate data management, ethical considerations, and financial investment to harness AI’s full potential effectively.

CUHK EMBA ranks 22nd in Financial Times Executive MBA Ranking 2024

On this page...

The Chinese University of Hong Kong (CUHK) Business School’s Executive MBA Programme (EMBA) attains remarkable achievements in the Financial Times Executive MBA Ranking 2024, rising to 22nd position globally and the first place in Hong Kong.

For seven consecutive years, the programme has ranked among the world’s top 30 EMBA programmes, underscoring its continued commitment to excellence in executive education. Notably, the programme attains the third place globally in the alumni network ranking. This achievement is testament to the robust professional community that supports the success of participants and alumni, creating significant value through career and business opportunities, entrepreneurial ventures, and network events.

Professor Zhou Lin, dean of CUHK Business School, remarked, “Our EMBA programme is the first of its kind in Hong Kong, and we take immense pride as it has remained one of the most competitive and reputable programmes globally. At CUHK Business School, we are dedicated to equipping global leaders with cutting-edge knowledge, transformative leadership experiences, and an impactful alumni network to meet the challenges and opportunities of tomorrow. I would like to express my gratitude to our faculty members and staff for their relentless effort in making this programme a resounding success.”

Dr Andrew Yuen, director of EMBA Programme, said, “This prestigious global recognition is a reflection of the exceptional calibre of our thriving and supportive alumni community. This diverse network, spanning various sectors and geographies, is driving significant impact on the business community and society as a whole while creating abundant opportunities for our graduates. I would also like to express my gratitude to the unwavering support of the faculty and programme team. Looking ahead, we remain committed to our vision of developing influential leaders who are poised to drive innovation across sectors and contributes meaningfully to the region’s development.”

CUHK EMBA integrates Chinese wisdom with Western knowledge to nurture top-notch management talent to meet tomorrow’s challenges in Hong Kong, mainland China and beyond. CUHK EMBA offers a unique leadership education experience, encapsulated in its value proposition of the “Six Pillars” (Theories, Practices, Internal Network, External Network, Strategic Perspectives & Social Contribution). This framework is designed to enhance the wellbeing of the business community and society at large.

For more details, please click here to read the full results of the Financial Times Executive MBA Ranking 2024.

CUHK EMBA new cohort embarks on transformative journey at Residence Week

On this page...

Successfully concluded in late August, the Chinese University of Hong Kong (CUHK) Business School EMBA Residence Week brought together 40 exceptional executives from this year’s new cohort. The flagship programme provided an extraordinary leadership experience for the participants to kick-start their transformative journey.

The Residence Week commenced with a welcome cocktail and dinner, connecting the new cohort with close to 100 EMBA alumni, current students and faculty members. The evening was filled with vibrant exchange of experiences and aspirations for their forthcoming EMBA journey.

Throughout the week, the new cohort was immersed in a series of intensive training programmes designed to help participants explore their personality traits, reimagine the role of corporations and business leaders in an evolving global landscape, and foster camaraderie among the new cohort. One of the highlights was the TechMark Business Simulation Programme, a signature commercial simulation that allowed participants to apply theoretical knowledge in practical business scenarios.

The Residence Week concluded with a class photo session, remarking the transformation of the cohort from newly-met into a closely bonded community. Participants left not only with insights into effective leadership and strategic capabilities but also the impetus to elevate their leadership to thrive in the dynamic business landscape over the next two years.

_{First published on CUHK Business School’s website on 23 September 2024, this article was republished with permission from the School’s Marketing and Communications Office.}

EMBA study trip unleashes the power of innovation in the heart of Spain

On this page...

This summer, more than 30 EMBA participants embarked on a transformative five-day study trip to IE Business School in Spain. Themed “Innovation and Digital Transformation: Challenges for Business in the 21st Century”, the students were immersed in Spain’s dynamic entrepreneurial landscape, celebrated for its thriving start-up ecosystem and spirit of innovation.

_{During the EMBA study trip to Spain, more than 30 participants engaged in a series of lectures that explored disruptive innovation and emerging technologies}

Participants engaged in a series of thought-provoking lectures that delved into disruptive innovation and emerging technologies. In the highly interactive workshops led by esteemed faculty from IE Business School and renowned innovation experts, they were tasked with developing innovative business models based on real-world cases. These experiences ignited the entrepreneurial spirit and equipped participants with practical tools and fresh strategies vital for driving transformative change in their own organisations.

The course also featured insightful presentations from industry leaders at multinational companies, including Telefónica Tech, Telefónica’s subsidiary that focuses on high-growth digital businesses such as cybersecurity, IoT, big data, and cloud services, as well as Gestamp, which specialises in designing and manufacturing components for leading automobile manufacturers.

To enhance their understanding of the international business complexities, particularly in the context of Spain and China, participants visited ICEX, the Spanish Institute for Foreign Trade. Participants gained practical insights into market entry strategies, product adaptation, and brand management, which are essential for navigating today’s global marketplace.

To complete the experience, participants unwound at the dazzling historic landmarks in Madrid, including the Royal Palace and Plaza Mayor. This blend of rigorous academic exploration and cultural immersion offered a truly enriching experience, leaving participants inspired and poised to tackle challenges in the global business landscape.

CUHK EMBA Study Trip Spain IE Business School 3

CUHK EMBA Study Trip Spain IE Business School 4

CUHK EMBA Study Trip Spain IE Business School 5

_{The blend of rigorous academic exploration and cultural immersion provided a truly enriching experience for the EMBA students}

_{First published on CUHK Business School’s website on 13 September 2024, this article was republished with permission from the School’s Marketing and Communications Office.}

The balanced boss: how you can be two styles of leader at once

On this page...

We all deal professionally with a host of different people, environments and challenges. The trick to becoming an effective leader is being able to adapt to each of them by modulating between two common leadership styles.

Leadership styles can have a critical impact on the success of any organisation. But rather than adopting a single, inflexible style, the most effective leaders are able to draw on a toolbox of styles, pulling out the one that’s most appropriate in any given situation. So attendees discovered at a recent CUHK EMBA Master Class conducted by Professor Thomas Bain, who has worked at the Central Bank of the Bahamas, JP Morgan and Barclays Wealth, and has over 25 years of experience of providing leadership training to financial institutions.

Professor Bain is about to start a leadership course at CUHK, which covers a range of subjects, including time management; questioning skills; giving and receiving feedback; vision, values and mission; diversity, equity and inclusion; working together; and executive presence. His Master Class, though, focused specifically on how people can become better leaders. To do so, he said, they need to first look at themselves, and then look at the people around them, with an eye on how those other people are different from them – adapting to that will make them a more effective communicator.

How people lead

The two main modes of leadership, he said, are the powerful and attractive styles. People exhibiting the former are detached in conversational tone, physically demonstrative, tend to interrupt and introduce abrupt topic shifts, and are less polite; whereas those favouring the latter are more empathetic, respectful and attentive, and tend to use more accepting physical gestures.

There are big differences between the two groups in verbal style. Powerful people tend to be faster, louder, more direct, and use a more intense style that includes more jargon, with few non-fluency features or qualifiers. But it can also have an equally big impact on non-verbal communication, aka body language – which, Professor Bain emphasised, has been repeatedly shown to have more of an impact on people than verbal communication: we are communicating all the time, whether we mean to or not.

It can be as simple as leaning backwards (powerful) versus forward (attractive) when someone else is talking; or how much physical distance you maintain (powerful people get closer). Powerful leaders make eye contact when talking but not when listening; with attractive leaders, it’s the other way round. Powerful leaders are also more likely to stare, adopt serious expressions, make controlled movements, talk while moving away and touch people in a non-reciprocal and uninvited way – for example, by patting them on the back.

Tailoring the message

Professor Bain asked attendees at master class to imagine talking to someone two ranks above them at their workplace, and work out which markers of the powerful and attractive styles of both nonverbal and verbal engagement they would use. Unsurprisingly, many attendees favoured an attractive style in most cases, while many other were somewhere in the middle, but only a few favoured a powerful style. When he repeated the same question with someone two ranks below them in the origansation, however, more people favoured a powerful style.

The lesson from that, he said, is that we can all change, even though of us who think we’re restricted to a certain style. You have more tools in your tool box than you thought: it’s a case of knowing which one to employ in which situation.

According to Professor Bain, leaders should be powerful enough to be heard and attractive enough to be followed. Ironically, that turns out to demand of people more or less the opposite of what the attendees had just said they do – because the most effective strategy could be to act powerfully upwards and attractively downwards. If you want people to follow you, you need to be a bit nicer; if you want people to listen to you, you need to be more powerful.

He said this is something he encounters regularly in his work in Asia, where the culture tends to be more respectful, deferential and hierarchical than most other places. This can make people be less direct, for example, when it comes to expressive dissatisfaction to their boss – but their boss is never going to know that they’re unhappy unless they do so.

In response to a question from an audience member about the best and worst leaders he’d encountered, Professor Bain said that the worst tend to exhibit an excess of powerful behaviours – bullying, sarcasm, cruelty, disrespect and so on. The best are the opposite: great leaders focus on your behaviour, not your person. That means if someone does something wrong in the workplace, tell them they’ve done something wrong; don’t call them an idiot. Great leaders respect people as individuals.

Sustaining a company in the sustainable economy

On this page...

Green government measures such as carbon taxes are set to put an increasing strain on corporate profits. So what’s the best way for companies to stay competitive while navigating the green new normal?

As our world inexorably heats up under the influence of climate change, governments are scrambling to take measures that will arrest the warming and lead us towards a more sustainable future. However, those mitigations, such as carbon taxes, threaten to impose significant costs on businesses.

Attendees at a CUHK EMBA Master Class on 18 December 2023, Survivability of Your Company in the Green Economy, learned what companies can do about that. The Master Class was presented by Adjunct Professor Wilton Chau, who has over 30 years of business experience as a venture specialist, is a former head of Singapore Government-linked VC operation in North Asia and is currently the founding chairman of non-profit oriented venture investment platform PAVD and the sole independent director of a global clean energy giant China Three Gorges International, among many other roles.

While the green economy is helping to save the world, said Professor Chau, it will also inevitably kill companies. From a huge, middle-income economy like China to a small, highly developed economy like Singapore, the spectre of growing carbon taxes is looming. In fact, he claimed, the global carbon/clean taxes are soon going to be companies’ second largest, or at least one of the major operating costs in near future.

Although, as of 2019, China was the world’s biggest greenhouse gas emitter, accounting for about 27% of global emissions, it’s also one of the most aggressive countries in green and sustainability such as promoting the carbon tax. Why?

China: the new green giant

After the signing of the Kyoto Protocol in 1997, committing governments around the world to reducing their emissions, said Professor Chau, China took the view that the green economy was here to stay, and that the country needed to act fast to stay ahead of it. As a result, it moved very aggressively in clean energy – the energy sector accounts for about 20% of global greenhouse gas emissions – building highly efficient power plants in a variety of renewable sectors and developing the technology to transmit energy over long distances. That allows it to supply other countries – Vietnam, for example, imports 2bn kWh of power from China a year – providing China with opportunities to maintain friendly environment with surrounding countries by supplying them electricity and/or green energy. With the ample supply in clean energy, it could also be an effective way to go against de-coupling, such as preventing certain productions moving to countries like India and Vietnam.

This is an explicit part of China’s national strategy, added Professor Chau: President Xi Jinping stated at a 2018 Apec meeting that green energy was a priority for the future, for instance, while the nation announced in 2021 that it would stop financing new coal-fired power plants overseas. That being the case, every company that wants to flourish in this part of the world needs to ingrain sustainability into its strategy.

The Lion City’s tax bombshell

Small, green, streamlined Singapore might have an entirely different set of circumstances, but its government is equally keen on carbon taxes, having introduced one in 2019. It currently stands at $5 per metric ton, rising to $25 in 2024, $45 in 2026 – and either $50 or $80 in 2028. So if a company produces five million metric tons of carbon dioxide, it pays $25 million now (2023), potentially rising to anything up to $400 million within five years. As a result, a global energy giant has had to sell its refinery operation in Singapore, which was facing a potential tax bill of US$1 billion – in other words, it’s been carbon-taxed out of existence.

Usually countries want to attract big companies to contribute to their economies, so why would Singapore want to reduce its business attractiveness to MNCs. The answer, said Professor Chau, is that carbon taxes are effectively global rather than local. The European Union’s Carbon Border Adjustment Mechanism, for example, means that taxes are payable for the carbon embedded in goods imported into the region, which companies need to report, with mitigation for those that can prove carbon taxes have already been paid on those goods elsewhere.

This changes everything

In other words, even though Hong Kong has no carbon tax, its companies are still affected. In 2020, the SAR produced 33.8 million metric tons of carbon dioxide, the most significant greenhouse gas, with the transportation sector particularly culpable. The government is struggling to find solutions, said Professor Chau, particularly given its reliance on two energy companies that themselves rely on fossil fuels.

That puts the onus on individual companies, who need to reduce their own carbon footprint, by operating more efficiently and lowering their energy use, and potentially also by purchasing carbon credits – not just because it’s the right thing to do, but also because it will put them in a stronger position in the future where carbon tax liabilities are concerned. In other words, companies need to understand that the green economy involves a paradigm shift – and they need to adjust fast. The EMBA Program of CUHK could be the first graduate program in Hong Kong, emphasising on experiential learning in clean energy and sustainability, conducted by instructor who has significant global exposure in this area.

When hedging goes bad: how a spike in nickel prices upended a risk management strategy?

On this page...

Nickel generally trades at a pretty level price. But when a combination of growing demand and geopolitics caused that price to spike dramatically, it exposed the dangers of inadequate risk management.

Nickel is everywhere. Most of it is used in combination with iron to create the widely used alloy stainless steel, but it’s also in batteries, including those inside electric vehicles. That creates steady demand for the metal – so in early 2022, for example, it was trading at a steady level of about US$20,000 per metric tonne. Then, in early March, everything changed: the price started to rise quickly, and then exponentially. Between March 3 and 8, it leapt from about US$27,000 per metric tonne to about $101,000 – a 270% rise over just three trading days.

As attendees discovered at a recent CUHK EMBA Master Class ‘Risk Management Strategies in Financial Derivatives: Hedging vs Speculation?’ given by Dr Anson Au Yeung, Senior Lecturer in Finance and the Assistant Dean for Undergraduate Studies at The Chinese University of Hong Kong (CUHK) Business School, there were several reasons for that.

Many people took a bullish view on nickel prices as a result of anticipated growing demand for the EV market, which coincided with the world’s economies starting to fire up again as Covid restrictions were lifted. But the short-term trigger was a supply-related one: the surge came just after Russia’s invasion of Ukraine on February 24, raising the prospect of sanctions against Russian companies – and Russia is responsible for about 17% of global nickel supply, mainly through a single company, Norilsk Nickel.

The shortcomings of shorting

Making good investment decisions and having a good financing strategy, said Professor Au Yeung, are not enough. If a company’s risk management isn’t up to scratch, it doesn’t matter how much money it makes – it could just as easily lose that money the next day.

He illustrated his point with the case of private nickel company Tsingshan, which is headquartered in China and accounts for about 22% of global production. Like most companies in its position, it hedged its position, using derivatives as a risk management strategy to protect it against fluctuating commodity prices. In early 2022, it held a major short position of an estimated 300,000 tonnes on nickel futures – a financial instrument whereby a buyer and seller agree on the price of a future transaction. That would mean that even if the price on the metal had fallen, Tsingshan could still sell it at the same profit. However, it also means that if the price of nickel rose, the company, obliged to sell at a lower price, would suffer accordingly. That, of course, was precisely what happened – locking it into losses of about $8 billion.

There were several reasons why it happened, said Professor Au Yeung: the London Metal Exchange (LME) demands that all nickel traded is of at least 99.8% purity and meets the stringent specifications of a standard known as B39-79; and the exchange requires physical delivery of that nickel to the buyer. Tsingshan’s main products, ferronickel (mixed with iron) and nickel matte (used to make nickel sulphate, used in batteries), are intermediate forms of the metal that don’t conform to these requirements, and so aren’t eligible for trading on the exchange.

That left Tsingshan with three options to deal with the short squeeze: maintain its short position and cross its fingers that the price dropped; surrender the position and cut its losses; or hold the contract till maturity and physically deliver nickel bought from the market. However, none of them was possible in reality: the first would force it to deposit more than $6.4 billion, based on the rising price; the second would mean losses of $18 billion at $80,000 a tonne, meaning it needed to find another $11.6 billion-plus; and the third had become physically impossible, given the challenges of purchasing nickel after the outbreak of the Ukraine war.

Mistakes made, lessons learned

The incident yields several managerial insights, said Professor Au Yeung. The size of Tsinghan’s position was in excess of its production of high-purity nickel, indicating a strategy that counts more as speculation than hedging. Moreover, using LME nickel to hedge the Class 2 nickel the company produces represents inaccurate risk management, given that the prices of the two aren’t highly correlated during volatile periods. It also suggests weak liquidity management: LME nickel inventory stands at 76,800 tonnes, whereas average open interest in nickel contracts is about 1.15 million tonnes – making it obvious to the counterparty in the futures contract that Tsinghsan would be unable to acquire the physical nickel for delivery. Furthermore, nickel exhibits higher volatility than other metals, something Tsingshan’s management failed to account for.

There are two key lessons of the incident, concluded the professor: hedging through futures is not easy, as it involves meeting margin calls, with a potential adverse impact on cashflow; and it’s critical to accurately estimate and not overlook worst-case scenarios.

CUHK EMBA and The Actuarial Society of Hong Kong Establish Scholarship Alliance

On this page...

CUHK EMBA and The Actuarial Society of Hong Kong (ASHK), the professional body for actuaries in Hong Kong, has established a scholarship partnership by signing a Memorandum of Understanding (MoU).

Marking the establishment of the CUHK EMBA Association Referral Award for ASHK members, the MoU was signed by Dr. Andrew Yuen, Director of CUHK EMBA, and Mr. Simon Lam (EMBA 2016), President of ASHK, and witnessed by Mr. Chun So, Administrative Director of CUHK EMBA, and Mr. Damian Yip, Executive Director of ASHK, on 8 November 2023.

The scholarship aims to support actuaries to develop their business acumen and leadership skills.

Dr. Andrew Yuen remarked, ‘We are excited about the possibilities this scholarship partnership holds. This MoU represents our commitment to supporting professionals, including actuaries, in their pursuit of excellence. Together with ASHK, we will empower actuaries to shape their own future.’

As a CUHK EMBA alumnus, Mr. Simon Lam welcomed the collaboration and said, ‘When advancing to senior management positions, actuaries need to build upon solid technical capabilities and acquire business skills such as corporate strategy, business savvy, marketing, talent management, stakeholder communication, negotiation skills, and more, which are precisely the core elements of CUHK EMBA programme.’

He exemplified, ‘As an actuary, completing the programme has given me the privilege to think from a senior-level perspective while maintaining a deep understanding of my specialist field. It joins the best from both worlds, undoubtedly accelerating my career in the past decade.’

CUHK EMBA programme attracts professionals from diverse backgrounds, including doctors, lawyers, architects, actuaries, engineers, etc. with its ability to provide a well-rounded business education.

Partners of CUHK EMBA Association Referral Award also include CFA Society Hong Kong and CPA Australia.

The MoU was signed by Dr. Andrew Yuen, Director of CUHK EMBA (left), and Mr. Simon Lam (EMBA 2016), President of ASHK (Right)

(From left) Mr. Chun So, Administrative Director of CUHK EMBA; Dr. Andrew Yuen, Director of CUHK EMBA; Mr. Simon Lam (EMBA 2016), President of ASHK; Mr. Damien Yip, Executive Director of ASHK

CUHK EMBA Explores Germany’s Hidden Champions and Industry 4.0 in Exclusive Study Trips

On this page...

To enable participants to learn more about Germany’s success on Hidden Champions and Industry 4.0, CUHK EMBA partnered with the world-class European School of Management and Technology (ESMT Berlin) to conduct two Germany study trips respectively for students and alumni in July 2023.

The theme of the two study trips was “Revealing Germany’s Secrets of Hidden Champions and Industry 4.0.” For the student group, the study trip was an integral part of a course entitled “Global Business and Management Field Study.” Senior faculty at ESMT Berlin conducted a series of seminars on the following topics:

Germany’s economic success from a historical perspective and in the future
Germany, EU and the new world order
Counter strategies in global markets
Cost traps in innovative business models
Corporate structures in times of de-globalization
Success factors of Hidden Champions
Hidden Champions – the innovation fabric of Germany’s
economy and the challenge of digitalization
Industry 4.0 & its application in Germany
Energy transformation trilemma: development in Germany and beyond
Energy transformation trilemma: innovation strategies towards a sustainable future

The participants also visited Biotronik, BMW, EUREF Campus Berlin and Porsche.

CUHK EMBA Climbs to No. 23 Worldwide — No. 1 in Asia Pacific on Alumni’s Career Progress Again! (Financial Times Global Executive MBA Ranking 2023)

On this page...

In the 2023 Financial Times Global Executive MBA Ranking released today, CUHK EMBA has climbed to the 23rd position globally and ranks first in Asia Pacific for alumni’s career progress again. Additionally, the programme secured the top spot among all independent EMBA programmes in Asia Pacific in terms of alumni achieving their aims through the programme.

This ranking showcases the world’s top 100 EMBA programmes. Among the top 100 EMBA programmes worldwide, CUHK EMBA alumni have achieved remarkable success in terms of average salary three years after graduation. Their average annual salary exceeds HK$2.2 million, and they have experienced an impressive average salary increase rate of 63%.

While rankings are not the programme’s primary pursuit, it is crucial for the programme to continue nurturing outstanding business leaders to meet the needs of Hong Kong, China as a whole, and wider world community. The programme’s motto is to combine tradition with modernity, and to bring together China and the West. It also established the “Six Pillars” (Theories, Practices, Internal Network, External Network, Strategic Perspectives and Social Contribution) as its core values to positively influence the business community and society. The programme remains committed to innovation in order to stay abreast of the ever-evolving marketplace dynamics.

For more details, please read the full results of the Financial Times Executive MBA Ranking 2023.