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Luiss Business School joins QS for the Responsible AI Consortium

News & Events

December 10 2024

Luiss Business School joins QS for the Responsible AI Consortium

QS launches landmark Responsible AI Consortium in partnership with leading global business schools QS Quacquarelli Symonds, global higher education experts, has launched the Responsible AI Consortium alongside EDHEC Business School, Imperial College Business School, and Luiss Business School. The Consortium is a collaborative partnership between leading universities around the world and QS, who commit to innovating and embrace the need to re-engineer education through an AI Roadmap for transformation across four key pillars: Research & Intellectual Leadership; Teaching, Learning & Assessment; Outreach & Operational Efficiencies; and Governance & Human Commitment. The Responsible AI Consortium offers universities and business schools worldwide a forum for integrating AI into strategic and operational areas. It will develop project-based learning opportunities, foster collaboration in thought leadership and research, and provide a sandbox environment for piloting new AI-driven technologies. QS Founder and President Nunzio Quacquarelli said: “The Responsible AI Consortium marks a pivotal step toward transforming higher education through AI, preparing both institutions and students to harness its immense potential.” Quacquarelli continued: “As AI reshapes both learning and work, it is essential universities and business schools are equipped with the tools and frameworks to integrate this emerging technology effectively. By developing the Responsible AI Consortium, we aim to empower institutions with critical AI capabilities, enabling them to lead with innovation, adaptability and resourcefulness in an accelerating and dynamic world.” Responsible AI Consortium Members voices Michelle Sisto, AI Center Director of EDHEC Business School: “Recognising the imperative to reimagine business education in the AI era, the Consortium seizes the opportunity to collaborate on pioneering projects, research, and student-centred learning experiences that prepare our graduates for the future of work. Together, we will establish a roadmap for best practices in institutional AI integration, maintaining a steadfast commitment to human development, ethical innovation, and empowerment.” Leila Guerra, Vice Dean (Education) at Imperial College Business School said: “By joining forces with other leading business schools and universities, we will deepen our understanding of AI and its transformative impact on higher education. The insights gained through this partnership will boost our research and enable us to promote safe and responsible use of AI within teaching, operations and student learning environments, identifying also best AI governance models. The partnership will build on the work Imperial is already doing through I-X – Imperial’s multidisciplinary research hub that aims to address the real-world challenges surrounding AI and through the work of the IDEA Lab.“ Raffaele Oriani, Dean of Luiss Business School: “Our vision for AI is pervasive, engaging every stakeholder in our ecosystem and deeply aligning with our entry into the Responsible AI Consortium. By joining the Consortium, we further our commitment to preparing students with future-ready competencies, supporting corporate partners as they shape the skills landscape of tomorrow, and equipping our faculty to drive a paradigm shift in education.“ Zoya Zaitseva, Innovation Manager & Head of Future17 SDG Challenge, QS: “Responsible AI Consortium is a cornerstone forum for visionary educators and EdTech innovators – such synergy is pivotal to maximize the potential of AI in Higher Education and youth employability. Creating intelligence that is based on insights from students, academia and employers is one of our key objectives, and I can’t wait to see the impact this Consortium will create.” 12/10/2024

AI

Luiss Business School on the Italian podium in the Financial Times ranking for Executive Education Custom

News & Events

May 29 2024

Luiss Business School on the Italian podium in the Financial Times ranking for Executive Education Custom

In second place among Italian business schools, sixty-third on the global scene In 2024 Luiss Business School participated for the first time in the Financial Times ranking for Executive Education Custom, placing second on the Italian scene and sixty-third on the global one. The Financial Times ranking for Executive Education Custom evaluates how major business and management schools respond to the training needs of companies by designing and delivering personalised programmes. The 2024 edition of the ranking - which is based on the analysis of programme data from 2023 - highlights the growth of some trends in custom executive training. More flexible models, hybrid programmes and 100% online solutions are transformations that the pandemic has initiated and that, after three years, prove to be accelerating. In particular, of the total number of participating schools, the growth of custom online programmes ranges from 19% to 30%, while hybrid programmes remain constant at 22%. Luiss Business School Custom programmes are designed to meet the needs of corporate and institutional partners through integrated offerings that rely on customisation and innovation for a measurable business impact. The programmes range from the areas of General Management, to specialisations on hard skills and soft skills, to advanced training to guide transformation, proposing formats that, while differing in methodologies and delivery techniques, combine flexibility and experiential training. As a matter of fact, personalised training is one of the strengths on which Luiss Business School has built an undisputed position of leadership in higher education, along with excellence in teaching, the proximity to the business world and the strong experiential approach that enables students to quickly fit into the dynamics of business. "This important achievement, obtained at the first participation in the Financial Times ranking , testifies to the constant commitment Luiss Business School has in a key sector of management training, namely the one dedicated to personalizsed programmes for companies and institutions - says Enzo Peruffo, Associate Dean for Education and Partnerships - This accomplishment is proof that, when investment in people is fundamental to meeting the challenges of growth, it is training that makes all the difference".

ranking

Success stories Find out more Find

Andrea Caiazzo: «Part Time MBA enabled my career change»

Andrea Caiazzo: «Part Time MBA enabled my career change»

David Del Re: «The biggest advantage that Flex MBA has given to me so far is that it helps me have 360 degree view of my company»

David Del Re: «The biggest advantage that Flex MBA has given to me so far is that it helps me have 360 degree view of my company»

Mario Mazzuoccolo: «The Master at Luiss Business School, a unique opportunity to be “seen”»

Mario Mazzuoccolo: «The Master at Luiss Business School, a unique opportunity to be “seen”»

Events Find out more Find

17

Jun

MBA Open Evening – Unlock New Opportunities with an MBA

MBA Open Evening – Unlock New Opportunities with an MBA Register now and join the online Luiss Business School MBA Open Evening – a must-attend event for professionals and managers looking to boost their careers by gaining new skills and advanced knowledge. The MBA Open Evening will take place on Tuesday, 17 June 2025 at 5 PM (CEST) and will be held in both Italian and English. Don’t miss the chance to explore Luiss Business School’s MBA programmes and meet Professor Maria Isabella Leone, Head of MBAs. Luiss Business School’s MBA programmes, based in Rome and Milan, are designed to respond effectively and concretely to the evolving demands of the international job market – for both junior and senior professionals. These demands are successfully addressed through the School’s distinctive educational model, its network of faculty and top managers, and its strong international orientation, certified by the prestigious Triple Crown accreditation (AACSB, AMBA, EQUIS) – held by less than 1% of business schools worldwide. The event will also be an opportunity to ask questions about the programme structure, admissions process, scholarships, and the upcoming intakes starting this autumn. Speakers Prof. Maria Isabella Leone, Head of MBAs MBA Staff, Luiss Business School WHEN: Tuesday, 17 June 2025 TIME: 5 PM (CEST) WHERE: Online LANGUAGE: Italian and English

11

Jun

Introducing the DBA in Higher Education Leadership and Management

Introducing the DBA in Higher Education Leadership and Management Career Booster for HE Leaders Join us on Wednesday, 11 June 2025, at 12:30 PM (CEST) and attend the webinar introducing the DBA in Higher Education Leadership and Management (HELM) by Luiss Business School. The DBA in Higher Education Leadership and Management is a top-notch programme designed for experienced leaders in the higher education industry. This programme equips candidates with the knowledge, skills, and tools they need to excel in today’s competitive global higher education environment. The programme specifically focuses on developing strong management, leadership, and decision-making abilities to navigate the latest technological and organizational changes in the complex world of higher education. During the programme presentation, Dr. Mathias Falkenstein, Professor of Practice in Higher Education Management at Luiss Business School and DBA Scientific Director, will explore the innovative educational approach at the core of the programme, scheduled to start in October 2025. Speakers: Dr. Mathias Falkenstein, Professor of Practice in Higher Education Management at Luiss Business School and DBA Scientific Director Dr. Fiona Hunter, DBA-HELM Core Faculty (Research Module) WHEN: Wednesday, 11 June 2025 TIME: 12:30 PM - 1:30 PM WHERE: Online Register now to join the event!

21

May

Meet the Director - Part-Time MBA, Milan Edition

Meet the Director - Part-Time MBA, Milan Edition Discover the Part-Time MBA in Milan and its competitive advantages for managers and entrepreneurs Please be advised that the event has been cancelled due to unforeseen circumstances beyond our control. We apologise for any inconvenience this may cause and would like to inform all registered participants that they are welcome to join the upcoming MBA Open Evening on 17 June. Is a Part-Time MBA the right choice for my career? How can it benefit me in the long term? How can I balance my professional, educational, and personal commitments? Register now and join Meet the Director, an online event with Professor Valeria Pardossi. Professor of Practice in HR Management and Director of the Part-Time MBA in Milan, Professor Pardossi – who has worked with companies such as Vodafone, Fiat-Stellantis, and EY – will present the programme’s key features and answer participants’ questions. The Part-Time MBA is a weekend-format programme that equips managers and entrepreneurs with innovative tools and skills to accelerate their professional growth. Register now and join us online for Meet the Director. The programme – internationally certified and recognised with the Triple Crown accreditation (AACSB, AMBA and EQUIS), held by fewer than 1% of business schools worldwide – is delivered in English, based in Milan, and runs over 16 months. WHERE: Online WHEN: Wednesday, 21 May 2025 TIME: 5:30 PM (CEST)

14

May

Open Day Master Full-time

Open Day Master Full-time Lead the path to your professional growth Financial management, business strategy, legal consultancy, management of creative and cultural industries, marketing, digital transformation, human resources management, international management, artificial intelligence. With a 98% placement rate, an internationally renowned Faculty, and an unrivalled network of corporate partnerships, Luiss Business School’s full-time programmes aim to provide advanced, immediately applicable skills, supporting upskilling and accelerating the professional and personal growth of young graduates and early-career professionals. Discover the new Full-time Master’s programmes available in Italy – at our campuses in Rome, Milan, and Belluno – or abroad, in Dubai and Amsterdam. Register for the Online Open Day on Wednesday, 14 May – a unique opportunity to hear the stories of alumni, interact with the coordinators, the recruiting team, the career service, and the international office. You will be able to ask all your questions about the educational programs, the available services, financial aid, scholarships, placement, exchange programs, and life in our Hubs and Campuses. Attendance at the event grants an exemption from the admission fee for the upcoming selection dates on 22 and 23 May 2025. WHEN: Wednesday, 14 May 2025 WHERE: Online TIME: 4:00 - 5:00 PM, CEST

07

May

Introducing the DBA in Higher Education Leadership and Management

DBA in Higher Education Leadership and Management A doctoral-level degree for visionary leaders Luiss Business School is proud to announce the second edition of the DBA in Higher Education Leadership and Management (HELM), a prestigious programme designed for experienced leaders seeking to make an impact in the higher education sector. Join us on Wednesday, 7 May, 2025, at 5 PM (CEST) to attend the online presentation. This programme equips candidates with the knowledge, skills, and tools they need to excel in today’s competitive global higher education environment. The DBA HELM specifically focuses on developing strong management, leadership, and decision-making abilities to navigate the latest technological and organisational changes in the complex world of higher education. During the webinar, Dr. Mathias Falkenstein, Professor of Practice in Higher Education Management at Luiss Business School and DBA Scientific Director, will explore the innovative educational approach at the core of the programme, scheduled to start in October 2025. SPEAKERS Dr. Mathias Falkenstein, Professor of Practice in Higher Education Management at Luiss Business School and DBA HELM Scientific Director Dr. Fiona Hunter, DBA HELM Core Faculty, Research Module WHEN: Wednesday, 7 May 2025 TIME: 5 PM (CEST) WHERE: Online Register now to join the event!

05

May

The Second Global INTAN-Invest Conference: Exploring Intangible Assets in the Global Economy

The second Global INTAN-Invest Conference – Better Data for Better Policy will take place on 5 & 6 May 2025, at Villa Blanc, Luiss Business School in Rome. Co-organized by Luiss Business School & the World Intellectual Property Organization (WIPO) as a part of the Partnership on Intangible Assets in the Global Economy, this conference follows the success of the inaugural conference held in 2024. The WIPO-Luiss Business School Partnership aims to provide updated data on intangible asset investment, expanding the coverage to include high-income as well as middle-income economies to better understand the increasing role of intangibles in the global economy. Although intangibles have a significant economic impact, traditional measurement frameworks have inadequately captured their size, composition and impact. There is a critical need for more comprehensive and up-to-date statistics on intangible investment to facilitate well-informed and evidence-based policymaking worldwide. The conference will present new evidence on intangible asset investments and emphasize the importance of improving data collection and measurement frameworks, fostering discussions on how data-driven policies can support innovation and sustainable growth. The 2-days event will feature thematic sessions, keynotes and a panel to explore various aspects of intangible assets, offering a comprehensive overview of trends, challenges and opportunities in this rapidly evolving field. The Global INTAN-Invest Conference offers a unique platform for bridging the gap between researchers, policymakers, and the business community, aiming to shape future economic strategies with better data on intangible assets. AGENDA

Research & Insight Find out more Find

DBA in Higher Education Leadership and Management: A career booster to break the glass ceiling in university management

Inside

January 24 2024

DBA in Higher Education Leadership and Management: A career booster to break the glass ceiling in university management

Professor Mathias Falkenstein presents the programme of Luiss Business School dedicated to senior managers and academic leaders that want to build their career in higher education management In today's competitive global arena, higher education institutions are grappling with a multitude of challenges, including privatization and the intense competition for top-tier students and faculty. To effectively manage these complexities and maintain a competitive edge, universities require expertly trained and skilled managers. The Doctorate in Business Administration (DBA) in Higher Education Leadership and Management (HELM) programme at Luiss Business School addresses this crucial need by providing aspiring and current managers with the comprehensive academic and professional expertise necessary to navigate the intricate world of higher education administration. The DBA HELM also serves as a powerful career accelerator, empowering individuals to shatter the glass ceiling in university management and ascend to positions of leadership. "The DBA in HELM offers a curriculum that empowers managers to pursue their professional goals within the academic sphere," stated Mathias Falkenstein, Professor of Practice in Higher Education Management at Luiss Business School and Scientific Director of the DBA. "Our meticulously crafted programme is designed to equip individuals with the knowledge and skills required to address the pressing challenges facing higher education institutions in the ever-evolving global landscape." What are the global challenges that the higher education sector is facing now? The higher education sector is facing a multitude of global challenges that are transforming the landscape of education worldwide. One of the most significant trends is the privatization of higher education, which is leading to increased competition and a focus on quality assurance. Traditional research universities are now facing competition from private institutions that prioritize teaching and applied sciences over research. This shift is driving universities to adapt to international standards and provide a comprehensive range of services beyond academics, including career development, recruitment, and marketing. To remain competitive in this ever-evolving environment, there is a growing demand for well-trained managers who can navigate the complexities of higher education administration. These individuals need to possess a blend of academic expertise, managerial skills, and an understanding of the latest trends in higher education. As a result, there is a pressing need to invest in professional development programmes that equip these future leaders with the knowledge and skills required to succeed in this dynamic industry. Managers in higher education are quite new in the academic contest, what are the profiles? The emergence of managers in higher education has introduced a new breed of professionals who must navigate the complex intersection of academic research and business acumen. To thrive in this dynamic environment, these managers need to possess a unique blend of skills and expertise. Our DBA programme specifically targets this niche of hybrid professionals, individuals who have combined administrative and managerial experience with a deep understanding of business principles. Our comprehensive programme is designed to empower managers to excel within their institutions without completely immersing themselves in academia. Instead, they will harness their academic foundation to refine managerial practices and contribute to the success of their organizations. How? The DBA in Higher Education Leadership and Management is a programme that will equip managers and academic leaders to better understand the higher education context. Many universities are organized in silos, making it difficult for managers to have a comprehensive understanding of the entire institution. With our programme, they will gain a broader perspective of the entire higher education landscape. Additionally, they will be trained as doctoral students, exposing them to research methods courses and providing them with guidance throughout their research development process. This training can lead to the publication of academic papers, which can form the foundation for research-based lecturing. What are the skills that managers operating in higher education institutions must have and implement to overcome these challenges? In the dynamic landscape of higher education, managers and academic leaders need to possess a multifaceted skillset that transcends siloed thinking and encompasses a holistic understanding of the institution's goals and objectives. We teach our students to navigate the intersection of academic rigor, institutional governance, and financial sustainability. They will develop the ability to foster innovation, implement effective HR practices, and engage in strategic change management to drive positive change within their institutions. Students engage in real-world projects, collaborate with industry experts, and publish their research in peer-reviewed journals. This combination of academic rigor and practical experience prepares them to become highly sought-after leaders in the field of higher education. By nurturing a deep understanding of the big picture and empowering managers to think strategically, we aim to elevate the leadership landscape in higher education. Our graduates will become catalysts for positive change, driving innovation, enhancing faculty and student success, and shaping the future of higher education. What type of leadership is needed in higher education and why? Effective leaders in higher education must embrace diversity as a source of strength and innovation, fostering an environment where individuals from diverse backgrounds can thrive and contribute their unique perspectives. Sustainable leaders possess a multifaceted skillset that encompasses strategic thinking, cross-cultural understanding, and the ability to navigate complex power dynamics within institutions. By embracing diversity and fostering inclusive environments, sustainable leaders can create a competitive advantage for their institutions, attracting top students and faculty who seek a supportive and enriching learning experience. Moreover, such leaders can foster innovation, collaboration, and a culture of continuous learning, driving their institutions towards excellence. Our DBA in Higher Education Leadership and Management (DBA-HELM) is designed to nurture these qualities in aspiring leaders, equipping them with the knowledge, skills, and mindset necessary to drive sustainable change and innovation in higher education. Our graduates will emerge as transformative leaders, shaping the future of higher education and fostering a more equitable and inclusive educational landscape for all. Which are the four core modules? The first module is “Contemporary International Higher Education: A Global Perspective” with the Module Director Prof. Hans de Wit. The second one is “Strategic Change Management and Innovation in Higher Education”, led by Prof. Nick van Dam. The third is the Module dedicated to “Sustainable Leadership” (Prof. Tony Silard) and the fourth Module is “Lifelong Learning, Business-Model Innovation and EdTech in Higher Education”, co-directed by Prof. Sarah Grant and Nick Barniville. The university is called upon to provide skills in line with market demands. What should a higher education manager do to shape programme and respond to this need? In today's dynamic and competitive landscape, higher education institutions must conduct a comprehensive 360-degree analysis to ensure they are attracting the right students, shaping the right curricula, and aligning their programme with the evolving needs of the employment market. This strategic approach requires a deep understanding of the target student population, identifying the skills and competencies that employers are seeking, and aligning the curriculum to bridge the gap between academic knowledge and industry demands. What is the Target market of DBA HELM? The DBA in Higher Education Leadership and Management (DBA-HELM) is designed to empower aspiring and current university leaders to excel in their professional endeavors and make a transformative impact on the higher education landscape. This esteemed programme is specifically tailored for individuals with at least a master's degree and substantial work experience in the higher education industry. We seek to attract senior and emerging managers and academics, including: Academic and professional programme managers, Directors or managers of international offices and external relations, Directors or managers of executive education programme, Vice-deans or directors of programme, HR directors and managers, Directors or managers of communication, marketing or recruitment, Directors of strategy and policy, Directors or managers of career services, Directors or managers of quality services (accreditations, rankings), Managers of admissions. 24/01/2024

DBA HELM

DBA in Higher Education Leadership and Management: A career booster to break the glass ceiling in university management

Inside

January 24 2024

DBA in Higher Education Leadership and Management: A career booster to break the glass ceiling in university management

Professor Mathias Falkenstein presents the programme of Luiss Business School dedicated to senior managers and academic leaders that want to build their career in higher education management In today's competitive global arena, higher education institutions are grappling with a multitude of challenges, including privatization and the intense competition for top-tier students and faculty. To effectively manage these complexities and maintain a competitive edge, universities require expertly trained and skilled managers. The Doctorate in Business Administration (DBA) in Higher Education Leadership and Management (HELM) programme at Luiss Business School addresses this crucial need by providing aspiring and current managers with the comprehensive academic and professional expertise necessary to navigate the intricate world of higher education administration. The DBA HELM also serves as a powerful career accelerator, empowering individuals to shatter the glass ceiling in university management and ascend to positions of leadership. "The DBA in HELM offers a curriculum that empowers managers to pursue their professional goals within the academic sphere," stated Mathias Falkenstein, Professor of Practice in Higher Education Management at Luiss Business School and Scientific Director of the DBA. "Our meticulously crafted programme is designed to equip individuals with the knowledge and skills required to address the pressing challenges facing higher education institutions in the ever-evolving global landscape." What are the global challenges that the higher education sector is facing now? The higher education sector is facing a multitude of global challenges that are transforming the landscape of education worldwide. One of the most significant trends is the privatization of higher education, which is leading to increased competition and a focus on quality assurance. Traditional research universities are now facing competition from private institutions that prioritize teaching and applied sciences over research. This shift is driving universities to adapt to international standards and provide a comprehensive range of services beyond academics, including career development, recruitment, and marketing. To remain competitive in this ever-evolving environment, there is a growing demand for well-trained managers who can navigate the complexities of higher education administration. These individuals need to possess a blend of academic expertise, managerial skills, and an understanding of the latest trends in higher education. As a result, there is a pressing need to invest in professional development programmes that equip these future leaders with the knowledge and skills required to succeed in this dynamic industry. Managers in higher education are quite new in the academic contest, what are the profiles? The emergence of managers in higher education has introduced a new breed of professionals who must navigate the complex intersection of academic research and business acumen. To thrive in this dynamic environment, these managers need to possess a unique blend of skills and expertise. Our DBA programme specifically targets this niche of hybrid professionals, individuals who have combined administrative and managerial experience with a deep understanding of business principles. Our comprehensive programme is designed to empower managers to excel within their institutions without completely immersing themselves in academia. Instead, they will harness their academic foundation to refine managerial practices and contribute to the success of their organizations. How? The DBA in Higher Education Leadership and Management is a programme that will equip managers and academic leaders to better understand the higher education context. Many universities are organized in silos, making it difficult for managers to have a comprehensive understanding of the entire institution. With our programme, they will gain a broader perspective of the entire higher education landscape. Additionally, they will be trained as doctoral students, exposing them to research methods courses and providing them with guidance throughout their research development process. This training can lead to the publication of academic papers, which can form the foundation for research-based lecturing. What are the skills that managers operating in higher education institutions must have and implement to overcome these challenges? In the dynamic landscape of higher education, managers and academic leaders need to possess a multifaceted skillset that transcends siloed thinking and encompasses a holistic understanding of the institution's goals and objectives. We teach our students to navigate the intersection of academic rigor, institutional governance, and financial sustainability. They will develop the ability to foster innovation, implement effective HR practices, and engage in strategic change management to drive positive change within their institutions. Students engage in real-world projects, collaborate with industry experts, and publish their research in peer-reviewed journals. This combination of academic rigor and practical experience prepares them to become highly sought-after leaders in the field of higher education. By nurturing a deep understanding of the big picture and empowering managers to think strategically, we aim to elevate the leadership landscape in higher education. Our graduates will become catalysts for positive change, driving innovation, enhancing faculty and student success, and shaping the future of higher education. What type of leadership is needed in higher education and why? Effective leaders in higher education must embrace diversity as a source of strength and innovation, fostering an environment where individuals from diverse backgrounds can thrive and contribute their unique perspectives. Sustainable leaders possess a multifaceted skillset that encompasses strategic thinking, cross-cultural understanding, and the ability to navigate complex power dynamics within institutions. By embracing diversity and fostering inclusive environments, sustainable leaders can create a competitive advantage for their institutions, attracting top students and faculty who seek a supportive and enriching learning experience. Moreover, such leaders can foster innovation, collaboration, and a culture of continuous learning, driving their institutions towards excellence. Our DBA in Higher Education Leadership and Management (DBA-HELM) is designed to nurture these qualities in aspiring leaders, equipping them with the knowledge, skills, and mindset necessary to drive sustainable change and innovation in higher education. Our graduates will emerge as transformative leaders, shaping the future of higher education and fostering a more equitable and inclusive educational landscape for all. Which are the four core modules? The first module is “Contemporary International Higher Education: A Global Perspective” with the Module Director Prof. Hans de Wit. The second one is “Strategic Change Management and Innovation in Higher Education”, led by Prof. Nick van Dam. The third is the Module dedicated to “Sustainable Leadership” (Prof. Tony Silard) and the fourth Module is “Lifelong Learning, Business-Model Innovation and EdTech in Higher Education”, co-directed by Prof. Sarah Grant and Nick Barniville. The university is called upon to provide skills in line with market demands. What should a higher education manager do to shape programme and respond to this need? In today's dynamic and competitive landscape, higher education institutions must conduct a comprehensive 360-degree analysis to ensure they are attracting the right students, shaping the right curricula, and aligning their programme with the evolving needs of the employment market. This strategic approach requires a deep understanding of the target student population, identifying the skills and competencies that employers are seeking, and aligning the curriculum to bridge the gap between academic knowledge and industry demands. What is the Target market of DBA HELM? The DBA in Higher Education Leadership and Management (DBA-HELM) is designed to empower aspiring and current university leaders to excel in their professional endeavors and make a transformative impact on the higher education landscape. This esteemed programme is specifically tailored for individuals with at least a master's degree and substantial work experience in the higher education industry. We seek to attract senior and emerging managers and academics, including: Academic and professional programme managers, Directors or managers of international offices and external relations, Directors or managers of executive education programme, Vice-deans or directors of programme, HR directors and managers, Directors or managers of communication, marketing or recruitment, Directors of strategy and policy, Directors or managers of career services, Directors or managers of quality services (accreditations, rankings), Managers of admissions. 24/01/2024

How to manage secondary trauma among healthcare workers

Inside

May 23 2022

How to manage secondary trauma among healthcare workers

The Covid–19 pandemic has complicated lives in healthcare organizations. A meeting at Luiss Business School Amsterdam Hub examines how leaders must face secondary trauma and its effects The Covid–19 pandemic has changed all the work life balance of healthcare workers and exacerbated the long–lasting phenomenon of post–traumatic stress symptoms (PTSS) in this field. Hospitals were reorganized. Treatments for patients have been stopped. Operations have been canceled. Nurses were relocated. Teams were not cohesive anymore. Managing these situations is a challenge worldwide as healthcare workers are likely to experience acute and chronic, often unpredictable, occupational stress leading to PTSS. Mental life wellbeing is a concept that more often returns in leadership discussions. During the event Secondary Trauma Challenges Impacting the Healthcare Ecosystem, Dr. Anthony Silard, Associate Professor of Leadership and the Director of the Center for Sustainable Leadership, Luiss Business School, explored effective approaches to identify and improve post–traumatic stress symptoms. Special emphasis has been given to the role that managers and leaders play in helping health employees to process secondary trauma and restoring a healthier working environment. What is secondary trauma and how to tackle it Secondary trauma is challenging the healthcare ecosystem. “Also known as vicarious trauma or compassion fatigue, secondary trauma refers to an emotional state in which a focal person experiences the pain, distress, sadness or other negative emotion of a second person” (Parker & Henfield, 2012). This happens at three levels: intrapersonal, interpersonal and organizational. Healthcare work can be challenging, especially in the domain of managing emotions. In healthcare organizations, employees might pay a considerable emotional toll in helping individuals living with primary or personal trauma emanated from life-threatening situations such as crime, violence, imbued clients poverty, illness and natural disasters. Over the past few decades, the term "secondary trauma" or "vicarious trauma" has evolved to depict the distressing emotional state an individual is likely to experience due to protracted interaction with a second person experiencing primary trauma. There are 5 primary emotions in human life: anger, sadness, joy, fear and love. Each of them leads to secondary emotions in the person who is experiencing the first one and in others. It requires deep resources to cope with these feelings. «Secondary trauma is our most toxic emotion because it arises from a loss of hope», said Silard. The emotion prototype approach provides a useful organization framework for discrete emotions. Whether related to primary trauma or secondary traumatic stress/vicarious trauma (STS/VT), stress symptoms and effects are very similar and can significantly impact individuals, teams and organizations. A large body of evidence exists which links such events to associated mental health issues among healthcare workers. As healthcare personnel perform their job duties – which might involve displaying care, empathy and compassion for trauma-affected clients – they put themselves at high risk of incurring secondary trauma. This challenges organizational lever for retention and recruitment. How do leaders manage changing emotions If a team is experiencing a primary trauma, then leaders can receive some of it and develop secondary trauma. At interpersonal level, they can manage it. The leader emotion management (LEM) is concerned with “the processes and behaviors involved in assisting employees in regulating their emotion experiences so as to facilitate the attainment of organizational objectives” (Kaplan et al., 2014:566). LEM behaviors will respond to the needs of employee with secondary trauma experiences. First, leaders must display empathy, and acknowledge and validate team member secondary trauma experience. «Secondary trauma exists, believe it or not», said Silard. LEM behaviors that improve secondary trauma consist of facilitating staff emotion regulation abilities; fostering follower post–traumatic growth; modeling emotion complexity. Still, there is a silver lining of secondary trauma: it may help both staff experience and the organizations for which they work. The Post-Traumatic Growth (PTG), such as the one experienced after Covid pandemic, leads to be more open to new experiences; value themselves more; reevaluate their life priorities, goals, relationships and spirituality; might prepare for future adversities. In a trauma–informed management strategy, leaders must be compassionate companions. Compassionate companionship behaviors support the trauma and encourage growth; help the other person back up from the tree and see the forest; don't fall into the problem person/solution person false dichotomy; meet their vulnerability with your own. The organization level is about policies and getting people together, around the trauma debrief. «Create an emotional processing culture, an authentic climate where people can express their emotions», suggests Silard. How to manage secondary trauma in healthcare organizations In a roundtable led by Luca Magni, Professor of Practice, Luiss Business School; Scientific Director of the Executive Programme in International Pharma and Healthcare Administration, Luiss Business School, has been discussed how to manage secondary trauma in healthcare organizations. «We had a huge global experiment: Covid pandemic – said J. A. Hans Romijn, Professor of Medicine, University of Amsterdam; Internist, Former Chairman and Dean of Amsterdam UMC, University of Amsterdam; Coordinator of the merger of the two UMCs in Amsterdam – It required a whole reorganization of hospitals. Treatments of patients have been stopped. Nurses were relocated. Teams were not cohesive anymore. There were running out of material, fear of getting sick. People were dying without their families. This has led to a large amount of stress». «Starting from secondary trauma, the question must be: is the world ready to create compassionate enterprises? – asked Laura Mckeaveney, Patient Advocacy Expert, with relevant experiences in multiple corporate roles, the latest being the one of Global Head of Patient Advocacy, Novartis – We have so much journey to travel to get to more humanistic organization, even if we need to do profit». «Language has an important task – says Daniele Raugi, Head Global HR Corporate Functions & Europe, Sanofi – We must normalize talking about feelings. Covid forces organization to look at the whole human being. Leadership has been evolving and the role of the leader is changing they must develop and grow people. It goes from empowerment to be authentic. As a leader, you create the right environment». 5/23/2022

pharma

Why Luiss Business School Amsterdam Hub is the answer for your upskilling

Inside

March 17 2022

Why Luiss Business School Amsterdam Hub is the answer for your upskilling

Choosing an executive programme abroad is the starting point to enhance one’s career. Here’s why Amsterdam is the place to be Health and pharma, sustainability, fashion and luxury, regional headquarters of global companies, an abundance of tech start-ups, and the international gateway to Europe: there are many reasons to start a programme at the Luiss Business School Amsterdam Hub. Enrolling for an executive programme is a way to improve your skills, expand your network and boost your career. Joris Ebbers, Full Professor of Entrepreneurship and Innovation and Academic Dean of the Amsterdam Hub, explains why in Amsterdam you can find the key to revolutionize your career. Work and education: what are the main trends in Amsterdam? A first trend regards data analytics and AI, which are important, especially in combination with business and statistical skills. Professionals need understand the value of data, how they can be analysed, and how they can support the business. A second trend is sustainability and circular economy management. Because of potentially irreversible environmental trends, such as resource scarcity and pollution, the challenge is how we can be as economic as possible with our planet’s resources, by using as little as possible and reusing as much as we can, and lower our dependence on non-renewable fossil energy. A third trend is health, pharma, and biotech, due to the large Covid crisis. After the Brexit, the European Medicines Agency (EMA) of the E.U. moved from London to Amsterdam. This has further accelerated the development of a strong health, pharma, and biotech cluster around Amsterdam, with companies originating from many different countries around the world. Which are the key points of the Luiss Business School Hub in Amsterdam? There are a couple of focus areas. One of them is creativity, which is of crucial importance in relation to artificial intelligence (AI). AI is very good at answering specific questions. However, we need creativity to produce valuable questions that we want AI to answer. For professionals, it is therefore very important to be aware of the need for human creativity, be more creative themselves, and learn how to manage creativity in organizations. That is why Luiss Business School in Amsterdam has a specific focus on creativity, creative skills, and creative leadership skills. But creativity also means entrepreneurship. In addition, we need entrepreneurship to translate and transform new questions into valuable business opportunities. It is all about developing winning new business models that can solve problems or satisfy (latent) needs. For this, professionals also need leadership skills: you must have these skills to be sure that the organization is aware of the opportunities and threats it is facing, and support the organization to continuously adapt. For this, you not only need to foster creativity and entrepreneurship but also organizational change management skills. What are other reasons for studying at Luiss Business School’s Amsterdam Hub? Amsterdam is a great city for business. The Netherlands is very well connected because of infrastructures like the harbour in Rotterdam (#1 in Europe) and Amsterdam airport (#3 in Europe).. In addition, but only few people know that Amsterdam is one of the biggest Internet exchanges in the world (#3 in Europe). A lot of the Internet traffic goes through the Amsterdam Internet Exchange (AMS-IX) . As a consequence, there are lots of economic activities around data and cloud computing In addition, Amsterdam has a strong start-up ecosystem and is rising quickly on global startup rankings of best places to start or locate new companies. Besides regulatory reasons, and the fact that many Dutch people speak English, this is also related to the presence of AMS-IX. This has facilitated a powerful mix between tech and start-ups, including local successes Adyen and Booking. Why choose an international executive programme to improve one's skills? Focusing on executive education is very important. The world changes, so you must improve your skills, increase your knowledge, and meet other people of your industry from who you can learn. A lot of the learning in executive educational happens through peers who share their experiences. Through that, you will automatically build a network, which a very important aspect. As regards the international aspect, it is important to cross borders and meet other cultures. Finally, because of the considerable number of big companies moving their regional (EMEA) headquarters to Amsterdam especially after Brexit, attending a programme here, at the Luiss Business School Amsterdam Hub, is an excellent choice which leads to new opportunities. Discover more about the executive education Luiss Business School at Amsterdam Hub.Join the Virtual Open Day on April 5th. REGISTER

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