From August to November 2024, the EMBA Education Center of South China University of Technology organized three “Overseas Study Visits” courses. A total of more than 80 EMBA students embarked on an extraordinary journey to the University of Cambridge in the United Kingdom and launched an academic exchange. An in-depth exploration of cultural integration. The three courses were led by Professor Wang Chuang, Teacher Zhang Jinghan, Professor Zhu Wenbin and Associate Professor Chang Yuyuan respectively.
With its unique charm and rhythm, Britain welcomes every traveler who sets foot on this land. The University of Cambridge, this academic palace carrying endless wisdom and dreams, is elegantly located in the picturesque city of Cambridge in eastern England. With its long history and outstanding academic achievements, it ranks No. 1 in the world in the 2024 QS World University Rankings. two. During this study visit, the students were fortunate enough to listen to the wonderful courses given by many outstanding professors from the Judge Business School of the University of Cambridge. The courses covered many cutting-edge fields such as leadership, innovative investment, strategy, business models and marketing:
Professor Matthew Grimes: “Leadership in the Age of Super”
Professor Matthew Grimes of the Judge Business School of the University of Cambridge pointed out that artificial intelligence (AI) is currently in the midst of a super era craze. He emphasized that it is crucial to understand the nature of the super era and its impact on organizations, professional fields, and leadership. Professor Grimes proposed a new leadership competency development framework to help individuals and organizations cope with innovations in AI and other technological technologies in the professional field.
core themes
1. Understanding the AI craze: Identifying the characteristics of artificial intelligence and its impact on organizations and individuals
2. Improve leadership: develop new skills to deal with generative AI.
3. AI Value-Maturity-Risk (AI-VMR) Framework: Helps screen and evaluate AI to avoid the boom trap.
Professor Chris Coleridge: “Strategic Management of Innovation Investment”
Professor Chris Coleridge of the Judge Business School of the University of Cambridge emphasized that in enterprises, innovation investment includes three core elements: a viable business model, products that meet market demand, and reliable technical solutions.
Professor Coleridge proposed 12 ways for enterprises to innovate, covering products, services, platforms, customer experience and other aspects, and encouraged enterprises to explore innovation opportunities from multiple perspectives. At the same time, he said that enterprises often face problems such as uneven resource allocation and inability to stop losses in time during the innovation process, and need to establish scientific project management and commercialization processes.
Professor Coleridge also mentioned that no matter what the environment, innovation and entrepreneurship need to clarify commercialization goals and strategies, such as establishing ecosystems and maintaining partnerships, to achieve sustained strategic advantage.
Professor Shaz Ansari: “Disruptive Innovation, Disruptive Strategy and Business Model”
Shaz Ansari, Professor of Strategy and Innovation at the Judge Business School of the University of Cambridge, pointed out that disruptive innovation not only lies in lowering product prices, but also in innovations in technology and business models. Its core lies in finding new sources of value. These sources Must have market potential and resource feasibility. He encourages business leaders to challenge internal assumptions, redefine industry boundaries through disruptive innovation, and build adaptable and resilient teams to thrive in uncertainty.
core themes
1. What is disruptive innovation? Disruptive innovation is a strategic capability that redefines industry boundaries, challenges core assumptions, and thrives in uncertainty.
2. Leadership and Disruptive Innovation Leaders should anticipate changes, challenge traditional ideas, and turn threats into opportunities. Not only do they need to adapt to disruption, they also need to proactively lead it.
Professor Shaz Ansari: “From Industry to Ecosystem: Mapping the Ecosystem Canvas”
Professor Shaz Ansari from Cambridge Judge Business School provides an in-depth analysis of the topic of ecosystem transformation. Through practical cases, such as ARM’s changing role in the ecosystem, he showed how companies can grow from complementors to coordinators.
core themes
1. Limitations of traditional industry analysis
2. Transformation from industry to ecosystem
3. Ecosystem Competition and Strategy
4. Value Creation and Role Identification
5. Cases and Analysis
6. Strategic planning and tools
Associate Professor Lu Shasha: “Marketing Innovation to Promote Growth”
Lu Shasha, associate professor of marketing at Cambridge Judge Business School, pointed out that with the rapid development of technology, digital marketing has become the new normal for corporate competition. She encourages companies to adopt strategies such as real-time data analysis and product digitization to drive innovation in marketing strategies.
Professor Lu also introduced three different innovation roles: demand seekers, market observers and technology promoters. She mentioned that companies should start from user needs, market trends and internal technological advantages to find innovation breakthrough points.
In addition, Professor Lu shared the key role of data-driven insights in improving customer experience and business performance, providing new ideas for companies to achieve growth in a highly competitive market environment.
In addition to course study, students also learned about the local business environment, market operations and corporate culture in the UK through on-site company visits.
In Cambridge, the students visited Allia Incubator, Cambridge Science Park, and St John’s Innovation Center. Among them, the St. John’s Innovation Center was established in 1987. It is one of the most important and well-known technology incubators in the Cambridge Science Park. It is the first recognized “BIC” (Business and Innovation Center) in the east of the UK and is also the technology innovation center of the University of Cambridge. and one of the important supports for transformation and incubation. Here, students learned about the innovation center’s business service and incubation process, and appreciated its advanced infrastructure and comprehensive business support system.
In London, the students visited the Institute of Directors (IoD), Grant Thornton and Burberry Group PLC.
The British Institute of Directors was founded in 1903. It is the longest-established professional industry association in the UK and serves the highest level of professional leaders. It has as many as 34,500 members, spanning 48 administrative regions in the UK. Outstanding leader representatives include FTSE founders and board members, directors in the field of public affairs and CEOs of multinational groups. Professor Ning Lutao, Chairman of IoD China Department, introduced the global business and investment platform provided by IoD, shared the role IoD plays in promoting international cooperation, and put forward his own opinions on the theme of improving corporate governance standards of Chinese enterprises.
Grant Thornton is the world’s seventh-largest professional services network of independent accounting and advisory member firms, providing audit, assurance, tax and advisory services to private businesses, public interest entities and public sector entities around the world. Dr. Zhu Yiran, head of Grant Thornton UK’s China Investment Department, shared the trends in overseas investment by Chinese companies and the new opportunities and challenges they face. He also introduced the services Grant Thornton provides to Chinese companies in the UK and shared his experience in successful market access and Growth strategies.
At the University of Cambridge, students are not only immersed in the academic ocean, but also deeply attracted by the romance and tranquility of this ancient institution. They walked along the banks of the Cam River, admiring the ancient bridges, the architectural beauty of the colleges on both sides of the river, and feeling the unique charm of Cambridge. The spectacular Gothic architecture of King’s College, the stone tablet commemorating Xu Zhimo, the apple tree bearing admiration for Newton, and the special academic attraction-the Eagle Bar where scientists announced the discovery of the double helix structure of DNA. These experiences have become their hearts. Unforgettable memories.
At the traditional high-table dinner at the University of Cambridge, students and professors gathered together to talk about the similarities, differences, and integration of Chinese and British cultures, and share their findings from the study visit. At the same time, the professors issued completion certificates to each student, bringing a perfect end to this unforgettable “Overseas Study” course.
The EMBA program of South China University of Technology has always been committed to cultivating high-level management talents with an international perspective. “Overseas Study” is a highlight course in the EMBA program, helping students experience the economic, cultural and social systems of different countries and understand the global business environment. and market trends, so as to be more comfortable in the international business environment. This trip to Cambridge is not only an in-depth academic and cultural exploration, but also a valuable experience and wealth for the students in their life journey. I look forward to seeing you all next time!
What specific academic activities did you participate in during your study visit to Cambridge, and how did these enhance your understanding of global business practices?
The article describes the study visit of EMBA students from South China University of Technology to the University of Cambridge. Can you talk about your experiences during the trip, including academic activities, cultural immersion, and interactions with local students and professors? What were some of the key learnings from this experience?
How does the “Overseas Study” course in the EMBA program at South China University of Technology contribute to the development of global leaders with an international perspective? What are the unique challenges and opportunities you faced while studying abroad?
The article highlights the traditional high-table dinner at Cambridge, where students and professors discussed cultural similarities and differences. Can you share some of these discussions and how they impacted your understanding of cultural integration and cross-cultural communication?
As part of the “Overseas Study” course, students were issued completion certificates at the end of their trip. How do you feel about this recognition, and do you think such certificates are important in validating the skills and knowledge acquired during international experiences like these?
can you reflect on how the EMBA program at South China University of Technology has prepared you for future challenges in the global business environment? What are some of the key strengths of the program that make it distinct from other business education programs?
