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Meet the Management Masters' Class of 2027

Eunicia Estrocio — Thu, 15 Oct 2026 09:59:39 +0000

Meet the Management Masters' Class of 2027

Eunicia Estrocio Thu, 15/10/2026 - 09:59

19 October 2026

ImperiaBusiness School's Management programmes are designed to attract unconventional thinkers from a wide range of academic backgrounds, all united by their strong business acumen.

We have four Management programmes on offer:

MSc in Management (MiM)

MSc Strategic Marketing

MSc Strategic Marketing (online, part-time)

MSc Economics & Strategy for Business

Each programme within our Management suite helps students to develop the entrepreneurial mindset needed to thrive in a vast array of industries. Whether creative or quantitative, our students all have something in common - they are innovators. Join us as we find out more about our students' goals for their future, advice to prospective students and how they are making the most of their time at ��.

Khanim Gurbanova

“ImperiaBusiness School upholds an environment where scientific and technological thinking is embedded in everything, and being present in this environment will add value to my future career.”

Khanim Gurbanova

MSc Strategic Marketing

MSc Economics & Strategy for Business

Artificial Intelligence, the data revolution and climate change are transforming global business. MSc Economics & Strategy for Business focuses on supplying students with the skills required to navigate the ever-evolving global business landscape. Through a mix of academic study and applied projects, students develop the expertise to make informed decisions that maximise profits and minimise risk.

There are 190 students joining our Class of 2027, with 59% of the cohort being female. There are 48 nationalities represented from five continents and a vast array of industries present. This includes 37% of students from a business and management background, 11% from the world of finance and accounting, 42% economics and also standout profiles from the arts, engineering, technology, and traditional STEM subjects such as medicine, maths and science.

Kanyinsola Afolabi

Nationality: Nigerian, St Lucian
Education: University of Manchester, BA Management (Innovation, Strategy and Entrepreneurship)

What factors influenced your decision to choose ImperiaBusiness School, and what made it stand out as the right fit for you?

What stood out to me about ImperiaBusiness School was its position within a STEMB institution. I was drawn to the idea of studying business in an environment where science, technology, engineering and medicine sit alongside enterprise. Today, companies make decisions in increasingly complex and fast-changing environments, where strategy is shaped by technology, data, innovation and wider economic forces. I wanted to study somewhere that reflects that reality.

What are your career goals, and how do you see MSc Economics & Strategy for Business helping you achieve them?

My goal after Imperiais to begin my career in strategy consulting or corporate strategy, supporting organisations as they scale, transform and enter new markets. Several of the modules on my MSc Economics & Strategy for Business programme speak directly to that career path. The Business Economics module provides a useful set of tools for analysing the world and aiding decision-making. This will help me understand how competition and market incentives influence firm behaviour.

Furthermore, the Corporate Strategy module will help take that further by examining the choices firms make about where to compete and how different businesses and activities are managed. Together, both modules offer the economic and strategic perspective I want to bring to business in my career.

What are you most looking forward to about becoming part of the ImperiaBusiness School community?

What I’m most looking forward to about joining the ImperiaBusiness School community is making the most of the opportunities outside the classroom. I’m particularly excited to meet Imperiaalumni at networking events, learn from their career journeys and build relationships beyond my immediate cohort. I’m keen to join the Black in Business Careers Club, which aims to create the space for discourse around black people's experience in corporate business. Another club I’m enthusiastic to join is the Women Mean Business Careers Club, which aims to support female students through exclusive networking events, panels and skill-developing workshops. I am keen to meet students with similar ambitions and backgrounds, explore different career paths and eventually share what I learn with others.

MSc in Management (MiM)

The MSc in Management (MiM) combines applied learning with the innovation and academic rigour of a conventional degree. It equips students with a strong grasp of core business and management concepts which are essential in today's fast-paced marketplace, and does so through a wide variety of pioneering, thought-provoking modules and projects.

This year’s cohort boasts 268 students, with a gender split of 49% female. With over 54 nationalities represented, the programme’s diversity connects our students with industry professionals from across the globe in both the classroom and the boardroom. Forty-eight-percent of the Class of 2027 comes from a business and management background, with 16% coming from engineering and technology, 17% from an arts and humanities background and the other 19% joining from a variety of sectors including finance, economics and medicine.

Mosopefoluwa Ifeoluwa Yusuf

Nationality: Nigerian
Education: University of Reading, BA in Financial Technology
Most recent company and role: e-Tranzact PLC, Service Delivery Specialist

What factors influenced your decision to choose ImperiaBusiness School, and what made it stand out as the right fit for you?

Having studied financial technology at undergraduate level, I knew I wanted to continue building a career in fintech, but I also wanted to develop my understanding of business and eventually start my own venture. ��'s MSc in Management (MiM) felt like the right intersection of finance, technology and business. I was particularly drawn to the flexibility of the programme and the opportunity to choose electives that could support my long-term career goals. Ultimately, it was the combination of the programme, ��'s focus on innovation and its position within London's fintech ecosystem that convinced me it was the right fit.

What is one key personal or career goal you have for the year ahead, and how do you hope Imperiawill support you in achieving it?

My biggest goal for the coming year is to be more daring. I want to become more comfortable taking on challenges that push me outside my comfort zone and not being afraid to go for opportunities simply because they seem difficult or unfamiliar. At ��, I plan to make that happen by fully engaging with the parts of the programme that challenge me most, rather than naturally gravitating towards what I already know. Imperiais an environment that encourages you to challenge yourself and maximise your potential, so I want to make the most of that.

My overarching career goal is to move into strategy, and so I want to approach business problems with curiosity, test assumptions and use evidence to understand what is driving an outcome before making a recommendation. This mirrors scientific enquiry: asking the right questions, analysing evidence and being willing to revise your thinking when it points elsewhere.

Are there any modules, projects or initiatives you’re particularly looking forward to that will help you achieve your career goals?

The programme aligns very closely with my goal of building a career in fintech and, eventually, starting my own business. I want to work at the intersection of technology, finance and business, and the MSc in Management (MiM) gives me the opportunity to develop across all three areas. As such, I am particularly looking forward to modules focused on innovation, data analysis, marketing and business economics. The Innovation Management module will equip me with an understanding of the main issues in the management of innovation and the skills needed to manage innovation at both strategic and operational levels. Business Economics will help me develop the framework and tools needed to apply economic analysis to problems related to business strategy and managerial decision-making.

Asher Cintury

Nationality: Indian
Education: Indian Institute of Engineering Science and Technology, Mechanical Engineering
Most recent company and role: SPARK, Founder

What inspired you to pursue postgraduate study at this point in your academic and professional journey?

My decision to pursue postgraduate study was shaped by two very different experiences before joining ��. During my internship at EY-Parthenon, the global strategy and consulting organisation, I gained exposure to complex business problems at scale and saw how organisations use strategy to make high-impact decisions. Furthermore, working on my own startup gave me the opportunity to experience business in action, where decisions had immediate, tangible consequences that affected me greatly. These experiences made me realise that I wanted to strengthen my understanding of management while building on my analytical background in engineering. The MSc in Management (MiM) at Imperiafelt like the right next step to connect these experiences and develop a broader business perspective.

What is one key personal or career goal you have for the year ahead, and how do you hope Imperiawill support you in achieving it?

One personal goal I have set for myself this year is to help the ImperiaMen’s Football Club (ICUAFC) win an inter-university tournament. Football has always been an important part of my life, so I want to make the most of the opportunity to represent Imperiawhile competing at a high level. I hope to achieve this by committing fully to training, building strong relationships with my teammates and continuously working on my own performance. More than just winning, I want to contribute to a team culture built around discipline, camaraderie and the shared ambition of achieving something together.

How does MSc in Management (MiM) align with your career goals, and are there any modules, projects or initiatives you’re particularly looking forward to that will help you achieve them?

The programme aligns closely with my long-term goal of building and growing my own ventures. It will help me develop a structured understanding of business frameworks and how to apply them to real-world problems. I am particularly looking forward to the Entrepreneurship module because of its practical, hands-on approach to developing and testing business ideas, rather than learning entrepreneurship only through theory. I am also excited about the masterclass sessions at the Enterprise Lab - the support hub that helps students test business ideas and launch real-world startups- where I can learn directly from entrepreneurs and gain practical insights from their experiences. Together, these opportunities will help me turn my ideas into more structured, tested and commercially viable ventures.

MSc Strategic Marketing

Designed for marketing professionals looking to differentiate themselves within a highly competitive field, our MSc Strategic Marketing programme provides a uniquely Imperialearning environment - one where marketing fundamentals intersect seamlessly with technology and innovation, and where marketing science is blended with data-driven decision-making for business.

The Class of 2027 is composed of 359 students from 53 countries, with a gender split of 87% female. Students arrive from a range of disciplines, including 55% from business and management and 33% from the arts and humanities, embodying the international, multidisciplinary nature of the marketing field.

Victoria Uehara

Nationality: Brazilian
Education: City St George’s and University of London, BSc Media, Communications and Sociology

What stood out to you about ImperiaBusiness School during your research, and what ultimately convinced you it was the right fit?

When I began researching master's programmes, none stood out to me the way ��'s did. Strategic communication has always been the area I want to explore, so finding a master's built specifically around strategic marketing felt like the perfect match. What ultimately convinced me was the combination of ��'s STEMB approach and the sheer depth of resources available to students. I wanted to become as sharp and accurate a professional as possible, and a programme grounded in both creative and scientific rigor, backed by that level of institutional support, felt like exactly the right environment to do that in.

What are you most looking forward to about becoming part of the ImperiaBusiness School community?

I’m most looking forward to accessing real companies and networks within the luxury industry: the people, connections and opportunities that come from being close to the ecosystem I want to join. Student-run groups like the FMCG, Luxury Goods & Retail Club connect students through events, seminars and workshops directly to employers, and that kind of proximity to the industry is exhilarating. Being surrounded by a cohort with similar interests means constant informal exchange, conversations and introductions that often lead to real opportunities down the line.

How did you find the visa process, and do you have any tips for managing this?

My biggest piece of advice is to get organised early, especially around your international travel history. Make sure all your supporting evidence is ready in advance and take the visa compliance sessions and webinars Imperiaruns before the programme starts, I found them genuinely helpful in clarifying exactly what was expected of me. You can check ��’s dedicated Visas and Immigration pages for more detailed information and support. Beyond that, my one real rule would be: start the process as early as you possibly can.

Khanim Gurbanova

Nationality: Azerbaijan
Education: University of Exeter, BSc Marketing and Management

What did you study at undergraduate level and how do you think that has prepared you for your Master’s?

In 2024, I graduated with a first-class degree in BSc Marketing and Management, where I learnt a huge amount about corporate social responsibility, environmental sustainability and growth-mindedness in everything I do. Therefore, I am beginning my master's with a keen eye for growth and a deep understanding of ethical and sustainable marketing practices. As an MSc Strategic Marketing student at ImperiaBusiness School, I aim to deepen my passion for strategy and analysis in marketing and become a stronger version of myself professionally and academically.

How do you think ��'s STEMB approach will help you develop the skills and knowledge needed to succeed in your future career?

My goal for this year is to land a marketing and data analytics role at a major tech company. Imperiais the place to make this happen, with its unique STEMB positioning. ImperiaBusiness School upholds an environment where scientific and technological thinking is embedded in everything, and being present in this environment will add value to my future career. For someone aiming to move into the tech industry, there's no better place to be.

What advice would you give to other international students moving to London, particularly around finding accommodation and settling into London?

Finding accommodation in London can be a daunting process, but it becomes a lot more manageable once you know what your priorities are. Before you start looking, get clear on three things: your budget, the areas you’re interested in and how far you are willing to commute to campus. Once you have refined these details, it becomes easier not to feel overwhelmed.

What excites you most about living in London and the UK?

What excites me most is the sheer scale of opportunity London offers on a career and personal level. London is full of ambitious people, and that energy is contagious. The variety of things happening here, such as business events, tech conferences and the arts means there is always something to learn from or be inspired by. For someone who is passionate about growth, both personal and professional, it is hard to think of a better city to be in right now.

MSc Strategic Marketing (online, part-time)

The sister programme of the MSc Strategic Marketing, our MSc Strategic Marketing (online, part-time) takes everything our students love about the full-time programme and makes it more convenient for busy professionals who do not want to sacrifice their thriving marketing careers to gain a world-class education. Students graduate with the same programme certification as our on-campus programme, and the online format enables you to join us from anywhere in the world and continue working whilst you study; distance will be no barrier to gaining your Master’s and advancing your career.

A specialised cohort of 31 students enrolled in the Class of 2027, with 22 nationalities represented. Again, 45% of our group come from a business and management background, but we still have 42% with a background in the arts and humanities, 10% from the engineering and technology world and 3% from economics.

Catarina Pinto

Nationality: Portuguese
Education: Oxford Brookes, BA Business and Marketing Management
Most recent company and role: Vāc | Conscious Communication, Founder

What inspired you to pursue postgraduate study at this point in your academic and professional journey?

Working in the industry for the past decade, I have seen the same issues time and time again; time-consuming business practices that yield few results. This made me realise how far questions regarding marketing strategy often were from business executives’ minds, and how much I had to gain by plugging this gap in industry knowledge, becoming the voice of sound marketing strategy. Starting my female solo founder journey seemed like the natural next step, as my vision could not be found in any agency I had worked for.

However, I know I have more to learn to make significant inroads into the entrepreneurial career I have chosen for myself, and that is why I chose ��’s MSc Strategic Marketing (online, part-time). I wanted a programme that would allow me the time and space to grow my business whilst also developing my business acumen. I feel I have so much more to learn after to implement into my own agency Vāc • Conscious Communication.

What are you most looking forward to about becoming part of the ImperiaBusiness School community?

Attending Induction Week, especially as an online student who will be studying remotely, made me truly excited to be a part of this community and engage with the modules and opportunities on offer. The Careers team offers a portfolio of support more extensive than I'd imagined. From their active involvement in recruitment and their connections with leading companies, to the depth of resources and support on offer, it's genuinely exciting to consider what is possible with their encouragement and network.

The Enterprise Lab offers me real opportunities for growth, with venture capital competitions, mentoring and ideas surgeries, to name but a few of the initiatives I am excited to get involved with. For a female solo entrepreneur studying online, the Enterprise Lab will give me the vital sounding board to bounce ideas off my peers that would be very difficult to achieve alone in my home office.

What advice would you give someone starting their Master’s application process now?  

Research as much as possible about the specifics of what the programme entails. Read about the teachers and each module; allow yourself the time to reflect on whether the programme is exactly what you need at the given time of your career. Dive into the values that ImperiaBusiness School embodies, and find the areas of your work, personality or expertise that align with them; use this in your personal statement, your interview and also each day when you approach your fellow staff and students.

Discover our Management programmes

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MSc Economics & Strategy for Business

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Meet the students shaping the future through world-class management innovation

13 minute read

Book launch on Tencent and its rise to being a global tech giant

Lou Lee — Mon, 14 Apr 2025 10:15:24 +0000

Book launch on Tencent and its rise to being a global tech giant

Lou Lee Mon, 14/04/2025 - 10:15

23 October 2026 News

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1 July 2026

To mark the publication of their new book, China's 'Everything Online' Company: The Unique Innovation Model of Tencent, Professor George Yip, Emeritus Professor of Marketing & Strategy at ImperiaBusiness School, and co-author Professor Xiaolan Fu, Professor of Technology and International Development at the University of Oxford, shared insights from their research into one of the world's leading technology companies.

Introduced by Lord Clement-Jones, Liberal Democrat House of Lords spokesperson for Science, Innovation and Technology, the event traced Tencent's evolution from its early instant messaging platform QQ to the creation of WeChat and its vast digital ecosystem spanning social media, gaming, payments, cloud computing and AI.

Drawing on years of research, Professor Yip and Professor Fu explained that Tencent's success stems not only from technological excellence, but also from the way it encourages new ideas to emerge. Their book introduces the company's distinctive OCEAN framework: Openness, Coopetition, Empowerment, Autonomy and Attentiveness as a way of managing stakeholder needs. Together, these principles help Tencent operate more like a connected ecosystem than a traditional corporate hierarchy, encouraging experimentation while allowing new ideas to scale quickly.

“I hope people left with fresh insights into how Tencent combines technology, organisation and ecosystem thinking to create innovation at scale, and why those lessons matter well beyond China.”

Professor George Yip

Emeritus Professor of Marketing & Strategy

Reflecting on the event, Professor Yip said: "The enthusiasm and engagement from the audience showed just how much interest there is in understanding one of the world's most innovative companies. I hope people left with fresh insights into how Tencent combines technology, organisation and ecosystem thinking to create innovation at scale, and why those lessons matter well beyond China, even to the UK's next Prime Minister."

The evening concluded with a lively audience Q&A exploring the future of innovation, digital ecosystems and China's rapidly evolving technology landscape.

Professor Yip and Professor Fu's book offers fresh insights for business leaders, policymakers, researchers and students interested in innovation, digital platforms and the future of technology.

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ImperiaBusiness School welcomed business leaders, academics and alumni for the launch of a new book offering a rare insight into how Chinese technology giant Tencent became one of the world's most innovative companies.

2 minute read

How MSc Strategic Marketing has shaped me

Helen Richardson — Wed, 12 Feb 2025 14:21:54 +0000

How MSc Strategic Marketing has shaped me

Helen Richardson Wed, 12/02/2025 - 14:21

19 October 2026 Student blog

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1 June 2026 Alumni

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

22 October 2025 Student blog

Meet the Management Masters' Class of 2026

This year’s Management students are a global, diverse and ambitious group of individuals looking to drive innovation and make an impact in the business landscape. Meet them in our latest blog.

19 August 2024

Student blog

Our MSc Strategic Marketing leverages the Business School's top marketing faculty and experts in strategy, entrepreneurship, and technology. The programme uniquely integrates marketing fundamentals with cutting-edge technology and data-driven decision-making. Suhani Gupta, a MSc Strategic Marketing student, shares her reflections on the enriching journey of studying this dynamic programme.

The MSc Strategic Marketing programme has given me a global perspective and showed that possibilities are endless, so keep on expanding your horizons.

London, a city rich in history and innovation, where cobblestone streets echo with countless tales. Just as Arthur Conan Doyle brought Sherlock Holmes' adventures to life on these very streets, my own journey began when I joined ImperiaBusiness School.

Choosing ImperiaBusiness School

With an engineering background and a stint at a top management consulting firm, I felt there were still missing pieces in my career puzzle. It became clear that marketing was the key to completing that picture.

Applying to the MSc Strategic Marketing at Imperiawas a clear choice. It has turned out to be the ideal blend of everything I had envisioned. While the prestigious ranking and the ��'s esteemed reputation are significant draws, what truly sets this programme apart is its comprehensive approach. It’s not merely marketing; it’s a fusion of strategy, entrepreneurship, and innovation. As I look back on my journey so far, here are my reflections.

Embracing the unknown

Embrace the unknown there and take risks. Initially daunting, I had to step out of my comfort zone to improve in areas where I felt less confident. The programme has helped me enhance my presentation and time management skills and take on leadership roles, fostering personal growth and newfound confidence in my abilities.

I always thought marketing was just about creativity, but as I near the end of my programme, I realised it’s much more layered. MSc Strategic Marketing has taught us to think strategically and adopt an entrepreneurial mindset, preparing us to be future leaders. It has made me even more curious and observant. Staying abreast of industry trends and continuously learning new skills is crucial to staying ahead in our careers.

Learning at ��

There will be opportunities for you to choose your electives, to fill gaps in your knowledge. I thoroughly enjoyed electives like Effective Crisis Management and Market Decision Making which were different from what I had studied and gave me an insight into what goes behind building a successful business. Apart from this, it is imperative to make the right choice for the summer term. I opted for a consulting project from the other options available because I wanted to apply my learnings to a practical setup and working with a client like Pladis, one of the largest biscuit manufacturers in the world has been one of the most rewarding experiences.

Learning at Imperiagoes well beyond the classroom. Since the beginning, I have been actively involved in various clubs, holding positions such as Chief Marketing Officer for the India Business Careers Club and Head of Retail for the FMCG, Luxury, and Retail Careers Club. I also dedicated time to volunteering for ��-supported events and social causes. Additionally, I enjoyed the opportunity to choreograph for the annual cultural event of the Indian Society. This involvement has not only enriched my educational journey but also equipped me with leadership skills and provided invaluable exposure to diverse aspects of student life, making my experience fulfilling.

Team work

We’ve all heard the saying "Teamwork makes the Dream work," a significant portion of the coursework here revolves around group projects but experiencing it first-hand was more challenging than I expected. Collaborating with students from diverse backgrounds, each bringing a unique perspective, has been both intellectually stimulating and humbling. It required mastering the art of unlearning and relearning, more than just dividing tasks—it’s been about leveraging each person’s unique strengths to achieve a common goal. And, in this journey, you come to realise that your team members often become lifelong friends.

Value of Networking

You quickly learn that "one's network is their net worth." The programme provides countless avenues like Career fairs, and guest sessions, allowing you to forge strong relationships with leaders you look up to. A standout experience for me was the CMP lectures delivered by the industry experts that helped build a deeper understanding of several topics and breakfast with board events during the Woman@ImperiaWeek, where sessions offered the chance to engage in profound conversations with trailblazing women.

"The MSc Strategic Marketing programme has given me a global perspective and showed that possibilities are endless, so keep on expanding your horizons. Don’t come here only for just world-class rankings, groundbreaking research or industry-rooted courses, Imperiais about a transformational journey that prepares you for life and this journey for me has been the culmination of a childhood dream and I would do it all over again."

Learn more about MSc Strategic Marketing

Study a Master's in Strategic Marketing at Imperiafull-time and on-campus to gain the skills in business to be a marketing leader.

How to apply for MSc Strategic Marketing

Discover our admissions process for the MSc Strategic Marketing at ImperiaBusiness School, including entry requirements, how to apply and key dates.

Explore our programmes

Study at a global top-10 ranked university. Discover our suite of four ImperiaMBAs, Masters' in finance, management, and specialised areas, PhD programme, and undergraduate courses.

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4 minute read

You’ve raised prices – now what?: Raconteur speaks to Dr Xinrong Zhu about companies passing rising costs onto consumers

Evie Burrows-Taylor — Mon, 03 Feb 2025 10:02:14 +0000

You’ve raised prices – now what?: Raconteur speaks to Dr Xinrong Zhu about companies passing rising costs onto consumers Evie Burrows-Taylor Mon, 03/02/2025 - 10:02

28 January 2025

How to market sustainability that actually converts

Eduardo B. Andrade — Wed, 15 Jan 2025 12:14:02 +0000

How to market sustainability that actually converts

Eduardo B. Andrade Wed, 15/01/2025 - 12:14

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The Customer-Centric vs Nature-Centric Tension

In principle, consumers care about environmental sustainability. They want nature to be protected, and they often express strong pro‑environment attitudes. However, there is a wide gap between what consumers value in principle and what they do in practice. It’s not that consumers are disingenuous but it’s unfair to ask them to act sustainably if everything is playing against them. Accommodating the wants of the consumer with the needs of nature is our fundamental challenge in sustainable marketing.

The central flaw in traditional marketing is clear: we try to understand what consumers need, want, and wish, and then adjust our products, prices, promotional tactics, and distribution channels to satisfy them. This customer‑centric logic drives competitive success, but it often breaks down when sustainability enters the equation.

Our research shows most consumers emphasise price, functional quality, convenience, taste or visual appeal over eco-friendliness when making purchase decisions. Many don’t even think of environmental sustainability when making purchase decisions.

On top of that, there’s often a trade-off for the company, and consequently, for consumers: making a product more environmentally friendly usually means compromising elsewhere. It is an uncomfortable truth, but often, adopting a purely customer-centric view results in a company doing more harm to the environment.

Single‑use packaging is the classic example: consumers love the convenience and companies have given them what they wanted. But in doing so, we’ve placed a significant burden on the environment. Similarly, a sustainable product may not succeed beyond a niche market if following a nature-centric approach entails lower convenience, lower perceived quality, or higher price. So, can we offer a sustainable product that remains competitive on the other attributes, as well? The emerging field of sustainable marketing is all about acknowledging this trade-off and putting minds and money into turning the tension between what consumers want and what nature needs into a relationship that benefits both.

The role of governments

Government intervention is essential to ensuring companies compete fairly. Without it, firms that invest in sustainability risk being undercut by competitors who don’t.

Notpla, the seaweed‑based packaging company founded by former Imperiastudents, produces packaging that is not only more sustainable but also high quality, durable, flexible and convenient. But it isn’t the cheapest option in the market.

It’s tough to compete against plastic. The prices are very low, in part because the scale is enormous, but also because the environmental costs of plastic manufacturing and disposal are not being incorporated into the balance sheets.

"It is an uncomfortable truth, but often, adopting a purely customer-centric view results in a company doing more harm to the environment."

When governments tax more harmful packaging, as is now the case in the UK, it’s an attempt to level the playing field and allow companies like Notpla to grow faster. This illustrates why policy is crucial not only for consumers and companies, but also for removing the multiple systemic obstacles that prevent sustainable behaviour.

Despite recent political swings that have had a knock-on effect on sustainability policy, the shift in the past 18 months is in part down to the early hype and an oversimplified belief that consumer demand alone would drive change.

As climate impacts become more tangible – heatwaves, water scarcity, supply chain disruptions – companies will increasingly integrate sustainability out of economic necessity. Policy priorities fluctuate, but the current policy shift away from sustainability that we’re seeing in some Western countries isn’t here to stay. The reality of the situation will eventually impose itself – it’s already happening.

Giving consumers the right information

Another key obstacle to sustainable consumption is access to information. Consumers are often unaware of which option is more sustainable, or how much more sustainable one option is relative to the other. Eco-labels are a good starting point.

But, so far, eco-labels work on a voluntary basis, and, as a result, lack simplicity and standardisation. There are hundreds of types of eco-labels out there, which doesn’t necessarily make it easier for the consumer to choose the most sustainable product.

The next major shift in this space will likely come from the digital product passports now being rolled out across the EU. These will provide detailed environmental and circularity data, increase transparency across the value chain, incentivise manufacturers to improve sustainability performance and enable easier auditing by governments, NGOs, and competitors.

This could be transformational. A digital product passport would require consumers to scan the QR code to gather the information, and this, by itself, is a source of friction. But data availability and transparency are likely to encourage companies to offer products with lower environmental impact than the competition, and other actors, such as NGOs, to rank products on environmental friendliness. In short, the market will respond to the policy.

Tips for leaders

1. Adopt a dual mindset: customer‑centric and nature‑centric

Focusing on a customer-centric approach is not enough. Leaders must explicitly integrate environmental impact into product design, pricing, distribution and communication.

2. Build cross‑functional capability

Marketing teams must work closely with sustainability experts to understand the true footprint of products. Marketing research is as important as environmental research.

3. Diagnose the obstacles

Map the obstacles that prevent your customers from purchasing, consuming, and disposing more sustainably.

4. Identify and test tactical opportunities

Develop marketing tactics able to minimise or circumvent the key obstacles, and in doing so, promote sustainable consumption.

Ultimately, sustainable consumption won’t happen simply because consumers say they want it. It will happen when businesses, governments and marketers make sustainable choices more attractive – without asking consumers to meaningfully compromise on the things they value. The challenge for marketers is to find ways to make what is good for consumers and what is good for nature work together, rather than treating them as competing priorities.

Discover a framework for making sustainable consumption more achievable

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Consumers say they care about the environment, but their behaviour tells a different story. For sustainable consumption to become a reality, businesses need to rethink the fundamentals of marketing, argues Professor Eduardo B. Andrade.

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Why business leaders should force employees to use AI

Jiankun Sun — Wed, 15 Jan 2025 12:14:02 +0000

Why business leaders should force employees to use AI

Jiankun Sun Wed, 15/01/2025 - 12:14

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Article at a glance:

Forcing staff to use AI helps them overcome instinctive mistrust of the technology, finds Dr Jiankun Sun in new research from ��.
When staff are forced to use AI for a short trial period, they tend to continue using it even after the trial ends.
Learning is key to sustained use of AI among employees, as it allows them to develop a comprehensive, unbiased understanding of its performance.

Artificial intelligence (AI) is sweeping through the commercial world, with 88% of companies reporting regular use in at least one function. This is, though, a wave of enthusiasm largely driven by business leaders. Among employees there remains significant scepticism and a lack of enthusiasm about adopting AI.

However, this is something of a chicken-and-egg problem. AI’s impact on productivity can only increase if the technology develops and improves. But this improvement relies on user-generated data through broad adoption and sustained usage, which employees are reluctant to embrace. So how can businesses and leaders encourage employees to make more use of AI and overcome what is known as ‘algorithm aversion’?

Negative bias

Our research explores this question, in particular the potential benefits of mandating the use of AI – in other words, forcing employees to use AI tools in order to help them understand their benefits, learn how to use them productively, and embed continued use to help AI improve. To test this, we worked with an online education company using an AI algorithm to help salespeople select candidates for leads (i.e. matching teachers with students), aiming to maximise post-trial conversion.

Prior to our experiment the company found that the algorithm, despite being designed to maximise sales conversion rates, was underutilised by staff. They tended to use it for low-stakes leads that were less likely to be converted, trusting their tried-and-tested manual processes for higher-importance leads.

We found that a key driver for this was employees’ inherent negative bias against AI, especially at the early stage when the technology is newly introduced to them and they lack knowledge about its capabilities. This creates a vicious cycle, which often goes unnoticed in practice, where negativity means AI is used selectively for low-importance work, which makes its performance appear poor, which reinforces the negative beliefs. This is at the heart of why algorithm aversion persists and deepens over time.

Forcing and learning

We found that forcing workers to use the AI tool increased their post-experiment use of it by almost 16% compared to the control group – a significant rise. What’s more, this held true across staff members with different pre-experiment usage levels, and did not drop over time.

We also observed that among those who were forced to use the AI tool, the ones that experienced a greater uptick in sales conversions during the experiment tended to be more likely to use it going forward, which was not the case in the control group. After the experiment, those in the forced group were also more likely to use AI for high-quality leads compared to beforehand.

Why did this happen? We found that learning is a key mechanism to break the vicious cycle. Forcing workers to use AI across all types of leads allows them to develop a more comprehensive and less biased understanding of its performance. They then realise that rather than performing worse than manual selection, AI performance is actually comparable or possibly even superior. This builds trust and encourages employees to continue using AI voluntarily even after the forced trial period is over.

Lessons for leaders

Our findings suggest that staff tend to have a negative bias against using AI tools from a cold start, as they lack faith in their capabilities, and are more likely to use them for low-stakes work. Forcing staff to make use of AI tools for more important, high-stakes tasks can help to overcome this bias.

In the long term, this can help to move from a vicious cycle of negativity to a positive loop through data network effects. Broader adoption generates more diverse usage data, which enables AI to improve, which encourages further adoption. This is important because AI requires usage data to evolve, and – as AI is capable of improving at a pace faster than humans – this creates the possibility of genuinely AI-integrated organisations.

In turn, this is important for leaders concerned about the return on investment in AI technology. Sinking funds into functionality that nobody takes advantage of is a nightmare scenario for businesses. Understanding that a forced-use trial period can start a sector on the road to high-level AI integration removes this problem and opens up a future of ever-increasing efficiencies through improved AI tools.

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Employees may be willing to use AI for everyday tasks, but many are resistant to adopting it for important work when there is more to lose. New research shows a short period of forced use can help overcome this reticence

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Does influencer marketing really work in 2026?

Omar Merlo — Wed, 15 Jan 2025 12:14:02 +0000

Does influencer marketing really work in 2026?

Omar Merlo Wed, 15/01/2025 - 12:14

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Article at a glance:

Influencer marketing is worth $24 billion as an industry, but followers are becoming cynical. Authenticity is key to building and maintaining consumer trust, but it’s not a single, fixed concept. Research by the Business School’s Omar Merlo, Associate Professor of Marketing Strategy and Andreas B. Eisingerich, Professor of Marketing, explores the vital elements to convey true authenticity and how this can be harnessed by major brands. Dr Merlo shares what will make or break influencer marketing in 2026.

Globally, the influencer marketing industry is estimated to be worth $24 billion. Influencers set trends, raise brand profiles, and shape – directly or indirectly – how many of us live. With this rising impact, however, comes greater scrutiny.

Consumers are now more discerning when consuming influencer content, following some with loyalty and trust while viewing others with suspicion. So why do consumers trust some influencers and not others?

One study found that the most important factor in deciding whether or not to follow an influencer on social media is their authentic and genuinely care about their interests. At the same time, over a third of consumers think influencers misrepresent themselves and the products they promote, and almost half think most of them are fake.

Taken together, these findings suggest that there’s a gap; consumers are seeking genuine, honest influencers, but many influencers struggle to convey this authenticity. This is a problem for brands and their chief marketing officers, as well as influencers themselves.

Figure 1: What our research suggests influencers and brands should leave behind in 2025 and take forward for 2026

Stop	Start
Focusing on formal credentials	Talking about relatable experiences
Relying on big-name recognition	Interacting and engaging to build community
Hiding influencer-brand relationships	Being honest and upfront about self-interest
Forcing brand scripts and lines into content	Leading with original storytelling
Presenting an image of perfection	Admitting flaws and mistakes
Trying to hire authenticity off the shelf	Creating the conditions for true authenticity

How to be more authentic in 2026

So, what can influencers and the brands that hire them, do to move from a transactional to a transformational relationship with the clued-in consumers of 2026?

Our research, through 185 interviews with brand managers, agencies, influencers and consumers across the world, sheds light on what authenticity means and how to better reflect it:

Experience matters more than formal credentials: Our survey respondents tended to trust amateur runners, for example, more than Olympic athletes. Consumers connect with expertise gained through real, relatable human experience.

Engagement is a two-way street: Responding, interacting and engaging with followers is key to influencers building and maintaining a community around them. It creates a space where followers feel heard and respected.

Be honest about self-interest: Research from �� has shown that 96% of sponsored posts are not disclosed. People know that brands pay influencers, so trying to hide it can end up making followers feel like they are being misled, and that they are an asset to be monetised. Being clear about it helps them feel valued.

Authentic voices and stories will shine through: Imposed scripts and brand lines come across as inauthentic and artificial. Original storytelling can be a unique selling point and can even be the reason followers stick around.

Flaws are welcome: Psychologically, revealing a low-impact piece of negative information – such as a mistake or misunderstanding – makes consumers less likely to look for other negatives.

Of course, this can’t be mistaken as a checklist for brands to tick off. Findings suggest that different stakeholders prioritise each dimension differently. Consumers mostly value integrity and transparency, for example, while influencers prioritise originality and expertise.

When influencers miss the mark, they risk losing the trust of their audience. To solve this, brands need to appreciate that authenticity is not an individual trait that influencers do or do not possess – rather, it’s a collective outcome that forms when stakeholder priorities align. Shifting approach to find this alignment can be game-changing for brands, in a global market where authenticity matters most.

The era of renting credibility through one-off posts from influencers is over. Brands that treat influencers as partners rather than media channels and consumers as communities rather than impressions, will earn the most credibility. Those that don’t will simply add to the noise. In 2026, influencer marketing will work only when the conditions needed for true authenticity are prioritised.

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Swatch: 8 actionable lessons from a pioneering brand

Omar Merlo — Wed, 15 Jan 2025 12:14:02 +0000

Swatch: 8 actionable lessons from a pioneering brand

Omar Merlo Wed, 15/01/2025 - 12:14

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Gen Z may not have the same memories of Swatch that Baby Boomers or Gen X have, but the brand remains a gold standard in entrepreneurship, marketing and leadership. It saved an entire industry in its Swiss homeland and has had a lasting impact on the global watch market.

To ensure these lessons are not lost in the past, I have had the privilege of collaborating with a key member of the brand's original team and its first marketing director, Dr Konstantin Theile. Our book The Dawn of Swatch: Timeless Strategies in Business, Marketing, and Entrepreneurship, reveals lessons that are just as valuable for business leaders today as they were over four decades ago.

Swatch's success offers many lessons – here are just eight of the most actionable for today’s marketers, leaders and entrepreneurs.

1. Flip weaknesses into assets. Swatch was born from an industry on its knees and desperately needing to make a step-change to survive. Cue a small visionary core team of the right people at the right time. It was their perceived weaknesses — youth, naivety and irreverence — that freed them to spurn the established Swiss watch experts and turn the industry on its head. This led them to conceive an injection-moulded, non-repairable, affordable fashion accessory that just happened to tell the time.

2. Marketing can be frugal. In the early days of Swatch, budgets were tiny, and the marketing team became pioneers of guerilla marketing before the phrase was even coined. A 500ft Swatch suspended from the front of the Commerzbank building in Frankfurt would be pretty radical even by today's standards. In 1984, funded largely by the bank itself (persuaded by the potential halo benefits of the Swatch brand), it generated a huge amount of publicity for Swatch in a crucial European market.

3. Think brand experience, not product. The first prototypes (branded Delirium Vulgaris rather than Swatch) were technically impressive but commercially unsellable. The marketing team soon realised that success would hinge on more than engineering; they needed an engaging brand name and story to capture consumers’ imagination. By positioning Swatch as an affordable fashion accessory, they gave customers a reason to buy not just one but several. Their edgy tongue-in-cheek campaigns turned each watch into a statement of individuality.

4. Harness the power of serendipity. While your chance of winning the lottery is in the hands of fate, you do have to be in it to win it. By creating an environment that allows for opportunity and a willingness to take risks, business leaders can create their own luck. For example, when Swatch was struggling to break into the American market, Konstantin's persistence and a fortuitous meeting with a watch buyer named Heidi (a fitting name for a Swiss success story) gave him the opening he needed.

5. Customers may not identify their needs. When it comes to innovation, traditional market research has its limits, especially when consumers can’t yet imagine what’s possible. Early Swatch market tests, for instance, produced negative results; people simply didn’t like the idea. Yet by relying on observation, intuition and belief in their vision, the team discovered unexpressed needs that consumers couldn’t articulate.

6. Embrace change. The Swiss invented quartz watches but their fear of new technology allowed the Japanese to seize the opportunity. By the time the Swiss realised what they’d unleashed, Seiko was already leading the world. Change will happen, whether you like it or not, and at an ever-increasing rate. Ignore it at your peril. As smartwatches reshape the industry, are Swiss brands adapting quickly enough?

7. Trust your instinct. Instinct played a huge role in Swatch's early success. As Konstantin often says: "The test of a good idea is first and foremost does it make the heart sing? If it does, then – and only then – should we apply our rational minds". This prompts anyone to assess the idea emotionally and only then apply rational thought to ensure the idea isn't reckless. Konstantin built his marketing team by prioritising genuine energy, creativity and passion over experience and formal qualifications.

8. Be relentlessly consistent. Swatch executed its fashionable, affordable and imaginative character across every touchpoint with rare obsession and passion. Whether it was product design, pricing, distribution or communication, every detail told the same story: Swatch was a fashion accessory, not just a watch. From fashion-show launches to art collaborations with figures like Vivienne Westwood and Damien Hirst, every move reinforced a single, coherent brand narrative. Branding excellence lies in this obsession with detail.

Gen Z might be more familiar with brands like Apple than with Swatch, but Apple’s success (and that of many leading brands today) borrows from the same timeless lessons Swatch pioneered decades earlier. Let’s make sure those lessons live on.

Note: This article was updated on 11 November 2025 to reflect the author's name and designation in the standfirst.

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Dr Omar Merlo, Associate Professor of Marketing Strategy, offers insights from his latest book on the Swiss watch industry crusader

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Jónas Oddur Jónasson on how healthcare systems can work better for people

Shamita Harsh — Wed, 15 Jan 2025 12:14:02 +0000

Jónas Oddur Jónasson on how healthcare systems can work better for people

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Dr Jónasson’s research focuses on how analytics and operations can improve healthcare delivery in resource-limited settings. As Associate Professor of Analytics & Operations at ImperiaBusiness School, Dr Jónasson is keen to continue developing models that link operational decisions to patient outcomes and public health. His work spans emergency medical services, behavioural health interventions and global health delivery, with collaborations in the UK, Africa and beyond.

His work develops data-driven models to address the pressing operational challenges faced by health systems—from emergency medical services in urban centres to behavioural health interventions and community-based care in lower-income regions.

A defining feature of Dr Jónasson’s approach is his commitment to making research actionable. His collaborations with organisations such as the London Ambulance Service, Riders for Health in Malawi, Keheala in Kenya and the Clinton Health Access Initiative in Mozambique, demonstrate how carefully designed operations models can be translated into meaningful improvements on the ground.

This focus on impact is also evident in his scholarship. His research has been published in leading journals including Operations Research, Management Science, Manufacturing & Service Operations Management, and BMJ Global Health. Beyond publication, he contributes to shaping the field as an associate editor for Management Science and IISE Transactions on Healthcare Systems Engineering.

Academic journey and recognition for research excellence

Dr Jónasson began his academic career in Europe, earning a BSc in Industrial Engineering from the University of Iceland before pursuing postgraduate study in the UK. He completed an MSc in Operational Research at the London School of Economics, an MPhil at the University of Cambridge, and both an MRes and a PhD in Management Science & Operations at London Business School.

Before joining ��, he spent nearly a decade at the Massachusetts Institute of Technology (MIT) Sloan School of Management, where he rose from Assistant to Associate Professor of Operations Management. His time at MIT further cemented his reputation as a leader in the study of healthcare operations, while also giving him the opportunity to work closely with healthcare practitioners and global health organisations.

Dr Jónasson’s contributions have earned international recognition. He received the prestigious Bonder Scholarship for applied Operations Research in Health Services in 2014. His work has since been awarded the M&SOM Practice-Based Research Competition prize (2021) and the William Pierskalla award for best paper in Healthcare Management Science (2024). He has also been a finalist for the Sanjay and Panna Mehrotra Research Excellence Award (2021) and twice for the MSOM Society Award for Responsible Research (in 2019 and 2024). These honours underscore the impact of his research in advancing both rigorous scholarship and socially responsible practice.

Looking ahead at ��

At ��, Dr Jónasson is excited to continue building bridges between rigorous research and healthcare practice.

Reflecting on his move, he said: "I am thrilled to join ImperiaBusiness School and to work alongside outstanding colleagues in Analytics and Operations. What makes this especially exciting for me is that few business schools in the world can match ��’s environment: a top technical university, an exceptional medical school and a leading school of public health. For someone working on health and healthcare, this combination—in my favourite city—is a rare and special opportunity.”

Dr Jónasson looks forward to advancing research that not only deepens academic understanding of healthcare operations but also creates lasting impact for healthcare provides policymakers, patients and communities worldwide.

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Dr Heeyoung Yoon on consumer judgment, bias and better decision-making

Shamita Harsh — Wed, 15 Jan 2025 12:14:02 +0000

Dr Heeyoung Yoon on consumer judgment, bias and better decision-making

Shamita Harsh Wed, 15/01/2025 - 12:14

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Dr Yoon’s research investigates how consumers predict their consumption and experiences, why those predictions are often systematically biased, and how better-designed choices can improve both individual well-being and broader societal outcomes.

As Assistant Professor of Marketing at ImperiaBusiness School, Heeyoung Yoon brings a research agenda that blends consumer psychology, marketing, and public policy. Her work focuses on the ways in which consumers form expectations, how these expectations deviate from reality, and how such biases influence everyday choices.

At the heart of her research is the question: why do people so often mispredict their own behaviours? From overestimating how much they will enjoy a product, to underestimating the influence of situational and contextual factors, these biases can have far-reaching consequences. Dr Yoon’s research sheds light on the psychological processes behind these systematic errors, while also identifying interventions that can guide individuals toward more beneficial and sustainable decisions.

From consumer psychology to societal impact

Dr Yoon’s research is motivated not only by curiosity about how people think but also by the desire to improve outcomes for individuals and society. She studies how consumer mispredictions influence decisions with long-term implications for well-being, sustainability, and even carbon emissions. For example, her work reveals how consumers’ misplaced confidence in preference as the primary driver of consumption can lead to inaccurate forecasts and suboptimal decisions.

By highlighting the role of overlooked factors such as habits, motivation and availability, her research demonstrates that small shifts in framing, design, or choice architecture can promote better consumer outcomes. This focus places her work at the intersection of academic inquiry and practical solutions, offering insights for marketers, policymakers, and organisations seeking to encourage prosocial and sustainable behaviour.

The gap between prediction and reality

In a recent article published in the Journal of Consumer Research, Dr Yoon shows that consumers systematically overestimate the role of personal preference in determining how much they consume. While people predict that “liking” will drive consumption quantity, contextual factors like availability and habit often play a stronger role. This disconnect helps explain why consumption predictions are frequently inaccurate and why interventions that take account of these overlooked influences may be more effective in guiding healthier and more sustainable decisions.

In her ongoing projects, she continues to investigate biases in assortment choices, comparison judgments, and sustainability decisions. These lines of inquiry build a comprehensive picture of how expectations and decision structures shape consumer behaviour.

Dr Yoon completed her PhD in Marketing at New York University’s Stern School of Business. Her academic training and research experience equip her with a strong foundation in both experimental methods and theory-driven inquiry. By bringing these approaches to ��, she aims to expand collaborations that cut across marketing, psychology, and public policy.

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

At ImperiaBusiness School, Dr Yoon looks forward to continuing her research into consumer judgment and decision-making while building connections with colleagues working on sustainability, behavioural science, and social impact. Her goal is to develop insights that not only advance academic knowledge but also create meaningful benefits for consumers and society.

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Meet the Management Masters' Class of 2027

Meet the Management Masters' Class of 2027

Khanim Gurbanova

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Kanyinsola Afolabi

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Mosopefoluwa Ifeoluwa Yusuf

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Asher Cintury

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ImperiaBusiness School welcomed business leaders, academics and alumni for the launch of a new book offering a rare insight into how Chinese technology giant Tencent became one of the world's most innovative companies.

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