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Yahoo
21-05-2025
- Business
- Yahoo
Poets&Quants' World's Best 40-Under-40 MBA Professors Of 2025
If all business is global, then certainly a premier business education must be global as well. Take , an Assistant Professor of Organizational Behavior who teaches global leadership at University College London School of Management. Yan grew up in Beijing, then lived on a farm in Eastern Tennessee where he attended a Southern Baptist high school and learned to speak English. His hint of a Southern drawl sometimes confuses the MBAs he now teaches in London. Since he was 7 years old, Yan's favorite books are Wuxia, a genre of fiction depicting the legends and adventures of martial artists, often in ancient China. Some of his favorite movies, on the other hand, come straight from La La Land. (He's such a film buff, in fact, he keeps a film-watching journal.) As a professor, he actively works to build bridges between Asia, the U.S., and the United Kingdom, translating research between Mandarin and English. He also serves on the panel of Carolyn Dexter Award, recognizing efforts to internationalize the Academy of Management. Tom Taiyi Yan, University College London School of Management 'In Mandarin there's a phrase that translates to 'mutual learning between students and teacher' (教学相长),' says Yan, 33. 'These cross-cultural experiences give me a unique perspective in today's world, and I use these stories in the classroom to build a safe environment for students from all walks of life.' Yan is just one of 40 standout MBA professors on Poets&Quants' 2025 list of the world's Best 40-Under-40 MBA Professors, a list full of compelling contrasts and distinctive voices. Among them is , 38, of Temple's , who blends ancient mindfulness with research on explosive demolitions, exploring how attention and awareness shape operations. , 36, of , studies the moral weight of meaningful work, uncovering how even UN peacekeepers can feel existential boredom. And at , compares teaching MBAs to improv theater. 'Embrace uncertainty,' says Ruzic, 36, Assistant Professor of Economics. 'You might have a perfect script and a polished set of slides … and, within five minutes, someone derails it with a question about Bitcoin, Taylor Swift, or both. And that's when the real teaching begins.' Today, P&Q proudly presents the 13th edition of our 40-Under-40 MBA Professors. Our goal remains unchanged: to identify and celebrate the most talented young professors currently teaching in MBA programs around the world. Elena Fumagalli, INCAE Business School The professors represent 39 different business schools, including 17 schools outside of the United States — more than in any other year. After the U.S., the United Kingdom has boasts seven professors, while Spain has three and France has two. The list also includes professors from Canada, China, Hong Kong, Denmark, and Costa Rica — home to . Fumagalli, 38, discovered education's lasting impact from watching her mother, a devoted primary school teacher, interact with past students. 'Her students both feared and respected her, and I remember how meaningful it was for her to reconnect with them years later and see who they had become,' she tells P&Q. 'One story stayed with me: a girl once told my mom she wanted to be an astronaut and, years later, she studied aerospace engineering. That's the kind of legacy I've always admired.' Today, the Associate Professor of Marketing and Leadership studies how emotions like loneliness, disgust, or overconfidence shape the way people spend money and make decisions. She also explores how behavioral science and neuroscience can improve leadership development and build more inclusive workplaces. She leads INCAE's Center for Inclusive and Sustainable Leadership and, in 2024, was the keynote speaker at the Forbes' 'Mujeres Poderosas Centroamérica' summit. P&Q received more than 1,700 Best Professor nominations from MBA students, colleagues, business schools, and professors themselves. Our editorial staff evaluated each nominee on teaching (given a 70% weight) and research/business impact (given 30% weight). For teaching, we considered both the quality and quantity of the nominations received. For example, if we received a hundred or more nominations with little substance for a single professor, they weren't as likely to score as highly as a professor who received a few in-depth and thoughtful nominations. We also considered any teaching-related awards the professors have won. For research, we looked at the volume and impact of the professor's scholarly and professional work. To do this we examined Google Citation numbers as well as major media attention received by the professor and his or her research work. Lastly, akin to teaching, we considered research awards and grants the professors have received. NEXT PAGE: Firsts, Youngests, Bests + Teaching the AI Generation We love a good superlative at P&Q, and 2025 has several examples of the youngests, the firsts, and the rising stars. At 28, , is the youngest honoree on this year's list. The Assistant Professor in the Technology and Operations Management Unit at has already built the kind of career many could only dream of: During COVID-19, he contributed to one of the first AI applications to accelerate a large-scale clinical vaccine trial. He is a founding member of the AI in Drug Discovery, Development and Commercialization Consortium. And, he is winner of multiple research honors including the Innovative Applications in Analytics Award, the Edelman Laureate Award, and the Kuhn Award. Michael Lingzhi Li, Harvard Business School His students love him, at least judging by the couple of dozen nominations from MBAs and colleagues. Patrick Falzon, HBS MBA candidate, perhaps summed Li up best: 'Crazy good teacher on top of ridiculous accomplishments outside of the classroom, all while being younger than some of his students.' , meanwhile, is the 2025 winner of the prestigious Fischer Black Prize, awarded biennially by the American Finance Association to a finance scholar under age 40 whose body of work demonstrates significant original research and relevance. Muir, 39, is the Donnalisa '86 and Bill Barnum Endowed Term Chair in Management at and Director of the Fink Center for Finance and Investment. Talk about interesting juxtapositions: Muir tells P&Q he's currently reading 'The Dow Jones Averages 1885-1990' – 'a real page turner' – but also posts on his personal website. And, , 37, Professor of Finance and Entrepreneurship at The University of Chicago , won the 2023 Carlo Alberto Medal, a biennial prize given to the best Italian economist under 40. He also designed Booth's first MBA course on VC and PE in emerging markets. Despite the U.S.' current political, um, situation – so long DEI, climate crisis mitigation, and the last remaining vestiges of international goodwill – many of 2025's professors continue to deploy business education in the service of people and planet. Take and , both training MBAs to confront climate change in their future work. Yücel, 37, Associate Director of the Business of Sustainability Initiative at Georgetown University's , developed a likely first-of-its-kind course that focuses on the business case for sustainability, as opposed to the moral or ethical case. Students learn to evaluate emerging business models across wind, solar, energy storage, electric vehicles, and even carbon removal. Bellon, 34, Assistant Professor of Finance at , is reshaping how business schools and capital markets think about climate risk. His dissertation, which won the UN PRI Best PhD Paper Award along with several other top honors, found that increasing the legal environmental liability of lenders can lead to better environmental practices by firms, all without tanking economic output. Rita Mota, Esade Business School And, at , , 39, prepares MBAs to lead with empathy, integrity, and systemic awareness. Her popular elective, Racial (In)justice, won her the MBA Teaching Excellence Award in 2024. Mota is Esade's Diversity, Equity, and Inclusion Faculty Coordinator and an International Research Fellow at the Oxford University's Centre for Corporate Reputation. Her award-winning research explores corporate moral agency, human rights, digital ethics, and gender equity within an indigenous social enterprise in Mexico. A lawyer by training, Mota for years has worked with the on the case, perhaps the biggest climate change case in the world. In 2017, six Portuguese youth sued 32 European governments following devastating wildfires that ravaged their country, arguing that insufficient governmental action infringed upon their fundamental human rights. Mota transitioned to business academia when she realized the extent of the impact, both positive and negative, that businesses could have on people, communities, and the environment. 'I came to believe that real change could happen faster and more effectively through business than just through regulation,' she tells Poets&Quants. As with our past 40-Under-40 lists, 2025's professors work at the cutting edge of business, technology, and the future of work. Many aren't just preparing students for a world powered by AI, they're actively building it. At , Assistant Professor of Operations , 33, created Kai, the school's AI teaching assistant that now supports more than 1,000 students and 15 professors, responding to over 120,000 student queries per quarter. He's also built AI-driven case studies and co-leads a large-scale randomized trial to evaluate the impact of AI on education. The trial involves more than 50 professors and 40 universities. Sébastien Martin, Northwestern's Kellogg School of Management 'I think we've barely scratched the surface of what genAI technology can do for education, and I'm incredibly excited about this,' Martin tells P&Q. , 39, is also using AI to reshape education, but in the K12 space. The NBD Bancorp Assistant Professor of Technology and Operations at University of Michigan spent three years as a Teach For America corps member, teaching 9th grade math at KAPPA International High School in the Bronx. Now, as a business professor, she is studying how the hype of generative AI stacks up against reality for rank-and-file educators. Across the Atlantic, explores how humans and machines can make better decisions together. 'When humans and AI form an 'ensemble', they often outperform either the manager or the AI working alone,' says Marchetti, 37, Assistant Professor of Strategy and Entrepreneurship, who teaches LBS' first AI-based strategy elective. 'Each brings something valuable: the human offers experience, intuition, and gut feeling, while the AI contributes the power to process large datasets and model complex patterns.' And, at in Spain, is developing a 'sociology of AI' approach to large language models to study how they interact, communicate, and even negotiate as if they were social entities. His team found that models developed their own intermediary languages that they are now starting to chart and understand. 'This insight opens new possibilities for business applications across industries. In our latest publication, we demonstrated that when properly tuned, these models can serve as effective negotiators, potentially transforming how organizations approach complex business transactions,' says Junqué de Fortuny, 38, Assistant Professor of Managerial Decision Sciences. 'Once we fully understand these mechanisms, the next phase is steering models toward more ethical and effective decision-making.' NEXT PAGE: Presenting the 2025 40-Under-40 Best MBA Professors Over the last decade, Poets&Quants has honored 520 up-and-coming star MBA professors as part of our 40-Under-40 honor roll. You can see past winners by clicking the year below: 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 2011 Nominations will open for the 2026 list next spring. Please keep an eye out at Poets& as well as on our various newsletters and social media platforms for the start of our open nomination period. Our full 2025 class of 40-Under-40 Best MBA Professors is presented below. Each winner filled out a P&Q questionnaire we hope reveals some insight into their backgrounds, teaching styles, and research. We asked about their hobbies, favorite music, and why they wanted to become business school professors. We encourage you to read each profile by clicking the professor's name. Their answers are quite candid, surprisingly funny, and always insightful. We congratulate each man and woman on this year's list. No matter what they study, the courses they teach, or where they work, all are among the most promising young professors training the leaders of tomorrow. Aleksander A. . Aleszczyk Title: Assistant Professor of Accounting Age: 34 New York University's Leonard N. Stern School of Business Emmanouil Avgerinos Title: Associate Professor of Decision Sciences Age: 39 IE Business School Aymeric Bellon Title: Assistant Professor of Finance Age: 34 University of North Carolina's Kenan-Flagler Business School Hayley Blunden Title: Assistant Professor of Management Age: 39 American University's Kogod School of Business Emanuele Colonnelli Title: Professor of Finance and Entrepreneurship Age: 37 University of Chicago's Booth School of Business Kristen Duke Title: Assistant Professor of Marketing Age: 33 University of Toronto's Rotman School of Management Elena Fumagalli Title: Associate Professor of Marketing and Leadership Age: 38 INCAE Business School Negin (Nikki) Golrezaei Title: W. Maurice Young (1961) Career Development Associate Professor of Management Age: 39 Massachusetts Institute of Technology's Sloan School of Management Christian Hampel Title: Associate Professor of Entrepreneurship and Social Innovation Age: 36 Imperial Business School Richard Hodgett Title: Associate Professor in Business Analytics and Decision Sciences Age: 39 Leeds University Business School Enric Junqué de Fortuny Title: Assistant Professor of Managerial Decision Sciences Age: 38 IESE Business School at the University of Navarra Samantha Keppler Title: NBD Bancorp Assistant Professor of Technology and Operations Age: 39 University of Michigan's Ross School of Business Kristoph Kleiner Title: Associate Professor of Finance Age: 38 Indiana University's Kelley School of Business Ryan Krause Title: Professor of Strategy and Duncan Faculty Fellow Age: 38 Texas Christian University's Neeley School of Business Ravi S.. Kudesia Title: Associate Professor of Management Age: 38 Temple University's Fox School of Business Ambar La Forgia Title: Assistant Professor Age: 36 University of California Berkeley's Haas School of Business Michael Lingzhi Li Title: Assistant Professor Age: 28 Harvard University's Harvard Business School Ke Michael Mai Title: Associate Professor of Organisational Behaviour Age: 39 China Europe International Business School Arianna Marchetti Title: Assistant Professor of Strategy and Entrepreneurship Age: 37 London Business School Sébastien Martin Title: Assistant Professor of Operations Age: 33 Kellogg School of Management at Northwestern University Rita Mota Title: Associate Professor Age: 39 Esade Business School Tyler Muir Title: Associate Professor of Finance Age: 39 University of California Los Angeles' Anderson School of Management Samir Nurmohamed Title: Associate Professor of Management Age: 39 The Wharton School of The University of Pennsylvania Anthony Palomba Title: Assistant Professor of Business Administration Age: 38 University of Virginia's Darden School of Business Voni Pamphile Title: Associate Professor of Strategic Management and Public Policy Age: 39 Georgetown University's McDonough School of Business Jean Pauphilet Title: Assistant Professor of Management Science and Operation Age: 32 London Business School Madeleine Rauch Title: Associate Professor Age: 36 The University of Cambridge's Cambridge Judge Business School Ignacio Rios Title: Assistant Professor of Operations Management Age: 36 The University of Texas at Dallas Naveen Jindal School of Management Francesco Rosati Title: Associate Professor Age: 39 Technical University of Denmark Dimitrije Ruzic Title: Assistant Professor of Economics Age: 36 INSEAD Anthony Salerno Title: Associate Professor of Marketing Age: 38 Vanderbilt University's Owen Graduate School of Management Sydney Scott Title: Associate Professor of Marketing Age: 34 WashU Olin Raghav Singal Title: Assistant Professor Age: 33 Tuck School of Business at Dartmouth College Suhas A. Sridharan Title: Associate Professor of Accounting Age: 38 Emory University's Goizueta Business School Irina Surdu-Nardella Title: Professor of International Business Strategy Age: 36 Warwick Business School Ghassan Paul Yacoub Title: Associate Professor of Strategy and Innovation Age: 39 EDHEC Business School Tom Taiyi Yan Title: Assistant Professor of Organizational Behavior Age: 33 University College London School of Management Şafak Yücel Title: Associate Professor of Operations Management Age: 37 Georgetown University's McDonough School of Business Laurina Zhang Title: Associate Professor in Strategy & Innovation Age: 39 Boston University's Questrom School of Business Weiming Zhu Title: Associate Professor in Innovation and Information Management Age: 36 The University of Hong Kong Business School The post Poets&Quants' World's Best 40-Under-40 MBA Professors Of 2025 appeared first on Poets&Quants.
Forbes
16-05-2025
- Business
- Forbes
Research Says Star Talent Alone Won't Save Your Team. But Why?
SOUTHAMPTON, ENGLAND - May 10: Manchester City manager Pep Guardiola before the Premier League match ... More at St Mary's Stadium, Southampton. (Photo by Andrew Matthews/PA Images via Getty Images) Leaders love to talk about talent. Hiring top performers is often seen as the surest path to innovation, agility and competitive advantage. Whether in Fortune 500 boardrooms or high-growth startups, leaders prize elite résumés and high-potential hires—believing that the more stars you have, the better your team will perform. But what if that logic is flawed? What if adding more top talent doesn't automatically lead to better outcomes, and might actually undermine them? That's the question at the heart of research published in Academy of Management Discoveries, titled 'When More Is Less: The Role of Social Capital in Managing Talent in Teams.' The underlying study—conducted by Andy Loignon and Sirish Shrestha of the Center for Creative Leadership (CCL), along with Fabio Fonti and Mehdi Bagherzadeh of NEOMA Business School and Andrei Gurca of Queen's University Belfast—shows that the relationship between talent and performance is more complicated than many leaders assume. As legendary soccer coach Pep Guardiola once put it: 'When people say Manchester City Football Club wins because Pep spent money, I say this is true. Absolutely true. Without intelligent players, good skills, good quality—it is impossible.' But what Guardiola also knows (and what the research confirms) is that talent is only part of the story. Without the right conditions, even the most skilled teams can underperform. The study analyzed performance data from men's professional soccer teams across Europe's top five leagues. These are clubs where player value is measured in millions of dollars and talent is stacked across the roster. Still, even among the sport's elite, outcomes varied widely. Crucially, teams with similar levels of individual skill produced very different results. Loignon, a senior research scientist at the Center for Creative Leadership, explained that what made the difference wasn't who was on the team, but how the team operated. Specifically, the researchers examined passing networks: how players distributed the ball during a match. Bagherzadeh, a professor in the department of Strategy and Entrepreneurship at NEOMA Business School, explained that teams with decentralized passing—where more players shared responsibility and played interdependently—consistently outperformed those where ball movement was overly reliant on one or two stars. The takeaway? Teams with high talent but low connectivity underperform. And that's not unique to sports. The same principle applies in business. Star employees who operate in silos (or teams that orbit around a single dominant voice) rarely outperform more collaborative, integrated groups. It's not about how brilliant your people are, but how well they interact. This study reinforces a crucial distinction that every leader should understand. Human capital refers to what people know and can do. Social capital refers to how people interact, collaborate and build trust. While many organizations focus heavily on human capital (recruiting, retaining and rewarding top talent) they often neglect the social systems that determine whether that talent delivers. At the Center for Creative Leadership, this insight is foundational. CCL defines leadership not just as a role or trait, but as a social process: one in which individuals collaborate to achieve outcomes they couldn't reach alone. This study extends that philosophy with rigorous data, showing that teams perform best when their workflows are distributed, collaborative and intentionally structured. In fact, the researchers found that teams made up of less individually talented members can sometimes outperform more gifted teams—if they work together more effectively. As Loignon explained, it's not just about who's on the team, but how the team functions. Even a group without big-name stars (like West Ham United Football Club) can outperform a more talented opponent (like Arsenal Football Club) when roles are clearly defined and collaboration is strong. A recent example: West Ham's 1–0 win over Arsenal at Arsenal's own stadium—a match that seriously weakened Arsenal's chances of winning the English Premier League. The lesson? Raw talent isn't enough. Without the right structure and teamwork, even the most skilled individuals may fall short. LONDON, ENGLAND - FEBRUARY 22: Jarrod Bowen of West Ham United scores a goal past David Raya of ... More Arsenal during the Premier League match between Arsenal FC and West Ham United FC at Emirates Stadium. (Photo by) The implications for business leaders are profound. Many executive teams are built like all-star rosters: packed with highly capable individuals but often lacking cohesion or shared purpose. In these settings, adding more top talent can create diminishing returns—or worse, increase dysfunction. To avoid this trap, the study suggests three strategic shifts that organizations can begin applying right away. First, leaders should stop assuming that more talent will always drive better performance. Particularly in highly interdependent environments—cross-functional teams, innovation hubs or product squads—too many dominant voices can erode clarity, increase competition and stifle collaboration. Second, organizations must shift focus from 'who' to 'how.' Instead of obsessing over individual brilliance, leaders should ask how people interact. Who collaborates with whom? Where does information or work flow, or bottleneck? Is responsibility shared, or does it default to a few visible contributors? Third, leadership itself must evolve. Great leaders act not only as motivators but as designers of collaboration. That means building systems where trust, communication and role clarity are intentionally cultivated. And, like the researchers found, it also means ensuring the system can respond to setbacks and unforeseen circumstances ultimately, structuring their team's social dynamics that help their people do their best work. The most successful teams of the future won't be the ones with the flashiest credentials or biggest personalities. They'll be the ones designed for deep collaboration, shared ownership and adaptive workflows. That's especially true in today's landscape, where hybrid work, global teams and agile business models demand more than individual contribution—they require networked coordination. An accompanying animated explainer from the Academy of Management illustrates the research's implications in a concise visual summary. But its message is best captured by the study's core insight: the best teams aren't just built—they're engineered for connection. That means moving beyond talent acquisition toward talent orchestration. It means treating team design as a strategic competency. And it means accepting that more is not always more, especially when what you really need is cohesion, not just capability. In the rush to build high-performing teams, it's easy to be dazzled by résumés, pedigree and past performance. But the true challenge of leadership isn't assembling talent—it's enabling that talent to deliver. That requires a shift in mindset. Leaders must ask not just 'Do I have the right people?' but 'Have I built the right environment?' Are workflows inclusive? Are interactions decentralized? Are roles fluid enough to respond to real-time demands, but stable enough to ensure accountability? Because when performance matters most, it's not just about who's on the team. It's about how the team works.
Yahoo
07-03-2025
- Business
- Yahoo
Tony Robbins Says AI Could Replace Some Jobs — But These 3 Skills Can Help You Thrive
In a recent interview for the PBD Podcast, entrepreneur and motivational speaker Tony Robbins discussed his view that approximately 40% of today's jobs will eventually be replaced by AI, robotics and nanotechnology. However, he suggested that, regardless of significant innovations, there are three basic skills that, when used in succession, can help younger generations continue to succeed — and make money — in the future. Learn More: Find Out: Since entrepreneurship is widely considered one of the greatest sources of wealth creation, GOBankingRates examines these skills to show how they can help you thrive even as the professional landscape shifts. The first skill that can help set one up for success in a changing world is pattern recognition: 'If you start recognizing patterns, fear disappears,' Robbins said. This is because identifying a repeated sequence of events allows one to anticipate the outcome the next time around, leading to the ability to leverage valuable, human observations. Entrepreneurs are constantly scanning and observing people, places and things around them as they hunt for their next profitable venture. In 2006, Robert A. Baron published a foundational report in the Academy of Management explaining that an individual's ability to connect 'events or trends in the external world' correlates with their likelihood to identify new business opportunities. Example: the early founders of Netflix identified that people wanted to watch movies of their choosing from the comfort of their homes. At the time, a consumer's primary option was physically going to Blockbuster or another video rental store and renting individual movies. Employees can use this skill, too — pay attention to trends in your workplace to identify potential problems and opportunities before they arise. Consider This: Robbins explained that what makes people great is their ability to use the patterns they recognize. 'If you sow the same seeds, you reap the same rewards,' Robbins said, meaning if an identifiable stimulus creates a specific response, utilizing that formula can be advantageous. Example: Netflix utilized the pattern they observed by mailing specifically requested DVDs to customers for the cost of a monthly subscription fee. Once you spot a pattern, you can shift your own behavior to take advantage off it. Say your employer has a need for someone in a specific skillset — take some time to learn those skills to keep yourself valuable in your workplace. Robbins likened the third and highest-level skill, pattern creation, to composing music: Music is a series of patterns in different combinations, and learning to play the piano involves learning someone else's pre-written patterns and combinations. Getting good enough at utilizing someone else's patterns encourages individuals to create their own. According to Sam Wright, head of operations and partnerships at Huntr, 'Humans that ask the best questions will always stay ahead […] in the age of AI; the pattern creators will be the money makers. We are entering a new age where liberal arts and social studies majors will actually have a leg up on pure engineers.' This is the step requiring a form of innovation and adaptability where human beings excel. Example: Netflix capitalized on digital technologies and streamed their entire catalogue online while still maintaining a subscription model. According to Forbes, Netflix is currently worth over $400 billion and is credited with massively disrupting media consumption. You may not build the next Netflix, but if you can create a pattern and encourage others to follow, you'll be in a good position to make money. More From GOBankingRatesHow Paychecks Would Look in Each State If Trump Dropped Federal Income Tax8 Common Mistakes Retirees Make With Their Social Security Checks This article originally appeared on Tony Robbins Says AI Could Replace Some Jobs — But These 3 Skills Can Help You Thrive Sign in to access your portfolio
