Management

Imperial Business School welcomes global scholars as new faculty for 2025–26

Shamita Harsh — Wed, 20 Aug 2025 10:33:43 +0000

Imperial Business School welcomes global scholars as new faculty for 2025–26

Shamita Harsh Wed, 20/08/2025 - 10:33

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5 September 2025

Imperial Business School is delighted to announce the new academic, research and teaching staff joining for the 2025–26 academic year, strengthening its global reputation at the intersection of business and technology.

The new colleagues join across all four academic areas — Finance, Management & Entrepreneurship, Analytics & Operations, and Economics & Public Policy — bringing world-class expertise in fields ranging from asset pricing and healthcare innovation to entrepreneurship, diversity and inclusion, and macroeconomic policy.

Finance

Two new assistant professors join the School’s Finance department: Dr. Alireza Aghaee and Dr. Harsha Dutta, alongside Luigi Rizzo who joins as a professor of practice.

Dr. Aghaee, who completed his PhD at Bocconi University, is an empirical researcher with interest in asset pricing and corporate finance. His award-winning work on the “index effect” in the S&P 500 has been recognised with the European Finance Association Doctoral Tutorial Best Paper Prize.

“I am excited to join Imperial’s vibrant research community, where collaboration across disciplines drives innovative thinking in finance. The School’s strong ties to policy and industry provide a unique environment to translate research into real-world impact.”

Alireza Aghaee

Assistant Professor of Finance

Dr. Harsha Dutta, previously at Hong Kong University of Science & Technology, studies the intersection of finance and development, with complementary interests in economic history and political economy. His research has appeared in journals including Science Advances and explores how financial incentives and institutional constraints shape the behaviour of households and firms in developing economies.

“I’m looking forward to working alongside Imperial’s exceptional business scholars. London’s rich historical legacy provides an inspiring environment for uncovering new insights from the past to inform modern financial policies.”

Harsha Dutta

Assistant Professor of Finance

Luigi Rizzo has more than three decades of investment banking experience. He is Vice Chair of Investment Banking at Morgan Stanley, having previously been a partner at Goldman Sachs and Head of Investment Banking for the EMEA region at Bank of America. He is an adjunct professor of business at Columbia Business School and has previously taught mergers and acquisitions as a visiting professor at the Business School. Eager to share practical insights with Imperial ��ý, he is an expert connecting theory to the realities of corporate finance.

“It is a privilege to be part of the Imperial community and help ��ý bridge the gap between theoretical frameworks and the daily realities of global finance.”

Luigi Rizzo

Professor of Practice

Management & Entrepreneurship

The department welcomes three globally recognised scholars, including two full professors, Professor Tobias Kretschmer and Professor Jeffery S. McMullen, as well as Dr. Poornima Luthra as a principal lecturer.

Professor Jeffery S. McMullen, former Editor-in-Chief of the Journal of Business Venturing, is internationally recognised for advancing the theory of entrepreneurship and has been honoured with multiple awards, including the Foundational Paper Award from the Academy of Management.

“I am excited to explore the potential of entrepreneurship at a world-class STEM university dedicated to serving humanity and to do so in the middle of one of the most vibrant cities the world has ever known.”

Jeffery S McMullen

Professor of Entrepreneurship

Professor Kretschmer, coming from LMU Munich School of Management, is a leading expert in strategy and organisation design in technology-intensive industries. His work focuses on strategy and organisation design in technology-intensive industries. He currently serves as an associate editor at Strategic Management Journal.

“I’ve been studying new technologies for my entire career. Being at Imperial gives me a chance to learn in depth how these technologies work and to understand the strategic implications of technological change (and vice versa).”

Tobias Kretschmer

Professor of Strategy, Technology & Organisation

Dr. Poornima Luthra is a leading practitioner-academic in talent management and EDI, known for bridging research and practice across Asia and Europe. She is joining from Copenhagen Business School A TEDx speaker and author of multiple acclaimed books, she advises global organisations and was named a Thinkers50 top management thinker and Nordic Blaze Inclusion Trailblazer.

“I am thrilled to join Imperial Business School as it offers a dynamic environment at the forefront of global business education and research. The School’s strong commitment to innovation, interdisciplinary collaboration, and real-world impact aligns perfectly with my vision for advancing knowledge and nurturing future leaders. I look forward to contributing to its diverse academic community and shaping its continued success.”

Poornima Luthra

Principal Lecturer of People, Culture & Inclusion

Economics & Public Policy

Two early-career scholars are joining this department Dr. Jasmin Moshfegh as Assistant Professor and Dr. Patrick Schneider as Assistant Professor. Ragvir Sabharwal will also be joining the Department as Senior Teaching Fellow from October.

Dr. Moshfegh, who joins from Stanford University, studies the causes and consequences of healthcare innovation, with a focus on information technologies. Her doctoral research, supported by the U.S. Agency for Healthcare Research & Quality, examined how new technologies diffuse through healthcare systems and their impact on health inequality.

“What excites me most about joining Imperial is the opportunity to be part of a department and institution that sits at the intersection of cutting-edge research, interdisciplinary collaboration, and real-world impact. In health economics and public policy, the challenges we face—whether around healthcare access, innovation, or inequality—require perspectives that cut across economics, medicine, technology, and data science. Imperial’s unique ecosystem brings these disciplines together in a way that few other places can.”

Jasmin Moshfegh

Assistant Professor of Economics & Public Policy

Dr. Schneider, who earned his PhD at the London School of Economics, previously worked as an economist at the Bank of England, contributing to debates on Brexit and UK productivity. His work focuses on the distributional effects of macroeconomic policy. with a particular interest in inter-generational conflicts and behavioural biases.

“I’m most excited to work with our ��ý. Understanding economics is essential to functioning in today’s world, and I want to help our ��ý tool up for their futures.”

Patrick Schneider

Assistant Professor of Economics

Analytics & Operations

Joining the department are Dr. Jónas Oddur Jónasson as Associate Professor, Dr. Heeyoung Yoon as Assistant Professor and Angela O'Connell as Senior Teaching Fellow.

Dr. Jónasson, previously at MIT Sloan, specialises in improving healthcare delivery in resource-limited settings. His data-driven models have supported organisations such as the Clinton Health Access Initiative and the London Ambulance Service, and his award-winning research has influenced public health outcomes worldwide.

Dr. Heeyoung Yoon, who completed her PhD at New York University, focuses on prediction bias, consumption experiences and decision-making. Her research investigates why individuals mispredict their consumption patterns and how it affects consumer welfare as well as market outcomes.

“Imperial’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.”

Heeyoung Yoon

Assistant Professor of Marketing

Angela O'Connell's journey started with a Maths degree at University of Bristol, followed by a CIMA qualification and an MBA at INSEAD. Since then, She’s worked across finance, consulting and marketing in consumer goods companies L’Oreal and P&G , and technology companies, including eight years at Google leading marketing teams across EMEA and more recently scaling teams at high-growth companies like Onfido and Plaid. Outside work, she's learning the trumpet, coaches her daughters' hockey teams, and plays padel.

“What I enjoy most is translating real world business challenges into practical learning experiences, and I’m excited to continue that approach here at Imperial Business School.”

Angela O'Connell

Senior Teaching Fellow

This diverse academic cohort embodies world-leading research, innovative teaching and a strong connection to practice. Their contributions will further strengthen the Business School’s mission to bring business and science together for the benefit of society.

This article was updated on 8 September 2025 to include revised details for Luigi Rizzo; on 9 September 2025 to include information on Angela O'Connell and Ragvir Sabharwal; on 12 September 2025 to reflect Poornima Luthra's correct title and on 3 March 2026 to reflect Patrick Schneider's correct title.

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From corporate finance to healthcare innovation, our new faculty are set to strengthen Imperial’s interdisciplinary edge

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6 minute read

How Imperial's MSc Management opened doors for me

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

How Imperial's MSc Management opened doors for me

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

After beginning his career at Finance Think, Besnik Mustafa went on to advise Members of Parliament in North Macedonia. He later joined Salience Consulting, gaining experience across multiple international markets.

27 February 2026 Alumni

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As the world of work continues to shift through the rise of remote working and rapid advances in AI, our careers consultants are increasingly supporting professionals who want to stay visible, valued, and strategically positioned.

11 June 2024

Alumni

Eleni Ziaka graduated from our MSc Management programme in 2023, and since then has gone on to work for a leading independent provider of global energy and commodity market intelligence.

In this blog, Eleni reflects on her time at Imperial Business School, and how her experience on the programme has helped transform her into a confident business professional who is putting her skills into practice in her new career pursuits. She sheds a light on the networking opportunities and career support she received from Imperial, as well the structure of the MSc Management programme.

There are so many reasons why I will keep MSc Management close to my heart. From friendships that will last for a lifetime, to skills I never thought I’d develop to this level, and to the overall confidence it gave me to start my career path and startup. The professors are still an incredible support, and the alumni are always here to help. Imperial creates an environment where everyone feels like family and is here to help you succeed.

From biomedical sciences to business

I come from a biomedical sciences background, with work experience in clinical trials. When I started working after my bachelor’s degree, I realised how much I loved the project management side of my work and I was constantly thinking of startup ideas I would like to pursue.

After some research, I became convinced that MSc Management at Imperial Business School would greatly benefit me because of the incomparable connections and like-minded ��ý.

How I found the shift to studying business

The programme was very well structured, which made it easy for ��ý like me who did not have a business background.

I’m very happy to have been introduced to accounting and economics as it is incredibly useful in any role to understand this, but especially if you’re wanting to pursue a startup. Personally, my favourite module was Innovation Management, as it teaches you all the basics of a startup, from ideation to reality.

Expanding your network

At Imperial Business School, you don’t have to search for networking opportunities, they come to you!

From induction week, I knew how much focus Imperial gives to networking. During the first week, we had daily networking events between ��ý, alumni, industry specialists, and companies.

Throughout the year, and usually after class, we had guest industry specialists, companies and alumni visiting Imperial to talk to us about experiences and opportunities, with plenty of time afterward for networking.

Career support

The Careers Week was a chance to attend careers events and make connections. And the careers services were incredibly helpful with helping you to create a standout CV and cover letter, preparing you for assessment centres, and more.

I also joined a couple of mock assessment centres, where the team gave us constructive feedback after every session. This helped me understand what companies want to see, as well as learning more about tips and tricks to make me stand out as a candidate. I was very lucky to use everything that I learned in the assessment centre.

Utilising my skills in the workplace

Through all the group projects and classes, I gained confidence in presenting and speaking in front of many people. This helped in my academic journey and has also made me a confident speaker at my current workplace, thus opening up more opportunities.

It also helped me succeed in my interview for my current job. I received really positive feedback on my presentation skills.

What I've been up to since graduating

Since graduating, I’ve been working as a Marketing Executive in a graduate programme at Argus Media. Since realising that lab-based jobs weren’t the right fit for me, I found that the commodities sector is an interesting sector to be involved in and learn more about.

The end goal for me, though, is to create a startup. I am trying to gather all the knowledge and connections that I can in order to succeed.

At Imperial Business School, I was lucky to immediately click with my first team group. Not only did we work well, but we’ve ended up working together on a startup project. I am fortunate to have an amazing group of friends who still work alongside each other today with the prospect of creating something amazing.

My advice to other ��ý

Imperial Business School is a top school that will open thousands of doors for your future. From unparalleled courses and incredible professors to connections that will last a lifetime. You will finish your course feeling confident with your skills, and you will become part of the Imperial family.

Management

Student Experience

Programme

MSc in Management (MiM)

3 minute read

Alumni profile: Imperial gave me the confidence to become an award-winning hotelier

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Alumni profile: Imperial gave me the confidence to become an award-winning hotelier

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

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12 March 2019

Alumni

As Owner and Managing Director of the World’s Best Relaxation Retreat (World Boutique Hotel Awards 2018), Sotiris Kopatsaris (MSc Management 2017) is a busy man.

The fortunes of his family boutique hotel, Carpe Diem Santorini, have grown from strength to strength since he took over the running, after graduation. No two days are the same: one day Sotiris might be tasting a unique dish for the latest VIP guest; the next the hotel is being used as the backdrop for Givenchy’s new lipstick. So what is his secret to business success? And how has he also found time to set up his own digital marketing agency?

Taking over the reins

“There was a very clear turning point for me: I reaslied that the agents of change in a business that is failing, are the people who dare to accept that they are also partly responsible for the situation. Through this acceptance, comes the desire to change and pursue a different path.

“I was all set to pursue a career in engineering project management and/or business consulting, when this light bulb moment hit. It was then I decided to take responsibility for the leadership and innovation of the family business. With the support of my family, I created a comprehensive plan of action to rejuvenate the business. I repositioned the hotel with more a luxury focus and reviewed our package to guests.

“We revamped the hotel from the inside out, as well as its positioning and brand. It was a fantastic feeling when this resulted in our first award – World’s Best Honeymoon Hideaway (World Boutique Hotel Awards 2017).”

“We have now created an award-winning website, a cinematic brand video and installed the most cutting-edge software. We have also pursued collaborations with very important agencies in luxury travel – who having seen our upgrades and willingness to push the boundaries, were suddenly very keen to work with us.”

Road to success

Sotiris is quick to attribute this success to the support of his family, as well as his time at Imperial Business School: “None of this would have been possible without the support of my family, but also the incredible concept of personal responsibility and accountability that I discovered at Imperial. The programme boosted my confidence and enabled me to see the business from a totally different perspective. Only because I was confident in myself and felt personally responsible for the business’s performance, was I able to pursue these radical changes and succeed.”

“Imperial has been the most positive and transformative experience of my life. I think that every student at the Business School is privileged to consider their career and life plans in such and dynamic and creative environment. The year changed my confidence and perspective, and also made me part of an entirely new network of amazing people. It also gave me the skills I needed to pursue my own startup!”

None of this would have been possible without the support of my family, but also the incredible concept of personal responsibility and accountability that I discovered at Imperial.

Entrepreneurial expansion

Despite working full-time on the hotel business 7 days a week for 7 months of the year, Sotiris has also found time to start his own business: Loveworthy LLP. The digital marketing agency that he runs with his best friend, came about after realising what a key driver for custom conversion social media can be.

However despite all his previous experience Sotiris had a lengthy process ahead: “Starting a new business is always a challenge, as is attracting new clients and getting the word out there about what you do. Initially I was overwhelmed by the number of challenges and difficulties. However using the knowledge I gained at Imperial, I was able to push forward and enable our company to expand sustainably. The key skill at this stage is communication and teamwork. We are working intensively to get the word out to potential customers about what we do at Loveworthy.”

Sotiris believes the key to success is to “listen to what your client wants and offer it, not try to convince the client to want your service.” And his final word of advice to other budding entrepreneurs: “No matter how hard you prepare, you’ll never be ready. So, just do it anyway with no hesitation!”

It certainly seemed to work for him.

Would you like to get involved and share your story with the Imperial community? Then here’s how:

Use #ImperialMeansBusiness on social media to share:

Your proudest Imperial moment
Your workplace, and how Imperial got you there
The alumni connections you’ve made
How your alumni community has supported you
Your entrepreneurial expertise
Anything else that makes you proud to be a part of the community

Entrepreneurship

Management

Programme

MSc in Management (MiM)

3 minute read

Alumni inspection start-up secures funding for international expansion

Francesca Hoare — Tue, 04 Mar 2025 09:31:29 +0000

Alumni inspection start-up secures funding for international expansion

Francesca Hoare Tue, 04/03/2025 - 09:31

4 March 2026 Alumni

Besnik Mustafa (Weekend MBA 2025)

27 February 2026 Alumni

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9 October 2018

Alumni

Ben Prouty (MSc Management 2006) is the proud co-founder of Shepper, a start-up which carries out on-demand inspections on assets. The business has just raised $5.4m in funding, with support from angel investors as well as Aviva Ventures and Norway’s Idekapital Fund 1. Ben is a serial entrepreneur, with experience at some exciting and disruptive start-ups including Streetcar (which was sold to Zipcar in 2010) and LOVESPACE. He is no stranger to hard work, determination and success. Here he talks to us about his international expansion plans for Shepper and his funding success.

The main challenge with an idea like this is educating your customer that this alternative way of doing things exists, which can take time.

How did you come up with the idea for the business?

The idea came to my co-founder, Carl August Ameln, when he was struggling to find someone to check on his property abroad following some severe weather. He felt helpless thousands of miles away, unsure if the roof had blown off of his house. As it was a holiday destination, none of his neighbours were there off-season and traditional security companies were not prepared to conduct a one-off visit. All he wanted was a few pictures to give him that peace of mind.

Shepper performs on-demand tailored data collection and operational activities for businesses all over the world via a network of trusted local people. The types of businesses that use the service include those who operate in the shared economy space, residential and commercial real estate, insurance companies and commercial services where we can provide in-store retail checks and competitor analysis.

What have been the main challenges you faced in setting it up the business?

Nothing that we haven’t been able to overcome! Having been a part of two start-ups in the past, most of the challenges we’ve faced so far have been expected.

Shepper operates across the globe, how difficult has it been setting up the business in other countries?

There are the usual hoops you need to jump through in terms of the legalities of setting up abroad, but we’re fortunate that we don’t need to have a physical presence in every country in which we operate. Furthermore, there are no big capital expenditure requirements to launch in a new territory. All we need is someone who’s downloaded our app and been through our on-boarding process.

How did you go about seeking funding and what is your advice to other entrepreneurs?

I think it certainly helped that we had a track record of success with other start-ups and we have incredibly supportive and patient angel investors. It’s never an easy process though and my advice would be to start much earlier than you think as it always takes longer to complete than anticipated. Have as many conversations as possible with angels, VCs and corporates, therefore giving yourself options. Even though that VC may not be ready to invest in your business until you reach a certain milestone, getting to know them and building a relationship early on could pay dividends later.

What is next for the business in terms of international expansion?

Next up for us is the US. We’ve dipped our toe in the water, testing interest and have confirmed that similar demand conditions exist there. The US is somewhere that we will be formally setting up an office very soon. We believe that to crack the US market you need to take it seriously and you need to actually be there. Beyond the US, we’ll continue running Europe from London and will grow our operation in South Africa.

How did you time at the Business School help you in setting up Shepper?

My MSc Management programme at Imperial Business School has certainly helped to get me where I am today. I joined Streetcar (later sold to Zipcar) immediately following my degree. My time at Imperial gave me a very well-rounded introduction to all facets of a business, something that is vital when joining an early stage business where you’re interacting with all functions on a daily basis.

And finally, where does the name Shepper come from?

The name ‘Shepper’ is derived from the word ‘Shepherd’. We believe that Shepper is a modern take on the work shepherds have been doing for centuries, walking around their communities and looking after their most valued possessions.

Entrepreneurship

Management

Programme

MSc in Management (MiM)

3 minute read

Refreshed Imperial MSc in Management (MiM) to develop global business leaders of the future

Helen Richardson — Tue, 18 Feb 2025 09:13:30 +0000

Refreshed Imperial MSc in Management (MiM) to develop global business leaders of the future

Helen Richardson Tue, 18/02/2025 - 09:13

12 March 2026 Student blog

I thought one year at Imperial was enough – until I discovered the Extended Term

The Extended Global Exchange at Imperial offered Frank Yang the chance to develop his technical business knowledge and immerse himself fully in a new academic and cultural environment.

21 January 2026 Alumni

Alper Barut (MSc Management 2008)

Alper Barut (MSc Management 2008) is a serial entrepreneur and co-founder of AI-powered platform Leadport.ai.

22 October 2025 Student blog

Meet the Management Masters' Class of 2026

This year’s Management ��ý 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.

11 July 2024

Features

Imperial Business School is delighted to announce exciting changes to its MSc in Management (MiM).

Following an extensive review with faculty, staff, ��ý, alumni and external stakeholders, we will be launching a revised MSc in Management (MiM), commencing in September 2025.

The updated programme will unify the existing MSc Management and MSc International Management (MIM) into one, unique, MSc in Management (MiM) degree. By taking the best features of both programmes, we will equip ��ý with a strong grasp of the core business and management concepts essential in today's dynamic marketplace, offer access to our wonderful faculty, and combine interactive applied learning with increased training in innovation and leadership.

The redesign reflects Imperial's wider aim to continue developing the future leaders the world needs. We will continue to attract, nurture and champion the best local, and global talent, and empower them with everything they need to make a meaningful difference.

As a result, we will no longer offer the MSc International Management and the MSc Management as separate programmes from 2025 onwards.

James Eteen

James Eteen, Senior Teaching Fellow & Academic Director of MSc in Management (MiM), shares insights into the new programme and the exciting features that make it a standout for developing the global business leaders of the future.

What are the benefits of combining MSc Management and MSc International Management to create MSc in Management (MiM)? 

The overarching benefit of studying on the unified MSc in Management (MiM) will be job readiness for careers in consulting, finance and across a broad range of other sectors. The programme helps accelerate early-career success and prepares ��ý to become business leaders. This is achieved in several ways:

leadership development: employers tell us that a strong leadership focus is essential for graduates to get ahead in their careers. Our MSc in Management (MiM) will prepare ��ý for this from their first step in their career and beyond.

practicality: the programme combines academic theory with interactive applied learning to real-life business contexts, and strategic problem-solving is a common element throughout the curriculum. We make extensive use of software simulations, in-class team discussions and engagement with external companies.

diversity: bringing together a diverse cohort of ��ý, from a range of prior degree backgrounds, whether business, economics, finance, the arts or sciences, reflecting the reality of teaming in the workplace.

flexibility and choice: our ��ý and alumni have shared with us the importance of choice in shaping their learning journeys. The unified MSc in Management (MiM) programme will provide greater access to shared electives, as well as integrative modules in the Summer Term. Students also have the option to extend their programme to 16-months to complete longer internships or global exchange placements for an additional fee.

How will studying MSc in Management equip ��ý with the skills they need to make a meaningful difference as a business leader? 

Prospective employers want our ��ý to have engaged in formative experiences, have learned resilience and adaptability during their studies, and have developed leadership skills. AI and data skills are also in demand for future employers. Many of the academic modules require ��ý to embrace the use of AI and other tools as a central part of the learning process.

We are committed to helping our ��ý progress rapidly in their chosen careers. Our Organisation and Leadership modules focus on personal awareness and introspection, consideration of the psychology of self and leadership, and the development of interpersonal skills. This allows our ��ý to graduate with the ability to navigate complex workplaces.

Our ��ý will also have access to one-to-one career advice and support throughout their studies.

91% of our 2022-23 combined cohort from MSc International Management and MSc Management accepted an offer of employment within three months of graduating.

What are some standout features of the new programme?

Our MSc in Management (MiM) embodies our Business School differentiators - a focus on innovation, entrepreneurship, social and environmental impact, responsible leadership and applied learning.

With over 30 electives to choose from, ��ý can decide to focus on developing skills around a particular concentration, or pick a selection of elective modules from across the full range available.

The programme features the choice of integrative modules. Students can choose between an Entrepreneurship module, in teams of ��ý will create an innovative business idea from concept to investor pitch, or a Sustainable Business Simulation, which provides an immersive environment where student teams run competing businesses. Later in the term, ��ý will then have the choice between a Consulting Project - a substantial group-based project undertaken for an actual client - a Work Placement, or Extended Work Placement. These options allow ��ý to bring together lessons they’ve learned from their academic modules and put them into practice in a supportive, real-world environment, where they will have access to extensive coaching support.

Who is best suited for the MSc in Management (MiM) programme? Who are we looking for?

Our MSc in Management (MiM) is suitable for ambitious candidates seeking a practical and interactive master’s degree in management. We welcome ��ý from any degree background who can demonstrate a good level of quantitative achievement.

For those who do not have a prior business or quantitative degree, we offer support in the form of interactive quantitative skills primers that must be completed prior to the programme commencing.

Our 2023-24 MSc Management programme attracted a truly global cohort. We are proud to have hosted ��ý representing 43 different nationalities, enriching the learning experience with a wide variety of perspectives and cultures. And we will continue to encourage applications from across the globe for our new programme.

Applications for the new MSc in Management (MiM) are currently open.

Explore MSc in Management

Gain practical management knowledge on the MSc in Management, a degree that will give you the best possible education for success in the business world.

Request an MSc brochure

Read more about MSc Masters' Programmes at Imperial Business School in our brochure.

Find out how to apply

Discover our admissions process for the MSc Management at Imperial Business School, including entry requirements, how to apply and key dates.

Management

Masters'

Postgraduate Study

Programme

MSc in Management (MiM)

5 minute read

I thought one year at Imperial was enough – until I discovered the Extended Term

Khadijah Dowin — Thu, 06 Feb 2025 10:39:01 +0000

I thought one year at Imperial was enough – until I discovered the Extended Term

Khadijah Dowin Thu, 06/02/2025 - 10:39

12 March 2026 Student blog

I thought one year at Imperial was enough – until I discovered the Extended Term

The Extended Global Exchange at Imperial offered Frank Yang the chance to develop his technical business knowledge and immerse himself fully in a new academic and cultural environment.

21 January 2026 Alumni

Alper Barut (MSc Management 2008)

Alper Barut (MSc Management 2008) is a serial entrepreneur and co-founder of AI-powered platform Leadport.ai.

22 October 2025 Student blog

Meet the Management Masters' Class of 2026

This year’s Management ��ý 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.

12 March 2026

Student blog

We believe that a Master’s degree at Imperial Business School should be flexible, enriching and a chance for ��ý to immerse themselves in environments that they might not otherwise have access to. That is why we offer the Extended Term as an option, allowing ��ý to extend their programme duration to 16 months to commit to a longer Work Placement or Global Exchange.

For Frank Yang, a recent MSc in Management (MiM)* graduate, the Extended Global Exchange was the perfect opportunity to explore technical business roles, deepen his knowledge and immerse himself fully in a new academic and cultural environment.

Completing a full term at one of our partner institutions in Madrid, Frank was able to immerse himself more intentionally in this global learning environment, creating a richer, more transformative Master’s experience. He completed his Master’s at Imperial feeling confident and equipped with the knowledge to tackle tech-oriented business roles. In the below blog, Frank shares his experience on the exchange in his own words.

*previously called MSc International Management or MSc Management

Pivoting careers through Imperial

I initially moved to London for my undergraduate degree in Educational Psychology at 18. As I progressed through my studies, I realised that I wanted to pivot into the technology sector and take on some more tech-heavy business roles. This is what drew me to Imperial’s MSc in Management (MiM) programme for my Master’s studies. The cutting-edge ecosystem and strong reputation in STEM-related disciplines felt like the ideal environment to support this transition.

Supporting my career goals with global opportunities

From the very start of my Master’s, it became clear that there were numerous ways that I could tailor my learning to suit my career goals. During Induction Week, the Extended Term, and specifically the Extended Global Exchange, was highlighted during a conversation with the Global Student Life Manager. Having lived in Beijing, Singapore and London, this immersive experience presented a chance for me to expand my horizons further.

Practically, the Extended Term advanced my graduation timeline, enabling me to access a broader pool of internship opportunities for my Work Placement. I leveraged this opportunity to try out more technical business roles, allowing me to test and refine my career assumptions as someone seeking to pivot between fields.

Researching partner institutions

After expressing my interest in the Extended Global Exchange, the Business School provided a well-structured website with detailed information on each partner institution, including brochures and contact points. This gave me a comprehensive overview of the available opportunities and helped me shortlist potential destinations early on.

The exchange team also maintained an open-door policy. Booking calls was extremely straightforward and staff were consistently responsive and transparent. Any unanswered questions, such as exchange timing details, were clarified as soon as confirmed information became available. This allowed me to evaluate my top choices thoroughly and with confidence.

Choosing IE Business School in Madrid

Specifically, I chose to undertake the exchange at Imperial’s partner institution, IE Business School. There were several reasons why I chose this institution, including its beautiful Madrid location, its growing reputation in digital innovation, finance and entrepreneurship, and its focus on highly applied pedagogy, which is a personal interest of mine after studying education. Having also studied Spanish since middle school, it’s long been a wish of mine to live in Spain, so I had to go for it.

The most decisive step was a call organised with the Global Exchange staff at IE Business School. The session provided clarity on academic structure, course delivery and student life. The insights shared during that conversation ultimately confirmed that it was the right fit for me.

Applying MSc in Management (MiM) learnings to a new academic environment

From the outset, my studies on the MSc in Management (MiM) programme set me up for success on the exchange. As a highly international cohort, I worked in diverse teams at Imperial, which trained me to communicate effectively across cultures and different working styles. Being able to navigate multicultural environments was invaluable at IE Business School, where classrooms were similarly global and collaborative.

Academically, the technical grounding and applied problem solving on my programme translated directly to the classroom environment at IE Business School. Concepts and approaches developed during Imperial’s Marketing Analytics elective gave me the confidence to contribute meaningfully to IE’s FinTech module, especially around applying machine learning algorithms to emerging financial technologies. Bringing this knowledge into group work at IE Business School sparked engaging in-class discussions and added depth to our projects.

Together with my Imperial classmate, Umang, who was also on the exchange at IE, we achieved the top score in the class.

Representing Imperial in a global competition

A personal highlight for me was attending the Tech Venture Bootcamp by the IE School of Science and Technology, a university-wide start-up competition. We formed teams on the spot, defined users and pain points, devised business strategies, developed a technical product and pitched in 10 days. I joined the team as the developer, as I wanted to try something new, and learnt how to build a full data engineering pipeline. This was the perfect learning opportunity to extend the skills I had developed at the Business School.

While we did not win the grand prize, we were a finalist for the Sustainability Award out of 20 teams. I made great friends that I keep in touch with, and with sharp contributions, I hope we represented Imperial in a positive manner.

Academic and cultural growth in Madrid

Beyond the curriculum, the exchange offered moments that challenged how I learn and engage. One standout moment was when a senior leader from McKinsey & Company came to deliver a guest lecture. Through clarity and presence, he demonstrated what elite communication at the highest level looks like during a live Q&A.

Living and studying in Madrid for an extended period also pushed me to adapt culturally. I joined a mixed martial arts gym in the local community with my course mate and regularly took the opportunity to develop my conversational Spanish skills.

The benefits of an Extended Global Exchange from my experience

For me, the defining feature of this initiative was its duration. Studying for a full academic term allows ��ý to move beyond the novelty and tourist phase and genuinely experience daily life in another country. It creates the space to establish important routines, build deeper friendships and engage meaningfully in academics.

Whilst short-term exchanges compress the experience into a tight window, a full-term exchange offered me a chance to find a more balanced rhythm. I was able to focus on my learning, whilst also integrating into everyday life in Madrid. My experience wasn’t a rushed one, but a chance to intentionally live an international study experience.

As a result, it has significantly enhanced both the value and enjoyment of my Master’s experience. Not only was I able to fulfil my dream of living in Spain whilst continuing to develop specialised knowledge in finance and technology but also see how the knowledge built on the MSc in Management (MiM) programme can be applied to a global learning environment.

Enhancing my CV with the Extended Global Exchange

The exchange expanded both my technical exposure and project portfolio. The Imperial ecosystem is rife with opportunities, so by extending my studies with the Global Exchange, it meant that I had more time to dive deeper into my areas of interest.

As a result, I now have tangible technical projects that demonstrate my ability to operate at the intersection of technology and business. In addition, developing conversational Spanish strengthens my international profile and supports long-term global mobility.

Together, the Extended Global Exchange enhances both the depth and breadth of my CV, complementing the strong analytical foundation developed during my studies at the Business School.

Going forward, I plan on exploring tech-oriented business roles such as AI transformation or product management, utilising everything I’ve learnt across both Imperial and IE.

Why you should consider an Extended Global Exchange

This is almost a risk-free opportunity to explore somewhere new in a fully immersive manner. You should definitely consider an Extended Global Exchange if you are:

Naturally curious and open to new environments
Willing to step outside of your familiar routines
Intentional about immersing yourself in the local culture.

Approaching the exchange with openness and flexibility will lead to both a rewarding academic experience and a fulfilling personal one.

Imperial Business School did an all-around brilliant job in making the whole experience extremely smooth and enjoyable, including helping to make visa arrangements. To be extremely frank (no pun intended), this was a top highlight of my life thus far … life is short - say yes when you can.

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Frank Yang, an MSc in Management (MiM) student, reflects on his experience on the Extended Global Exchange in Madrid

7 minute read

'Boomerasking': How to break the annoying habit hurting your workplace relationships

Michael Yeomans — Wed, 15 Jan 2025 12:14:02 +0000

'Boomerasking': How to break the annoying habit hurting your workplace relationships

Michael Yeomans Wed, 15/01/2025 - 12:14

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The road to hell, as the saying goes, is paved with good intentions. This is as true for interpersonal relationships as it is for any aspect of life; setting out to build a connection is no guarantee of a meaningful bond, and some actions even have the opposite effect.

Such is the case with "boomerasking", which recent research from Harvard Business School and ��ý identifies as the act of asking someone a question, briefly letting them answer, and then answering it yourself.

The boomerasker's intention tends to be to start a conversation with a positive connection before sharing something on their side, rather than leading with information about themselves. Indeed, the researchers found that around 83 per cent of respondents thought boomerasking would help them make a better impression than launching into what they wanted to say without an initial question.

In fact, the effect is to appear egocentric and disinterested; the study found that people prefer conversation partners who more straightforwardly talk about themselves, and find boomeraskers less sincere and less likeable.

This is due to the importance of "conversational uptake": the natural pattern of building on the contributions of the other person in a conversation, including through listening, asking follow-up questions and paraphrasing. Boomerasking shows interest in the first two stages, through asking a question and listening to the response, but then fails at the third stage when the response is ignored and the conversation becomes self-focused.

As we are all constantly evaluating whether people’s motives are selfish or selfless in conversation, when someone asks us a question, we hope they really care about the response. With that in mind, it’s easy to see how going to the trouble of sharing something, only to have the other person ignore it and talk about themselves instead, can be particularly jarring.

Poor communication is lowering job satisfaction, increasing stress, and eroding trust in leadership

Lessons for leaders

There’s obviously an important lesson here for managers and business leaders, who may be especially keen to boost team morale or help colleagues feel included. In this context, team members might be particularly put off by a boss who, for example, arranges meetings only to brush over people’s feedback to tell everyone their own thoughts, or asks colleagues about their weekends and then proceeds to tell them about their own time off rather than engaging with the response.

This type of chronic boomerasking comes across as cold and self-interested, which is particularly relevant as remote and hybrid roles come to be the norm across sectors. Digital communication – where listening behaviours are more visible than they might be in person – are becoming a cornerstone of workplace productivity.

In line with this, a 2023 study found that poor communication is lowering job satisfaction, increasing stress, and eroding trust in leadership. Staff that feel this way, with a lack of voice, are more likely to disengage, increasing employee turnover and "quiet quitting".

It’s possible that there is a generational element to this as well. Previous generations may have been more ready to accept a hierarchical dynamic in which a manager’s opinions simply mattered more, but we know those who make up the workforce of the future value authentic engagement and meaningful connection. This means boomerasking is likely to be a more damaging habit now than in previous decades, and leaders need to curb it as part of a move towards recognising the type of communication younger colleagues prioritise.

Breaking the habit

Fortunately, following these simple tips can help leaders to train themselves out of the boomerasking habit:

Practice self-awareness – realise you’re asking questions and then dismissing, or failing, to listen to the response is the first step to improving.

Show real interest: practice asking follow-up questions or comments that show you’ve understood what someone has said.

Stay focused for one more round: when you feel the impulse to talk about yourself, let the conversation take one more round of turns, focusing on the other person.

Ask questions you can’t answer: leading with a question you can’t answer yourself can help curb the urge to turn the conversation back to you, e.g. asking someone about their pets if you don't have any.

Spark a broader culture shift: encourage a culture of curiosity, in which staff at all levels are encouraged to learn from one another and are rewarded for it.

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Redesigning work: how everyday nudges can transform decision-making

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

Redesigning work: how everyday nudges can transform decision-making

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

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8 December 2025

Drawing on insights from her latest book Can I Say That? Dr Luthra offers a research-driven exploration of fear as an under-examined force shaping organisational behaviour. Recognised by Thinkers50 in its Top 10 Best New Management Books for 2025, the book is a go-to guide on how to navigate difficult conversations at work and nurture inclusive cultures.

Recognising the many faces of fear at work

Across more than two years of research on resistance and backlash, Dr Luthra has identified fear as the central, often unspoken, force inhibiting inclusion efforts. But fear, she emphasises, is not monolithic. It takes multiple forms: fear of change, fear of discomfort, fear of saying or doing the wrong thing, fear of personal cost, and fear of not making progress.

“Many of us are fearful of fear itself,” she notes. “Workplaces lean toward positive emotions, and difficult emotions are pushed aside. But without understanding what holds us back, we cannot move forward.”

These fears quietly distort decision-making: leaders rely on familiar hiring patterns to avoid risk and organisations double down on symbolic gestures instead of confronting root causes.

A multigeneration approach to decision making

Yet global markets now demand a fundamentally different approach. Customer bases are shifting rapidly, particularly across the Global South, where younger demographics are driving new consumer expectations. “Luxury fashion houses, for example, cater increasingly to young customers in India, China and parts of Africa,” she notes. “These groups want something very different from previous generations.”

To respond, many organisations have introduced “shadow boards” to bring younger talent into decision-making, ensuring leaders stay attuned to emerging trends.

Practices such as reverse mentoring, cross-generational representation in hiring and strategy discussions and transparent decision-making will reframe difference as strategic value.

As Dr Luthra emphasises, “Inclusion is not charity, it’s a business imperative. It yields better innovation, better market alignment and better decisions and outcomes for organisations ready to evolve.”

How employment processes need redesigning and not retrofitting

Amid increasing global resistance to EDI, many organisations feel pressure to reduce visibility or retreat entirely. Dr Luthra advises a different approach.

“This is the time to go under the radar; not to retreat, but to become more strategic,” she says. “Change the terminology if needed. Call it inclusion, belonging, well-being. But do the hard work.”

That hard work includes redesigning employment processes, implementing systemic nudges to mitigate the influence of bias, and equipping teams with tools to make equitable decisions.

“Zero-sum thinking emerges when people feel threatened,” she notes. “Systemic and cultural change reduces that threat by making inclusion feel fair, not imposed.”

Beyond fear, Dr Luthra’s upcoming research turns to a broader organisational challenge: growing polarisation.

“It’s not just EDI,” she notes. “Organisations are divided over remote work, AI adoption, sustainability targets. We are becoming stuck in debate rather than dialogue.”

Hiring for likeability is at the expense of innovation

In today’s world, traditional leadership models built on predictability and control no longer serve organisations. “We still operate in systems designed for the first and second Industrial Revolutions,” Dr Luthra explains. Under pressure to deliver short-term results, leaders often default to hiring for “fit,” reinforcing sameness at the expense of innovation.

Kenji Yoshino’s idea of “covering” refers to the unspoken need for people to “fit” in and integrate into structures and systems that were originally not built for them. Dr Luthra discusses how one can instil microaffirmations to indicate value, respect and build inclusion. This can often look like inviting people whose voices and perspectives have not been heard or whose efforts have not been made visible in the context of contributing to a business.

If there is one message Dr Luthra hopes readers take away from Can I Say That? it is deceptively simple: do not let fear hold you back. She observes: “Fear is human. But progress requires understanding it, naming it and learning to let it go.”

In a world where uncertainties multiply and systems strain under competing expectations, this mindset shift may be the foundation not only for more inclusive workplaces, but for more resilient, adaptive leadership.

Read insights from Dr Luthra’s book

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Luigi Rizzo on bridging theory and practice in global finance

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

Luigi Rizzo on bridging theory and practice in global finance

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

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With over three decades of experience advising on some of the most complex Mergers & Acquisitions (M&A) and corporate finance transactions, Luigi Rizzo brings unmatched practitioner expertise into the classroom. Now Professor of Practice at Imperial Business School, he is eager to help ��ý connect rigorous theory to the realities of global finance.

From boardrooms to business schools

Mr Rizzo is Vice Chair of Investment Banking at Morgan Stanley, where his sole focus is on advising some of the firm’s most important clients as they raise, manage, and allocate capital. Across his career, he has held senior leadership roles at bulge-bracket leading global investment banks, where he served as head of M&A and corporate finance and, later, head of investment banking for the EMEA region.

His professional journey has placed him at the forefront of international finance, navigating cross-border mergers, landmark IPOs and restructuring transactions. For him, each deal is more than just a financial transaction, it’s a lesson in strategy, leadership, and methodical execution.

Alongside his full-time career in investment banking, Mr Rizzo has been deeply engaged in teaching. He is an Adjunct Professor of Business at Columbia Business School, where he teaches postgraduate electives in M&A and Strategic Corporate Finance. He has also taught at Imperial as a visiting professor, delivering courses on M&A, and is a regular guest lecturer at leading business schools in Europe and the US.

At Imperial, Mr Rizzo’s approach to teaching is shaped by his conviction that corporate finance cannot be understood through theory alone. By combining theory with case studies filled with insights from his decades as a practitioner, he gives ��ý a view of how financial principles are applied in real situations where the stakes are high and potential biases always present.

“It is a privilege to be part of the Imperial community and help ��ý bridge the gap between theoretical frameworks and the daily realities of global finance,” he says.

This bridging role is central to his work as Professor of Practice: giving ��ý the analytical tools to thrive, while grounding discussions in the nuanced complexity of real-world decision-making.

Mr Rizzo’s academic foundation was laid at the Solvay Brussels School of Economics and Management, where he earned his undergraduate degree and MA in Business Engineering. Today, he continues to combine practice and scholarship through his own doctoral research, as a part-time PhD student in the English Faculty of the University of Cambridge. As a full-time practitioner and an academic, he regularly exchanges with scholars on emerging themes in finance, from the role of capital markets in innovation to evolving regulatory and geopolitical challenges.

A global finance perspective at Imperial

At Imperial Business School, Mr Rizzo will continue to draw on his global experience to prepare ��ý for careers in investment banking and corporate finance. His teaching highlights the need for both technical skills and judgment, showing how theory and practice intersect in shaping financial outcomes.

For him, joining Imperial is not only about teaching but also about being part of a world-class institution at the crossroads of business, technology and policy. Mr Rizzo said: “Imperial’s strength lies in combining analytical rigor with practical impact. It is exciting to contribute to a community where research and teaching are so closely connected to real-world challenges.”

With his extensive background and passion for mentoring, Mr Rizzo is set to play a key role in shaping the next generation of finance leaders at Imperial.

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Refreshed Imperial MSc in Management (MiM) to develop global business leaders of the future

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Frank Yang, an MSc in Management (MiM) student, reflects on his experience on the Extended Global Exchange in Madrid

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