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NEWS
UCT GSB teaching case study wins top international award
UCT GSB teaching case study wins top international award

GIBS Executive MBA ranked in top 60 of QS ranking
GIBS Executive MBA ranked in top 60 of QS ranking

What USB is doing to ensure teaching and learning continues
What USB is doing to ensure teaching and learning continues

Values-based leadership in the age of COVID-19
Values-based leadership in the age of COVID-19

Workplace bullying and sick leave during COVID-19
Workplace bullying and sick leave during COVID-19

Maurice Radebe appointed as head of Wits Business School
Maurice Radebe appointed as head of Wits Business School

If there was ever a time for reflection it is now
If there was ever a time for reflection it is now

Just a little kindness
Just a little kindness

UCT GSB Executive MBA ranked in global top 50 ranking
UCT GSB Executive MBA ranked in global top 50 ranking

IMF loan goes wider than just helping to balance the budget
IMF loan goes wider than just helping to balance the budget

What companies should do to manage employee well-being
What companies should do to manage employee well-being

How great ideas are born
How great ideas are born

Will COVID-19 change the classroom?
Will COVID-19 change the classroom?

SA needs leaders with a desire to help others
SA needs leaders with a desire to help others

SA higher education doesn’t work
SA higher education doesn’t work

GIBS appoints Andile Sangqu as executive in residence
GIBS appoints Andile Sangqu as executive in residence

When the ground shifts, it pays to be agile
When the ground shifts, it pays to be agile

Should entrepreneurs wait out the pandemic or forge ahead?
Should entrepreneurs wait out the pandemic or forge ahead?

Right-sizing: the dilemma for business under pressure
Right-sizing: the dilemma for business under pressure

What do we learn from pressure?
What do we learn from pressure?

How to spot when an employee is secretly struggling
How to spot when an employee is secretly struggling

Wake up to the new workplace revolution
Wake up to the new workplace revolution

Moleli’s taking it to the next level
Moleli’s taking it to the next level

How startups can drive growth in a disrupted world
How startups can drive growth in a disrupted world

How do we change norms as we rebuild post Covid-19?
How do we change norms as we rebuild post Covid-19?

Leadership’s toughest test
Leadership’s toughest test

SA is paying dearly for yesterday’s mistakes
SA is paying dearly for yesterday’s mistakes

MBA applications break all records for Henley
MBA applications break all records for Henley

The regulatory environment can stop innovation in Africa
The regulatory environment can stop innovation in Africa

Embracing the unknown can make you a better leader
Embracing the unknown can make you a better leader

Planning for the post-COVID-19 workforce: Four scenarios
Planning for the post-COVID-19 workforce: Four scenarios

3 ways to be happier... even in the middle of a pandemic
3 ways to be happier... even in the middle of a pandemic

GIBS/TWIMS MBA Manufacturing Ambassador Scholarship
GIBS/TWIMS MBA Manufacturing Ambassador Scholarship

New MBA timetable starts in 2016
New MBA timetable starts in 2016

EVENTS
THE International MBA - InfoBytes
THE International MBA - InfoBytes
27 August 2020,
ALL CITIES IN SOUTH AFRICA



29 JUNE 2019
Henley has most MBA scholarships in Africa
Henley Business School Africa has the most MBA scholarships of any business school in the Africa, having awarded 30 this year alone.

“It’s one of our competitive advantages, like our family-friendly MBA or our acclaimed MBAid programme,” says dean and director Jon Foster-Pedley.

“One day, we hope that we won’t be unique, that other business schools will be doing the same for no other reason than it makes the same kind of sense to them as it does to us.”

This year Henley Business School Africa recorded its highest intake yet for the MBA programme, at 317 enrolments.

“Some people think it’s crazy to give away 30 scholarships in a year, no one else does – and you wouldn’t if you were worried about money, but the fact is that once you have a class at a certain level, you’re not giving away someone’s position.”

Instead, says Foster-Pedley you’re greatly enriching the experience of the other students.

“All of a sudden you’ve got the ability to add massive diversity, infusing your seminars with top class creatives. Where else will you get to share a class with a world standard TV anchor, a fantastic comedian or an internationally acclaimed investigative journalist?” he asks.

The scholars benefit too, he says, because they will become cornerstones in their own industries, able to ensure the arts and the media in this case are sustainable on their return, while challenging the corporate conformance of the more traditional MBA students.

But it also allows Henley Business School Africa to salute and honour leaders in other fields, like NGOs and social activism, who have gone above and beyond the call of duty, making real contributions to society for no personal gain by people who would never have the opportunity to be able to study further to return and make an even bigger contribution than they already have.

Apart from recognising them, says Forster-Pedley, it makes a point to others that service to others is not just worthwhile, it should become the norm. Finally, there’s an element of trying to help shape the future economy, he says.

“Emerging industries by definition don’t have money, but they are the future. On the other hand, the current smokestack industries are sending people to learn how to maintain them. If you take it to the Schumpeterian theory of creative destruction, you want to accelerate these disruptors when there is a high degree of stasis or corruption, because corruption stops great talent and great innovation from coming through.

“As a business school, we can do something, we can be agents of positive changes. We are not here to serve corporations or governments but the people. We need to be teaching that the aim of business is prosperity – a better life, better economy and better hope for our children - and not profit.”
Source:

Henley Business School
At the core of Henley’s philosophy is the belief that we need to develop managers and leaders for the future. We believe the challenge facing future leaders is the need to solve dilemmas through making choices. We work with both individuals and organisations to create the appropriate learning environment to facilitate the critical thinking skills to prepare for the future. Visit our InfoCentre or website.

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