The European Business Review - July-August 2019

48 The European Business Review July - August 2019

multinational groups to programmes

in Cambridge from around the world,

creating internal networks and leveraging

the power of organisational learning.

Can you tell us more about one of

the interesting and strong features

of your programmes – the peer

learning exchange process. How

does this help in enhancing the

successof yourprogrammes?

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include the opportunity for personal

transformation through peer coaching.

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practitioners, this coaching complements

classroom theory with real-world exam-

ples through in-person sessions and

online post-programme forums.

What are the important metrics

that you use to gauge the inclusive

and long-term effectiveness and

impact of your programmes? How do

you make sure that the participants

and their organisations will gain the

highest return on their investment in

ExecutiveEducationprogrammes?

We carefully monitor all teaching

sessions and measure their success in

achieving the objectives for organisa-

tions and participants. Measurements

taken post programme, which gauge

differences in approach and attitude, can

indicate the effectiveness of the learning

experience at three and six months.

Doing things differently – or identifying

the barriers to change – are impor-

tant measures of success. Feedback

is shared with our teaching faculty to

ensure they can act on areas that need

improvement and enhancement.

Withyourvastprofessionalexperi-

encepriorbeinganacademicleader

of a prestigious university, what do

you think are the kind of business

leadersweneedfora rapidlychanging

worldandwhatkindofleadershipthe

modernindustriesrequire?

From my experience, having worked

across continents, I think that leaders

need a global perspective in order to

navigate today’s increasingly global

topography. Resilience and tenacity,

coupled with emotional intelligence and

humility, are the personal attributes that

I have seen in successful leaders.

On a lighter note, we are interested

in knowing what are the top things or

activities does a high-calibre acade-

mician like you do to recharge during

yourday-off fromwork?

Fast cars, sailing, new technological

toys, and music.

Lastly, what does success mean to

you? Any message you wish to share

withourreaders?

In my current role, I look at profes-

sional success through the prism of our

Executive Education clients’ individual

and organisational success. It’s a bit like

a parent beaming contentedly on the

sidelines if their child scores a goal on

the football pitch – satisfaction through

others’ achievements.

Thank you very much Dr. Sengupta!

A pleasure speaking with you.

Dr. Kishore Sengupta

• Director of Executive Education and Reader
  in Operations Management at Cambridge
  Judge Business School.


• Advisor on several projects with the US
  Government Department of Defense and NASA.


• His research works has been published in
  journals such as Management Science, MIS
  Quarterly and IEEE Transactions on Software
  Engineering among others.

About the Interviewee

TOP

PROGRAMMES with the BEST ROI

Executive Education

Our flagship Open programmes include the opportunity for personal

transformation through peer coaching. Led by experienced and highly qualified

practitioners, this coaching complements classroom theory with real-world examples

through in-person sessions and online post-programme forums.

Featuring Cambridge Judge Business School

EXECUTIVE EDUCATION