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

2 minute read

Climate resilience in focus at London Climate Action Week

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

Climate resilience in focus at London Climate Action Week

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

15 July 2026 News

Business School academic nominated for second term on UK's fiscal watchdog

14 July 2026 News

Celebrating the Dean’s Community Award winners

9 July 2026 News

91��ɫ Business School achieves 91% average positivity score in National Student Survey

29 June 2026

Delivered in collaboration with General Atlantic, the event reflected the Centre for Climate Finance and Investment's (CCFI) growing role as a convenor of interdisciplinary expertise on climate risk and finance. Discussions explored how climate-related risks such as extreme weather are increasingly affecting economic stability, infrastructure, and investment decisions, and how organisations are adapting their approach to managing these risks over the long term.

The event opened with a keynote from Abigail Ng, Chief Sustainability Officer at the Monetary Authority of Singapore (MAS), who highlighted climate resilience as a key part of protecting economic security. This was followed by a panel discussion chaired by Rowan Douglas CBE, Honorary Practice Fellow at CCFI, and featuring Kemal Erçevik (Bank of England), Natasha Fowlie (General Atlantic), Paul Munday (S&P Global), Julian Wentzel (HSBC).

A central theme throughout the conversation was the need to integrate climate and nature risks into the core functioning of financial systems, rather than treating them separately. Speakers highlighted the importance of better data, shared standards, and clearer ways of measuring risk in order to improve decision-making across banking, insurance, regulation and investment.

“This is what CCFI is all about: a platform that brings together scholarly excellence and leading market participants to deliver effective solutions at scale.”

Dr Enrico Biffis

Academic Director of CCFI and Professor of Actuarial Finance

Rowan Douglas commented: “We now have our resilience priorities confirmed and an excellent community of financial-sector partners to mobilise with CCFI and 91��ɫ’s School of Convergence Science. Our mission is to help retrain the invisible hand to value resilience and better protect exposed assets and communities in the years and decades ahead.”

In closing remarks, Dr Enrico Biffis, Director of CCFI and Professor of Actuarial Finance and Academic, said: “This is what CCFI is all about: a platform that brings together scholarly excellence and leading market participants to deliver effective solutions at scale.”

The event underscored CCFI’s role within 91��ɫ Business School as a bridge between academic research and industry practice, and highlighted ongoing collaboration with MAS and other partners to strengthen resilience in the face of growing climate challenges.

Panel speakers (from left to right): Natasha Fowlie (General Atlantic), Kemal Ercevik (Bank of England), Julian Wentzel (HSBC), Paul Munday (S&P Global), and Rowan Douglas (91��ɫ Business School).

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The Centre for Climate Finance and Investment (CCFI) brought together leaders from finance, insurance, law, technology, policy and academia for an event on Climate Resilience & Economic Security during London Climate Action Week (20-28 June).

Abigail Ng and Rowan Douglas at London Climate Action Week

2 minute read

Women in tech: why I chose the Full-Time MBA at 91��ɫ Business School

Rebecca Pike — Tue, 04 Mar 2025 09:31:29 +0000

Women in tech: why I chose the Full-Time MBA at 91��ɫ Business School

Rebecca Pike Tue, 04/03/2025 - 09:31

27 May 2026 Student blog

The ROI of an 91��ɫ MBA: what I learned from the Chile Global Experience Week

91��ɫ’s Global Experience Week offers students a chance to gain real-world experience, applying their learnings to global business challenges. As Naman Goyal reflects, the growth that takes place on these trips is long-lasting and impactful.

1 May 2026 Student blog

What I didn’t expect from 91��ɫ’s Full-Time MBA programme

From leading a Careers event to connecting with industry experts and gaining experience through the Student Investment Fund, Sushrut Deo explores the value of engaging with experiences beyond the Full-Time MBA curriculum.

6 February 2026 Student blog

From Bilaspur, India to London: building my global business outlook at 91��ɫ Business School

For Full-Time MBA student Shivangi Tiwari, the move from Bilaspur, India to London has opened doors to a diverse international network, practical business education and exposure to the UK’s thriving innovation ecosystem.

4 September 2025

Student blog

At 91��ɫ Business School, we believe that diversity plays an essential part in shaping the future of business and technology. For women working in the tech industry, building networks and supportive communities is especially valuable and is something that we actively encourage on our MBA programmes. In this blog, we hear from Sofia Baldomir, one of our Full-Time MBA Class of 2025 students, as she shares how her background in tech, combined with the opportunities available at 91��ɫ – from collaboration with 91��ɫ’s STEM faculties to Career focused clubs – has helped her to grow as a leader in tech innovation.

Choosing 91��ɫ: a natural next step in tech leadership

My experience in an AI consulting company deepened my interest in the role technology plays in driving business growth and social impact. I’ve seen firsthand how technology is reshaping industries, unlocking new opportunities and improving lives. But to make a bigger impact in the industry, I knew I needed to expand my leadership skills and broaden my understanding of business strategies across different industries.

When I decided to pursue a Full-Time MBA, I wanted to immerse myself in an environment that would help me stay at the forefront of this innovation. 91��ɫ Business School stood out to me because of its reputation for research and innovation, as well as its strong emphasis on STEM. The opportunity to engage with both tech experts and business leaders within the Business School’s dynamic environment felt like the perfect place to hone my skills.

Being awarded the Latin American Scholarship from 91��ɫ Business School and the Chevening Scholarship from the Foreign, Commonwealth and Development Office from the UK government further reinforced that this was the right move for me. I’m extremely honoured to have been selected by these two prestigious awards and given the opportunity to contribute to the 91��ɫ community with knowledge from my background and experiences.

Learning from a diverse, collaborative community at 91��ɫ

The collaboration between classmates has been excellent. Even before the programme officially began, many of us connected through Unibuddy. My Full-Time MBA cohort includes students from a wide range of nationalities, industries and professional backgrounds, which has led to dynamic conversations and new ways of thinking.

The collaborative spirit of the programme goes beyond the classroom too. In one professional development session, we were asked to present a goal and identify the types of people we needed to connect with in order to achieve it. I was touched by how quickly my classmates offered support; it was a clear indication of 91��ɫ’s collaborative nature.

This was further reinforced by networks like the Women in SET (Science, Engineering & Technology), which allows students to connect with and advocate for women who have similar career ambitions in STEM.

And the wider 91��ɫ community – including peers from engineering, data science and AI – has offered further invaluable learning opportunities. Projects like the 91��ɫ Innovation Challenge allow students to immerse themselves in cutting-edge advancements that are shaping the future of business and helps to sharpen problem-solving skills and deepen understanding of tech applications across various industries.

Empowering future female leaders in the tech industry

I believe that self-knowledge and self-awareness are key to becoming a successful leader. And whilst the tech industry continues to be a male-dominated field, it is an area full of opportunity for women ready to lead and innovate.

Through 91��ɫ’s LEADS initiative (Leadership, Ethics, Awareness, Diversity, Society), I’ve had the chance to gain a deeper understanding of my personal leadership style and how to inspire others effectively. Understanding our individual strengths and areas for development in terms of leadership capability is essential for excelling in the business environment.

Taking the lead through the Technology, Media and Telecommunications (TMT) Club

A particularly rewarding experience has been serving as President of the Technology, Media and Telecommunications (TMT) Club. Career Clubs play a central role in the student experience at 91��ɫ and offer an opportunity to take on leadership roles and grow professionally outside of the classroom.

My involvement in the TMT Club has allowed me to connect with students from other programmes who also share a passion for technology and innovation. Collaborating on events that bring together peers and industry professionals has been a brilliant way to learn directly from leaders in the field. As a growing European tech hub, London also offers unparalleled access to innovative companies and cutting-edge developments that we can access through the Club.

Advice for future female tech leaders

For women working in the tech industry who may be about to embark on their MBA journey or are considering studying a Full-time MBA, my advice is simple: trust yourself.

The path you’ve taken in tech is valuable and your experiences are unique. The diversity and inclusivity of 91��ɫ Business School means that every perspective has value, so embrace what makes you stand out. An MBA can provide space to expand on those strengths and gain new perspectives.
Engage with alumni, student clubs and networks like the Women in SET and TMT Club – these resources are designed to help you grow, build confidence and connect with other students who will support you on your professional journey.
Collaborate with those around you. I’ve been amazed by the willingness of everyone to share their insights and experiences, and that’s a testament to the collaborative spirit of the Business School.

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4 minute read

The story behind AI community Hugging Face: Professor Erkko Autio co-authors article in The European Business Review

Evie Burrows-Taylor — Mon, 03 Feb 2025 10:53:54 +0000

The story behind AI community Hugging Face: Professor Erkko Autio co-authors article in The European Business Review Evie Burrows-Taylor Mon, 03/02/2025 - 10:53

23 January 2025

Big Tech

Listen: The Standard’s Tech and Science Daily podcast interviews Dr Mark Kennedy about Chinese AI company DeepSeek

Evie Burrows-Taylor — Mon, 03 Feb 2025 09:58:57 +0000

Listen: The Standard’s Tech and Science Daily podcast interviews Dr Mark Kennedy about Chinese AI company DeepSeek Evie Burrows-Taylor Mon, 03/02/2025 - 09:58

28 January 2025

ITV News interviews David Shrier about DeepSeek’s emerging dominance in the technology market

Evie Burrows-Taylor — Mon, 03 Feb 2025 09:49:09 +0000

ITV News interviews David Shrier about DeepSeek’s emerging dominance in the technology market Evie Burrows-Taylor Mon, 03/02/2025 - 09:49

27 January 2025

The Times features 91��ɫ’s new Venture Capital Fellowship

Evie Burrows-Taylor — Mon, 27 Jan 2025 12:05:17 +0000

The Times features 91��ɫ’s new Venture Capital Fellowship Evie Burrows-Taylor Mon, 27/01/2025 - 12:05

22 January 2025

Education and Learning

"No jobs are safe from AI, but some are safer than others": Professor of Practice David Shrier on the future of work

David Shrier — Wed, 15 Jan 2025 12:14:02 +0000

"No jobs are safe from AI, but some are safer than others": Professor of Practice David Shrier on the future of work

David Shrier Wed, 15/01/2025 - 12:14

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The rapid advancement of artificial intelligence (AI) has left the workplace in flux. Many of those already in the workforce fear for the future of their roles, while those about to enter it are told they need to be skilled at using the latest technology to make themselves attractive to employers.

Amid all this career anxiety, research shows that while 85 million jobs will be displaced by 2025, 97 million new roles will simultaneously emerge, representing a net positive job creation of 12 million positions globally.

Across the entire economy, generative AI will have a profound impact, leveraging 32 per cent of each job’s function on average to boost productivity.

So, what do business school students need to know when considering their future careers, and how do they ensure they're ready for the workplace transformation already underway? Here, 91��ɫ Business School's Professor of Practice, AI & Innovation, David Shrier reveals all.

The sectors that need a human touch

Unsurprisingly, safer sectors include those that require a talent for building relationships, as well as professions where you need to show empathy, judgement, communication and creativity. Or else, where some level of physical expertise is necessary.

Both hospitality and events are projected to grow globally in the next few years, driven in part by a reaction to the rise in technology and the desire for real life experiences.

As energy security looms large, the transition to clean energy and soaring energy demands from data centres will fuel a long-lasting need for qualified energy experts, technicians and engineers – particularly those who can work with systems to optimise the electricity grid and secure supply. Similarly, jobs in defence technologies will continue to expand amid turbulent geopolitics.

Meanwhile, there’s an enduring and worldwide dearth of cybersecurity skills, with nearly five million jobs unfilled at a global level. The complex and highly specialised nature of this field means these are hard posts to fill.

It's also worth considering manufacturing sectors, which are less exposed to AI disruption than professional services.

The jobs under threat

Work that requires high-level thinking and intelligence appears to be the most prone to upheaval thanks to AI, according to an analysis of some 800 occupations across 160 million jobs.

These are typically the professions that pay more than $100,000 a year, such as high value-added roles within professional services including law, finance and business consultancy.

As an example, logistics used to be a high paying, valued profession that required heavy cognitive lifting, but today it can be done more easily and cheaply by a computer. But while backroom functions can be easily automated, the hands-on labour of a builder or warehouse worker is often too complex to replace.

The big rewards for future business leaders

If businesses can deploy AI in the most effective way, the return on investment is huge – far higher than if they simply replace humans with AI, which is the worst way to use it.

Companies that can figure out how to augment employees’ performance using of AI tools could see a return on investment of up to 200 per cent. This requires often painful changes but avoids large scale layoffs.

There’s an even greater prize, and one we encourage students to test within the safe confines of 91��ɫ’s classrooms. This is working alongside AI as an equal to create something we call symbiotic intelligence, which can give a massive return on investment of up to 2,000 per cent.

If that sounds improbable, consider an example of a business founder who leveraged a host of AI agents and tools to create telehealth business Medvi, which generated around $400 million in its first year with just two employees. While questions have been raised about some of Medvi’s business practices, that shouldn’t distract from the proof of concept it offers around operating leverage on AI systems. We will see more of this. Rather than treating AI as a tool for automation or efficiency, the founder can use creativity and judgement to build a business around the emerging capabilities of the new technologies.

Can you really future proof your career?

Students can actively seek to be "AI ready": to be an employee who uses AI to improve their performance rather than replaced by it. If they can learn to work symbiotically with AI, they will dramatically outperform those who can’t. Just as a novelist requires language literacy, students need AI literacy, but also the judgement to deploy it.

This comes from hands on experience. At 91��ɫ we embed AI directly within the curriculum and we’ll encourage students to experiment, by building an AI native company, for example.

University gives students the freedom and space to experiment beyond the glare of performance reviews. Much has been made of the high failure rate of AI pilots within businesses – up to 95 per cent, according to one report. In my view, that’s not high enough. You need a reframe: this is innovation exploration, not "failure". Thomas Edison famously said he’d never failed but had instead discovered "10,000 ways that didn’t work" before successfully creating a lightbulb.

Tips for success

Efforts to build your innovation skills will never be wasted. Even if you’re not starting a business, you’ll need to reskill and reorient yourself rapidly to stay current.
Purposefully lean in to the skills that distinguish our humanity such as emotional intelligence, teamwork, empathy – the kind of skills AI doesn’t do well.
Experiment with AI tools to find more than productivity gains.
Build your fundamental sales skills. Neglected from many top tier MBA programmes, these are offered at 91��ɫ. Being able to sell even in a tough market will always add value.

At 91��ɫ, we embrace rather than dismiss AI, teaching students the skills necessary to navigate the turbulent contemporary workplace.

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What business school students need to know about choosing a career in the AI workplace

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Will European regulators shape Hollywood’s bidding war?

Tommaso Valletti — Wed, 15 Jan 2025 12:14:02 +0000

Will European regulators shape Hollywood’s bidding war?

Tommaso Valletti Wed, 15/01/2025 - 12:14

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5 February 2026

Article at a glance

The European Commission (EC) competition authority is scrutinising rival bids for Warner Bros. from Netflix and Paramount, an unusual scenario
Both bids raise different competition concerns
A frontrunner could emerge if one bidder gets cleared before the other
The EC prefers light-touch remedies
US politics, not Europe, is likely to decide the winner

A bidding saga across the Atlantic

Europe’s competition regulator is simultaneously reviewing competing bids by major US companies Netflix and Paramount to acquire entertainment company Warner Bros. This is unusual and strategically sensitive, given the current geopolitical climate. The bidding saga has attracted significant attention on both sides of the Atlantic.

Both bids raise competition concerns, but in different ways:

The Paramount deal would reduce rivalry between two major Hollywood studios.
Netflix’s acquisition of Warner Bros. would increase market dominance in streaming across Europe

Professor Tommaso Valletti, Professor of Economics at 91��ɫ Business School and former Chief Competition Economist at the EC, questions whether the EC will act boldly, given its preference for light-touch remedies and geopolitical considerations. US politics, not Europe’s regulators, may ultimately decide the winner.

What’s at stake

Netflix agreed to buy Warner Bros.’ studios and streaming assets in a transaction valued around $82.7 billion. To challenge this, rival Paramount Skydance launched a hostile takeover bid for the entire company, including news network CNN, worth $108 billion, offering shareholders a higher per-share cash price.

The Warner Bros. board backs Netflix, but competition concerns are significant and more complex than the ones associated with Paramount’s bid.

A lack of clear precedent in the EU merger control raises a key question: how will the EC proceed?

Because all three companies operate across Europe and the Americas, the European Commission must review the market implications under its EU merger control framework. A simultaneous review could shape the race. By clearing one bidder, while subjecting the other to a longer investigation, a frontrunner could emerge.

A lack of clear precedent in EU merger control raises a key question: how will the EC proceed? Historically, the regulator tends to favour light-touch remedies, like small divestitures or access commitments, over prohibitions.

Netflix: from scale to market power

Netflix’s story of scale in Europe has shifted to revenue diversification. Netflix already shows signs of pricing power: in the UK, a standard subscription rose from £6 to £13 per month over the past decade. A deal with Warner Bros. would lead to:

Further market concentration: Netflix already holds over 50 percent of Europe’s subscription video-on-demand (SVOD) market. Combining this with Warner Bros.’ studios, HBO Max and other streaming platforms would increase its dominance.
Monopolisation of streaming content: Netflix could control one of the largest content libraries and production pipelines in the world, cutting off production for cinemas and other traditional content platforms.

Netflix could address these concerns through remedies such as divesting HBO Max. Its likely defence would be that its streaming services compete with a broader digital entertainment market, including social media and video gaming. Regulators may accept this argument to some extent, although previous merger reviews have generally used a narrower, SVOD-focused market definition.

Paramount: traditional Hollywood rivalry

Paramount’s acquisition of Warner Bros. raises more traditional competition concerns. Combining two established major Hollywood studios would:

reduce industry rivalry and lead to fewer big players in Hollywood,
increase bargaining power over distributors, advertisers and creators, and
potentially lead to fewer market players, less innovation, higher costs for consumers.

The deal would also continue the consolidation of Hollywood studios that has been ongoing for 50 years, reducing the “Big Five” studios (Disney, Warner Bros., Universal, Paramount and Sony) to four. Disney would remain number one, possibly facing stronger competition from the combined entities currently ranked number two (Warner Bros.) and number five (Paramount).

While the merger could be easier to clear overall, overlaps between the studios, for example franchises between Paramount and Warner Bros., could still raise competition concerns that may be harder to address.

Why Europe and the US may decide differently

Whether the EC’s decision will impact the deal remains uncertain. In the US, regulators face a different and more political context. Paramount’s bid would include CNN, which Netflix is not acquiring. President Trump, a vocal critic of CNN, has previously argued that the network should be sold or restructured. These dynamics may influence the outcome.

Given the current political climate, a European ban on either deal seems unlikely. While the EC can still influence the pace and outcome of the bidding war, the winner will ultimately be decided in the US.

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A rare regulatory scenario could see Brussels tilt the Netflix - Paramount battle for Warner Bros.

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When winning comes at a price: The business of pay-to-win add-ons

Mushegh Harutyunyan — Wed, 15 Jan 2025 12:14:02 +0000

When winning comes at a price: The business of pay-to-win add-ons

Mushegh Harutyunyan Wed, 15/01/2025 - 12:14

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The video game industry is booming. According to Statista, more than three billion people played video games worldwide in 2024. As per PwC’s Global Entertainment and Media Outlook 2022-26, the gaming industry is tipped to maintain its recent rapid growth, and could be worth $321 billion by 2026. A big slice of that — $82 billion in 2024 — came from in-game purchases such as cosmetic “skins”, virtual currency, map packs, and more. In the UK, a recent Censuswide poll revealed that gamers, on average, spend £540 a year on in-game purchases (£22 a month) and subscriptions (£23 a month).

One of the most debated forms of in-game spending is the pay-to-win add-on, a digital item that gives players a clear advantage in player-versus-player games. A special weapon in Call of Duty: Warzone, a premium camouflage in Escape from Tarkov, or unique cards in Hearthstone can tilt the odds decisively in favor of paying players. For the buyer, these items boost the chance of winning; for everyone else, they create a frustrating disadvantage. One gamer described their game experience bluntly: “It was absurd and halfway to unplayable if you didn’t drain your wallet.”

The developer’s dilemma

At first glance, offering P2W add-ons seems like easy money. They cost little to produce and appeal directly to players’ powerful motivations: the desire to win and the dread of losing. Yet our research shows that the business case is more nuanced.

Unlike traditional add-ons (like hotel WiFi or an extended warranty), the value of P2W items is shaped by network effects. Their appeal grows when few players own them, because they confer an advantage over many others. But as adoption of P2W items spreads, their edge diminishes.

Players who do not spend on P2W may abandon the game entirely as they face a daunting competitive disadvantage against the large number of P2W owners. The fewer non-buyers remain, the smaller is the pool of players against whom P2W will bring an advantage, further eroding the add-on’s value. This negative network effect created by the P2W add-ons calls for a careful assessment of market conditions before introducing them. We find that ironically, when a large share of players is willing to buy, introducing P2W can reduce profits, leaving developers better off without it.

The psychology of competition makes this balance even trickier. Players who are highly motivated by winning make the add-on more lucrative: the thrill of victory increases their willingness to pay. But the story is different with loss sensitivity. If defeats sting only mildly, add-ons hold little attraction. If they sting too much, non-buyers disengage altogether. Developers can influence these sensitivities through design choices — making victories more rewarding while keeping defeats painful but not unbearable.

Design and pricing

One might assume that the stronger the add-on, the better for profits. Yet our findings suggest otherwise. Making the add-on too powerful discourages non-buyers from playing at all, shrinking the competitive field and eroding the add-on’s value. In highly competitive genres, developers may actually benefit from deliberately limiting the power of pay-to-win items, ensuring the game remains engaging for all.

The introduction of P2W items forces developers to lower the base game price to keep P2W-non-buyers in the fold, compensating their disadvantage against P2W-buyers. In some cases, this means shifting to a freemium model, or even — in theory — setting a negative price, paying players to participate because their presence sustains the market for add-ons. And while lower prices might seem to discourage investment in quality, the opposite can happen: when losses feel especially painful for non-buyers, developers are pushed to raise quality to keep them engaged.

Perhaps most surprising is what this means for players themselves. P2W is often accused of undermining fairness and reducing enjoyment. Yet under the right conditions, our analysis shows it can actually increase player surplus. By broadening the player base and motivating higher investment in quality, the system can leave players better off than in a world without P2W.

Keeping the pond healthy

Players are often categorised into "whales" (big spenders), "dolphins" (moderate spenders) and "minnows" (low or non-spenders). For developers, pay-to-win add-ons are a tempting way to extract more profits from the less price-sensitive whales and dolphins. Yet their very success depends on the participation of the more price-sensitive minnows. These players may never spend much, but their presence ensures that competitive advantages remain meaningful for others. If minnows abandon the game, the pond dries up — and the value of P2W erodes with it.

The lesson is clear: introducing P2W is not simply about monetizing the biggest spenders. It is about keeping the entire ecosystem in balance. Developers who want sustainable profits must design their games so that whales, dolphins, and minnows can all swim in the same pond — even if not on equal terms.

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