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AI is fundamentally reshaping work, putting employees at risk of losing their sense of ownership, motivation, and professional identity. Dieter Vlaminck emphasizes that organizations should use AI to empower people rather than replace them, so that professionals remain the authors of their own work.

AI isn't just the next efficiency upgrade for accounting. It's a fundamental reshaping of the profession. Prof. Niels van Nieuw Amerongen and Arno Schalck (PIA Group) see five major shifts.

Nyenrode is the number one provider in the Netherlands for customized executive education programs, according to the latest Financial Times Ranking.

Artificial intelligence (AI) changes work, but human capability still drives impact.

Supply chains are at a turning point. For decades, efficiency was the main focus. But regulations, geopolitical tensions, trade shifts, climate disruptions, and AI are forcing organizations to rethink this approach. In his inaugural lecture, Professor Taher Ahmadi presents a new framework for supply chain management, arguing that future-ready supply chains must be collaborative, intelligent, circular, and resilient. They cannot rely on efficiency alone.

Trade conflicts, shortages of raw materials, and increasingly stringent sustainability regulations are forcing organizations to rethink their role within the supply chain. After many years in which companies primarily focused on efficiency and cost reduction, collaboration is now increasingly becoming a strategic prerequisite. In his emeritus speech on 8 May, Professor of Supply Chain Management Jack van der Veen therefore argues for a perspective that transcends individual organizations and focuses on the chain as a whole.

Supply chains are under growing pressure from sustainability demands, geopolitical tensions, scarce raw materials, and regulation. Nyenrode researched a practical methodology that maps the sustainability impact of products across the entire supply chain. The key takeaway: perfection is not a requirement.

Impact MBA students explore leadership and innovation at Vanderlande.

How do large international tech companies ensure they remain market-oriented? This question is central to the docoral research of Myeong-Je Cho, who defended his thesis on April 7. He focuses on companies with multiple subsidiaries. The main conclusion? Room for both discovery and execution is essential.

Many organizations chase radical innovation but unknowingly reward the opposite: predictability, control, and short-term results. Emeritus professor of innovation Jeff Gaspersz calls this the biggest enemy of innovation. He shares three key insights that help leaders make innovation a permanent part of culture, structure, and collaboration.

Real learning during an MBA happens through integration and exchange.

A new cohort of Impact MBA students begins their MBA journey at Nyenrode.