Professor Costas Andriopoulos stands at the forefront of a revolution in business education. As Associate Dean of MBA Programmes at Bayes Business School, he oversees one of London’s most prestigious MBA portfolios, where traditional academic rigour meets cutting-edge innovation. Ranked in the top 5% globally for innovation management research, Andriopoulos has spent his career exploring how organisations navigate the complex paradoxes of modern business – balancing operational excellence with breakthrough innovation, stability with transformation. He has been part of Bayes for over a decade and has also served as a visiting professor at several internationally renowned universities. Alongside his academic leadership, he has worked with global businesses through Bayes’ Executive Education arm and his consultancy, Avyssos Advisors. He is also the author of the acclaimed book Purposeful Curiosity, which explores how anyone can harness curiosity to unlock potential, spark innovation, and drive transformation
In this exclusive interview with The Executive Magazine, Andriopoulos reveals how Bayes Business School is pioneering the next generation of Executive MBA. Located strategically between London’s financial district and its thriving tech ecosystem, the school leverages its unique position to deliver programmes that achieve remarkable outcomes. From embedding career management as credit-bearing modules to offering lifelong learning partnerships with alumni, Andriopoulos demonstrates how modern business education must evolve to serve leaders navigating artificial intelligence, environmental governance, and the accelerating pace of global change. His vision extends far beyond traditional classroom learning, encompassing immersive experiences that prepare executives not just for today’s challenges, but for the strategic decisions that will define tomorrow’s business landscape.
Your recent curriculum reforms at Bayes have moved away from traditional examination-based assessment towards real-world business applications. What drove this fundamental shift, and how do you ensure this approach better prepares graduates for senior leadership roles in today’s rapidly evolving business environment?
“At Bayes we recognised that incremental tweaks to the curriculum were no longer enough; business itself has changed dramatically. Leaders today face technological disruption, hybrid working cultures, and ESG pressures. While some modules still use traditional exams, we place far greater emphasis on experiential and applied learning across the Executive MBA. Students engage in live consulting projects, international field trips, and cross-disciplinary modules that mirror how boardroom decisions are made, not in silos. This approach builds the agility and judgement that today’s executives need.”
How do you measure the longer-term transformational impact on EMBA careers?
“For the Executive MBA, the story is one of long-term transformation. Many of our students pivot careers or step into more senior roles during the programme itself, while others do so shortly after graduation.
“We measure impact by staying closely connected with our alumni and tracking career data, but the clearest indicators are the stories we hear. These are stories of executives moving into senior positions, founders scaling start-ups into global ventures, and leaders driving digital and cultural transformation within their organisations. The Executive MBA is not just a credential; it’s a pivot point that reshapes career trajectories for years to come.”
The rise of artificial intelligence presents both opportunities and challenges for business leaders. How are you preparing MBA students to lead confidently in an AI-driven business landscape whilst maintaining the human elements of strategic decision-making?
“Technology and AI are central themes across our programmes. Through the Bayes X Research Centre, we bring the latest insights on innovation, disruption, and digital leadership directly into the classroom. Executive MBA students explore AI not as a distant technical topic, but as a leadership challenge – how to integrate AI responsibly, how to manage hybrid human–machine teams, and how to ensure ethical decision-making in data-driven environments.
“We balance this with a strong emphasis on the human side of leadership: curiosity, critical thinking, empathy, negotiation, reflection and organisational culture. Our aim is to produce leaders who can harness AI to create value, while ensuring that the distinctly human elements of judgement, ethics, and vision remain at the centre of strategic decision-making.”
Environmental, Social and Governance considerations have become integral to business performance across all sectors. How do you balance comprehensive ESG education with the practical skills executives need to implement meaningful change within their organisations?
“ESG is embedded throughout the Executive MBA, not siloed into a single elective. The goal is twofold: first, to ensure executives understand the frameworks and pressures shaping global business, and second, to equip them with the pragmatic tools to lead change and influence regulatory changes..
“We place particular emphasis on implementation. Through case studies, consultancy projects, and experiential learning, our students learn not just why ESG matters but how to build governance structures, redesign supply chains, and engage stakeholders in ways that deliver both purpose and performance.”
What specific challenges do today’s senior executives face when pursuing advanced education, and how do you address the realities of modern professional life?
“Senior executives often hesitate to commit to advanced study because of the intense demands of work and personal life. Time is the scarcest resource. At Bayes, we designed the Executive MBA with flexibility at its core.
“We offer three different formats, and all of them take two years to complete. The Evening Executive MBA involves classes twice weekly in London, ideal for those who want a regular rhythm alongside their roles. The Modular Executive MBA is one long weekend per month, supported by online learning. That’s particularly suited for people who travel frequently or live outside London. And the Global MBA is delivered online, with weekly live webinars, two on-campus weeks, and the option to take an on-campus elective, ideal for those who want maximum flexibility around their work and life.
“These formats ensure that executives can advance their education without pausing their careers. They can apply what they learn at work immediately, creating impact from day one. We also enhance this flexibility by offering electives in both content and delivery, whether in person or online. That way, our Executive MBA students have real control over their learning journey.”
London’s position as a global financial capital provides a distinctive backdrop for business education. Situated between the City’s financial district and Shoreditch’s tech scene, how does this geographic advantage translate into tangible benefits for your students’ learning experience and career prospects?
“London is an unrivalled classroom. On one side you have the City, which is a global financial hub. On the other side you have Shoreditch, a thriving tech ecosystem. Our students sit at the crossroads of finance and innovation, gaining direct access to world-class firms, industry leaders, and our powerful alumni network. For our executive MBA students, this environment is transformational: they can test classroom ideas against real-world challenges, connect with Bayes alumni across sectors, and build relationships that open doors to boardrooms and start-ups alike. They gain direct access to industry leaders, alumni networks, and entrepreneurial opportunities. London isn’t just a backdrop – it’s a living laboratory for business and innovation.
“A standout element of this is the London Symposium, a flagship module of the MBA. Each year, students step beyond the classroom and into the organisations shaping the future of business. Through a dynamic mix of keynote talks, site visits, and networking events, our Executive MBA students gain unparalleled access to organisations, from agile start-ups to global multinationals. These span sectors ranging from media and entertainment to AI, galleries, hospitality, and sports. These companies are harnessing new technologies, business models, and collaborative ecosystems to drive transformation.”
Bayes has demonstrated remarkable foresight in reshaping business education to meet contemporary leadership demands. Looking ahead, what exciting developments do you envision in how we prepare future business leaders, and how is the school positioning itself to pioneer these next-generation educational innovations?
“Business education must mirror the reality of modern leadership: dynamic, interdisciplinary, and constantly evolving. At Bayes, we’re pushing forward in three areas. Three directions excite me most.
“The first is technology integration. We want to make sure every graduate is fluent in AI, digital transformation, and data-powered leadership. The second is immersive learning. That means everything from virtual reality simulations to global field projects, creating environments where students have to lead under pressure. And the third is lifelong learning. Alumni receive one free elective each year for life, alongside continued access to Bayes Careers and Professional Development resources.
“That’s why Bayes is not just a place to earn a degree. It’s a lifelong partner in professional and leadership growth.”
Your research focuses on organisational paradoxes and how companies balance incremental innovation with breakthrough discoveries. Drawing from this expertise, what advice would you give to executives who must simultaneously maintain operational stability whilst driving transformational change within their organisations?
“Don’t try to resolve the paradox – embrace it. Strong leaders protect core operations while also carving out space for experimentation.
“At Bayes, we model this approach: our programmes balance foundational disciplines with disruptive themes, ensuring leaders learn both how to safeguard performance and how to reimagine it. For organisations, the lesson is similar: invest in operational excellence, but also cultivate a culture where curiosity, experimentation, and even failure is safe – because that is where breakthroughs occur.”
With over 50,000 alumni worldwide, the Bayes network spans multiple generations of business leaders. How do you leverage this extensive community to enhance current students’ learning experiences, and what role does peer-to-peer education play in developing the global mindset essential for modern leadership?
“The Bayes network is one of our greatest assets. Our alumni, spanning generations and industries, remain closely involved as mentors, speakers, and project partners, giving students invaluable insights from those who have walked the same path. Corporate partners and honorary visiting faculty, all senior leaders in their fields, contribute cutting-edge perspectives as advisors and guest faculty, bringing real-time knowledge of global markets into the classroom. Just as importantly, our deliberately diverse cohorts, drawn from different sectors, geographies, and functions create a powerful peer-to-peer learning environment. Executives learn as much from one another’s journeys as they do from case studies, building the cultural intelligence, adaptability, and global mindset that modern leadership demands.”
Career management skills are becoming embedded as credit-bearing modules within your core curriculum – a first amongst business schools. Given the accelerating pace of industry change and the need for continuous professional development, how do you see the relationship between formal business education and lifelong learning evolving for senior executives?
“At Bayes, career management is a core part of the MBA curriculum, an enhancement and embedding of our already excellent careers and leadership offering. Our MBAs don’t just study finance and strategy; they refine their leadership journeys, build professional portfolios, and develop the agility needed for future transitions.This is delivered within the core, re-designed Career Impact Module incorporating content related to strategic career management, leadership development and advanced communication. Students can devise a tailored career plan via access to one-to-one career and executive coaching and a range of specialist online resources. By designing assessments that mirror the challenges executives face, whether leading digital transformation, energy transition, driving organisational change or managing pressures connected to human capital, we prepare our graduates to step directly into complex leadership roles with confidence.
“But the journey doesn’t end at graduation. Our alumni retain lifelong access to Careers and Professional Development content and can take one free elective each year. That ensures they remain current as industries evolve. For senior executives, Bayes is not only a place to earn a degree but a lifelong community and partner in leadership.”