Speaker 1Elon Musk is calling you and he wants, you know, a representative from higher education to set, you know, the first university in Mars. What would you do actually in order to achieve that very important mission? You need to design a university which is very international, very innovative, but at the same time very much anchored in the values of the past.
Speaker 2Hello, and welcome to the Future Podcast series by UIN. In this episode, Todd Davey, Associate Partner at UIN, sat down with Santiago Iniguez, President of IE University, to explore why future-ready universities need entrepreneurial governance that is grounded in human purpose. Drawing on his leadership of IE University, he considers how philosophy, internationalization, faculty development, AI, and lifelong learning can help institutions adapt to the current world. Hello, and welcome to the Future Podcast series by UIN. In this episode, Todd Davey, Associate Partner at UIN, sat down with Santiago Iniguez, President of IE University, to explore why future-ready universities need entrepreneurial governance that is grounded in human purpose. Drawing on his leadership of IE University, he considers how philosophy, internationalization, faculty development, AI, and lifelong learning can help institutions adapt while strengthening the judgment and character that education should cultivate.
Speaker 3Welcome, everybody. Today, I'll be talking to Santiago Iniguez. He is the president of IE University in Spain. He is also serving on a number of different boards, EFMD, as well as Ar Marco Foundation. He holds a law degree, as well as a PhD in moral philosophy, as well as an MBA. He received the Founder of the University of San Luis Obispo, which is one of the most important universities in the United States. He has also been awarded the Founder's Award by Thinkers50, and has also authored several books, Learning Curve, Philosophy Inc, and Dante in the Workplace. It shows that bent that you have towards philosophy, Santiago. And he is also described by the Financial Times as one of the key figures in internationalization of European business
Speaker 1education. So welcome, Santiago. Thanks very much, Todd, and thanks for having me here.
Speaker 3Always a pleasure to have you. I expect a number of thought-provoking responses because just in terms of your the way that you think, I just wanted to explore this one thing at the start is because we have primarily had conversations in a public setting. So whether it's been on stage or in a fireside chat now. And so I wanted to understand a little bit more about you and just what somebody might learn, you know, if they have a private dinner with you that they might not learn in a public setting, such as a fireside chat. Private events and one-on-one events
Speaker 1provide the opportunity to learn more, to ask questions, personal questions, to ask questions, you know. I actually dedicate some time in each of my strategy courses to deal on a one-on-one basis with my students, with the participants, because I guess we need to recover that very personalized way of dealing with your students and participants. Just managing a class or a group doesn't actually provide all the nuances and all the personal details that you need to know in order to promote the learning process, and that all participants actually consider the program as a transformational experience. So I guess I'm not sure whether I'm more boring on a one-on-one or more entertaining, but to be honest, it may provide, you know, us the opportunity to learn more about each other.
Speaker 3Well, the public setting, you're always entertaining. So I would look forward to that challenge of the private setting as well. One thing I've always admired about you is you've always looked at universities from the lens of philosophy, rather than management. And I think it always provides a really important perspective. Why do you believe that philosophy still matters in leading a modern university?
Speaker 1Philosophies, I say many times that philosophy is the tool, the cement, that connects all the different disciplines. It provides you no meaning for your actions, for your life, for your profession. And this brings me to another statement that I very commonly repeat, which is that management is philosophy in action. Behind every major decision that managers take the head of their companies, there are values, there's a vision of the world, there's a vision of the good life. There are many other aspects that actually conform what is your beliefs, the way you actually act with the others, the way you interface with the different stakeholders, the way you take basic decisions. Those major moments in time reflect actually your values, your beliefs, your principles. And this is why it's very important that you try to realize what are your values and learn more about the flow of philosophy, the major contributions, those ideas that have
Speaker 3actually shaped the world. I will pick up that because it leans into your philosophy on leadership generally, but I thought we'll pick that up again a bit later because I wanted to jump into your leadership at IE University because basically the university became a university in 2009. So it's a really young institution. When you landed as president in 2011, perhaps you could explain the environment in which you landed, and then also what your immediate priorities were and why.
Speaker 1I've been very lucky because my passion since I was six years old was education. I actually taught my siblings when they were very little, and I tortured them putting exams and teaching them different lessons. So I believe, I truly believe that education is the best way to change a society. To change an individual, to create value is the best course escalator for social change. And I've experienced this since I dedicated myself from the very first day. I have noticed that because I was first professor at the university in Madrid, then I joined IE, this was 35 years ago, and I was, as I sometimes say, I was a cook before becoming a friar. I've done almost everything at the IE Business School, from managing the MBA program to managing the faculty to becoming the dean. So I was very lucky to witness the internationalization of IE Business School for the past 35 years. And then 18 years ago, we created the university, taking the opportunity of the reforms of higher education in Europe, what is called the Bologna process. And since, with a very talented team, we have been able to develop six different schools and build a very internationally oriented university. So I guess we had a grand vision. We have the idea of building up an institution that was going to be excellent, that was going to lead education on a number of fronts. And we have been very lucky because we were able to attract the best possible talent and to push a vision that is now getting implemented. So it has been a fascinating time, for sure.
Speaker 3And it's now recognized as one of Europe's leading international universities. And international, I think, is something I wanted to also highlight, because we will pick that up a bit later in the conversation. But perhaps you can reflect on your journey over the last 14, 15 years. Just what are some of the major decisions that you made along the way that you think have made the biggest difference?
Speaker 1I guess, first, of course, choosing the talent, the most entrepreneurial academics that could actually push the vision that we had in mind. I've been very lucky, by the way, of working with the founder of IE, Diego del Alcázar, who has been a mentor, friend, and a reference in many different aspects. So I've learned a lot from him. But then choosing the right people, being very entrepreneurial, which is not something necessarily common among academic institutions. Academic institutions, along with some other institutions or bodies or organizations in our societies, are by nature more conservative. The way they are governed, the structures, you know, the system is designed to be more conservative. And this is reflected, for example, in institutions like tenure, or the checks and balances that exist and dominate decision making across many different universities. So those were intended in order to provide independence, impartiality, but the fact is that they also have this other negative consequence of impeding innovation and slowing down the decision making. In a world which is changing so fast, we need universities that not just react more quickly, but even anticipate those changes. And this is something that should be reflected, of course, in the governance. So the first decision that we adopted was actually designing something, an organization which could act in a very entrepreneurial way, you know, in an agile way. Second, of course, we are a very international institution. And this was conceived from the very start, even if Madrid at that time, I'm talking about, well, the business community. We are a very international institution. And this was conceived in the business school 35 years ago, and then the university 18 years ago, it was not the most international capital, let's be very honest. And I guess we have contributed to some extent to put Madrid, you know, in the international map. But the fact is that we had a very clear idea about how universities should have not just an international composition in terms of the student body of the fact or the faculty or staff, but also an international orientation. I realized that the world global is now outdated, given all the different things that have happened over the past five years. But still, we need cosmopolitan professionals, we need to think about the world in terms of the cosmopolitan, in terms of the universe. And this is our market. I mean, we happen to be in Madrid, but our orientation is distinctively international, gathering 160 different nationalities on campus, and being very respectful of different visions of the world and different ways of conceiving, you know, what is the good life. And then, of course, a blend of professional orientation and the humanities. bringing practitioners in the classroom but also realizing about the need of enhancing the value of the humanities in the learning process i was talking before about philosophy but the fact is that the rest of the humanities build those skills that are becoming even more important now in the
Speaker 3age of ai for sure i guess there's a few things within that that time spectrum that we're talking about and some of those decisions you've discussed because you've championed ideas that were far from conventional not often mentioned by presidents such as the interdisciplinary part the internationalization especially given the context of spain and the lack of internationalization in its background but then also entrepreneurship for every student no faculties sticking to schools and also more modern interpretation of liberal arts so i guess what convinced you that the university needed to change and how did you then convince because i think this is the hardest part actually how do you convince others that it also needs to change and that some of the things that you've talked about in the last couple of years have been the some of these these non-conventional ideas are the right way to go my experience is that the
Speaker 1good academics realize about the importance of all these features that i was describing no they realize i'm i emphasize the good academics because i've always believed that those who feel the call to academia need to be for example generous but let's be very honest academics are humans and on average there's not there are always people who are mean who even if they dedicate themselves to teaching or research they just think about their own interests but i've always considered that there are a number of professions like medicine or education that require you know professionals who are truly generous who dedicate their time regardless of their salaries which in the case of academia is very clear academics are let's say the aristocracy of intelligence but still they don't earn the highest salaries so first i guess that given that genuine features of good academics what we try is actually to target them to bring the good academics who are entrepreneurial who want to leave their legacy at the institution who want to transform the world for the better who have the passion and what we try is actually to test and assess those qualities when we hire them so it's not just about being the expert or the most consolidated academic in one single discipline it's actually testing those entrepreneurial features the passion for teaching because i've always thought that an academic is a good academic and i've always thought that an academic is a lame academic who doesn't actually enjoy teaching is a lame academic and academia is not just about generating ideas since the first universities were founded so we try to assess all these features and i guess that overall we have succeeded in bringing you know very good professionals on board which is one of the the reasons why we are now experiencing this very nice moment very nice
Speaker 3circumstance when i talk to university leaders and i do recall a particular conversation where i had with the vice president at a particular university who shall remain unnamed who said to me entrepreneurship that's not what we do we don't do anything to do with entrepreneurship i just wanted to pick up the fact that you know you have embedded entrepreneurship or entrepreneurial thinking as part of the institution why did you think that was so important for ie i guess i guess
Speaker 1we need to sacrifice some sacred cows of education like for example what you were explaining no that entrepreneurship is contradictory to the spirit of academia well i believe the contrary and i let me recall an anecdote that happened some years ago at the business school the first report from an international agency the first report that we got i remember not drop the word opportunistic so in a statement it said this this business school is very successful but it's opportunistic no and of course reading the sentence twice i realized that it was a criticism but i thought but don't we actually teach our students to seize the opportunities we train them to become good managers so unless you seize the opportunities and respond fast to the changes in them we are not teaching the right skills so finally i thought well this is actually a praise this is a commitment and we should become even more opportunistic so what i encourage universities is actually to preserve their traditions their spirit their vision and mission but at the same time seize the opportunities because otherwise we may become in institutions which are anchored in the past nice places to visit with libraries filled with books and very respectable professionals but not responding actually to the actual needs of society and and universities are not ivory towers we have been criticized for a long time no for our detachment from the environment what we should actually do is realize about the need of interacting and being you know part of the society actually to solve the very recurrent and very important
Speaker 4The Future of Universities is being written right now. On the 28th to 29th of October, university leaders, innovators, policymakers and ecosystem partners will come together in Lisbon for the UIN Future of Universities Summit. Through inspiring keynotes, leadership dialogues, practical cases and interactive workshops, we'll explore what it takes to build more entrepreneurial, innovative and impactful universities. Join the conversation at uin.org slash summit.
Speaker 3I think that theme that you've just mentioned is one of the driving forces behind the initiative that we had here, which was the Future of Universities thought book. It's something we launched in 2018 and we've now done six iterations and you've been graciously part of two of those already. And I wanted to pick up at this stage your contribution because you talked about leading a university on Mars, which I thought was an interesting approach. Firstly, why did you choose? To locate the university on Mars? And what do you think? What does it tell us about education on Earth, do you think?
Speaker 1You know that I wrote to our CEO a short document before I wrote that piece, no? It was actually fiction. I was telling my CEO, imagine, I didn't say imagine, but actually I said, Elon Musk is calling you and he wants, you know, a representative from higher education to set, you know, the first university in Mars, given that he's gathering all the different universities. He's gathering all the different experts in order to launch the first mission to Mars. You know that he has this plan. And our ambition would be actually to become the first university present in Mars. What would you do actually in order to achieve that very important mission? You need to design actually a university which is very international, very innovative, but at the same time very much anchored in the values of the past. And this is why I chose Mars. And I tried. To depict a university which was really, on the one hand, traditional, but on the other hand, very modern and international.
Speaker 3One of the things that you often mention, and in this contribution, you mentioned this specifically, but also some of the things you've said today, is that it's grounded in empathy, integrity, humility, courage, resilience. So very much a values-based focus you have there. Where does that come from? And why do you believe that's so important for universities?
Speaker 1Well, I'm, as you were mentioning before, my PhD was in philosophy, and my passion as an academic has been actually mixing philosophy, management, given, you know, those beliefs that I was mentioning before. And among the different streams in philosophy, I'm not going to explain them now, because it would take us some time, but I've always been attracted by virtue ethics, which is very much embedded in what universities have had to do and wanted to do since the time of their creation. In Rome or in Greece, part of... The education process was actually instilling in participants those virtues, those habits that made them cosmopolitan professionals, committed to their societies, people, good people, you know, common people. This has been actually in many philosophers of education, even in Dewey, John Dewey, who actually explained that the mission of universities is preparing good professionals that will be running the society in the future. And this is why I believe that virtue ethics... Which is very similar to many other models that are now used in management, skills or habits, behavioral patterns. And so virtues are actually those habits that you adopt and that you acquire via the repetition of your behavior and have been present in education, as I was mentioning, across the ages. This is what I try, for example, in my latest book to explain. It's a book which is focused on Dante, Dante Alighieri. He's diving comedy, in particular, the Purgatory, where he describes the seven capital sins, pride, envy. We all know which they are. And what I try there is actually explain how those vices are reflected in daily lives at companies. So what I try is to explain, listen, virtues are the middle between two extremes and you need to find that balance. You need to have some pride because otherwise you don't become a leader. But you cannot become an arrogant asshole, allow me the expression, who's actually detested by the rest of the colleagues. And this applies to all the virtues. We need to run this balance and play this exercise of achieving, you know, in medio virtuoso, as Aristotle explained.
Speaker 3One of the things you wrote in your contribution, which we published last year, so I had the good fortune of reading it before it was published. And I remember at the time it catched me thinking to myself, how do I bring this into my teaching as a professor? And it was education must engage the heart as well as mind and I've been experimenting with different ways of trying to achieve that but I guess I now have the opportunity can you explain what you meant by that about how to deliver education and
Speaker 1perhaps you've got a few examples you could give sure and I guess all academics particularly those who teach and who love teaching realize that the best way in order to reach your students and to attract them and to engage with them is not just this conveying fabulous models or telling them great ideas it's not just a question of eloquence of mastering lots of concepts and theories but actually engaging with them in a human way I always recall you know a quote from Peter Drucker who attended a seminar at Cambridge University which was delivered by Keynes the leading economist the Nobel Prize winner and he explained Peter Drucker the father of management he explained that while the other participants in the room which was a seminar on economy were interested in the behavior of commodities he was interested in the behavior of people so this is what features actually a good manager is not being allow me the expression a financial engineer financial technician is about leading other people and in order to lead others you need to know them in fact you need to love them to a large extent you need to know what are their problems their ambitions whether they need to support whether they in conflict with their spouses and things like this which actually make you become much more human and a true leader and this is what I mean in academia in class professors need to deal not just with the heads of their students but also with their hearts in order to engage with them otherwise it doesn't actually work that's I just wanted to also just
Speaker 3pick up on that last point because I think not only in terms of the focus of the university but I think also just the way that you're describing things it really engages I think the heart and soul and so I just wanted to understand a little bit more about how that would how that would come into reality how would you practically apply that in a in a session
Speaker 1for example as I was mentioning I tried to allocate the necessary time in order to talk on a one-on-one basis with my students and ask them about what other professional plans were there they have families whether they plan to move to another country and I really I realize that those moments is when you actually connect with them they may of course ask questions about the course about the theories and motives that we discuss in strategy but they talk much more openly on that one-on-one basis about their ambitions their problems their how they want to make the best out of themselves and so I think that's one of the things that I was really interested in and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's one of the things that I've been thinking a lot about and that's
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Speaker 3Santiago Iniguez, it's been an absolute pleasure, as always. Thank you very much for participating today and looking forward to seeing what IAE University does next. Thank you, Santiago.
Speaker 1Thanks very much, Todd.
Speaker 2Thank you very much for coming to today's discussion. Follow UIN on LinkedIn. And if you're enjoying our podcast, make sure to subscribe, rate and review in your podcast platform of choice to help other people find this content too.
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