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As the birthplace of business education in Korea, KUBS has pioneered its development over the course of modern history.
Korea University Ranks No.1 in CPA Pass Rate for 10 Consecutive Years with Outstanding Results

Korea University Ranks No.1 in CPA Pass Rate for 10 Consecutive Years with Outstanding Results

orea University (President Dong-One Kim) announced on the 5th that it produced the highest number of successful candidates in the 60th Certified Public Accountant (CPA) Examination, maintaining its position as the nation’s top university for ten consecutive years.
Korea University Business School’s E-MBA Ranked 61st Globally in the 2025 FT Top 100 Executive MBA Rankings — the Only Korean Program on the List

Korea University Business School’s E-MBA Ranked 61st Globally in the 2025 FT Top 100 Executive MBA Rankings — the Only Korean Program on the List

The Executive MBA (E-MBA) program at Korea University Business School (Dean: Kim Eonsoo) has been ranked 61st in the world in The Top 100 Executive MBA Programmes 2025, released by the Financial Times (FT). Korea University’s E-MBA is the only Korean program to be included in this year’s global top 100 ranking.
KUBS Renews AACSB Accreditation for the Fifth Consecutive Term

KUBS Renews AACSB Accreditation for the Fifth Consecutive Term

Korea University Business School (KUBS) has renewed its Business Accreditation from the Association to Advance Collegiate Schools of Business (AACSB) for the fifth consecutive time.
KU Ranked 28th in Marketing, and 42nd in Business & Management in the QS World University Rankings

KU Ranked 28th in Marketing, and 42nd in Business & Management in the QS World University Rankings

In the QS World University Rankings by Subject 2025, published by the UK-based higher education evaluator Quacquarelli Symonds (QS), Korea University once again demonstrated its global competitiveness by ranking 28th in ‘Marketing’, 42nd in ‘Business & Management Studies’, and 50th in ‘Accounting & Finance’.
CEMS Ranks 4th Globally; KUBS Stands as Korea’s Sole MIM Partner

CEMS Ranks 4th Globally; KUBS Stands as Korea’s Sole MIM Partner

The Master in International Management (G-MIM) program, which is operated by Korea University Business School, ranked 4th globally in the QS 2026 MIM Rankings with a score of 92.7 out of 100.

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Another Perspective on Korea: CUHK’s Time in Anam

Another Perspective on Korea: CUHK’s Time in Anam      The Chinese University of Hong Kong (CUHK) visited Korea University from November 17 to 21 for a study tour. The opening ceremony took place on Monday, November 17, in Room 301 of Hyundai Motor Hall. Associate Dean Gangseog Ryu of the Business School welcomed the participants and kicked off the event. Professor Kyungtae Kim of CUHK followed by saying, “Welcome to Korea,” and highlighted the depth and completeness of the program prepared by KUBS. Professor Ji-Woong Chung, the program director, also extended his congratulations, expressing his hope that the week would be a meaningful experience for everyone.            The day’s first lecture was delivered by Professor Jihoon Park from the School of Media on the topic “Cultural Branding: The Global Rise of K-pop,” marking the start of the academic program. Professor Park briefly outlined the development of the K-pop industry from the 1990s to the present and explained the structural factors behind its global expansion. He emphasized key features of K-pop—such as the trainee system, the fandom economy, visual and musical identity, and international appeal—while also addressing structural challenges, including the zero-tolerance culture within fandoms and the high human-capital risks in the industry. Questions about potential shifts in fandom culture, the psychological pressures faced by artists, and legal disputes in the entertainment sector prompted a lively discussion, reflecting strong interest from the participants.          That evening, a welcome dinner for the participants was held in Ahn Young-Il Hall at the LG-POSCO Hall. In his welcoming remarks, Associate Dean Ryu highlighted Korea University’s 120th anniversary and emphasized that the Business School has shared in the university’s long history since its founding. He also noted that the Business School has consistently produced highly capable graduates through its strong networks, excellent educational system, and advanced programs such as the MBA and DBA. His speech conveyed a strong sense of pride as a member of the Business School, and he warmly welcomed the participants as new members of the Korea University family.    The dinner further enhanced the atmosphere. Participants moved freely around the venue, sharing food and makgeolli, exchanging business cards, and engaging in lively conversations. The event naturally evolved into a comfortable yet energetic space for networking.          Throughout the week, CUHK students attended eight lectures under the theme of “Innovations and Cultural Business” and broadened their perspectives through site visits to Korean companies such as Samyang Foods’ Wonju Factory, Naver Health, SM Entertainment, Bundang Doosan Tower, Hyundai Motor, and Kakao Mobility. The lectures covered high-level topics including “South Korea’s Fintech Revolution,” “Management and Strategies of Korean Start-ups,” “Korea’s Unique Business Ecosystems Through a Cultural Lens,” “Platform Business in the Age of AI,” “Transformation of DOOSAN,” “Digital Transformation Strategies,” and “Entrepreneurship: Finding Entrepreneurial Opportunities and Building Business Models.” Through these sessions, students explored, from a management perspective, the unique strengths that enable Korean industries to expand globally.            On the final day, Friday, a farewell dinner and completion ceremony brought the week-long program to a grand close. Before the dinner, Professor Ji-Woong Jeong delivered warm farewell remarks, noting the participants’ strong interest, active questions, and enthusiastic engagement throughout the program. Associate Dean Ryu then quoted the phrase, “Once a Korea University person, always a Korea University person,” expressing his hope that the visit would remain a lasting and special memory for everyone.            During the completion ceremony, each participant was called individually to receive their certificate. The room buzzed with excitement as participants chanted one another’s names and posed for commemorative photos. The CUHK participants reflected on their week-long journey through brief closing remarks. One student mentioned the “Three S’s”—adapting to spicy food, teamwork strong enough to capture hundreds of selfies, and smiles that lasted until the very end—as their core memories of the program. Another participant expressed gratitude to the staff who spent six months preparing the program and said, “It was my first time in Korea, but above all, the time spent with my colleagues was the most precious.”          At the farewell dinner, participants also had the opportunity to meet and network with Executive MBA (E-MBA) and Global MBA (G-MBA) students from Korea University Business School. The E-MBA and G-MBA students deepened their connections with the attendees by reflecting together on the learning and experiences shared throughout the week. Across the tables, conversations naturally emerged about insights gained from the program and possibilities for future collaboration, filling the venue with a warm atmosphere of mutual encouragement.  Participants prepared to return home with strengthened bonds, and the Study Tour became a meaningful milestone in enhancing the exchange between Korea University and CUHK. KUBS plans to continue expanding its collaborative programs with global partner universities, offering students ongoing opportunities to explore business and culture from an international perspective. 

2025.12.05국제실

Redesigning Volkswagen’s Future… 2025 KUBS Challenge Concludes Successfully 

Redesigning Volkswagen’s Future… 2025 KUBS Challenge Concludes Successfully    The 2025 KUBS Challenge Business Case Competition, organized by the International Affairs Team of Korea University Business School, was held on Friday, November 7. This year’s case, “Volkswagen: Adapting in the Age of AI,” challenged teams to complete their analysis within just 24 hours, with the entire competition conducted in English. A total of 21 teams participated, 19 of which submitted final reports. After an intense preliminary round, four teams advanced to the final stage, where they delivered presentations and engaged in a Q&A session. Each team proposed strategies for how the Volkswagen Group could realize its post-Dieselgate “Together Strategy 2025,” and further, how the company could transition from a traditional automobile manufacturer into an AI-driven, sustainable mobility enterprise. The final round was judged by Professors Tony C. Garrett, Baek Jung Kim, and Kyuhan Lee, who posed incisive questions and offered constructive feedback on the students’ analyses and strategic recommendations.      Team Barys: Restoring Trust Through AI Predictive Maintenance  The first team to present, Barys, defined Volkswagen’s strategic challenges as “transitioning from a manufacturer to a sustainable mobility provider,” “restoring trust after Dieselgate,” “the full-scale adoption of AI,” and “securing profitability and sustainability.” As a solution, the team proposed an AI-powered Predictive Maintenance System. They suggested collecting vehicle sensor and camera data in the cloud, training models using AWS SageMaker, and creating a system that predicts potential failures before they occur and provides advance alerts to drivers and service centers.    One judge asked, “If vehicle lifespan increases, won’t that eventually reduce sales by lengthening replacement cycles?” The team responded, “Currently, customers visit service centers only after problems have become serious, which leads Volkswagen to bear significant warranty costs,” adding, “Predictive maintenance prevents major failures early, reduces the financial burden, and ultimately, restoring brand trust will drive future purchases.”      Team Crimson Edge: From Manufacturer to Mobility Ecosystem Platform  Crimson Edge argued that Volkswagen must evolve from a “vehicle sales company” into a “mobility ecosystem operator.” Their core strategy included: (1) restructuring ride-sharing, car-sharing, and Truck-as-a-Service; (2) building an AI-based Mobility-as-a-Service (MaaS) system incorporating demand forecasting, route optimization, and fleet optimization; and (3) integrating all services into a central AI hub to enable data-driven decision-making. The team identified Volkswagen’s competitive advantages in its diverse vehicle lineup, the extensive vehicle data accumulated as a manufacturer, and its combined Edge AI–Cloud AI architecture.    When a judge asked, “After Dieselgate, would customers really want to be locked into a brand-specific subscription model?” the team responded, “Advanced driver assistance and autonomous driving features inherently incur additional costs, and including them entirely in the upfront vehicle price increases the burden on consumers. A subscription model actually expands consumer choice.”      Team Visionary: V1 — Volkswagen’s Unified AI Brain  Team Visionary defined the core of Volkswagen’s future competitiveness as “integrating fragmented data across brands, regions, and segments into a single intelligent AI system,” and presented the V1 Unified AI Ecosystem as their central strategy. They proposed four key initiatives.   First, a smart circular manufacturing system. By applying AI and blockchain across the entire supply chain and assigning a “digital material passport” to every component, the team aims for 25% material reuse and 30% waste reduction by 2026. Second, the evolution of Moia into an AI-based smart mobility ecosystem, introducing AI-driven demand and traffic forecasting, along with an “Eco Miles” reward system for eco-friendly choices, to lay the foundation for Volkswagen’s transition from manufacturer to MaaS provider. Third, establishing the VI Platform, which integrates all R&D, production, energy, and financial data across the Volkswagen Group, with targets of reducing development time by 30%, R&D costs by 15%, and energy costs by 20%. Fourth, building a Financial Intelligence Hub to enhance financial forecasting accuracy by 40% and reduce capital costs by 10% through AI-based liquidity forecasting, investment scenario analysis, and linking ESG KPIs to investment outcomes.    During the Q&A, one judge asked, “You’ve assessed external risks thoroughly, but what internal risks might arise when pursuing such a major transformation?” The team identified risks such as △ security issues associated with large-scale data integration △ organizational resistance to unifying multiple brands and departments simultaneously △ a potential decline in group value if the project fails, and acknowledged the need for pilot operations and a robust data governance framework.      Team K-Strategist: ROOM & Blue Cloud — Transforming Inside and Out  K-Strategist proposed a two-track strategy aimed at simultaneously improving external customer experiences (B2C) and internal operational efficiency (B2B). For the external track, they suggested developing a mobility app called “ROOM,” a platform integrating autonomous ride-sharing and rental services for e-bikes, e-scooters, and e-cars based on Volkswagen’s EV and battery technologies. With AI-powered personalized recommendations, 24/7 customer support, real-time pricing, and predictive maintenance capabilities, the platform would offer new experiences to existing customers while providing potential customers with an accessible entry point to the brand.    For the internal track, the team introduced the “VW Blue Cloud,” a platform in which AI analyzes each subsidiary’s performance, issues, and risks, as well as suppliers’ delivery reliability, quality, and innovation capabilities, and then matches them to recommend which suppliers best fit which subsidiaries. The team argued that this would shorten supplier search times, reduce redundant R&D and administrative costs, strengthen cross-subsidiary collaboration, and support strategic decision-making for executives.      Overall Evaluation: Great Ideas, but What Comes Next Is Precision  The judges’ questions centered primarily on four areas: △ financial feasibility △ customer perspective △ strategic consistency △ and risk awareness. In particular, with respect to financial projections, the judges repeatedly pressed for more concrete and empirical evidence, asking questions such as, “You say downtime will decrease by 30%, but what is the current level?” and “What supports your estimates for cost savings and initial investment?” One judge emphasized, “The technology and narrative are excellent, but in a case competition, what ultimately persuades are the numbers.”    This year’s 2025 KUBS Challenge required participants to address AI, mobility, ESG, and financial strategy simultaneously within a single case. They had to design an enterprise-wide strategy for a global manufacturing corporation and complete all analysis, strategy development, and presentations in English within 24 hours—an exceptionally demanding task. The presentations naturally incorporated cutting-edge industry themes such as predictive maintenance, federated learning, AI-based financial simulation, and subscription-based software models. The competition featured internationally diverse teams, and the entire judging, Q&A, and feedback process was conducted in English, effectively demonstrating the global environment KUBS strives to foster.    After the presentations, the judging panel remarked, “It was extremely difficult to select the top four teams out of the 19 solutions because the overall quality was so high,” commending the participants’ capabilities. They added, “Your ideas and strategic directions are outstanding, but what you now need is greater numerical precision, deeper risk definition, and a more explicit rationale for why this strategy is needed now.” Another judge commented, “Your strategies are strong enough to be presented in Volkswagen’s boardroom,” but added, “Yet at that table, final decisions are ultimately driven by data and numbers.”      The final results awarded first place to Visionary, second place to K-Strategist, and third place to Barys. The winning teams will represent Korea University at next year’s Marshall International Case Competition at the University of Southern California. They will receive a range of support, including a pre-networking day, airfare and accommodation coverage, and intensive training with faculty advisors.    A participating student shared, “It was my first competition, so even setting the direction was challenging. It was physically demanding to stay up all night with my teammates, but the process of defining the problem ourselves and deriving solutions was a truly valuable experience.” The student added, “Reaching the finals alone was meaningful, but I want to prepare better and try again.”      The 2025 KUBS Challenge served as a practical learning platform that encouraged participants to explore integrated strategies in AI, mobility, sustainability, and finance, all based on the real-world company Volkswagen. Although each team approached the case differently, their conclusions converged on a single message: “Volkswagen’s future competitiveness no longer depends solely on how well it manufactures cars. It hinges on how intelligently it can connect data and technology to create new value and new customer relationships.” A challenge that began on a small stage is now expected to lead to new opportunities for growth on the global stage. 

2025.12.03국제실

Art Director Minjeong Seo’s Special Lecture Successfully Concluded

The Era of AI Creativity, Questioning Human Originality Again… Art Director Minjeong Seo’s Special Lecture Successfully Concluded     On Tuesday, November 4, a special lecture by Art Director Minjeong Seo was held as part of the “Entrepreneurship Academy Lecture on Demand,” hosted by the Startup Research Institute of Korea University Business School. The lecture, titled “Advertising Creativity and YouTube and Social Media Content,” explored how artificial intelligence is transforming the commercial creative industry and what creativity means in this era.    Art Director Seo studied Visual Arts at the School of Visual Arts (SVA) in New York and began her career as an art director after joining Innocean through open recruitment. She later worked at HS Ad and SM C&C, followed by a role as an associate manager at a global OTT service company. She is currently active as a freelance AI Creative Director. Her notable works include the Korea Tourism Organization’s “Feel the Rhythm of Korea” campaign.     The Essence and Evolution of Advertising  The first chapter explored the question, “What is advertising?” Seo explained that the Chinese characters that form the word for “advertising”—‘broad’ (廣) and ‘inform’ (告)—refer to the act of widely informing the public. She emphasized that “advertising is not merely showing something but the art of persuasion, a form of marketing communication that embeds a brand in consumers’ minds, and a field of commercial art.”    She highlighted Apple as an example, noting that rather than offering technical explanations, the company centers its messaging on “What can you create with this device?” to communicate brand value through emotional persuasion. She added that “even before the emergence of AI, the advertising industry had already been undergoing rapid change.”    Traditional advertising agencies once generated revenue from production margins and media commissions. However, as digital transformation accelerated and a YouTube- and social media–centered ecosystem emerged, this revenue structure collapsed. Data-driven performance marketing rose to prominence, shifting the focus toward highly stimulating, instantly consumable content and placing greater emphasis on short-term results over brand storytelling.     The Emergence of Generative AI and Industry Transformation  Amid this shift, the rise of generative AI has brought yet another major transformation to the advertising industry. As AI makes it possible for anyone to easily produce advertisements, creative production is no longer the exclusive domain of agencies.    Seo presented several recent AI-generated ads and pieces of content that appeared strikingly similar, pointing out that “copy-and-paste, self-replicating content is increasing.” She also noted that the proliferation of synthetic deepfake ads has elevated provocative content, while scam-like ads that rely on shock tactics have also grown.    She emphasized that “AI advertising certainly has its positive aspects,” offering advertisers new options in terms of cost efficiency and production speed. However, she outlined three reasons why AI-based advertising is still not widely adopted. First, achieving consistency and realistic quality is difficult, and low resolution often fails to meet brand standards. Second, AI outputs cannot be edited directly, requiring complete regeneration to make revisions. Third, consumer trust may decline. She added that many AI models are trained on unclear data sources, making them susceptible to copyright issues when outputs replicate existing materials.    Seo referenced the cases of clothing brand Mango and cosmetics brand Innisfree, explaining that “the uncanny valley phenomenon—figures that appear human yet oddly unnatural—has damaged brand image in some instances.” She further noted that unclear training datasets continue to spark copyright disputes, and many global brands are still using AI only at an experimental level.     AI Use in the Industry  Seo explained that “Coca-Cola’s AI-based global campaign, which featured 17 participating artists and used AI throughout the entire production process, initially drew significant attention but later sparked controversy when it was revealed to have replicated an existing advertisement.” She also noted that “under the Basic Act on Artificial Intelligence, which takes effect next January, all AI-generated advertising videos will be required to include production disclosure, prompting deeper legal and ethical discussions within the advertising industry.”   Sharing concrete changes in the field, she explained that “current practitioners actively use AI when writing creative briefs.” AI serves as an efficient tool for preparing documents that outline an advertisement’s purpose, target audience, key message, schedule, and budget, and it also helps generate visual references during the ideation process.    However, she cautioned that “directly using AI-generated outputs is dangerous,” emphasizing the importance of planning grounded in market research. “You need to understand your consumers and the market in order to craft persuasive messages. Rather than simply following trends, you must be clear about why you are creating the advertisement,” she said.     Considerations and Advice for Using AI  Seo offered six key pieces of advice for advertising production: set a clear planning direction based on thorough research; avoid simply copying trending SNS content; maintain visual consistency aligned with brand identity; avoid focusing solely on visual execution; recognize that achieving the desired output requires ample time and repeated attempts; and collaborate with experts when you are still developing your skills. She added, “AI advertising does not come together instantly. It requires countless trials and revisions. When working with designers, synergy can be created only when respect and mutual agreement are the foundation.”    AI Is Not a God, but a Genie  Art Director Seo compared AI to “a genie, not a god.” “AI does not create on its own. It can only produce meaningful results when users clearly articulate what they want,” she explained. She added, “AI is a tool that helps express imagination and planning skills—it cannot replace human creativity. Ultimately, good advertising is born from human judgment and insight.”    “Van Gogh saw light differently, and Picasso saw form differently. The iPhone also presented a new way of living, far beyond a simple phone. In an era where anyone can create videos, human originality becomes even more essential. Ultimately, creativity in the age of AI depends on how differently humans can think,” she said.    The lecture provided an opportunity to explore the future direction of the advertising industry at a time when AI technology is rapidly advancing, and to reflect on the role of human creators. Seo emphasized that “the more AI advances, the more crucial human imagination and critical thinking become,” stating that “it is human ideas—not technology—that must remain at the center of creativity.” Korea University will continue working with industry experts to provide learning opportunities that enable students to develop both practical skills and creative thinking suited to the digital era.

2025.11.28국제실

A Night That Illuminates Career Paths: Korea University Business School’s Discovering Careers Night

A Night That Illuminates Career Paths: Korea University Business School’s “Discovering Careers Night”     On Wednesday, October 29, the “Discovering Careers Night (Job多한밤)” alumni mentoring event was held at SUPEX Hall, located in the LG-POSCO Hall of Korea University Business School. “Discovering Careers Night” is jointly hosted by the Business School Alumni Association and the Korea University Economics and Finance Alumni Association (KEFA). The event provides a space for alumni to offer career-related advice to current students, and with continued participation from graduates in diverse fields, this year marked its sixth edition.    The event was moderated by Youngil Kim (Business ’97), Director at Rifa Asset Management and a member of KEFA. He explained, “As we were exploring ways to support students in more meaningful ways beyond financial assistance, we came up with the idea for ‘Discovering Careers Night,’ a program that has continued thanks to the voluntary participation of alumni.”This year’s speakers—Sohyun Park (Business ’98, Head of Corporate Sales at HSBC), Jihye Yang (Business ’02, General Manager at KB Securities PE/Investment Division), Soyoon Park (Business ’08, Manager at BNB Asset), and Soohye Ahn (Business ’18, Principal Investment Division, IB Headquarters at Korea Investment & Securities)—shared their career journeys and offered practical advice based on their experiences in the financial sector.     The first speaker, Soohye Ahn, drew on her experience in the Principal Investment Division under the IB Headquarters at Korea Investment & Securities. She discussed her reasons for pursuing a career in finance and offered practical advice on preparing for employment. Drawing from her diverse experiences—serving on the Business School student council’s marketing team, interning at a venture capital firm, and participating in an exchange program in Singapore—she emphasized that “even activities unrelated to finance eventually become part of your career story,” reinforcing the message that “no experience is ever wasted.”    Jihye Yang shared her career path, which began with an internship at Daewoo Securities and later spanned Deloitte Korea, KB Securities as a research analyst, Meritz Securities, and Neilson & Company as a marketing consultant. She candidly spoke about the realities of M&A due diligence and PE investment work. Reflecting on periods when she handled multiple trillion-won deals simultaneously, she noted, “Deals can shift directions several times in a very short period, and coordinating stakeholders and communication is the biggest variable,” emphasizing that “behind glamorous headlines lies intense workload and physical demands.” Nonetheless, she urged students to embrace challenges, saying, “The process of enduring and learning in difficult environments becomes the muscle that sustains your career later.”      The third speaker, Soyoon Park, also shared her “diverse career path,” having worked across a wide range of organizations and roles—including Ridibooks, KB Securities ECM, venture capital, and now an asset management firm. She spoke candidly about what she learned at each stage: the grueling late-night workload as a consulting intern, data and service operations at a startup, IPO execution in ECM, and startup investments in VC. She encouraged students by saying, “You need to try a variety of experiences to truly understand what kind of work suits you.”    The final speaker, Sohyun Park, reflected on her career journey—from working in IR at a listed company to becoming the Head of Corporate Sales at the global financial institution HSBC. She explained how she came to understand the stock market through drafting disclosures and engaging with analysts and institutional investors. She also shared her experiences as an equity sales representative in Hong Kong, New York, and other global financial hubs, where she communicated closely with international investors. In addition, she offered interview advice, noting that “what companies look for is not a ‘perfect answer,’ but the attitude and sincerity to explain your thoughts logically without getting nervous.”      After the presentations, students asked detailed questions about career strategies in the financial sector, ways to overcome slumps, organizational culture, work intensity, and more. Reflecting on the session, Soyoon Park shared a message of encouragement: “Listening to your questions and conversations, I found you all incredibly energetic, smart, and passionate. The job-search period may be the time in life when you face the most rejections, but rather than feeling hurt or discouraged, I hope you see it as a process of finding the place that suits you best.”    Students who attended the event responded positively. Seongbin Choi, a visiting student from the University of Hong Kong, said, “It was impressive to meet senior professionals who came all the way to campus to share their experiences so candidly. I could truly sense the strength of the Korea University Business School alumni network.” Yeonsu Bae (Business ’21) added, “It’s rare to have opportunities to directly meet and ask questions to professionals working in fields we’re interested in, so I hope events like this continue to be offered more often.”      At this event, alumni shared their experiences to offer juniors practical advice and motivation, while students broadened their career perspectives and explored new possibilities through their seniors’ stories. In this way, “Discovering Careers Night” has developed into a warm mentoring space that goes beyond simply sharing job information, opening conversations about “failure and challenge, choice and growth.” Through this event, the Business School reaffirmed the solidarity and social responsibility of its alumni network and will continue expanding meaningful opportunities for exchange that connect academia, industry, and generations.

2025.11.28국제실

The 2nd Corporate Governance Competition Concludes Successfully

The Future of Corporations Proposed by Youth: The 2nd Corporate Governance Competition Concludes Successfully    On Friday, November 7, the finals and awards ceremony of the National University Student Corporate Governance Competition, hosted by the Korea Corporate Governance Forum and the Korea University Asian Institute of Corporate Governance, took place at Supex Hall in the LG-POSCO Building at Korea University. Designed to encourage university students’ interest in corporate governance issues and foster creative discussions and proposals, the competition marked its second year. With even greater enthusiasm and participation than last year, a total of five teams advanced to the finals and delivered highly competitive presentations.    The event was moderated by announcer Doeun Yeo, and the judging panel consisted of Namuh Rhee, President of the Korea Corporate Governance Forum; Joonbum Cheon, attorney and CEO of Wise Forest; Hyeseop Sim, attorney; and Hyung-Kyoon Kim, Managing Director at Tcha Partners Asset Management.    Before the team presentations, Woochan Kim, Director of the Korea University Asian Institute of Corporate Governance, expressed his appreciation to all participating students and introduced the six judging criteria: (1) basic understanding of corporate governance, (2) sufficient research on factual matters, (3) creativity, rationality, and validity of conclusions, (4) understanding of corporate boards, (5) quality of responses during the Q&A, and (6) overall presentation.      The first team to present, Hoan Tteul Gaemideul (The Riverbank Ants) delivered a presentation titled “A Plan to Enhance the Corporate Value of Harim Holdings,” based on their analysis of the company’s corporate governance structure and financial condition. They categorized the causes of Harim Holdings’ undervaluation into financial, non-financial, and shareholder-return factors, and proposed a creative solution to strengthen shareholder return capacity by introducing a dividend expansion strategy that reflects the revised dividend income separation taxation system.    The team “Next Value Initiative” presented “Improvement Measures to Enhance Shareholder Value at KUMHO E&C,” analyzing the company’s governance-related constraints and the resulting market valuation imbalance. They identified the core risks as: (1) unfair support for controlling shareholders, (2) inconsistent shareholder return policies, (3) lack of independence in the board and audit bodies, and (4) insufficient minority shareholder protection mechanisms.  They also proposed corresponding solutions and emphasized that KUMHO E&C, which has long functioned as a buffer absorbing controlling-shareholder risks, should shift toward becoming a company that serves all shareholders.    Next, the team “Stewardship” delivered a presentation titled “Enhancing Shareholder Value at HYOSUNG: Governance Improvements Through Board Reform.” Focusing on issues arising from owner-family risks, they highlighted the remaining challenges despite previous improvement efforts and proposed a multifaceted set of solutions, including increasing shareholder return rates, mitigating information asymmetry for shareholders, and strengthening board independence.      The team “Gwanaksan Raccoons” delivered a presentation titled “Nongshim: Taking Flight Through Corporate Governance Reform,” outlining improvement measures derived from their analysis of the Nongshim Group’s governance structure. They estimated the incentives and scale of intra-group tunneling and proposed converting Nongshim and Youlchon Chemical into subsidiaries as a means of reducing private benefit extraction.    Lastly, the team “Tiger Guardians” delivered a presentation titled “Enhancing Corporate Value Through Governance Improvements at Youngone Corporation.” They identified issues such as the company’s dual-listing structure, unfair internal transactions, and the lack of transparency in executive compensation, and proposed practical solutions to address each of these factors.      After all team presentations concluded, the results were announced. The team “Gwanaksan Raccoons” won first place, “Hoarding Ants in the Garden” and “Tiger Guardians” tied for second place, and “Next Value Initiative” and “Stewardship” shared third place. Chairman Namuh Rhee remarked, “The presentation content was excellent, but I was particularly impressed by the students’ confidence on stage. Their understanding of the Commercial Act amendments was also noteworthy.” He added, “If precise stock valuation and analyses of domestic and global competitors were conducted together, even stronger results could be produced.”    Sunghoon Kim (Business School, Seoul National University), a member of the winning team “Gwanaksan Raccoons,” said, “While preparing for this competition, I realized that many companies in Korea still have weak governance structures. Nevertheless, I believe there is ample room for improvement, as companies with strong governance clearly receive better evaluations in the stock market.” He added, “Although the preparation process was not easy, it was deeply rewarding, and I feel a strong sense of accomplishment knowing that the measures we proposed could potentially contribute to real corporate change.” He also encouraged other students to participate in the corporate governance competition.      This competition holds significant meaning as it enables the younger generation to directly analyze corporate governance issues and grow into key contributors to building a healthier corporate ecosystem. The Korea University Corporate Governance Research Institute plans to continue offering practical learning opportunities that go beyond academic research, allowing university students to gain firsthand experience with real corporate environments and the importance of social responsibility. Furthermore, through continued collaboration with the Korea Corporate Governance Forum, the institute aims to support the development of young talents who will lead the advancement of corporate transparency and sustainability in the future. 

2025.11.26국제실

Data Speaks the Language of Management… KUBS DT Day 

Data Speaks the Language of Management… KUBS DT Day      On Friday, November 7, the 6th KUBS DT Day, hosted by the Center for Digital Transformation & Business (CDTB), was held at the LG-POSCO Hall of Korea University Business School. KUBS DT Day is an event designed to identify and share new business models for the corporate and public sectors in the era of digital transformation. Through this event, KUBS aims to provide members of Korea University with business insights into digital transformation and to establish a virtuous cycle of academia–industry cooperation through mutually beneficial partnerships with corporations.      In the morning, the “DAB (Data Analytics for Business) Competition Finals” took place, followed in the afternoon by the “Capstone Project Midterm Presentations.” The DAB Competition is designed to address real-world social and industrial issues through data analysis. This year, three teams out of eight advanced to the finals and delivered their presentations. Professors Kyung Sam Park (Director) and Jeunghyun Kim served as judges.    The first presenting team, “Ttasum,” proposed an “Integrated Weather and Walking Environment Safety Map” for the elderly. By integrating environmental data such as heat waves, cold waves, and road slopes, the service guides safe walking routes for senior citizens. Simulation results showed that it could reduce accident risk by approximately 5.6%. It was an exemplary case of using data not merely for navigation but to realize the principle that “everyone has the right to move safely.”    The team “HippoKUrates” focused on the issue of re-transfer of emergency patients—commonly known as “emergency room bounce-backs.” By combining medical data with a RAG-LLM (retrieval-augmented large language model), the team implemented an emergency medical resource recommendation system that analyzes patient symptoms and hospital capacity in real time. Designed on the basis of interviews with active paramedics and medical professionals, the model received high praise from the judges for its technological approach to addressing the societal challenge of reducing the golden hour for critically ill patients.    Lastly, the team “TtareungPang” proposed a demand-based redistribution algorithm to address the imbalance in the rental and return of Seoul’s public bicycles, “Seoul Bike.” By incorporating rental failure data along with variables such as weather and time of day to design optimal truck relocation routes, the model enhanced not only operational efficiency but also citizen satisfaction. It served as a strong example of how data can be leveraged to improve the quality of public services.      The judges remarked, “All three teams remained committed to the essential question of not just how to use data, but for what purpose it should be used,” and added, “Their clear problem definition and incorporation of on-the-ground insights were particularly impressive.” The grand prize was awarded to “HippoKUrates,” while “Ttasum” and “TtareungPang” received excellence awards.    The “DAB Competition” is not merely an academic contest but serves as a testbed for addressing social issues through data analysis and as a microcosm of future-oriented business education. Participating students went beyond collecting and analyzing data, embodying the academic mindset of “understanding and transforming the world with data.” This year’s event stood as a vivid illustration of the Korea University Business School’s ideal of “Practical Wisdom.”      In the afternoon, under the theme of analytical thinking that drives digital transformation, the 6th cohort of MSBA students presented the interim results of their corporate collaboration projects.    In his opening remarks, Associate Dean for Planning Byung Cho Kim stated, “DT Day is a process of understanding the world through data and discovering new possibilities within complex challenges.” This year’s presentations featured 20 students working in collaboration with seven organizations: Hyundai Motor Securities, Hyundai Motor Company, LG CNS, Hyundai Home Shopping, Hyundai Department Store, PwC, and LG Household & Health Care Co., Ltd.    ▲ The Hyundai Motor Securities team analyzed the financial characteristics of the second generation of baby boomers and developed a retirement pension product recommendation algorithm.  ▲ The Hyundai Motor Company team designed a promotion-based customer segmentation model to strengthen retention among Blue Members customers.  ▲ The LG CNS team introduced a graph database–based AI modeling tool for consultants, while  ▲ the Hyundai Home Shopping team proposed a new content operation strategy that integrates broadcast identity preservation with data efficiency.  After the break,  ▲ the Hyundai Department Store team presented a store- and product-level demand forecasting model to improve inventory management efficiency,  ▲ the PwC team showcased a model that automatically generates consulting reports using a multi-agent system, and  ▲ the LG Household & Health Care Co., Ltd. team implemented an AI decision-making framework capable of developing brand strategies using consumer review data.      Following the presentations, Professor Jeunghyun Kim, Director of the BA program, remarked, “This year’s projects have clearly advanced in their ability to handle industry data,” adding, “What stood out was the effort to redefine problems through data and to translate insights into real business decision-making.”  Through this process, students experienced firsthand how data is transformed into insight and insight into strategy. Over approximately two and a half hours, each team’s analytical process and practical proposals were delivered in a dense and engaging manner. While students gained direct experience in how data evolves into strategy, partnering organizations and faculty explored the potential for applying these new ideas to real industry settings.  Even after the event concluded, the presenting students and representatives from partner organizations continued to exchange ideas freely and share feedback. On site, participants remarked that “data analysis is becoming the language through which industrial problems are rewritten.” True to its name, DT Day concluded as a day in which data expanded the boundaries of thinking. 

2025.11.26국제실

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