“Creating a Desirable Workplace Culture” … Special Lecture on Entrepreneurship by Yeongseok Cheon, CEO of Twinny     On November 5, the Entrepreneurship Academy, hosted by the Startup Institute at the Business School, took place at The Stage on the 2nd floor of the KUBS Main Building. This event, the third in the Lecture Series, featured Yeongseok Cheon, CEO of Twinny, a company with the vision of 'reducing burdens and adding leisure through autonomous driving technology.' CEO Cheon, a Business Administration alumnus from the class of '00, co-founded the company with his twin brother, a graduate of the Department of Electrical Engineering. Reflecting on the opportunity to lecture in front of younger peers, Cheon remarked, “It feels quite special to speak here today, and I hope my story will be helpful to the students someday.”       Before beginning his lecture, Cheon shared clips from various YouTube and TV programs, such as Workman and Good Jobs, which highlighted Twinny’s vibrant internal culture. Cheon explained, 'We focus on three core values: "Professional Responsibility," "Purposeful Flat Hierarchy," and "Autonomy Under Goals" to create a company where employees are happy.' Having previously worked for eight years in a public institution, he emphasized, 'We foster a flexible work environment, including adaptable working hours, which is one aspect of our organizational culture that employees appreciate.' He also discussed performance evaluations, noting, “Although completely objective assessments are impossible, we have developed a system that is widely accepted and enhances efficiency by differentiating performance evaluations.”       Cheon then delved into the functionality of Twinny’s autonomous mobile robots, explaining the four stages of the autonomous driving system: ▲ self-location estimation, ▲ path planning, ▲ mapping, and ▲ real-time trajectory generation. Twinny has developed and commercialized robots that automate the order-picking process in logistics centers, leveraging advanced technologies like LiDAR sensors for precise self-location estimation, which sets them apart from competitors. 'Many robotics companies fail because they focus on flashy projects and exhaust initial investments without conducting proper market research,' he remarked. He added, 'Twinny’s aggressive approach to entering niche markets where others haven’t ventured, supported by our unique autonomous driving technology, has been a key success factor.' Twinny’s solutions are now expanding across major markets, including factory logistics, domestic logistics, courier services, and order picking (selecting and packing items from storage).       During the Q&A session following the lecture, a student asked about the importance of a founder’s technical understanding and capability when launching a tech startup. Cheon advised, 'If you’re planning a tech startup, it’s essential to internalize the technology rather than relying on external partners. Co-founding with a technical expert is crucial. 

BA Alumni Share Practical Knowledge on Using Business Analytics in the Workplace… DTB Colloquium    On October 30, the Center for Digital Transformation & Business (CDTB) at Korea University Business School hosted a ‘DTB Colloquium’ at LG-POSCO Hall. The event featured two sessions led by BA alumni, focusing on practical cases of Business Analytics (BA) knowledge application in professional fields."     The first session featured Kunsu Park, a graduate from the fourth BA cohort and a member of SK Siltron’s HR2 Team, who shared his experience applying data analysis techniques in human resources (HR) to support corporate decision-making.       Park explained HR data analysis through BA in four main stages: Status Reporting, Advanced Reporting, Issue Resolution, and Predictive Analysis. He outlined that after establishing an understanding of the current status, analysis progresses to advanced reporting to address various HR issues. Issue resolution then involves targeted analyses to solve specific problems, while predictive analysis focuses on supporting decision-making processes. However, Park noted that 'most domestic companies are still only at the status reporting stage, and it is rare to see cases advancing to higher-level analyses or predictive stages.’     He also presented a case study analyzing employee dissatisfaction and needs using review data from Blind, an anonymous workplace community. He explained, 'Blind allows employees to leave honest, anonymous reviews of their companies, making it possible to analyze genuine opinions.' By examining review data from 2020 to 2024 for companies in the semiconductor and battery sectors, including Samsung Electronics, SK Hynix, and LG Energy Solution, he identified key factors contributing to employee dissatisfaction.     Park emphasized the importance of using data to understand employee needs as a foundation for corporate decision-making, underscoring that feedback-based HR decisions are essential. He explained that BA-driven analysis could 'serve as a way to reflect employee opinions,' though he cautioned that 'anonymous review data has limitations when used as a predictive source and requires more thorough validation.' His presentation illustrated the practical applications of BA in HR and suggested ways corporate decision-making can evolve through data-driven insights.       The second session featured Sungjae Yoon, an AI Consultant at LG Management Research Institute, who discussed 'AI-Based Industrial Trend Analysis and Relevant Answer Generation (RAG) Technology Applications.' A graduate of the third BA cohort, Yoon is currently addressing a variety of business challenges through AI-driven consulting. As the think tank of LG Group, LG Management Research Institute conducts research on major AI-related industrial trends and develops AI technologies to support these studies. Specifically, Yoon has been working on a project utilizing BERTopic and RAG models to analyze and summarize extensive research data and the latest trends, while also enhancing the intelligence of the internal research environment.       Yoon explained the use of BERTopic for trend analysis and text clustering, describing how he leverages this text clustering technique to analyze extensive report data by categorizing research topics and extracting keywords. 'By utilizing large language models (LLMs) for Korean embedding and topic naming, we overcame previous analysis limitations,' Yoon noted.    This approach enables effective identification of changes in specific trends and a deeper understanding of relevant companies. For example, when analyzing trends related to a prominent company like NVIDIA, meaningful insights are extracted, such as associations with Microsoft or OpenAI.     Yoon emphasized that "AI-based technologies are essential for uncovering valuable insights from massive datasets and enhancing research efficiency." He concluded by highlighting that “various AI technologies, including RAG, will play a pivotal role in transforming research environments in the future.”       The CDTB at the Business School organizes 4-5 DTB Colloquiums and Seminars annually to promote business strategies and trends related to digital transformation. 

A New Beginning and a Meaningful Conclusion: The Farewell Ceremony for KUBE’s 19th Term and the Launch Ceremony for the 21st Term   The farewell ceremony for the 19th term and the launch ceremony for the 21st term of the KUBE student ambassadors at Korea University Business School (Dean: Eonsoo Kim) took place on September 30 at the LG-POSCO Hall. Dean Eonsoo Kim, Vice Dean Hyun Seung Na, and student ambassadors from the 19th, 20th, and 21st terms attended the event.      During the first semester of the 2024 academic year, KUBE engaged in a range of activities, including regular campus tours, official events, alumni meetings, the 17th Youth Mentoring Day, and ongoing promotional activities. After presenting the activity report, 20th-term President Je-woo Yoon stated, "We will strive to further enhance the Business School this semester." Dean Eonsoo Kim expressed deep gratitude for the passion and dedication of the KUBE student ambassadors in promoting the Business School and encouraged them to continue their impactful work.        At the farewell ceremony, 19th-term member Jung-won Je (Business '23) shared, "While the knowledge gained in school lectures is valuable, the responsibility and attitude I developed through KUBE are irreplaceable experiences. I will support the new 21st term as they start their journey."      Meanwhile, 21st-term member Woo-jin Shin (Business '23) remarked, "KUBE shaped my first impression of the Business School. I will carry a sense of pride and responsibility as a student ambassador over the next year." The event concluded with Dean Eonsoo Kim presenting certificates of participation, awards, and scholarships to the students, followed by a commemorative photo session. 

‘A Platform for Cutting-Edge Management Theories and Expansive Networking': AMP 98th Class Opening Ceremony Held  The opening ceremony for the 98th class of the Advanced Management Program (AMP) at Korea University Business School (Dean: Eonsoo Kim) took place on September 23rd at SUPEX Hall, located in LG-POSCO Hall. Distinguished attendees included Dean Eonsoo Kim, Vice Dean Gangseog Ryu, AMP Head Professor Seokkyun Kim, AMP Alumni Association President Dongseok Lee, and Chair of the Women's Committee of the AMP Alumni Association, Geumja Lee.  The ceremony proceeded as follows: △Introduction of distinguished guests △Opening remarks △Congratulatory speech △Recitation of the school anthem △Group photo.  In his opening remarks, Dean Eonsoo Kim stated, “The AMP educates top executives from various industries on the latest management theories and techniques while fostering an expansive human network. I am confident that after completing this six-month program, all of you will emerge as the leaders that these times demand.”  In his congratulatory speech, AMP Alumni Association President Dongseok Lee commented, “Balancing work and study over the next six months will not be easy, but I believe that the insights gained from the AMP program greatly enhance your future prospects.” Following this, Women's Committee Chair Geumja Lee presented bouquets to the new female AMP students. The ceremony concluded with a group photo, after which the new AMP students took part in a campus tour and dinner, marking their first steps as the 98th class of the program. 

[Inaugural Interview with Dean Eonsoo Kim] "Cultivate the Ability to Integrate Tech into Business Studies in the Age of AI and High Technology"     Professor Eonsoo Kim, specializing in Strategy, has been appointed the new Dean of Korea University Business School (KUBS). He was nominated for the position by President Dong-One Kim and elected through a voting process among KUBS faculty members. Dean Kim will lead KUBS from September 2024 to August 2026, serving a two-year term. In the article below, he shares his thoughts on his inauguration and outlines his plans for the school's management and development.      - From Valedictorian of KUBS to Professor, and Now Dean at Alma Mater    Q. Congratulations on your inauguration as Dean of KUBS. Could you share a few words about your feelings?  A. When I began my deanship, I received both congratulations and condolences. This reflects the increasingly challenging nature of the university education environment. While I am honored to take on this role, I also feel the weight of responsibility. I've heard that other associate deans experienced sleepless nights after their appointments as well, and I believe many of us share similar feelings.    Q. You graduated as valedictorian of KUBS. How would you describe yourself as a student during your college years?  A. I would describe myself as a diligent student. The 1980s were a politically unstable time due to the military dictatorship, with frequent protests. However, KUBS professors generally held classes as scheduled whenever possible. During this period of rapid economic growth, I wasn't particularly worried about finding a job, so my studies felt less stressful compared to today. Things seemed more relaxed. Many of my friends would often skip classes after lunch and go across the street to play billiards instead.    Although I spent a lot of time drinking and socializing with friends, I made it a point to refrain from alcohol starting a week before exams. During that time, I focused solely on studying and never missed a class, which made all the difference. If you visit the ‘KUBS Story’ exhibit (located in the History Museum of KUBS on the 1st floor of Hyundai Motor Hall), you'll find my notebooks from Personnel Management and Financial Management courses—those are my lecture notes (laughs). My friends used to copy them during exam season, jokingly saying, “Just looking at these notes guarantees a B.” If I had to share the secret to being valedictorian, I'd say: “I drank a lot and socialized well, but I never missed a class.” I still tell students today, “Never skip classes.”      - Dean Eonsoo Kim’s Vision and Philosophy for KUBS    Q. You have taken on the heavy responsibility of being Dean. As the leader of KUBS for the next two years, what vision and philosophy do you have?  A. For several years before becoming Dean, I often told junior faculty members, "Significant changes will come in the next 5 to 10 years." These changes, I believe, are driven by factors such as declining birth rates, increased competition both within and outside universities, and the rise of artificial intelligence (AI). These shifts will greatly influence the value of university education and degrees, as well as the role and identity of professors. Until now, much of the focus has been on a school's brand, but I foresee many changes ahead. The ‘SKY (Abbreviation for the top three universities in Korea; Seoul National University ― Korea University ― Yonsei University)’ brand has long been emphasized, but I believe this will no longer be the case in the future.    Of course, we have played the branding game up until now. In most Korean universities, professors are highly accomplished scholars who have earned their doctorates from prestigious overseas institutions. This is why we often say that university faculty in Korea are excellent. Historically, what has defined a ‘good university’ is its legacy, tradition, and brand. This strong reputation has attracted talented students and produced distinguished alumni.    From a strategic perspective, if you do the same things as your competitors but just do them better, it is difficult to disrupt the existing hierarchy. Top-ranked institutions have more resources to invest, leading to a cycle where similar efforts yield similar results. So, the question becomes, "What should we do?" The answer lies in doing something different and excelling at it. This is captured in the phrase, ‘Doing Better by Being Different.’ Even if we were to become the top school in the SKY competition, people might still not refer to us as ‘KSY.’ Our goal is to remove the ‘K’ from SKY and forge our own unique path. We want to build an identity where people say, ‘Korea University is different’ and ‘Korea University students stand out.’    Specifically, I hope to make ‘3C, 4Tech’ the signature of Korea University Business School. I want to keep it simple: ‘3C and 4Tech,’ with no spaces or plurals. The goal is to cultivate talent capable of understanding and integrating these four tech areas based on the three C’s. This will enable them to tackle complex problems, communicate effectively with engineers and experts, and lead them. You might think there’s nothing new about this approach.    The first C is Curiosity. In our country, due to the exam-oriented education system, students have lost much of their curiosity and have been trained to quickly find answers. However, answers have become too easy to obtain. Companies are not looking for people who can simply find answers; they want individuals who can ask the right questions. There’s a saying: “To know how smart a person is, look at the answers they provide; to know how wise a person is, look at the questions they ask.” For a long time, I’ve structured my classes so that one-third of the semester is dedicated to question-and-answer sessions. I encourage students to formulate questions based on what they’ve learned and engage in dialogue around those questions.    Questions can generally be categorized into three types. The first is ‘What.’ For example, “What is strategy?” This question is straightforward; you can look up the answer in a dictionary. The next level of inquiry is ‘How.’ For instance, “How do we formulate a good strategy?” This requires not only answering the ‘What’ but also exploring it more deeply. The highest level is ‘Why.’ “Why is strategy important?” Answering this question requires an understanding of both the What and How. In other words, ‘Why’ questions lead to a fundamental understanding. By asking ‘Why,’ students can explore different perspectives and avoid being one-sided. I want to help students rekindle their curiosity and start asking ‘Why.’    The second C is Collaboration. No one can achieve great things alone. The ability to collaborate, harmonize, and lead diverse individuals from different backgrounds will become increasingly important. This is also a traditional strength of Korea University, which we need to further develop. For example, within the university, KUBS needs to collaborate with other faculties. To effectively integrate AI into business education, we cannot do this in isolation. For technical aspects, we must work with the College of Engineering; for policy considerations, we should collaborate with the College of Political Science and Economics; and for legal and regulatory matters, we need to engage with the School of Law. There are also individuals studying AI in the College of Liberal Arts. We must first seek resources within the university, and if that’s not feasible, we need the capability to collaborate with external companies and freelancers. Additionally, in the future, humans and AI-equipped machines will work side by side, making collaboration skills in that context essential.    The third C is Contribution. The mission of KUBS is ‘Business for Society - Inspiring Next Leaders.’ This has always been a cornerstone of our institution. We aim to clarify this further: we want to cultivate individuals who can actively contribute to society through relevant education and research.    Now, regarding the 4Techs. The first tech is AI. While some may worry that AI will fade away like the metaverse trend, it has already become a significant reality. We need to integrate AI into our business studies to reflect this reality.    The second tech is ‘AI-oriented Semiconductors.’ Rather than targeting the entire semiconductor industry, we should focus on semiconductors that drive AI. It’s well-known that NVIDIA’s GPUs, initially designed for graphics, have seen tremendous growth due to their application in AI. However, many products were originally developed for non-AI purposes, and now we are seeing semiconductors specifically designed for AI being developed.    The third tech is ‘AI-embedded Robotics.’ Robots are no longer just designed for simple, repetitive tasks. Through deep learning, they are becoming capable of adapting to new situations rather than just repeating known tasks.    Finally, the fourth tech is ‘Energy.’ With the advancement of AI, data centers are being established worldwide. This development leads to significant energy consumption, and without addressing energy issues, it will be difficult to effectively utilize AI. It’s crucial to generate the necessary electricity and develop technologies that can transmit it efficiently without requiring new infrastructure. That’s why I want to emphasize Energy as the final Tech.    I aim to integrate these elements into our curriculum, develop educational programs, and create research projects. Capstone classes in our Global MBA and Business Analytics programs are already actively working with real data from companies to tackle pressing issues, and this is an initiative we plan to expand. For several years, I have assigned semiconductor projects for team assignments in my undergraduate classes. This semester, in my evening MBA class, we will cover case studies related to semiconductors and AI. Students will be divided into teams, assigned to specific AI-related companies, and engage in strategy battles to explore why their companies can succeed in the market and how they can achieve that success. KUBS graduates don’t need to know as much detail as engineers, but they should be capable of effectively communicating with and leading them.      - Aiming for a Campus that Embraces Intelligence, Wildness, and Emotion    Q. KUBS is the first college in the world to exhibit the work of artist Lee Ufan on its campus.  A. Lee Ufan's work, Relatum - The Location, is displayed on the lawn in front of the KUBS main building. This installation was created during former Dean Johngseok Bae's tenure in 2022. We believe that while Korea University already excels in fostering intellectual growth and encouraging wildness, adding emotional depth to the environment will enhance the overall experience.    Our goal is to encourage greater engagement with KUBS from a wider audience, rather than limiting interactions to just faculty, staff, and students. For example, we plan to open our campus to artists for seminars and forums. This initiative aims to facilitate collaboration with industry professionals and foster discussions that inspire innovative ideas in partnership with our students.      - A College Confronting the Challenges of Declining Birth Rates and Aging Population    Q. Korea is currently facing a serious demographic cliff. What solutions do you propose?  A. After serving as Vice President for University Strategy at the headquarters, I took on the role of Dean. The president has already outlined strategies and analyses concerning the challenges of low birth rates and an aging population, and we plan to follow a similar path, with some adjustments specific to KUBS.    I see three key strategies to address these demographic challenges. The first is a focus on ‘Global’ engagement. We must actively attract international students. Many countries are grappling with similar issues of low birth rates and aging populations, leading them to invest heavily in recruiting foreign students. This creates competition with top universities worldwide. Given the limited pool of international students, their choices will largely depend on the global reputation of institutions, making university rankings increasingly important.    Although I’m not particularly fond of the term “ranking,” it reflects the current reality. People often perceive institutions through a mental hierarchy. Since Korea University is known for its elite education, the quality of our students is critical. To attract top students globally, we must enhance our rankings, as alumni and other stakeholders often respond more readily to clear, numerical rankings than to nuanced explanations.    The second strategy is lifelong learning. Although the traditional school-age population is declining, there is growing demand for continuous learning. With rapidly evolving technology and business environments, the knowledge acquired during university can become outdated within a decade. Moreover, individuals need to continually build and develop their careers, making lifelong education essential. KUBS has already established tailored corporate programs through the Executive Education Center (EEC), but we must expand our lifelong learning offerings to make them more accessible to the general public. This initiative not only addresses the educational needs of the wider community but also plays a crucial role in the financial sustainability of the university.    The third strategy is leveraging technology. As we saw during the COVID-19 pandemic, advances in communication technology have created a hyper-connected world. For example, a student in Korea enrolled in a course using a renowned American professor's textbook can attend that professor's online lectures while taking exams locally. The world is becoming increasingly interconnected, breaking down cultural, technological, and linguistic barriers.    A notable example is Flitto, a company founded by our alumnus Jeong Soo Lee, which provides AI-based simultaneous interpretation services. Users can access real-time translation in multiple languages simply by scanning a QR code, without even needing to download an app. We tested this technology at a recent school event, and the feedback was overwhelmingly positive. We must leverage such technological innovations to expand KUBS's reach, transcending time and space to connect with a broader audience. To achieve this, both the KUBS brand and the personal brands of our professors will play a crucial role.      - A Message for Everyone Contributing to KUBS    Q. What message would you like to convey to alumni for the development of KUBS?  A. Korea University and KUBS cannot be fully understood without recognizing the vital role our alumni play. First, I want to stress to current students the importance of their alumni network. Upon graduation, they will join a distinguished group that is integral to the identity and success of Korea University. Many alumni have made significant contributions to the growth of KUBS, whether through donations, scholarships, or their active involvement.    For example, the names of donors displayed in the business buildings and the numerous scholarships offered are a testament to this ongoing support. I hope our current students realize how crucial our alumni are and the pivotal roles they play. It’s important for them to understand that as they receive support now, they should, in turn, give back to future generations once they become alumni.    We are part of a remarkable institution, and I encourage everyone to actively engage in alumni activities and consider contributing to the alumni association to continue this tradition of support.    With the continued support of our alumni, I am confident that KUBS will achieve global recognition. My goal is for the phrase, “I graduated from Korea University Business School,” to be met with instant acknowledgment, with no need for further explanation. I want to ensure that KUBS is recognized as truly being on another level.    Q. What message do you have for all the members of KUBS?  A. We are facing challenging times, and it is likely that these challenges will intensify. However, with 120 years of development behind us, I firmly believe that if we unite our efforts and move in the same direction, we can position KUBS among the top 30 institutions in the world within just a few years. During my two-year tenure, I will work tirelessly to build the momentum needed to achieve this goal. Your trust, support, and guidance would be greatly appreciated. 

[2024 Fall Semester New Faculty Interview] Professor Min Jung Kim – The Business School as a 'Laboratory for the Future'... A Place Where Students Can Experiment with Ideas and Solutions Freely [2024 Fall Semester New Faculty Interview] Professor Min Jung Kim  Korea University Business School (Dean: Eonsoo Kim) has appointed five new faculty members as of September 2024: Professors Baek Jung Kim (Marketing), Min Jung Kim (Strategy), Jongsoo Kim (Strategy), Hae Kang Lee (Finance), and Viacheslav Savitskiy (Global Business). In this context, the KU Business Journal interviewed the new faculty members to share their aspirations with readers.  Q: Can you introduce your journey so far?  A: Before joining Korea University Business School in the fall of 2024, I was a professor of strategy at the University of Illinois Urbana-Champaign (UIUC) in the United States. My research primarily focuses on management strategy and global strategy, particularly on how external environments affect corporate technological innovation, strategy, and performance.    Q: What motivated you to choose the path of an academic after graduating?  A: I was deeply fascinated by the influence that management scholars can have. They explore the complex interactions among various elements within companies and society, elucidating the underlying mechanisms that shape our understanding of the world. Witnessing how academic achievements contribute to a deeper comprehension of these dynamics inspired me to engage in this process and make meaningful contributions.    Q: What led you to join Korea University Business School?  A: I chose Korea University Business School because I have a deep affection for it and want to grow alongside the institution where I learned so much. Korea University has provided me with invaluable opportunities for academic development, and I believe my education here has significantly shaped who I am today. I aspire to further my growth as a researcher and educator within the exceptional academic environment cultivated by the talented students and faculty at Korea University Business School, sharing what I have learned and advancing together.    Q: What aspects of Korea University Business School do you find most appealing?  A: I find the charm of Korea University Business School in its vibrant passion There is a constant pursuit of self-improvement, with students and faculty actively engaging in open dialogue and enthusiastically exploring new ideas.    Q: What teaching methods do you employ as a faculty member?  A: Understanding that it’s challenging for all students to fully grasp the course material right away, I focus on identifying and addressing the areas they find difficult by continuously asking questions and listening to their perspectives. I emphasize that while expressing their ideas can be difficult, the process is more important than getting the answers right or wrong. Incorrect answers often reveal thought processes and offer valuable learning opportunities, so I encourage students to share their opinions with confidence.    Q: Can you introduce the courses you teach?  A: I teach Management Strategy and International Management, with a focus on helping students develop the ability to flexibly apply theories to real-world situations, rather than simply conveying theoretical knowledge. Today's business environment is marked by uncertainties and unpredictable changes.  For instance, challenges such as COVID-19, geopolitical conflicts, global supply chain instability, climate change, and rapid technological advancements present new issues that cannot be solved with existing strategies. In such an environment, students need not only the ability to understand and apply theories accurately but also the capacity to adapt strategies flexibly in response to changes. In my classes, I guide students in creatively utilizing various management tools and teach them how to continually evaluate and adjust strategies in a changing environment. Additionally, I aim to connect management theories with philosophical and humanistic inquiries, offering students opportunities to reflect on the social and human implications of corporate strategies.    Q: What research achievements do you aspire to as a faculty member of Korea University Business School?  A: I aim to continue and further develop my research on how external environments, particularly adverse conditions and changes within industrial clusters, impact corporate strategy, performance, and technological innovation. For instance, studying situations like product recalls ordered by regulatory agencies, policy uncertainty, trade wars, or the sudden contraction and growth of industrial clusters is crucial for understanding strategic decisions in industries where innovation is key.  Through this research, I hope to provide insights into how companies can respond to rapidly changing environments and reconstruct their strategies for sustainable growth. This research could offer practical benefits for Korean companies facing complex challenges on the global stage, helping them make more informed strategic decisions.    Q: You described Korea University Business School as a “laboratory for the future.” What inspired you to use this expression?  A: This is a place where students have opportunities not only to learn academically, but also to experiment and explore strategies that can be applied in the real world. I believe Korea University Business School provides a space where students can freely test their ideas and solutions in a rapidly changing business environment.  Additionally, Korea University has built a strong foundation for philosophical thinking and critical perspectives grounded in the humanities. This intellectual base naturally integrates with business studies, enabling students to approach complex problems from multiple angles. As a result, they develop the ability to devise flexible and innovative strategies informed by humanities insights, even in the face of changing circumstances.    Q: How would you like to be remembered by your students as a professor?  A: I hope my students discover the joy of learning through my classes, deepening their critical thinking and broadening their perspectives based on their enhanced analytical skills. While I strive to create a comfortable and enjoyable classroom atmosphere, I also aim to help them build a solid foundation for applying management thinking academically and in real life. Ultimately, I want to be remembered as a guide who helps them make meaningful choices not only in business and society but also in their lives.