Professors Hyun Seok Lee and In Joon Noh of Korea University Business School received the SK Award for their research that empirically examines how organizations learn from crises and develop recovery capabilities, based on an analysis of drug shortages in the United States.      Acceptance Remarks by Professor Hyun Seok Lee    I am deeply honored and grateful to receive this SK Award. This study empirically examines how organizations learn and build recovery capabilities following crises, based on the significant social issue of drug shortages in the United States. It is especially meaningful that our second paper on drug shortages has also been accepted for publication in Management Science, following our first paper. It is also very meaningful to have co-authored this work with my colleague, Professor In Joon Noh, who works in the same field.   I hope that collaboration among the outstanding faculty at Korea University Business School will continue to grow, supported by ongoing encouragement and institutional support. I will also continue striving to pursue research that combines academic rigor with meaningful social impact.    Acceptance Speech by Professor In Joon Noh    I am very pleased and honored that the paper we have worked on for a long time, together with my colleague Professor Hyun Seok Lee, has been accepted for publication in our target journal.    I hope our research can contribute, even in a small way, to understanding and addressing the issue of drug supply shortages. I also look forward to continuing to pursue meaningful research through collaboration with outstanding scholars both in Korea and abroad.    Research Overview    Title of Paper : Learning in Recovery from Disruption: Empirical Evidence from the U.S. Drug Shortages  Journal : Management Science  Publication Status : Accepted for publication; volume, issue, and official publication date to be determined  Summary of Key Findings :    This study examines whether pharmaceutical manufacturing plants learn from repeated drug shortages in the United States and recover more quickly as a result.   Drug shortages directly affect patient treatment, making them not only production disruptions but also a significant social issue. By analyzing approximately 5,000 cases from 2015 to 2020, the study finds that plants with more experience in resolving past shortages tend to return to normal operations more quickly when new disruptions occur. However, this learning effect is more evident in cases caused by internal factors, such as production disruptions or quality issues, and is less effective in addressing external factors such as raw material supply problems or sudden spikes in demand.   Furthermore, the experience accumulated at one plant does not easily transfer across plants within the same company. Ultimately, the study highlights that rather than simply experiencing crises repeatedly, it is more important to systematically organize and share the solutions developed on-site. It also suggests that for external causes, there are limits to what companies can achieve on their own, and that policy support is also necessary.

Professor Sang Yong Kim Publishes Management Essay “Management Beyond the Classroom”     Professor Sang Yong Kim of Korea University Business School published his essay Management Beyond the Classroom in March 2026, which applies core concepts of management to individual life and career design.   The book extends key concepts traditionally used in corporate management—such as positioning, competitiveness, leadership, and resource allocation—into strategies for personal life. It reinterprets management not as a discipline solely for corporations, but as a tool for self-management, emphasizing that individuals must strategically design their own lives in a rapidly changing world.      Professor Woochan Kim Appointed as Advisor to the Growth Division of the National Economic Advisory Council    Professor Woochan Kim was appointed as an advisor to the Growth Division of the National Economic Advisory Council on March 1, 2026. The council is a presidential advisory body established under the Constitution and is responsible for advising on major policy directions for the national economy.    In particular, the Growth Division advises on mid- to long-term economic policies, including enhancing industrial competitiveness and promoting innovation-driven growth. This appointment reflects Professor Kim’s expertise in corporate governance and capital markets.      Professor Hyun Seung Na Inaugurated as the 43rd President of the Korean Securities Association    Professor Hyun Seung Na was inaugurated as the 43rd president of the Korean Securities Association. He assumed the role at the 50th General Meeting held in February, with a term running from March 1, 2026, to February 28, 2027.    Professor Na currently serves as a faculty member in finance at Korea University Business School, while also holding the positions of Associate Dean for Academic Affairs and Chair of the Department of Business Administration. The Korean Securities Association, founded in 1976 and celebrating its 50th anniversary this year, is a leading academic organization in finance in Korea, with approximately 1,500 members.      Professor Kwanho Suk Publishes Research Methods in Behavioral Science   Professor Kwanho Suk has published Research Methods in Behavioral Science, a book that systematically presents research methodologies used in behavioral science. The book focuses on empirical research methods using quantitative data collected through experiments and surveys, while also explaining various research designs and hypothesis testing approaches.    It covers the entire research process—from developing research ideas to publishing results in academic journals—and serves as a practical guide to help readers make methodological decisions aligned with their research objectives and contexts.      Professor Jay Hyuk Rhee Publishes Research on Industrial Water Sustainability in Nature Water    Professor Jay Hyuk Rhee of Korea University Business School has published a paper in the international journal Nature Water. The paper, titled “A quantitative metric for industrial water use sustainability for environmental, social and governance reporting,” proposes a quantitative metric for evaluating the sustainability of industrial water use.    This study is significant in that it establishes a framework for systematically incorporating the environmental and social impacts of water usage into ESG reporting systems. It is particularly noteworthy for providing a practical analytical framework applicable to corporate sustainability assessments and policy development.       Professor Jay Hyuk Rhee Publishes Sustainability and ESG Management    Professor Jay Hyuk Rhee has published Sustainability and ESG Management in February 2026. The book systematically presents corporate sustainability strategies centered on Environmental, Social, and Governance (ESG) principles. It goes beyond theoretical concepts by presenting practical approaches to ESG management through real-world corporate cases.   The book is expected to serve as a valuable guide for both students and practitioners preparing for the ESG era.

Drawing Strategy on Experience… Korea University MBA Takes Its First Step with the 2026 New Student Orientation    Individuals from diverse industries and roles, speaking different languages and bringing varied experiences, gathered in February at Korea University Business School (KUBS). Among them were executives leading organizations, working professionals seeking to redesign the balance between work and study, and practitioners aiming to translate their professional experience into research. Throughout the month, KUBS held orientation sessions for each program—Executive MBA (E-MBA), Korea MBA (K-MBA), Finance MBA (F-MBA), KUBS-DBA, and Global MIM—marking the beginning of a new academic term.     This orientation went beyond a simple introduction to academic schedules; it served as an opportunity to demonstrate the type of talent each program aims to develop. It was clear why experienced practitioners and executives, as well as students from diverse nationalities and backgrounds, gathered at KUBS. Rather than remaining within familiar approaches, they sought to expand their experiences into broader perspectives and more structured frameworks in response to the evolving business environment.   The Executive MBA program combined off-campus and on-campus sessions. During the off-campus orientation, new students shared their career paths and visions, building initial connections, and gained a sense of the community they would become part of through interactions with alumni and the student network. This was followed by on-campus sessions, where key curricula such as strategy and finance, as well as overall learning directions, were introduced. Centered around the message “Learn How to Learn,” the program emphasized the importance of maintaining a continuous learning mindset in a changing environment.     In the Korea MBA and Finance MBA programs, the orientation clearly reflected their focus on working professionals pursuing career development. It placed emphasis on providing practical guidance for students balancing busy professional lives with academic commitments. The course registration bidding system, overseas field trips, and mentoring programs were introduced, and through conversations with senior students, students gained insights into real academic experiences and examples of career advancement. Beyond understanding academic operations, new students were able to envision their journey ahead while experiencing the close-knit alumni network and strong community culture unique to Korea University’s MBA programs.     The KUBS-DBA program centered on an educational approach that translates practical experience into research. Guidance was provided on how to develop questions and insights gained in the field into research topics, as well as how to translate them into meaningful outputs. Through explanations of the curriculum, degree requirements, and overall academic operations, new students gained an understanding of the distinctive nature of the DBA program, which allows for diverse outputs such as dissertations, business cases, and management manuals. This highlights how KUBS-DBA aims to cultivate knowledge creators who will lead the development of Korean-style management theories.     The Global MIM orientation was conducted for incoming students from CEMS partner schools who chose Korea University for their exchange. Students from 17 partner institutions will spend one semester at Korea University, experiencing global business education. The orientation included guidance on case-based learning, team project–based learning, and overall academic operations, along with practical information for living in Korea, such as visa issuance and foreign registration. Through campus tours and industry site visits, students also had the opportunity to deepen their understanding of Korea University and the Korean business environment.     A key theme that emerged throughout this orientation was “expansion”—expanding one’s experiences into more refined strategies, expanding individual careers through broader networks, and extending familiar perspectives through new questions. The 2026 orientation at Korea University Business School offered a glimpse into these possibilities.   Looking ahead, KUBS plans to continue strengthening its educational and networking programs tailored to each track, further advancing business education that bridges theory and practice. 

[INTERVIEW] Korea University Business School, ranked in Top 3 for two consecutive years in CEMS 'Global Strategy'   Professor Jungbien Moon: “To Build Global Strategic Capability, You Must Step Outside Your ‘Cave’”   What distinguishes education that cultivates management talent capable of thriving on the global stage? The CEMS Global MIM program at Korea University Business School offers a compelling answer.    Korea University Business School is the sole representative member school from Korea in CEMS, a global alliance of business schools in 33 countries, where only one institution per country is admitted. Within this alliance, member schools jointly deliver the standardized CEMS Master in International Management (MIM) program.    ‘Global Strategy,’ a core required course in the program, is offered across all 33 member schools. Among them, the course taught at Korea University Business School by Professor Jungbien Moon has been ranked in the Top 3 for two consecutive years in CEMS course evaluations and has been nominated for the “CEMS Global Strategy Course of the Year.” We spoke with Professor Moon about the strengths of the CEMS MIM program and his course.    ▲ Professor Jungbien Moon (Strategy Major)    Q. Your Global Strategy course has been nominated for the ‘CEMS Global Strategy Course of the Year’ for two consecutive years. How do you feel about this recognition?  A. I consider it a great honor to be ranked in the Top 3 among identical courses offered across all 33 member schools. The CEMS MIM program is highly international, bringing together students from diverse backgrounds. Having lived in Europe, the United States, and China, I believe I was able to understand students’ expectations and reflect them effectively in my teaching. Above all, I was particularly impressed by the students’ strong interest and active participation, which I believe played a key role in achieving this recognition.    The CEMS program also places great importance on industry engagement. In my course, I invited professionals from companies such as LG Group to share real-world strategic cases, creating valuable opportunities for students to connect with practitioners. I believe these experiences contributed significantly to enhancing overall course satisfaction.    More recently, growing global interest in K-culture and Korean companies has further increased student engagement. As my course is offered from September to October, students had the opportunity to experience the Ko-Yon Games. After that, I could clearly see a noticeable shift—their understanding of and attachment to the university deepened significantly.    Q. What did you prioritize most when designing your Global Strategy course?  A. The key message I emphasize is that success in the domestic market does not automatically guarantee success overseas. International business cannot be explained by strategy alone; it involves a complex interplay of factors such as location decisions, entry modes, human resource and organizational management, and international financial management. Cultural differences also play a critical role. Many companies, despite having strong capabilities, face challenges because they do not fully understand these differences. Therefore, I focus on helping students develop a more comprehensive and multidimensional understanding of global strategy by addressing these elements in an integrated way.    Another important priority is ensuring the realism of the course. I continuously update data and structure the course so that students can learn from real-world corporate cases. Since many CEMS MIM students choose East Asia, the final project requires them to analyze recent cases of major East Asian companies such as Hanwha Ocean, BYD, Nippon Steel, and Yanolja. Through this approach, students are able to move beyond theory and gain practical insights that can be directly applied in real global business environments.    Q. The CEMS MIM program is characterized by its international learning environment, with students from diverse countries studying together. How does this diversity influence class discussions and learning methods?  A. One of the most distinctive features of the CEMS MIM program is the diversity of its student body. In a recent class, nine Korea University CEMS MIM students and thirteen students from other CEMS member schools participated, representing a total of 13 nationalities.    With students differing in nationality, ethnicity, religion, and ways of thinking, a single topic naturally gives rise to unexpected perspectives. What is particularly impressive is the level of maturity students bring to these discussions. Rather than holding firmly to their own views, they listen carefully to others, adjust their perspectives when necessary, and gradually work toward a shared understanding. I believe this process itself is an invaluable form of training. It allows students to experience, within the classroom, the collaboration, communication, and consensus-building skills required in a global business environment. As a result, the classroom atmosphere remains both stable and highly constructive, which significantly enhances learning outcomes.    ▲ After the final class, Professor Jungbien Moon and CEMS MIM students gather for a meal at a restaurant near campus.    Q. In today’s uncertain global environment, what strategic capabilities are most important for future business leaders?  A. Above all, individuals must be able to step outside their own “cave.” The world we know is only a small part of a much larger whole, so it is essential to broaden one’s perspective rather than relying solely on familiar experiences. To do so, historical insight and diverse global experiences are critical, along with an open mindset that allows one to respond to changes requiring entirely new forms of decision-making.    In addition, low-probability but high-impact events—often referred to as “black swan” events—are occurring with increasing frequency. Therefore, rather than relying on a single scenario, it is important to remain open to multiple possibilities and prepare accordingly. Ultimately, what future business leaders need is a broad perspective, an open mindset, and the ability to respond flexibly to uncertainty.    Q. Lastly, do you have any message for students interested in the CEMS MIM program or the Global Strategy course?  A. Although advances in technology have significantly reduced physical distance and communication barriers, institutional and cultural differences still remain critical factors in international business. The ability to understand and navigate these differences can become both a competitive advantage and a source of new opportunities.    We are also living in a time of heightened geopolitical risks and a rapidly shifting global order. It is difficult to say whether the current order will remain unchanged even 30 years from now. Therefore, it is extremely important for students to develop a global perspective and actively cultivate the ability to understand diverse environments.    This is especially true for Korean students. Korean companies—particularly in manufacturing sectors such as semiconductors, mobility, batteries, shipbuilding, defense, power infrastructure, nuclear energy, and pharmaceuticals—are highly dependent on global markets. In this context, strategy is, in essence, global strategy. Against this backdrop, the CEMS MIM program offers an excellent opportunity to develop both a global mindset and practical strategic capabilities.    ▶ Introduction to Korea University CEMS MIM (Click) ◀    

The Era of Zero Development Costs: What Should Startups Prepare For?  KUBS Startup Station Explores a New Approach to Entrepreneurship Through ‘Vibe Coding’      In today’s startup landscape, the ability to deliver the right technology exactly where customers need it has become more important than simply possessing technology. Reflecting this shift, the “Startup Essential” course hosted by KUBS Startup Station—together with software developer Malacca—offered practical solutions to one of the most pressing challenges startups face: building an app quickly and at minimal cost.    With web and mobile applications now virtually essential across most industries, the course aimed to guide startups in building their own services while reducing both development costs and staffing burdens. The curriculum was designed as a hands-on program, using AI tools to streamline and accelerate the development process.    Vibe coding—a concept recently highlighted by Andrej Karpathy—refers to a development approach that moves away from traditional coding focused on syntax and writing code line by line. Instead, developers communicate intent and requirements in natural language, while AI takes the lead in implementation. In this model, the core skill is no longer “how well you write code,” but how clearly you articulate what you want to build and why—so that AI can accurately translate your ideas into a working product.    In the past, app development was a major barrier for startups. Building even a basic product typically required a full team—product managers, designers, and both front-end and back-end developers—often pushing initial costs into the tens of millions of won. Rapid advances in AI-powered development tools, however, are now reshaping that equation.      A World Where App Development Costs Are ‘Almost Zero’  To make these changes tangible rather than merely theoretical, the course was structured around hands-on practice in a local development setup. Participants configured a Node.js–based web application environment, set up a project directory, and executed source code step by step—gaining firsthand experience of the core development workflow. They also explored how AI can assist in editing, running, and even controlling the development environment using Antigravity, Google’s AI-powered code editor. Features that were traditionally separate—such as image generation (Nano Banana) and voice command input—were seamlessly integrated into a single workflow, emerging as one of the session’s most notable highlights.    Even without advanced programming expertise, participants were able to describe screen layouts and functional requirements in natural language and have AI implement both front-end and back-end components, carrying the process all the way through to deployment. The exercise demonstrated the scalability and broader potential of vibe coding. As barriers to implementation continue to fall, startups are positioned to test ideas more rapidly and iterate with greater frequency.    The session also introduced the concept of ontology through examples using the IPOs all-in-one system. Rather than focusing solely on functional implementation, an ontology-driven approach structures a service so that AI can understand its underlying concepts and meaning. In other words, before deciding what to build, it becomes essential to organize why it is needed—and embed that logic into the system. This perspective is particularly relevant for startups operating under tight timelines, where rapidly developing MVPs (Minimum Viable Products) and validating market response are critical. The discussion extended beyond creating a minimal feature set, emphasizing the possibility of designing “Minimum Viable Projects”—initiatives that remain executable even with limited resources.    Another emerging concept addressed in the lecture was MCP (Model Context Protocol). MCP is a standardized framework that enables AI agents to connect directly with external systems, expanding AI’s role beyond code generation or user interface design to the execution of real-world service functions. For example, if a startup seeks to integrate payment functionality into its application, it can connect banks or payment gateway providers’ modules—such as APIs or SDKs—through MCP. This approach allows complex integrations to be implemented relatively quickly without building every component from scratch. The case illustrated how vibe coding is evolving beyond rapid prototyping to encompass core business functions, including payments and data processing.        Not a Silver Bullet: The Limits of Vibe Coding and the Need for ‘Classical Processes’  Despite its clear advantages, vibe coding is not without limitations. AI may sometimes perform tasks it was not asked to do or interpret requirements in unintended ways, producing outcomes that diverge from the original intent. Rather than attributing these issues solely to the limitations of AI itself, the session highlighted that many of these challenges stem from how requirements are communicated.    This brought the discussion back to the importance of traditional development processes. From idea generation and intent definition to brainstorming, user journeys, screen flows, use cases, sitemaps, information architecture (IA), functional specification documents (FSD), wireframes, UI specifications, and prototyping, the standard web and app development workflow remains essential for effectively leveraging AI agents.    Ultimately, giving AI clear direction is not about relying on vague intuition; it requires precise, structured documentation. Even in the era of vibe coding, this foundational principle remains unchanged.      Roles Still Needed in the AI Era: ‘Basic Attitude’ and ‘Foundational Language’  The course emphasized that even as AI-driven development environments become more widespread, the roles of developers and product managers remain critical. Referring to the widely used Linux developer mantra “RTFM (Read The Manual),” the instructor noted that teams should not accept AI-generated outputs at face value, but instead review and understand them before moving forward.    Key human responsibilities highlighted included continuously monitoring what the AI is doing, reading error messages and diagnosing their cause, and—when issues arise—going beyond simply requesting a fix to understanding the context and underlying reasons behind the error. Participants were also encouraged to keep learning better implementation approaches and alternative solutions, and to broaden their perspectives through publicly available practical content such as YouTube tutorials.    In addition, even in vibe coding environments, a basic understanding of planning and development terminology remains essential. Knowing the names of layout elements, component-level terms, and fundamental HTML tags enables teams to communicate requirements more precisely to AI. In other words, regardless of professional coding ability, a minimum shared vocabulary is necessary to describe how a service’s screens and functions should be structured.    Finally, the course noted that rather than overwhelming AI with many requirements at once, it is often more effective to break tasks into stages and proceed sequentially. In web and app development, moving step by step—starting with structural design, followed by screen layout, and then functional implementation—makes it easier to revise requirements, refine outputs, and reduce unnecessary errors.        Vibe Coding: A Practical Breakthrough for Early-Stage Startups  The significance of this Startup Essential session lies in its emphasis on building immediate, actionable capabilities for portfolio startups. KUBS Startup Station designs its lectures and curricula around the real needs of the startups it supports, providing tools and knowledge that can be applied directly in practice rather than remaining theoretical.    In an era when virtually every business requires an app, the session offered a practical path forward for early-stage startups that have postponed implementation due to development costs. By strategically leveraging AI, startups can build services independently and conduct rapid experiments without relying on outsourcing or large engineering teams.    The message of the vibe coding session was clear: what matters today is not how many technologies a startup possesses, but what it aims to build—and how clearly it can communicate that intent. Through its execution-oriented education and support, KUBS Startup Station is establishing a foundation that enables portfolio startups to stay ahead of technological change. The institute plans to continue offering educational programs that reflect startups’ growth stages and practical needs. 

MSBA Capstone Final Presentation: Solving Real-World Business Challenges Through Data     The final presentation of the MSBA capstone projects, which focus on solving real-world business challenges through data-driven approaches, was held on Friday, January 16. The event was organized to explore the DTB (Data to Business) model through industry–academia collaboration and to share project outcomes that addressed practical challenges faced by companies using data and analytical techniques. Kyung Sam Park, Center Director, and Jeonghyun Kim, Academic Director of the MSBA program, along with representatives from multiple partner organizations, attended the event both online and offline to review the students’ project results.    During the presentation, a total of seven teams showcased the outcomes of their capstone projects conducted across various industries and corporate partners. All projects were grounded in a shared guiding question—“How can data be effectively translated into real-world decision-making and execution?”—and focused on designing structures and tools that enable analytical insights to be directly applied in business practice.        One team, collaborating with LG CNS, proposed a solution to address the “bottleneck between insight and execution” that arises during business process analysis within the rapidly growing BPM (Business Process Management) market. While process intelligence offers significant potential, the team highlighted its limitations in translating insights into execution. To address this challenge, they aimed to develop a system that systematically stores extensive business process assets and integrates AI agents to generate evidence-based Q&A responses and actionable improvement recommendations. In particular, their process modeling based on BPMN (Business Process Model and Notation) and agent design drew considerable attention.    Another project, conducted in collaboration with LG Household & Health Care, proposed a marketing insight tool leveraging unstructured data. The project focused on enabling faster and more accurate identification of market trends through AI technologies, thereby enhancing decision-making and productivity for marketing practitioners. The team designed an AI agent–based chatbot that allows users to efficiently search for and utilize relevant information within large-scale datasets.    A team collaborating with PwC proposed an automated corporate performance analysis system utilizing an ontology-based Graph-RAG architecture. Recognizing that time delays in corporate performance analysis directly translate into opportunity costs, the team pointed out the limitations of general-purpose large language models (LLMs) in fully understanding company-specific contexts. To address this challenge, they proposed a multi-agent–based system that structurally pre-learns corporate information, enabling more reliable analysis and faster decision-making.        Another project, conducted in collaboration with Hyundai Department Store, focused on advancing data-driven ordering decisions in the fresh food category, particularly fruits. Using sales data by date, store, and product from top-performing locations—including the Hyundai Department Store Apgujeong Main Store, Trade Center Store, and Pangyo Store—the team built time-series demand forecasting models and presented a proof-of-concept (PoC) decision support model designed to simultaneously minimize waste rates and stockout rates. A key feature of the project was the application of methodologies tailored to data characteristics, ranging from SQL and statistical techniques to machine learning and deep learning.    In the Hyundai Motor Blue Members project, the team presented a customized decision-making toolkit designed to strengthen customer retention through promotion- and partner-based strategies. Leveraging integrated Blue Members membership data, the toolkit structures customer status and partner information to identify customers with a high likelihood of behavioral change in the near term, enabling proactive engagement.    The system also allows for comparisons of partner commission fees and benefit changes from both performance and risk perspectives. By applying different models based on the depth of available customer information, the toolkit recommends optimal partner offerings in advance, supporting more effective and data-driven decision-making.    Another team, collaborating with Hyundai Motor Securities, presented a project focused on enhancing retirement pension product recommendation services to acquire new IRP (Individual Retirement Pension) customers. In an environment of intensifying competition among banks and securities firms, the team designed a recommendation solution that precisely matches retirement pension products with customers’ investment profiles, with a particular emphasis on downside risk. Targeting second-generation baby boomers as the primary segment, the project placed strong emphasis on reliability and explainability.    In the project conducted in collaboration with Hyundai Home Shopping, the team proposed a plan to develop recommendation algorithms optimized for Hmall’s business characteristics. By implementing personalized recommendation logic based on customer clustering, the project aimed to increase purchase conversion rates while also designing a structure that considers future expansion into AI-powered shopping agents.       During the feedback session that followed the presentations, partner organization representatives offered a series of positive evaluations. A representative from Hyundai Motor Securities commented, “The portfolio design centered on loss thresholds and the personalized reports demonstrate a level of sophistication rarely seen in existing financial services,” adding that “with appropriate legal review, the solution could be applied directly to real-world operations without difficulty.”    A representative from Hyundai Home Shopping also noted, “We plan to apply the algorithms developed through this project to Hmall starting in February,” and added that “the project provided practical support in internalizing recommendation systems and expanding AI-based services in the future.”    The event concluded with closing remarks from Jeonghyun Kim, Academic Director of the MSBA program. He noted that the students’ sustained efforts over the approximately one-year project period, which began last February, were fully reflected in the final outcomes. He also shared that it was particularly impressive to see how students have become increasingly adept at leveraging more advanced technologies with each successive cohort.    He added, “While the final presentation marks the end of this stage, I encourage you to carry the projects through with a strong sense of responsibility so that the deliverables can be meaningfully applied in real business settings,” and expressed his appreciation to the representatives of the partner organizations for their collaboration.      The MSBA program is designed around industry–academia collaboration, with a curriculum structured to ensure that data analysis results can be effectively applied in real-world business contexts. The capstone project is a representative example of this approach, in which students define problems based on actual data from partner companies and carry out the full process—from analysis to the design of decision-support tools. The outcomes presented at this final presentation demonstrate that the DTB (Data to Business) education model pursued by the MSBA program is being implemented at a level suitable for practical, real-world application.