A Journey of Learning Through Sharing: Fall 2024 KUBS Scholarship Certificate Award Ceremony    On November 20, the Fall 2024 KUBS Scholarship Certificate Award Ceremony was held at the Young Il Ahn Hall of the LG-POSCO Hall, hosted by Korea University Business School (KUBS, Dean: Eonsoo Kim). The ceremony was attended by over 100 scholarship recipients, Dean Eonsoo Kim, Associate Dean Hyun Seung Na, Professor Johngseok Bae from KUBS and Professor Young-gun Ko from the School of Psychology, Auditor Kwang Soo Seo, Alumni Association President Nam Ki Kim, and other distinguished guests.      The event proceeded in the following order: opening remarks and introduction of guests, the dean’s address, the scholarship certificate awards, a special lecture by Professor Young-gun Ko, a dinner, guest remarks, a thank-you speech, the singing of the school anthem, group photos, and closing remarks. In his address, Dean Eonsoo Kim expressed gratitude, stating, “Thanks to the generous contributions of donors, KUBS is able to provide not only the High Achievement Scholarship but also living expense scholarships.” He encouraged the scholarship recipients, including 83 students awarded the High Achievement Scholarship and 87 students who received the KUBS Dream Scholarship, to grow into individuals who, with a sense of gratitude, would one day give back to their juniors.    The awarding of scholarships began with the Kwang Soo Seo Dream Scholarship, followed by others such as the Eun Min Dream Scholarship, the M&J Cultural Welfare Foundation Scholarship, the Class of '96 Dream Scholarship, and the Sung Hoon Yoon Scholarship. The ceremony also included a special lecture by Psychology Professor Young-gun Ko on the topic of “The Psychology of Happiness.”      Professor Ko emphasized the importance of reflecting on the direction of one’s life and shared insights on pursuing happiness and altruism. He congratulated the scholarship recipients and expressed his honor in addressing them. Following the lecture, a dinner was held, during which Auditor Kwang Soo Seo and Dr. Sung Hoon Yoon shared their thoughts.      Auditor Seo shared his story of becoming a donor and noted that he has been donating to KUBS for a decade. He encouraged students to become links in the virtuous cycle of giving back. Dr. Yoon highlighted that his decision to start giving at a young age was motivated by his desire to honor the teachings of Professor Jaehwan Kim during his doctoral studies. He underscored that the primary purpose of scholarships is to address the financial challenges that hinder students from focusing on their studies.      In her speech, Seung Hyun Jeong (Business, Class of ’24) expressed her gratitude to donors, stating, “The scholarship allowed me to focus on school activities instead of part-time jobs.” She pledged to strive to be an exemplary student in line with the donors’ intentions. The event concluded with the singing of the school anthem and a group photo session.   

Discussing ESG Strategies in the Pharmaceutical Industry" - ESG Research Competition Final Presentation Successfully Concludes   On September 27, the final presentation of the "ESG Research Competition" was held at the Cuckoo Hall in the LG-POSCO Building. This year’s competition centered on the theme of "ESG in the Pharmaceutical Industry," with participating students refining their research based on feedback received during the interim presentation. A total of four teams presented their findings, discussing ESG strategies to enhance sustainability in the pharmaceutical sector from various perspectives. The event drew attention for its in-depth research and passionate presentations.      Team 2 presented on "The Current State of ESG in the Pharmaceutical and Biotech Industries" and "Circular Economy." Beginning with an explanation of the necessity of ESG practices tailored to the unique characteristics of the pharmaceutical industry, the team introduced key ESG initiatives and circular economy models. They then conducted a comparative analysis of ESG activities by domestic and international pharmaceutical companies, highlighting the pressing issue of unused medication disposal, which has become a significant challenge in the industry.    By addressing the practical challenges faced by domestic pharmaceutical companies, the team proposed improvements to current recovery policies and offered practical solutions. Their presentation concluded with a discussion of the difficulties encountered during the research process and the feedback they received. It was well-received for its meaningful contribution to conveying the importance of ESG practices and actionable strategies within the pharmaceutical industry.    Team 3's presentation focused on the theme of "Developing ESG Guidelines Specialized for Contract Manufacturing Organization (CMO) Businesses." The team began by outlining their research and highlighting limitations in the current ESG evaluation framework for the pharmaceutical industry. They pointed out that differing sub-sector classification systems across various evaluators create inconsistencies in ESG assessment criteria.    This inconsistency, they explained, can lead to confusion in the ESG evaluation results for companies. To address this issue, the team proposed the development of a specialized pool of ESG issues tailored to CMOs, providing a focused approach to resolving these challenges.      The team argued for the development of an ESG evaluation framework that reduces reliance on evaluators' subjective judgments and ensures higher reliability. Their presentation received positive feedback for proposing ESG evaluation guidelines tailored specifically to the unique CMO sector within the pharmaceutical industry. By emphasizing the need for ESG strategies optimized for the characteristics of this specialized field, the team highlighted a critical step toward advancing sustainable practices in the sector.    The final team, Team 4, presented on the topic of "Company-Specific Strategies for Reducing Greenhouse Gas Emissions in the Domestic Pharmaceutical Industry." They began by explaining the increasing importance of managing carbon emissions in the face of stricter greenhouse gas regulations, which served as the motivation for their research. Highlighting the growing significance of carbon management in the business operations of pharmaceutical companies, the team analyzed ESG activities of both domestic and international firms to identify the challenges and propose solutions for greenhouse gas emissions in the Korean pharmaceutical industry.    The team specifically proposed the standardization of carbon emission measurements and the prioritization of ESG initiatives, presenting concrete and actionable improvement strategies. Their presentation garnered significant attention for offering practical strategies to reduce greenhouse gas emissions, aligning with the growing emphasis on environmental responsibility within the pharmaceutical industry.    After all the team presentations concluded, the attending professors evaluated each team's work and provided detailed feedback. Ultimately, Team 1 was awarded first place, while Teams 2 and 3 tied for second place. Each team's research topics and presentations demonstrated creative and practical approaches to addressing ESG challenges in the pharmaceutical industry. Through the feedback received, participants further refined their research and gained a deeper understanding of the importance of ESG management.      To conclude the event, participants gathered for a group photo to commemorate the day's achievements. This final presentation served as a valuable opportunity for exploring various ESG strategies and actionable solutions for sustainable development in the pharmaceutical industry. It also provided students with a meaningful experience to showcase their creativity and research skills. 

“Finding Success Through Continuous Pivots”: Entrepreneurship Lecture by NextUnicorn CEO Jaeyong Jang    On November 19, the Entrepreneurship Academy Lecture Series for the second semester of the 2024 academic year, hosted by Korea University Business School (Dean: Eonsoo Kim) and the Startup Institute (Director: Jungbien Moon), was held at The Stage on the 2nd floor of the Business Main Building. NextUnicorn, a platform service provider connecting startups and investors under the motto, "Solving startup problems to innovate the world," participated in the event. Jaeyong Jang, CEO of NextUnicorn, delivered a lecture on the theme "Insights for Early-Stage Entrepreneurs." The topic reflected his aspiration to provide practical support to aspiring entrepreneurs.      CEO Jaeyong Jang shared his journey of entrepreneurship, highlighting multiple pivots along the way. After leaving Gallup Korea, he launched a music player business with a friend. However, the rapid rise of streaming services posed significant challenges. In response, he pivoted to create My Music Taste, a platform that enabled concerts based on music fans’ data. Embarking on his entrepreneurial journey independently, he introduced LOOK SO FINE, an application that recommended fashion styles tailored to the weather. Later, he turned his focus to e-commerce, operating the cross-border fashion shopping app HALFZ (also known as Harpers) and expanding into the U.S. market. Despite this growth, HALFZ faced difficulties due to insufficient app tracking systems in the U.S. and the high cost of marketing, ultimately prompting another pivot in its strategy.    CEO Jaeyong Jang shared the key criteria he uses when selecting new business ideas: focusing on areas he knows well, businesses requiring future value and technological strength, B2B models, fields that earn social respect, and ventures with high profitability. He encouraged the audience to establish their own set of standards. Reflecting on his past experiences, he recounted meeting Enrico Beltramini, who expressed interest in the Asian market while Jang was seeking investors for Harpers. That meeting made him realize the necessity of fostering a stronger startup ecosystem in Korea, which ultimately inspired the business model for NextUnicorn.      CEO Jaeyong Jang concluded his lecture by sharing key insights for entrepreneurs: “Most initial ideas of entrepreneurs fail,” “Positioning is crucial,” “You must have a strong rationale for your business and a compelling motivation for starting it,” “Aim for monopoly,” and “Don’t give up until it works.” These words served as a powerful and inspiring message for aspiring entrepreneurs.    During the Q&A session following the lecture, a student asked about the secret behind consistent success for entrepreneurs in a startup world where luck plays a significant role. CEO Jaeyong Jang responded, “Entrepreneurs who seem lucky have often fought relentlessly until their luck turned in their favor. Their volume of decision-making is overwhelming.” He advised aspiring entrepreneurs to increase the sheer number of decisions they make, emphasizing the importance of testing hypotheses, generating results, and moving forward based on those outcomes.      In closing, CEO Jaeyong Jang encouraged the students by saying, “I don’t believe my thoughts are the absolute answer,” and “Only the experiences you go through, the value judgments you make, and the decisions you reach on your own will guide your life to the next level.” 

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. 

[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.