A Joint Research Team from Korea University and Stanford University Develops the World’s First Quantitative Indicator for Water Resource, ‘WSI’  — Published in 「Nature Water」… Enhancing the Precision of ESG Water-Related Disclosures     In corporate ESG disclosures, water resources have long been considered an area that is difficult to compare and verify despite their importance. To address this gap, Korea University, Stanford University, and the International ESG Association have jointly developed the world’s first data-driven index capable of quantitatively evaluating corporate water resource management. The research findings will be published in February 2026 in the prestigious journal Nature Water, and are expected to draw significant attention from both academia and industry.   This achievement is the result of a collaborative study conducted by Professor Yong Sik Ok of the Division of Environmental Science and Ecological Engineering at Korea University (President of the International ESG Association), Dr. Yura Cho (Director of the International ESG Association), Professor Jay Hyuk Rhee of Korea University Business School (Director of the Korea University ESG Research Institute and President of the International ESG Association), and Professor William Mitch of the Stanford Doerr School of Sustainability at Stanford University (Fellow of the International ESG Association).    The Water Sustainability Index (WSI) proposed by the research team was designed to assess corporate water-related activities based on data rather than qualitative descriptions or general commitments. In the past, differences in the methodologies and assumptions used by rating agencies limited comparability among companies. By clearly defining core indicators, WSI has been recognized for significantly enhancing the transparency, consistency, and reproducibility of ESG disclosures.    The research team also highlighted imbalances in the current disclosure framework. An analysis of data from the London Stock Exchange Group (LSEG) found that among 3,107 companies that received ESG ratings, approximately 40% disclosed greenhouse gas (GHG) emissions, whereas only 26% disclosed total water withdrawal, the most fundamental indicator of water use. Disclosure of recycled water usage was even more limited, empirically demonstrating that water-related information remains a blind spot in corporate evaluation.    Professor Yong Sik Ok explained, “While greenhouse gas emissions have relatively similar impacts on a global scale, water is a local issue that varies by watershed.” He added, “Evaluation methods that rely on opaque algorithms can produce different results across institutions and may increase concerns about greenwashing.”    The Water Sustainability Index (WSI) developed by the research team is calculated based on four key water flow indicators: groundwater and surface water withdrawals, wastewater discharge, water consumption, and water reuse. The index also incorporates the ‘water stress’ criteria of the World Resources Institute (WRI), applying double weighting to facilities located in water-stressed regions. This approach provides a practical mechanism that encourages companies to reassess site selection and operational strategies from a water risk perspective.    This research represents a synergistic collaboration among Professor Yong Sik Ok and Dr. Yura Cho in environmental and ecological engineering, Professor Jay Hyuk Rhee in ESG management and evaluation, and Professor William Mitch of Stanford University, who contributed engineering expertise to the study. It is being recognized as a successful model of global interdisciplinary research, demonstrating how diverse academic disciplines can create meaningful synergy.    The study also aligns with Korea University’s broader research trajectory of viewing ESG as a core element of strategic decision-making. Korea University Business School has expanded its research base grounded in issues of sustainability management, while the Korea University ESG Research Institute, directed by Professor Jay Hyuk Rhee, has strengthened collaboration with domestic and international academic institutions and organizations to enhance the rigor of disclosure and evaluation frameworks. The development of WSI is particularly significant in that these efforts have converged with environmental and engineering research teams, as well as international collaborators, to produce tangible outcomes.    Professor Jay Hyuk Rhee stated, “WSI will serve as a standard that enables companies to demonstrate their water management responsibilities to investors and other stakeholders through data-driven metrics.” He added, “Through follow-up research that quantifies and manages water risks across supply chains, including suppliers, we aim to further develop WSI into a global disclosure standard.”    By shifting the discussion of water issues from narrative-based explanations to data-driven evaluation, this research is expected to serve as a key framework in the development of future global ESG standards. 

“Building the Future on the Weight of Tradition”… Korea University Business School Holds 2026 KMBA and FMBA New Student Orientation     The 2026 off-campus orientation for new students of Korea MBA (K-MBA) and Finance MBA (F-MBA) at the Korea University Business School was held on Saturday, February 7, at the Grand Walkerhill Hotel in Seoul. The event was organized to help newly enrolled students understand the history and educational direction of Korea University’s MBA programs and to prepare for their upcoming academic journey.      The ceremony began with the national ceremony and the introduction of guests. Associate Dean Gangseog Ryu, K-MBA Academic Director Professor Kwanghyun Kim, and F-MBA Academic Director Professor Taejin Kim, along with faculty members, student representatives, and alumni mentors, attended the event to welcome the new students.    In a congratulatory video message, Dean Eonsoo Kim referred to K-MBA as the first MBA program in Korea and stated, “Balancing work and study is by no means easy, but the trust built through that shared experience becomes one of the greatest assets of Korea University’s MBA.”    The new students then recited the Student Code of Ethics, pledging their commitment to academic responsibility and a strong sense of community.      During the program briefing session, the practice-oriented curriculum of K-MBA designed to strengthen professional competencies, as well as systems aimed at expanding professional networks, were introduced. The course registration bidding system, overseas field trips, and the Renaissance Program designed to meet global standards were explained, while F-MBA also shared details about its finance-specialized curriculum and program structure. Both programs emphasized an educational structure that balances theory with practical experience.    In the student council and alumni association session, the extensive alumni network was highlighted. Beommoo Hur, President of the K-MBA Alumni Association, remarked, “We find it especially meaningful to welcome the new semester alongside the achievement of ranking No. 1 in Korea in the THE Business and Economics category in 2026,” adding, “I hope that the decision you make at this moment will become an important turning point in your long professional journey.”    Secretary General Jungkwon Kim and Executive Director Inwoo Lee then introduced the current status of approximately 10,000 alumni active across various fields since the program’s launch in 1963, as well as the ‘Alumni Directory’ system, explaining practical ways to leverage the network.      In the special lecture session, Professor Younghun Cho of the Department of History Education at Korea University delivered a talk titled “The Path of Management.” Professor Cho connected the historical transformations surrounding the founding of Boseong College in 1905 with today’s transition into the era of generative AI, reflecting on the role business education has played during periods of major transformation.    He emphasized, “In times when a new order is taking shape, it becomes even more important to ask fundamental questions.” Referring to the pioneering role Boseong College played during the introduction of modern academic disciplines, he encouraged the new students to grow into leaders with a balanced perspective in a time of rapid change.      During the subsequent Q&A session, members of the Class of 2025—Jongsu Jang, Haein Lee, and Hyojin Park—participated as mentors and shared practical advice. Specific examples drawn from real experiences—such as balancing work and study schedules, managing childcare alongside coursework, and handling academic responsibilities during business trips—helped new students better understand the realities of the program.    The mentors emphasized, “Korea University’s MBA is an environment where members inspire and challenge one another, enabling individuals to expand their capabilities.”    The event concluded with a signature Korea University tradition. New students came up to the stage in groups to share their personal goals and participated in a traditional “sabal” toast using personalized makgeolli bowls engraved with their names. Under the guidance of the university cheering squad, they learned the university’s cheer songs and enjoyed a performance by the student council band, filling the venue with vibrant energy.      This orientation provided an opportunity for the Class of 2026 to share in the history and vision of Korea University’s MBA programs and to reaffirm the meaning of balancing academic study with professional responsibilities. Meanwhile, Korea University Business School continues to foster an environment where students can focus on their studies through well-structured academic programs and diverse networking opportunities. 

“Giving Back to Our Alma Mater… Hoping to Be a Guiding Light for Future Generations”  Interview with Bae Hong-gi, CEO of PKF Seohyun Accounting Corporation,  who is Representative Donor of the Class of 1981 for the KUBS 120 MARCH Campaign    [Photo] From left: Song Jaehyun (alumnus), Bae Hong-gi (alumnus), Dean Kim Eonsoo, Kim Young-min (alumnus), Hong Heung-seok (alumnus)    As Korea University Business School celebrates its historic 120th anniversary, it is embarking on a new chapter toward the future. At the heart of this milestone is the Class of 1981 alumni group, who made a collective donation totaling KRW 1 billion out of their deep affection for their alma mater. We met Bae Hong-gi, CEO of PKF Seohyun Accounting Corporation and representative donor of the Class of 1981, who played a key role in facilitating this collective contribution and embodied the spirit of giving. In our conversation, he shared candid reflections on the future the Class of 1981 envisions for the Business School and the meaning behind their donation.    Q1. Thank you for taking the time for this interview despite your busy schedule. Could you briefly introduce yourself to our readers?  A. I am a member of the Class of 1981 at Korea University Business School. While still a student, I passed the Certified Public Accountant examination and have since spent my entire career in accounting firms. After working at Samjong Accounting Corporation, I am currently serving as the CEO of PKF Seohyun Accounting Corporation. Following my undergraduate studies, I earned a master’s degree in Business Administration from Korea University and completed the doctoral program coursework. I later received my PhD from Dongguk University in February 2018. Maintaining my connection with my alma mater, I have been serving as a Non-Executive Auditor of Korea Central Academy since August 2020, supporting the continued development of the university.    Q2. What led the Class of 1981 to decide to participate together in KUBS 120 MARCH?  A. The turning point came on May 22, 2025, when I was invited by Dean Eonsoo Kim to deliver a special lecture titled “Global CEO Talk” for Business School students. I was deeply impressed by the passion I saw in the students that day. The depth of their questions and their academic enthusiasm moved me greatly. After the lecture, during a conversation with the dean, he suggested that the Class of 1981 take a leading role in supporting the 120th anniversary campaign. Having received so much from my alma mater and serving as an executive member of the university foundation, I felt it was a meaningful opportunity to give back. I readily accepted the proposal.    Q3. We’re also curious how you encouraged your classmates to participate.  A. I was able to reach about 150 classmates. From the outset, we set an ambitious goal—KRW 1 billion. To achieve it, I first invited around 25 classmates to join a group chat and briefly shared the purpose of the campaign. We then arranged a dinner gathering where I explained the initiative in person and worked to rally support. Participation requires financial capacity, but ultimately, I believe it also requires generosity of spirit. What left a particularly deep impression on me was that some classmates pledged their support—regardless of the amount—even while battling serious illness. Another classmate even said, “If we’re doing this, let’s reach one billion,” and contributed additional funds to help us achieve the goal. We hoped that the KRW 1 billion raised by the Class of 1981 would serve as a catalyst for further participation and inspire others to join the campaign.    Q4. What kind of memories does the Business School hold for the Class of 1981?  A. More than 40 years ago, many of us chose the school based on entrance exam results and other practical considerations at the time. However, once we began our professional careers, we experienced firsthand the credibility and trust associated with the name “Korea University Business School.” At the time, newly appointed professors who had completed their studies abroad introduced us to the latest global trends. That experience was a great source of inspiration for me and greatly supported my preparation for the CPA examination. Even after graduation, I remained connected to the school through various alumni and outreach activities, taking on different leadership roles over the years. Each time, Korea University has been a tremendous source of pride for me. Even today, the Business School remains the proud foundation of who I am.    Q5. Where do you hope this donation will be used, and what kind of changes do you expect?   A. I believe the true purpose of giving is to support the school’s strategic priorities. As alumni, we are not always fully aware of the school’s internal circumstances. Therefore, I believe the most meaningful approach is to support Dean Kim’s vision for the school’s development. I understand that he is placing particular emphasis on enhancing the research environment for faculty and strengthening educational support. I firmly believe that outstanding research achievements will ultimately elevate the school’s reputation and translate into high-quality education for future generations of students. In addition, I hope that the example set by Dean Kim—who personally donated KRW 100 million—will inspire and spread throughout the entire university community.    Q6. Is there a message you would like to share with other alumni?  A. I believe the strength of Korea University lies in the unity and active participation of its members. The university’s reputation is sustained when its community remains actively engaged, and for the Business School to continue its stable growth, ongoing support is essential. I have recently heard that participation in certain events and fundraising efforts is not as active as it once was. I hope younger alumni will take a greater interest in the school. That said, what matters most is not the amount, but the willingness to take part. If you feel that graduating from Korea University has positively shaped your life and career, then contributing sincerely—according to your circumstances—is more than enough. I hope the 120th anniversary serves as an opportunity for everyone to participate comfortably and in their own way. When organizing events such as “Business School Night,” the school may also consider innovative approaches that help bridge generational gaps within the alumni community. I sincerely hope that younger alumni will take pride in the strong foundation and network of KUBS and pursue their dreams with confidence. Above all, I hope they never lose their pride in the name Korea University Business School.    Q7. Finally, could you share a message for alumni who are considering joining the campaign?  The reason we are able to live confidently and fulfill our roles in society today is because of the education and opportunities provided by our alma mater. As the university marks the historic milestone of its 120th anniversary, I hope this moment encourages many to reflect on that foundation. What matters is not the amount, but the willingness to participate. I hope each person will join joyfully, according to their circumstances, guided simply by their affection for the university. When those heartfelt contributions come together, the future of Korea University Business School will shine even brighter.    The KRW 1 billion donation from the Class of 1981 is expected to play a pivotal role in the 120th anniversary fundraising campaign, extending beyond the significance of a single contribution. In particular, this act of giving—initiated through the special bond shared among classmates, including Dean Eonsoo Kim—was made possible by the collective commitment of the entire Class of 1981. It is our hope that their example will serve as a catalyst that inspires other classes and alumni to participate, becoming the starting point of a meaningful ripple effect. 

A Close Look at Korea’s Economic Development and Digital Transformation: ESADE International Study Visit      The “ESADE International Study Visit: Digital Transformation” program successfully concluded its five-day program from January 26 to 30. A total of 47 participants joined the program, including 45 master’s students, one professor, and one staff member from ESADE Business School.    At the opening ceremony held on January 26, Associate Dean Gangseog Ryu and Associate Dean Byung Cho Kim of Korea University Business School welcomed the participants. Associate Dean Gangseog Ryu remarked, “On behalf of Korea University Business School, I warmly welcome you and hope you will have a brief yet enriching learning experience.” Following the remarks, Program Director Byung Cho Kim introduced the structure and schedule of the program, marking the official start of the academic sessions.        The study visit was led by Associate Dean and Program Director Byung Cho Kim and featured a curriculum integrating both theory and practice, with a focus on digital transformation. The main lectures included the following: △Digital Transformation and Data Literacy △Innovation and Strategy in Digital Transformation △Korea’s Economic Development Strategy: The Miracle on the Han River △AI and Creativity: At the Frontier of Everything △Customer Insights from Marketing Analytics △Data-Driven Decision-Making: Default Prediction △Digital Transformation and Business Analytics in Services.    In particular, by incorporating sessions that examined Korea’s economic development strategy alongside lectures on digital transformation, participants were able to understand technological change and industrial strategy within a historical and macroeconomic context. The program went beyond technical learning, offering participants a comprehensive understanding of the structural foundations underlying Korea’s economic growth.        During the program, participants took part in two field visits to leading Korean companies. They visited the headquarters of Amorepacific, where they toured the headquarters facilities and learned about the company’s digital transformation strategy. They also visited NC AI, where they participated in an office tour, a company introduction session, and a special lecture by the CPO, gaining firsthand insight into AI-based business models. These visits enabled participants to observe in practice the digital transformation strategies discussed in the classroom, further enhancing their understanding and engagement.    Alongside the academic program, participants also engaged in cultural experiences in Korea. They joined an English-guided tour of Gyeongbokgung Palace and visited the National Palace Museum of Korea, experiencing Korea’s history and traditions firsthand. This component underscored the importance of understanding the digital economy within its broader social and cultural context.    On the afternoon of January 30, a completion ceremony was held at Ahn Young-Il Hall in LG-POSCO Hall. Students who successfully completed the full program were awarded certificates issued in the name of the Dean of the Korea University Business School. Participants commemorated the five days of learning and exchange with a group photo. A farewell dinner followed, attended by Associate Dean and Academic Director Byung Cho Kim, as well as Professors Hyun Seok Lee and Jeunghyun Kim, who shared farewell remarks with the participants.        Throughout the study visit, enthusiastic lectures were seamlessly integrated with student discussions, Q&A sessions, company visits, and networking opportunities, resulting in high overall satisfaction. Even in an unfamiliar environment, participants actively asked questions and engaged in discussions, demonstrating a strong commitment to gaining an in-depth understanding of Korea’s digital business models. Korea University Business School EEC plans to continue strengthening global partnerships through such international exchange programs and to collaborate with future global leaders in digital transformation and sustainable management. The program also reaffirmed the longstanding trust between Korea University and ESADE while paving the way for expanded academic and industry collaboration in the years ahead.      Korea University Business School EEC (Executive Education Center) offers customized Study Visit programs for overseas universities. These programs integrate digital transformation, AI and data analytics, innovation strategy, Korea’s economic development model, company visits, and cultural experiences, enabling participating students to gain a comprehensive understanding of Korea’s industrial, technological, and business environment over a short period. The curriculum is jointly designed in alignment with the educational goals and academic focus of the partner university. Components such as lectures, company visits, seminars, student exchanges, and cultural activities can be structured in a modular format. The schedule and topics may also be tailored through consultation. Universities interested in participating in the Study Visit program may develop a customized program through prior consultation with Korea University Business School EEC. Inquiries may be directed to kubseec@korea.ac.kr. 

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.