EEC Opens New Horizons for Corporate Clients and International Visiting Students in 2025 -EEC operated 17 education programs over the past year — significantly enhancing corporate credibility and program scalability.     The Executive Education Center (EEC) at Korea University Business School solidified its position in 2025 as Korea’s leading provider of non-degree, customized executive education. This year, EEC significantly expanded its educational portfolio by offering a total of 17 programs, including global programs, corporate-customized programs, and executive courses. By accurately identifying the practical competencies and leadership skills required in a rapidly evolving corporate environment and delivering proactive, capability-enhancing programs, EEC has established itself as a trusted learning partner for companies both in Korea and abroad.    Expansion of International Training Visits… Growing Global Demand for Programs at Korea University  In 2025, visits from overseas universities, global corporations, and international organizations increased significantly, further elevating the EEC’s global standing. Starting with the early-year visit from ESADE Business School in Spain, students and representatives from the OneMBA program—jointly operated by Xiamen University School of Management in China, FGV São Paulo School of Business Administration in Brazil, and Toulouse Business School in France—came to Korea University for academic sessions.  Additionally, BMI Brussels ASBL in Europe, the Moscow School of Management SKOLKOVO in Russia, and the Chinese University of Hong Kong visited Korea University as part of their international training programs. Participants engaged in special lectures and in-depth sessions with KU faculty and visited Korean companies to gain firsthand insight into Korea’s business environment and industrial landscape.  Corporate visits also continued. Agrocentro S.A. from South America visited Korea University for practical training and leadership development. These recurring visits from global institutions underscore the EEC’s emergence as a major educational hub for international training in the Asian region.      A Remarkable Expansion of EEC’s Educational Portfolio in 2025  EEC’s expertise was particularly evident in its corporate-customized education programs. In 2025, seven programs were conducted in partnership with five leading Korean companies and institutions—Samsung Electronics, Samsung Fire & Marine Insurance, SK, Seoul National University Hospital, and Korea Zinc. Each program—including the Samsung Electronics Finance MBA (introductory, intermediate, and advanced), Samsung Fire A.C.E. Program, SK Capital Market Specialist Program, Seoul National University Hospital Business Program, and Korea Zinc Leadership Academy—was designed to reflect the unique strategic needs and organizational challenges of each partner, earning strong satisfaction through results-oriented curricula.  Leveraging its close collaboration with industry, EEC continues to play a key role in developing core talent and enhancing organizational competitiveness. Notably, 2025 marked a significant expansion into new educational domains. With the launch of the Seoul National University Hospital Business Program, EEC began delivering customized management education tailored to the healthcare sector, marking an important milestone in broadening its educational impact across diverse industries.      Consistent Operation of Executive Programs  Regularly offered executive courses also continued successfully. The AMP (Advanced Management Program), MSP (Management Studies Program), and CHRO (Chief HR Officer Program) are each designed to meet different leadership levels and roles, and have become flagship programs that provide strategic insight and practical perspectives to corporate decision-makers and senior executives. In particular, the courses center on critical issues faced by today’s corporate leaders—such as organizational change management, global business strategy, and talent and culture innovation—ensuring strong real-world applicability.  Among these programs, the CHRO course is the only program in Korea dedicated specifically to HR professionals, and it celebrated the graduation of its first cohort this year. Designed to advance the expertise of leaders in HR and organizational management, the program explores core challenges facing HR executives, including advanced talent strategies, organizational culture innovation, and HR governance.      From Simple Retraining to a True Partner in Solving Organizational Challenges  Associate Dean Gangseog Ryu of the Business School noted, “Requests for customized EEC programs continue to grow each year, and companies now look to us not simply for retraining but as a partner that works with them to solve organizational challenges.” He added, “Moving forward, we will continue developing high-quality programs that address the diverse issues faced in corporate settings, thereby further strengthening the Business School’s social responsibility and impact.”     

KUBS, Pioneer of Korean Business Education, Moving Beyond 120 Years into the Future      In 2025, Korea University Business School (KUBS) celebrated the 120th anniversary of its founding. At a time when the very concept of “business administration” was still unfamiliar in Korea, the school planted the earliest seeds of Korean business education and, over the past 120 years, has grown into a pioneering institution that has nurtured leaders across the nation’s corporate, academic, and policy sectors. The 120th anniversary not only commemorates this legacy but also marks an important turning point for redefining the school’s identity and future vision.  In 2021, the Committee on History and Culture was established to shift the school’s development beyond external expansion and toward deeper academic and cultural enrichment. The committee has since carried out various projects to strengthen KUBS’s historical, cultural, and artistic identity, and to enhance members’ sense of pride. Its first initiative was the planting of plum trees, pagoda trees, and Korean pines across the KUBS campus. The plum tree—bearing blossoms that symbolize Bosung College, the predecessor of Korea University—the pagoda tree that once stood on the site of the early school buildings, and the Korean pine, now the university’s official tree, were planted to infuse the campus with its historical roots. This has created a symbolic landscape that evokes the Korea University spirit for members while allowing visitors to experience the heritage of KUBS in a natural and meaningful way.  In 2022, artist Lee Ufan’s work Relatum–The Location was installed in front of the Business School building. Aimed at adding an emotional dimension to Korea University’s traditional image—defined by intellect and a bold, spirited character—the piece, which invites contemplation through its restrained aesthetic, visually expresses KUBS’s identity as a “campus of reflection.”  Published in the same year, 120-Year History of KUBS Through Oral Testimonies holds particular significance as it transforms major events and experiences—once preserved only through oral tradition—into an accurate written record based on vivid accounts from senior faculty, enabling future generations to revisit the school’s history. Building on this foundation, Korea University Business School: 120 Years and Beyond was released in May 2025, followed by Professor Cho Young-hun’s The Path of Business Administration: A Civilization-Historical Reflection on 120 Years of Korea University Business School in September. Together, these publications form a comprehensive collection of the school’s key historical records, systematically organizing 120 years of intellectual legacy.  At the 120th anniversary ceremony held on May 23, 2025, KU President Dong-One Kim stated in his congratulatory address, “The 120 years of the Business School represent the very history of the growth and innovation of Korean business education.” Dean Eonsoo Kim then presented the school’s vision, “Spearheading Next Intelligence,” outlining the future direction of business studies through the convergence of human and artificial intelligence and the integration of scholarship and technology. Emphasizing the philosophy of 3C and 4Tech, he announced plans for establishing a “Trading Zone”—an open platform where students, corporations, and startups can share knowledge and engage in experimentation. The highlight of the ceremony was an intergenerational message exchange. Alumnus Jae-bong Seo (Class of 1965) presented a letter of hope to a freshman, while Hyun-ho Lee (Class of 2025) wrote a message addressed to a student entering in 2085—creating a symbolic moment that connected the spirit of the past 120 years with the future. The letters were sealed in a time capsule along with that day’s issue of the Business School Newspaper and stored in the History Center of the Hyundai Motor Business Hall, to be opened in 2085.  In August, students envisioned society and the business world 60 years into the future through the “KUBS Imagination Contest,” and their ideas later served as key discussion material for the September forum. In September, a public talk titled “Mapping the Future: Business Society in 60 Years” was held, along with the student-led festival “Hosang Daedong Festival: PANTHERA.” At the forum, students’ visions of the future intersected with expert insights, generating diverse perspectives on what the business environment may look like six decades from now. The public talk also explored the central question: “What role should business administration play in future society?” Meanwhile, the festival PANTHERA—a combination of the traditional name Hosangje and Panthera tigris, the scientific name of the tiger symbolizing Korea University—presented a new form of community celebration where tradition and innovation coexisted.  The year’s journey was not merely a reflection on the past, but a pledge toward the next 120 years. Upholding its core values amid an era of change and pioneering new paths in business scholarship that serve people and society—this is the promise KUBS makes for the next century, built upon the foundation of its 120-year legacy. The final chapter of the 120th-anniversary initiatives culminates in the “KUBS 120 MARCH” fundraising campaign, dedicated to cultivating the next generation of business leaders. 

An Era of Fog, an Education That Builds the Compass : MBA Achievements 0f 2025     “The best way to predict the future is to create it.” Widely attributed to Peter Drucker, the father of modern management, this famous quote captures the essence of contemporary education—particularly the fundamental direction that leadership education must pursue. In an era where uncertainty has become the norm, the competencies required of leaders extend far beyond the mere accumulation of knowledge. True leadership lies in creative thinking and the ability to act—qualities that enable one to read the tides of change and build a new order within them.  Over the past year, Korea University has put this philosophy into practice by realizing an education model in which “learning becomes action.” Although each program—Korea MBA, Executive MBA, Finance MBA, KUBS-DBA, Global MBA, and CEMS Global MIM—targets a different audience and serves a distinct purpose, they all move toward a shared mission: to cultivate leaders who design their own futures in a rapidly changing world and drive positive transformation in society.  Here, learning is not simply the acquisition of knowledge; it is the act of creating the future. Students learn in the classroom, test what they have learned in real-world settings, and expand that learning once again in society. This cycle of learning represents the depth of education that Korea University strives for and is the driving force that has positioned the university as a standard-bearer of business education not only in Korea but across Asia.  Under this philosophy, Korea University has demonstrated over the past year—through a wide range of programs—that learning is the force that drives change.      Korea MBA: Building Practical Global Insight  The Korea MBA program offers an education that cultivates practical global insight grounded in management theory. From June 25 to 29, a total of 156 students participated in a global field study in Singapore under the guidance of Academic  Director Professor Kwanghyun Kim. Through visits to government agencies, startups, and global corporations, the students conducted an in-depth examination of Singapore’s developmental model as a city-state where digital transformation and ESG strategies intersect. This experience functioned as a dynamic learning platform—one that allowed students to test and deepen their classroom knowledge within the real global economic system.    Executive MBA: An Educational Laboratory for Practical Leadership  The Executive MBA has continued to deliver field-centered education under a clear mission to cultivate practical managerial leaders, with the ELITE project (Executive Learning & Interactive Team Exercise) at its core. The ELITE presentation event held this past August at Supex Hall in the LG-POSCO Hall marked the culmination of these efforts. Rather than a simple project showcase, the process in which participants identified real corporate challenges and developed actionable solutions functioned as a full-scale “management laboratory.” Participants presented structured strategies—integrating data analysis, interviews, and financial simulations—while addressing realistic topics in rapidly evolving markets such as healthcare, platform businesses, and O2O services. Judges commented, “The ideas are not only innovative but also highly applicable to real-world practice.”  The accompanying International Residency Program (IRP) further strengthened the global distinctiveness of the E-MBA curriculum. The 22nd cohort participated in lectures and institutional visits on ESG and innovation leadership at the Rotterdam School of Management (RSM), Erasmus University, in the Netherlands from July 5 to 12, gaining first-hand insight into Europe’s sustainable management models. The 23rd cohort, from June 21 to 28, explored the role of executives amid global geopolitical dynamics at Georgetown University in the United States, experiencing global leadership that navigates the intersection of policy and business. These programs are not simple study tours; rather, they reflect the core identity of the E-MBA—a process in which leaders think in the field and reflect deeply on the balance between social responsibility and innovation.      Finance MBA: Financial Education That Reads the ‘Flow’ Beyond the Numbers  The Finance MBA program spent the first year of its two-year curriculum engaged in a wide range of meaningful activities. From June 26 to 29, students traveled to Shanghai, China, to gain a comprehensive view of the present and future of the financial industry. Through visits to local investment firms, fintech companies, and global financial institutions, participants explored how technological advances are reshaping financial markets. Experiencing the dynamism of a global financial hub firsthand was regarded as an opportunity to develop “insight that reads the flow beyond the numbers.”  A key pillar of the curriculum, the Independent Study course, enables students to apply theories and methodologies learned in the core curriculum to real-world issues and derive practical solutions. Students work on team projects, receive close guidance from faculty advisors, and gain experience in scientifically analyzing and solving industry problems. Professor Bumjean Sohn noted, “Students may, in fact, learn even more through Independent Study than in regular classes.” Previous cohorts have tackled a wide range of topics, including “bond investment strategies for busy working professionals” and “the current landscape of generative AI–based financial services.”      Global MBA & CEMS Global MIM: The Intersection of Global Leadership  The Global MBA and CEMS Global MIM students participated together in Homecoming Day on Wednesday, August 20. Professor Betty Chung reflected on key programs carried out over the past year, including the Business Practicum, Career Acceleration Program, Global CEO Talk, and various company visits. One of the highlights was the Global CEO Talk, a weekly session featuring distinguished leaders from diverse industries for deep, interactive discussions. This year, the Italian Embassy also visited, providing students with a meaningful opportunity for cultural and professional exchange. During the Homecoming session that followed, alumni took the stage to share the connections they had built and the personal and professional growth they experienced throughout the program. They also offered practical insights, including internship cases facilitated through the Career Office.      KUBS-DBA: A ‘Practice-Oriented Research Platform’ Connecting Academia and Industry  The KUBS-DBA program, newly established this year, is an advanced research-centered program designed to bridge academia and industry by translating management theory into the language of practice. The inaugural cohort spent the first year of the three-year curriculum focusing on career development, practice-based scientific research, and activities aimed at knowledge creation and dissemination.  In particular, the seminar series—centered on emerging management themes such as ESG, AI, and data-driven decision-making—was recognized as a program that clearly demonstrated KUBS’s perspective on “how academia drives industry.” The KUBS-DBA is positioning itself not merely as a doctoral program but as a “managerial intelligence platform” that transforms accumulated knowledge into social value, presenting a new model for cultivating next-generation practical scholars who connect the corporate, academic, and policy spheres.  Korea University is realizing an innovative model of education that integrates theory and practice, domestic and global perspectives, and academia and industry. Every MBA program has evolved into more than simply a place to “learn management”; they have become “journeys in learning the mindset and responsibility of a leader.”  In 2025, Korea University’s MBA continues to ask: “What should a leader learn, and how will they change the world?” And, by proving the answer through action, it continues to create a new future each day. 

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

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

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