[INTERVIEW]

Korea University Business School, ranked in Top 3 for two consecutive years in CEMS 'Global Strategy'

Professor Jungbien Moon: “To Build Global Strategic Capability, You Must Step Outside Your ‘Cave’”

What distinguishes education that cultivates management talent capable of thriving on the global stage? The CEMS Global MIM program at Korea University Business School offers a compelling answer. 

Korea University Business School is the sole representative member school from Korea in CEMS, a global alliance of business schools in 33 countries, where only one institution per country is admitted. Within this alliance, member schools jointly deliver the standardized CEMS Master in International Management (MIM) program. 

‘Global Strategy,’ a core required course in the program, is offered across all 33 member schools. Among them, the course taught at Korea University Business School by Professor Jungbien Moon has been ranked in the Top 3 for two consecutive years in CEMS course evaluations and has been nominated for the “CEMS Global Strategy Course of the Year.” We spoke with Professor Moon about the strengths of the CEMS MIM program and his course. 

▲ Professor Jungbien Moon (Strategy Major) 

Q. Your Global Strategy course has been nominated for the ‘CEMS Global Strategy Course of the Year’ for two consecutive years. How do you feel about this recognition? 

A. I consider it a great honor to be ranked in the Top 3 among identical courses offered across all 33 member schools. The CEMS MIM program is highly international, bringing together students from diverse backgrounds. Having lived in Europe, the United States, and China, I believe I was able to understand students’ expectations and reflect them effectively in my teaching. Above all, I was particularly impressed by the students’ strong interest and active participation, which I believe played a key role in achieving this recognition. 

The CEMS program also places great importance on industry engagement. In my course, I invited professionals from companies such as LG Group to share real-world strategic cases, creating valuable opportunities for students to connect with practitioners. I believe these experiences contributed significantly to enhancing overall course satisfaction. 

More recently, growing global interest in K-culture and Korean companies has further increased student engagement. As my course is offered from September to October, students had the opportunity to experience the Ko-Yon Games. After that, I could clearly see a noticeable shift—their understanding of and attachment to the university deepened significantly. 

Q. What did you prioritize most when designing your Global Strategy course? 

A. The key message I emphasize is that success in the domestic market does not automatically guarantee success overseas. International business cannot be explained by strategy alone; it involves a complex interplay of factors such as location decisions, entry modes, human resource and organizational management, and international financial management. Cultural differences also play a critical role. Many companies, despite having strong capabilities, face challenges because they do not fully understand these differences. Therefore, I focus on helping students develop a more comprehensive and multidimensional understanding of global strategy by addressing these elements in an integrated way. 

Another important priority is ensuring the realism of the course. I continuously update data and structure the course so that students can learn from real-world corporate cases. Since many CEMS MIM students choose East Asia, the final project requires them to analyze recent cases of major East Asian companies such as Hanwha Ocean, BYD, Nippon Steel, and Yanolja. Through this approach, students are able to move beyond theory and gain practical insights that can be directly applied in real global business environments. 

Q. The CEMS MIM program is characterized by its international learning environment, with students from diverse countries studying together. How does this diversity influence class discussions and learning methods? 

A. One of the most distinctive features of the CEMS MIM program is the diversity of its student body. In a recent class, nine Korea University CEMS MIM students and thirteen students from other CEMS member schools participated, representing a total of 13 nationalities. 

With students differing in nationality, ethnicity, religion, and ways of thinking, a single topic naturally gives rise to unexpected perspectives. What is particularly impressive is the level of maturity students bring to these discussions. Rather than holding firmly to their own views, they listen carefully to others, adjust their perspectives when necessary, and gradually work toward a shared understanding. I believe this process itself is an invaluable form of training. It allows students to experience, within the classroom, the collaboration, communication, and consensus-building skills required in a global business environment. As a result, the classroom atmosphere remains both stable and highly constructive, which significantly enhances learning outcomes. 

▲ After the final class, Professor Jungbien Moon and CEMS MIM students gather for a meal at a restaurant near campus. 

Q. In today’s uncertain global environment, what strategic capabilities are most important for future business leaders? 

A. Above all, individuals must be able to step outside their own “cave.” The world we know is only a small part of a much larger whole, so it is essential to broaden one’s perspective rather than relying solely on familiar experiences. To do so, historical insight and diverse global experiences are critical, along with an open mindset that allows one to respond to changes requiring entirely new forms of decision-making. 

In addition, low-probability but high-impact events—often referred to as “black swan” events—are occurring with increasing frequency. Therefore, rather than relying on a single scenario, it is important to remain open to multiple possibilities and prepare accordingly. Ultimately, what future business leaders need is a broad perspective, an open mindset, and the ability to respond flexibly to uncertainty. 

Q. Lastly, do you have any message for students interested in the CEMS MIM program or the Global Strategy course? 

A. Although advances in technology have significantly reduced physical distance and communication barriers, institutional and cultural differences still remain critical factors in international business. The ability to understand and navigate these differences can become both a competitive advantage and a source of new opportunities. 

We are also living in a time of heightened geopolitical risks and a rapidly shifting global order. It is difficult to say whether the current order will remain unchanged even 30 years from now. Therefore, it is extremely important for students to develop a global perspective and actively cultivate the ability to understand diverse environments. 

This is especially true for Korean students. Korean companies—particularly in manufacturing sectors such as semiconductors, mobility, batteries, shipbuilding, defense, power infrastructure, nuclear energy, and pharmaceuticals—are highly dependent on global markets. In this context, strategy is, in essence, global strategy. Against this backdrop, the CEMS MIM program offers an excellent opportunity to develop both a global mindset and practical strategic capabilities. 

▶ Introduction to Korea University CEMS MIM (Click) ◀