“Leaders with integrity are good role models and can inspire others. Integrity alone won't make you ... [+]
Famous for the stunning beauty of its fjords and natural landscapes that attract millions of tourists from around the world each year, Norway is also known for its high standard of living, progressive social policies and gender equality, and long history of seafaring and exploration.
Perhaps it’s no coincidence that Karen Spens, President of BI Norwegian Business School, likens her role to helming a ship. “I need to be the one that shines the light to show where the ship should be going,” she explains, acknowledging the responsibilities that come with leading a business school. “People are expecting that from me and I need to share with them our priorities, especially when times are tough.”
Celebrating its 80th anniversary this year, BI is consistently ranked by the FT as one of Europe's top business schools. The school is renowned for its strong international partnerships offering over 200 student experiences abroad, impactful faculty research, and hands-on learning through practical, real-world experiences.
BI was also the first Norwegian business school to have triple crown accreditation, from the three major accreditation bodies: AACSB, EQUIS, and AMBA, a feat achieved by fewer than 1% of business schools globally. Karen herself could also be considered triple-accredited, serving as a member of the Board of Directors at AACSB, a member of the EQUIS Governance and Accreditation Board, and a trustee of AMBA & BGA’s International Board. These positions have afforded Karen a rare level of insight into the operation of business schools around the world.
Since taking up the role of President of BI Norwegian Business School in August 2022, Karen Spens has made sure not to hide in her office. Instead, she has actively ventured out to speak with the BI community - openness and transparency are important qualities for her when it comes to leadership.
“My mantra has been listen, learn, lead. Since day one, I’ve made sure to listen to the organisation. I have travelled to each of our four campuses, visited all units and departments, and discussed challenges we face and how we move forward.”
I don't need passengers; I need people who are on board to help
This is a vital component of leadership for Karen, as it’s never just about the person at the top. Extending the nautical metaphor, she explains, “When it comes to leadership, it's not only about me. It's about getting people to think and work together to move the ship forward. I don't need passengers; I need people who are on board to help. Being visible and vocal and leading by example is vital, especially in difficult times.”
And lead by example she does. In fact, since arriving in Oslo from her native Finland, Karen has chosen not to drive a car. Instead, she has been using public transport, taking the bus to campus. But it’s not just personal sustainability practices that need to be exemplified.
As part of the school’s strategy for 2025, BI is adhering to three core pillars, one of which focuses on sustainability. The goal is not only to educate students, but to become an institution people turn to when you think about sustainability.
“At BI we aim to educate responsible managers and develop knowledge for a sustainable society,” says Karen Spens. “Combined with our own contribution to reducing CO2 footprints, we aim to be part of the solution instead of the problem."
The school has integrated sustainability into their strategy and operations, with sustainable thinking part of their programmes and building environmentally-friendly campuses across Norway, dedicated to realising the 17 UN SDGs.
When opening the smaller campuses at Trondheim and Stavanger, in 2018 and 2019 respectively, they installed roof top green spaces, and more than 80% of energy for the buildings are produced in a renewable way. The buildings also incorporate cooling and heating mechanisms which utilise nearby seawater, while the Oslo campus uses a geothermal heating and cooling system thanks to a local energy station.
A business school that put bees on the roof
Karen is looking forward to expanding BI sustainability initiatives, already exploring adding solar panels to their main Oslo campus roof. Nearly the size of three football pitches, the roof is already home to two beehives, symbols of harmonious industry. It is not lost on the President of BI that bees change roles as required throughout their lives to maintain the functionality and sustainability of their hive.
Nearly the size of three football pitches, the roof of BI Norwegian Business School's Oslo campus is ... [+]
The importance of sustainability to BI’s ethos was obvious as soon as Karen took up her role; “When I first started, BI held an inauguration ceremony. During this, people were not only telling me that it was great the school’s had appointed a female President, but they were also expecting me to continue to focus on sustainability.”
Karen is both the first female and the first international President of BI Norwegian Business School. “I've talked to a lot of the students, especially the female students, and it’s important to me that I not only show by example, but also be a good role model for them,” she says.
Norway is one of the most gender-equal countries in the world and was the first to introduce a 40% gender quota on the boards of listed companies, in 2005. The country has been proactive, and perhaps even a role model for the rest of Europe, consistently in the top 3 of the World Economic Forum’s Gender Gap report since it first published in 2006. As of 2021, 45% of seats in Norwegian parliament were held by women, compared to 34% in the UK and 28% in the US.
When it comes to diversity initiatives, Karen acknowledges it’s more than just stating them in policies. “Schools need to think about how to be more diverse and then take action. There are some subjects, finance and economics, for example, with far less female representation,” she explains. “So, we have the ‘Women in Finance’ scholarship especially designed to attract talented women to a field that is traditionally male-dominated.”
Karen considers diversity, inclusion, equity, and belonging as priorities for how a business school should function. At BI, around 40% of their faculty are international with some departments boasting 60% international faculty. “Diversity is at the core of what a business school should be thinking about,” says Karen. “If we don't show by example, by being diverse ourselves, students will go out into the real world and see that’s not the way the world really is; it really is diverse.”
Leaders with integrity can inspire others
Another crucial factor to consider when leading a business school is integrity; “Leaders with integrity are good role models and can inspire others. Integrity alone won't make you a leader, but without integrity you will never be one.”
Furthermore, Karen believes there are plenty of opportunities to re-evaluate the purpose of business schools; they’re more than just institutions where you can secure a degree to earn more money.
“Business schools are a force for good,” states Karen. “Externally, many think business students are all about money, but the values and thoughts of students have changed a lot in the past five years or so. A lot of students are really thinking about what the future looks like and how they can make a difference. They want courses that include volunteering and other social impact aspects.”
BI’s Student Organisation (BISO) is indicative of this. BISO is a large student organisation across all four campuses, focused on ensuring a social and inclusive student life for all students. Through this, they have implemented BISO Impact, which works to engage, inspire and empower students and young business leaders in accelerating a safe and sustainable future. BISO Impact encourages and supports all BISO units to focus on sustainability.
For Karen Spens, business schools are a natural home for those who want to help solve the great challenges we face. “There are plenty of opportunities to encourage people to think about different paths, and think beyond the typical business school values.”
