Volume 07
Balancing Tradition and
Transformation:
Place and the Future of Universities
Tim Ringrose, The University of St
Andrews, Scotland, UK
September
2025
Multilingual Global Exclusive
FEATURING
Industry Perspectives
Gonzalo Peralta,
Executive Director,
Languages Canada
Dr. Narimane Hadj-Hamou,
Founder and CEO,
CLICKS
Regional Focus
Academic Perspectives
Dr. Kunal Rajput and
Dr. Mireille Elhajj,
Imperial College London, UK
Leadership Spotlight
Professor Dima Jamali, Dean,
Adnan Kassar School of Business,
Lebanese American University,
Lebanon
Professor Mohammed Awad,
Associate Provost for Academic
Affairs, American University of Ras
Al Khaimah, UAE
Dr. Aida Sagintayeva,
Dean GSE, Nazarbayev
University, Kazakhstan
Special Topics
02
| Balancing Tradition and Transformation: Place and the Future of Universities
Table Of Contents
Editorial
Welcome to UniNewsletter
By Laura Vasquez Bass
Editor in Chief
06
Special Topics
Balancing Tradition and Transformation:
Advancing Executive Education at St
Andrews
By Tim Ringrose, Head of Executive
Education, The University of St Andrews,
Scotland, UK
10
Regional Focus
From Research to Leadership:
How a Brand-New Institution Transformed
Higher Education in Kazakhstan
By Dr. Aida Sagintayeva,
Dean, Graduate School of Education
Nazarbayev University, Kazakhstan
42
Leadership
Spotlight
Toward Innovation, Inclusion and
Regional Leadership: An Interview
with Professor Dima Jamali, Dean,
Adnan Kassar School of Business,
Lebanese American University,
Lebanon
16
Leadership
Spotlight
Leading with Integrity and Resilience:
An Interview with Professor Moham-
med Awad, Associate Provost for
Academic Affairs and Professor of
Computer Science, American Universi-
ty of Ras Al Khaimah (AURAK), United
Arab Emirates (UAE)
20
Academic
Perspectives
Building Cyber Resilience in Healthcare
Cyber-Physical Systems Using Causal
Bayesian Inferencing
By Dr. Kunal Rajput MBCHB MRCS,
Academic Researcher in Healthcare
Cybersecurity, Imperial College London, UK
By Dr. Mireille Elhajj FRIN, Visiting Associate
Professor, Imperial College London, UK
28
Industry
Perspectives
English and French for Academic Purposes:
Leveling the Playing Field for International
Student Success
By Gonzalo Peralta, Executive Director,
Languages Canada
32
Industry
Perspectives
From Classrooms to Careers: Rethinking
Employability in a World That Won’t Wait
By Dr. Narimane Hadj-Hamou,
Founder and CEO, Center for Learning
Innovations & Customized Knowledge
Solutions (CLICKS), UAE
38
COVER STORY
Page 46
Page 14
Page 22
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04
| Balancing Tradition and Transformation: Place and the Future of Universities
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Balancing Tradition and Transformation: Place and the Future of Universities |
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| Balancing Tradition and Transformation: Place and the Future of Universities
Laura Vasquez Bass
Welcome to
UniNewsletter
A N O T E F R O M T H E
E D I T O R I N C H I E F
06
| Balancing Tradition and Transformation: Place and the Future of Universities
07
Balancing Tradition and Transformation: Place and the Future of Universities |
EDITORIAL
Editor in Chief
LAURA VASQUEZ BASS
08
| Balancing Tradition and Transformation: Place and the Future of Universities
Welcome to
UniNewsletter:
One of the most striking features of higher
education today is the way universities
are simultaneously stretched between
physical
rootedness
and
boundless
reach. This issue’s title is drawn from our
cover story by Tim Ringrose, Head of
Executive Education at the University of St
Andrews, Scotland, UK, who reflects on the
enduring importance of campus place in
the midst of change, such as St Andrews’
newly
formed
Business
School
and
Executive Education offerings. In an age
where online and remote learning has
expanded
at
unprecedented
speed,
Ringrose asks us to reconsider the value
of the university’s material and cultural
environment: the quads and lecture halls,
the surrounding towns, the human geo-
graphies that give universities their
distinctive character. His contribution
reminds us that while the digital may
extend access and flexibility, the sense of
belonging and identity bound up in the
physical experience of campus life is
what enables institutions to balance
tradition and transformation.
This issue we’re thrilled to feature two
distinguished leaders in our Leadership
Spotlight section. First, we’re thrilled to
welcome Professor Dima Jamali, Dean of
the Adnan Kassar School of Business at
Lebanese American University, Lebanon,
on the occasion of her new role. Prof.
Dima kindly shared with us some of the
key qualities and skills that have defined
her multiple and varied roles across aca-
demia, leadership and policy so far, as
well as her hopes for the future of LAU’s
School of Business. We’re also delighted
to feature the insights of Professor
Mohammed Awad, Associate Provost for Aca-
demic Affairs at the American University of Ras
Al Khaimah, UAE, who drew on his extensive
teaching and research experience in discus-
sing his leadership outlook. Like Tim Ringrose,
he also reflects on AURAK’s place and impact
within its locale, offering a sense of the cos-
mopolitan nature of Ras Al Khaimah.
In our Academic Perspectives section we
feature the research of Dr. Kunal Rajput, aca-
demic researcher in Healthcare Cybersecurity
at Imperial College London, UK, and one of his
advisors, Dr. Mireille Elhajj, Visiting Associate
Professor, also from Imperial College London.
Dr. Rajput’s work explores how to safeguard
healthcare cyber-physical systems, such as
those of Britain’s National Health Service,
against vulnerabilities. The authors remind us
that the infrastructures supporting our socie-
ties—like
universities
themselves—require
trust, vigilance and foresight.
This issue we have two distinguished leaders
coming from different areas of industry writing
in our Industry Perspectives section. Gonzalo
Peralta, Executive Director of Languages
Canada, underscores how English and French
for academic purposes programs can serve
as equalizers, improving student success in
many different areas such as GPA and reten-
tion across Canada’s diverse higher education
system. Meanwhile, Dr. Narimane Hadj-Hamou,
Founder and CEO of the Center for Learning
Innovations & Customized Knowledge Solutions
(CLICKS), challenges us to rethink employability
in a rapidly evolving world. With over two deca-
des’ experience in higher education, she draws
on her wealth of experience to advise universi-
ties and students alike about the non-negotia-
ble skills they must develop to thrive in the
future of work.
Finally, our Regional Focus section turns to Cen-
tral Asia, where Dr. Aida Sagintayeva, Dean of
the Graduate School of Education at Nazarba-
yev University, reflects on the institution’s
remarkable trajectory since its founding. Her
contribution illustrates how a university, though
newly built, can still serve as an anchor for
national aspirations and educational transfor-
mation.
As always, this issue of UniNewsletter aims to
spark reflection on higher education’s present
challenges and future horizons. From the
ancient halls of St Andrews to the emerging
campuses of Central Asia, from Beirut to Ras Al
Khaimah to London, these contributions remind
us that place remains central to how universi-
ties create meaning. Even as higher education
becomes more global, digital and mobile, the
physical and cultural locations of our institu-
tions continue to ground us, holding tradition
steady while enabling transformation.
09
Balancing Tradition and Transformation: Place and the Future of Universities |
10
SPECIAL TOPICS
Tim Ringrose
Head of Executive Education
The University of St Andrews Business School, Scotland, UK
| Balancing Tradition and Transformation: Place and the Future of Universities
COVER STORY
To me, executive education can be summed
up as learning experiences designed for
professionals
and
business
leaders
to
enhance their management and leadership
skills. These experiences may include formal
training programs but they could also refer to
coaching, peer to peer learning and plethora
of other learning activities. By taking an ‘issues
based’ approach to learning design (rather
than topic centered), executive education,
done well, can provide tangible benefits, serv-
ing executives, teams and organizations. It
subsequently helps each of these groups nav-
igate change, thrive in times of uncertainty
and realize their full potential—thus offering
the potential for transformative value.
At the University of St Andrews Business
School, our approach to executive education
is shaped by a commitment to academic
excellence and the distinctive identity of
place. St Andrews is the oldest university in
Scotland and the third oldest in the Eng-
lish-speaking world, with over six centuries of
scholarly tradition. This legacy is not merely
historical, rather it informs every aspect of the
university’s ethos, and it underpins our mission
to provide a meaningful, reflective education-
al experience for today’s professionals.
Why place matters amidst a shifting educa-
tional landscape
In recent years, higher education has seen a
significant shift toward digital and distance
learning. The COVID-19 pandemic accelerat-
ed this transition, prompting universities
worldwide to expand their online offerings and
develop flexible, technology-enhanced
modes of delivery. While the University of St
Andrews has embraced this evolution—with
online learning, live virtual sessions and
remote coaching forming core elements of
our executive education portfolio—we are
equally conscious that not all educational
value can be replicated online.
“At the University of St Andrews
Business School, our approach to
executive education is shaped
by a commitment to academic
excellence and the distinctive
identity of place. St Andrews is
the oldest university in Scotland
and the third oldest in the
English-speaking world, with
over six centuries of scholarly
tradition. ”
Balancing Tradition and
Transformation:
Advancing Executive Education at
St Andrews
11
Balancing Tradition and Transformation: Place and the Future of Universities |
There is something irreplaceable about
learning in a place like St Andrews. The town
and the university are deeply intertwined,
forming a living academic community that
has inspired generations of learners. When
participants come to St Andrews, they are not
simply attending a course, they are immers-
ing themselves in a setting that fosters intro-
spection, collegial exchange and intellectual
curiosity. The physical environment, com-
bined with our heritage, offers a rare oppor-
tunity to step back from professional noise
and recalibrate.
This sense of place is at the heart of what we
are doing differently with executive educa-
tion at the University of St Andrews. Although
our Business School and executive programs
are recent additions—the Business School is
under two years old and our executive edu-
cation portfolio just over one—they are
grounded in an institution with a 600-year
history of scholarly excellence. That heritage
provides us with a depth of academic credi-
bility, but as newcomers to the executive
education market, we also benefit from agili-
“
“
There is something
irreplaceable about
learning in a place
like St Andrews. The
town and the
university are
deeply intertwined,
forming a living
academic
community that has
inspired generations
of learners.
12
| Balancing Tradition and Transformation: Place and the Future of Universities
ty, innovation and an institution-wide com-
mitment to interdisciplinarity.
Thoughtful expansion
The launch of the University of St Andrews
Business School, formed by merging the
renowned School of Management and the
School of Economics and Finance, was a stra-
tegic decision to evolve St Andrews’ value
proposition. Historically, the university has
been known for its world-class undergraduate
education. Today, we are broadening our
scope
to
offer
impactful
postgraduate
programs, including taught master’s degrees,
PhDs, an EMBA (currently in development) and
an expanding portfolio of executive education
offerings.
Importantly,
executive
education
at
St
Andrews is not confined to the Business
School. It is a university-wide initiative. We
draw on the expertise of all 18 schools—from
Medicine and International Relations to Lan-
guages, Earth Sciences, and Information
Technology—allowing us to design programs
“All our programs
combine the research
insights of St Andrews
faculty with the lived
experience and
sector-specific
knowledge of
practitioners. This
dual focus ensures
that learning remains
both intellectually
rich and grounded in
real-world
application.”
13
Balancing Tradition and Transformation: Place and the Future of Universities |
that are both academically rigorous and prac-
tically relevant.
Executive education, the St Andrews way
Our executive education portfolio includes both
open-enrollment
short
courses
and
fully
tailored learning solutions co-created with
partner organizations. All our programs com-
bine the research insights of St Andrews faculty
with the lived experience and sector-specific
knowledge of practitioners. This dual focus
ensures that learning remains both intellectu-
ally rich and grounded in real-world applica-
tion.
Crucially, our aim is not to replicate what others
are doing nor provide generic management
courses. Instead, we seek to develop programs
that respond directly to the needs and ambi-
tions
of
our
executive
program
part-
ners—whether that’s a government agency, a
financial institution, a global nonprofit or a local
14
business. We are committed to building mean-
ingful, mutually beneficial partnerships.
This local engagement is mirrored by a global
outlook. Whether we are working with financial
services professionals in Japan, energy com-
panies in Chile, or NGOs in India our focus
remains the same: to create learning that has
lasting impact. Our ambition is to meet learners
in their context wherever they are—profession-
ally, geographically and culturally—while
always offering them the opportunity to con-
nect with the St Andrews learning experience,
whether physically or virtually.
Future goals
Looking ahead, we are excited by the upcoming
opening of New College (planned for the
2028/29 academic year)—a state-of-the-art
facility that will house both the School of Inter-
national Relations and the Business School. A
full third of that space will be dedicated to exec-
| Balancing Tradition and Transformation: Place and the Future of Universities
“We are creating
programs that do
more than transfer
knowledge; they
equip individuals
and organizations to
adapt with purpose
and integrity in a
rapidly changing
world.”
utive education. It will be a place not only for
acquiring knowledge but for thinking different-
ly and exploring new ideas, away from the
daily pressures of professional life.
At its core, what we are building is a new
model of executive education—one that is
deeply embedded in the values of the univer-
sity, aligned with global needs and dedicated
to interdisciplinary collaboration. We are
creating programs that do more than transfer
knowledge; they equip individuals and organi-
zations to adapt with purpose and integrity in
a rapidly changing world.
We are at the beginning of a promising jour-
ney. But with the legacy of St Andrews behind
us and a clear vision for the future, I am confi-
dent that we are well-positioned to offer exec-
utive education that is truly distinctive—not
only in how it is delivered, but in the enduring
impact it leaves behind.
15
Balancing Tradition and Transformation: Place and the Future of Universities |
16
Professor Dima Jamali
Dean, Adnan Kassar School of Business, Lebanese American
University, Lebanon
LEADERSHIP SPOTLIGHT
| Balancing Tradition and Transformation: Place and the Future of Universities
Prof. Dima, it is truly our honor to welcome as
one of UniNewsletter’s distinguished leader-
ship figures, particularly on the occasion of
beginning your new role as Dean of the
Adnan Kassar School of Business (AKSOB) at
Lebanese American University (LAU). Could
you please begin by familiarizing our readers
with your career trajectory thus far?
My professional journey spans over two dec-
ades across diverse academic, leadership
and policy settings in Lebanon, the UAE, the UK
and the United States. From my early days in
academia, I’ve been driven by a deep belief in
the power of education to uplift individuals
and
communities.
Whether
through
my
research in corporate social responsibility and
sustainability or in executive roles—such as
serving as Vice President and Dean at Cana-
dian University Dubai—my mission has always
centered on shaping purposeful institutions
that empower future generations. Each step
along the way has strengthened my convic-
tion that true academic leadership lies in con-
necting scholarship with real-world challeng-
es and opportunities. Today, at the Adnan
Kassar School of Business, I bring this lifelong
commitment to impact and excellence to a
context I deeply care about—Lebanon and the
wider region.
As you outlined, you’ve held leadership roles
across a range of contexts. Looking back,
what do you see as the common thread in
your journey, and how does it shape your
vision for the future of higher education in the
region?
Looking back, the thread that has consistently
connected all facets of my career is the
pursuit of meaningful impact through educa-
tion. Whether I was shaping policy, mentoring
students, conducting research or leading
academic institutions, I’ve always seen knowl-
edge as a catalyst for transformation. It is not
enough to inform—we must also inspire. This
belief has shaped my vision of higher educa-
tion as a platform for inclusive progress. It
means creating learning environments that
are diverse, forward-thinking, and deeply
committed to ethical leadership. Across every
role I’ve held, I have worked to instill these
values—not just in institutional structures, but
in people.
Lebanon and the wider region have faced
enormous economic and social upheavals in
recent years. How do you see the role of
universities in contributing to resilience and
rebuilding?
In regions like ours, universities carry a
profound responsibility that goes far beyond
academics. They are among the few institu-
“Whether I was shaping policy,
mentoring students, conducting
research or leading academic
institutions, I’ve always seen
knowledge as a catalyst for
transformation. It is not enough
to inform—we must also inspire. ”
Toward Innovation,
Inclusion and Regional
Leadership:
An Interview with Professor Dima Jamali, Dean,
Adnan Kassar School of Business, Lebanese
American University, Lebanon
21
World-Saving Environmental Sciences: Future-Ready Perspectives |
Balancing Tradition and Transformation: Place and the Future of Universities | 17
tions that have retained public trust and that
trust is vital in times of uncertainty. In Lebanon
and across the Arab world, universities are
called upon to do more than educate—they
must actively contribute to resilience, social
cohesion and recovery. They are places where
ideas are born, where the next generation
learns to dream again, and where hope is not
just taught, but practiced. At LAU, and specifi-
cally at AKSOB, we aim to use our academic
capital to drive innovation, support youth
empowerment and help rebuild civic trust. In
doing so, we reinforce the critical role universi-
ties must play in creating stable, inclusive
societies.
LAU is firmly rooted in Lebanon, yet operates
in a global academic ecosystem. How do you
balance global competitiveness with a com-
mitment to addressing the specific needs of
your local and regional context?
In today’s interconnected world, we must
resist the temptation to view global and local
responsibilities as mutually exclusive. At
AKSOB, we are proud of our AACSB accredita-
tion and the global recognition it affords
us—but we also understand that relevance
begins at home. Lebanon presents a unique
context—rich in talent yet deeply challenged.
Our duty is to equip students to excel on inter-
national platforms while remaining rooted in
the realities of their communities. That means
designing programs that speak to both—inte-
grating cutting-edge business thinking with a
deep understanding of regional needs such
as economic recovery, youth migration, digi-
tal inclusion and entrepreneurship. Balancing
global standards with local purpose is not just
a strategy—it is a necessity.
Business schools everywhere are being
asked to adapt to rapid technological, eco-
nomic and social change. In your view, what
is the most urgent transformation needed in
business education today?
Business education can no longer afford to be
reactive. The world is shifting rapidly—driven
by AI, climate change, evolving labor markets
and social disruption. Business schools must
become laboratories for future readiness. We
must embed agility in everything we do—from
our curricula to our teaching methodologies
to the way we engage with our communities.
At AKSOB, we’re working to integrate critical
areas such as artificial intelligence, sustaina-
bility metrics, digital entrepreneurship, and
At AKSOB, we are proud of
our AACSB accreditation
and the global recognition
it affords us—but we also
understand that relevance
begins at home. Lebanon
presents a unique
context—rich in talent yet
deeply challenged. Our
duty is to equip students to
excel on international
platforms while remaining
rooted in the realities of
their communities.
“
“
18
| Balancing Tradition and Transformation: Place and the Future of Universities
ESG standards not as electives or add-ons but
rather as foundational pillars. The transforma-
tion we need is not about following trends—it’s
more so about anticipating them and empow-
ering students to lead with confidence and con-
science.
You are widely recognized for your work on
corporate social responsibility and sustaina-
bility. Why do you believe these values are
fundamental to the future of business, and
how do you think universities can ensure they
are more than just “add-ons” or after-
thoughts to their curriculums?
For me, CSR and sustainability are not abstract
ideas—they are deeply practical imperatives.
My academic research has long focused on
how businesses can—and must—contribute
positively to society and the environment. These
values are no longer “nice to have”; they are
essential to long-term success and legitimacy.
Universities must play a leading role in main-
streaming this mindset. At AKSOB, we are
embedding sustainability and social responsi-
bility across our programs, research agendas
and partnerships. We want our students to
graduate not only as competent professionals,
but as ethical leaders who understand that
business must be part of the solution—not the
problem.
When you think about the next generation of
business graduates, what qualities do you
believe they must embody to navigate the
world they are inheriting?
The world that today’s graduates are stepping
into is vastly different from the one we knew a
generation ago. It is more connected, more
volatile, and more demanding of flexibility and
purpose. Our students must embody adapt-
ability—the ability to pivot and learn continu-
ously. They must carry empathy—capacity to
understand diverse perspectives and lead
inclusively. And they must be driven by
purpose—a clarity of values that guides their
decisions in both stable and uncertain times.
At AKSOB, we strive to nurture these qualities
not only through what we teach, but through
how we engage, mentor, and empower our
students every day.
If you were to look ahead a decade, what
kind of lasting impact would you like the
Adnan
Kassar
School
of
Business
to
have—on its students, its community, and
on the region more broadly?
My vision for AKSOB is rooted in impact. I want
to build a business school that doesn’t just
prepare students for the marketplace, but for
life—a school that embodies innovation,
inclusion and regional leadership. One of my
goals is to strengthen the bridge between
academia and industry so that our graduates
are not only prepared for the workforce but
equipped to transform it. I hope that a decade
from now, AKSOB will be seen not just as one of
the top business schools in the region, but as
a model of what it means to lead with integri-
ty, relevance and purpose. Ultimately, I want
our students to walk out of here not only with a
degree, but with a mission—to be part of the
change they wish to see.
“My vision for AKSOB is
rooted in impact. I want
to build a business
school that doesn’t just
prepare students for
the marketplace, but
for life—a school that
embodies innovation,
inclusion and regional
leadership. ”
21
World-Saving Environmental Sciences: Future-Ready Perspectives | 19
Balancing Tradition and Transformation: Place and the Future of Universities |
20
LEADERSHIP SPOTLIGHT
Professor Mohammed Awad
Associate Provost for Academic Affairs and Professor of
Computer Science at American University of Ras Al
Khaimah (AURAK), United Arab Emirates (UAE)
| Balancing Tradition and Transformation: Place and the Future of Universities