A New Era for Leaders: Bridging Business and Humanity in a Changing World

Professor Fiona Devine’s recent visit to Hong Kong brought a much-needed breath of fresh air to the region’s executives and educators. As Vice-President and Dean of the Faculty of Humanities at the University of Manchester, Devine has spent years observing the evolving landscape of higher education and leadership. Her message is clear: in a world where technological disruption and societal expectations are redefining the rules, leaders must be holistic – marrying business acumen with human understanding and technological fluency.

The Greater Bay Area presents a unique challenge and opportunity for Devine’s vision. The region’s rapid growth has created a talent pool hungry for education that prepares them for the future. Manchester University’s Hong Kong centre is now part of a digitally connected international network spanning Asia and the Middle East, reflecting a broader trend: universities must adapt to meet the changing needs of students and employers.

Devine’s own career trajectory mirrors this institutional shift. From leading Alliance Manchester Business School for over a decade, she moved into the Dean of Humanities role – a move that might seem unconventional in an industry often separating business from the arts and social sciences. However, Devine sees her transition as an expansion of business leadership, not a departure. She argues that modern corporate leaders must navigate geopolitics, social change, cultural complexity, and environmental pressures.

In Hong Kong, where executives operate within global supply chains, ESG expectations, and technological disruption, this interdisciplinary awareness is becoming increasingly critical. The University’s new institutional roadmap, “Manchester 2035,” aims to break down internal silos and create a digitally enhanced institution capable of supporting lifelong learners across geographies.

Devine cautions against relying too heavily on technology, advocating instead for responsible integration and critical thinking. She emphasizes that values, judgment, and lived experience – qualities that AI systems cannot replicate – remain essential for effective leadership. As she puts it, “Leadership is about setting the tone and expectations.”

The real emphasis must be on creating a new kind of leader who combines business expertise with human insight and technological literacy. In a world where algorithms and change are accelerating at an unprecedented pace, wisdom grounded in values and social understanding remains the ultimate competitive advantage.

As Devine returns to Hong Kong, her message resonates with executives navigating regional integration, technological disruption, and societal expectations. Tomorrow’s leaders must be able to bridge business and humanity – a philosophy that Manchester University embodies through its new institutional roadmap. In this era of rapid change, one thing is clear: those who can harness the power of human insight will lead the way.

The implications are far-reaching: educators, policymakers, and employers all have a stake in shaping tomorrow’s leaders. Manchester University’s “Manchester 2035” roadmap offers a glimpse into what this might look like – an institution breaking down internal silos and creating a digitally enhanced environment that supports lifelong learning across geographies.

Institutions like Manchester University must adapt their curricula and pedagogy to reflect the shift towards interdisciplinary awareness and technological literacy. This means creating a generation of leaders equipped to tackle complex global challenges. As the boundaries between disciplines disappear, universities must respond by redefining the way they prepare students for the future.

The value of human insight in leadership will only continue to grow as technological disruption becomes the norm. Devine’s emphasis on critical thinking and responsible integration of technology is a timely reminder for leaders in all fields – not just education. The challenge lies not just in delivering degree programmes but in creating a new kind of leader who can navigate complex global challenges.

Manchester University’s “Manchester 2035” roadmap offers a vision of an institution that breaks down internal silos, creates a digitally enhanced environment, and supports lifelong learning across geographies. Whether institutions like Manchester University can deliver on this vision – and what it might mean for the future of leadership itself – remains to be seen.

Ultimately, Professor Devine’s argument is simple: usefulness is the ultimate goal. In an era where algorithms are driving decision-making and societal expectations are driving change, leaders must be equipped with human insight and technological literacy. The value of human insight in leadership will only continue to grow as institutions like Manchester University strive to create a new kind of leader who can bridge business and humanity.