Michel Kalika
President and founder of the Business Science Institute
As our 2024 international seminar draws to a close, celebrating a decade of partnership between the Business Science Institute and the IAE Lyon School of Management, I'm pleased to look back on an enlightening exchange I recently had with Jean-Philippe Denis. As usual, Jean-Philippe didn't hesitate to ask me a rather provocative question, one that might resonate in the minds of many: "Can doing a DBA really make an impact? Can it be useful beyond an extra stripe to hang on one's shoulder?"
It's a question that deserves to be asked and, above all, explored in depth. And to answer it, I don't need to look very far. The facts are there, right before our eyes, embodied in the achievements of our DBAs at the Business Science Institute. Since its inception, we have published 55 books, almost half of them written by practitioners who have earned their DBAs.
These books are not just academic exercises. They illustrate the concrete impact of research on the daily lives of those who carry it out. Let's take the example of an executive of a major company, who focused his thesis on leadership in the context of digital transformation. This wasn't just theory, but lessons learned directly from the field, applied to the complex challenges of the digital age. Another case in point is that of a tender manager at a major corporation, who explored effective strategies for winning tenders. His work has not only enriched the literature, it has transformed his organization's managerial practices. Finally, research into the future of a changing profession, such as notaries, has served as a catalyst for re-imagining the future of an entire sector.
These examples clearly show that the DBA is not just a diploma. It is a form of research that rests on two essential pillars: a conceptual pillar, with rigorous supervision provided by academic professors, and an empirical pillar, firmly rooted in managerial practice. It is this second pillar that makes all the difference. Unlike a more traditional doctorate, the DBA enables practitioners to draw on their professional experience to conduct research that addresses real-life issues. By combining theoretical reflection with practical application, the DBA offers concrete managerial recommendations that can be immediately applied in the workplace.
That's why AMBA, one of the most prestigious associations in the world of management education, calls the DBA a “PhD plus”. Why more? Because the DBA goes beyond the traditional academic framework to have a direct and measurable impact on companies and, more broadly, on society. It's a PhD with a real managerial and societal impact.
Jean-Philippe then spoke about one of our flagship books, “80 tales of impact”, a collection of testimonials from 80 PhDs from our DBA program. This book is a real mine of information. Through these accounts, we discover professionals from all over the world - France, Germany, China, Africa, the United States - who share their experience of this unique program. They all testify to the profound transformation the DBA has brought about in the way they work, manage and even think. We are indeed witnessing a fundamental change, albeit one that will take time.
Why the delay? Because this type of training requires a change in mentality. On the one hand, managers need to reconsider their approach to research, understanding that it is not limited to academics. On the other hand, academics themselves need to recognize the value of research carried out by practitioners. But once this change has begun, the impact is undeniable, and it takes place on three levels.
First, at the individual level. Numerous testimonials illustrate the extent to which the DBA changes doctors' attitudes. They modify their working methods, adopt a more reflective and strategic posture, and even redefine their career paths. Research gives them a new depth, a framework for better analyzing and anticipating the challenges of their sector.
Secondly, at company level. Doctors' research topics come directly from the problems encountered in their organizations. This is why the results of their work provide concrete, immediate and applicable solutions. This is not purely theoretical or disconnected research, but useful research that responds to real needs in the field. In this sense, we could say that the DBA embodies the quintessence of action research.
Finally, the DBA's impact is felt at a societal level. Around half the theses defended at the Business Science Institute are directly linked to the 17 sustainable development goals set by the United Nations. This shows that the DBA is not just a diploma for the individual or the company, but a generator of solutions for global issues. The DBA enables us to contribute to major issues such as climate change, social inclusion and sustainable innovation. It's research that makes sense, beyond the economic or organizational benefits.
Jean-Philippe asked me one last question, in a provocative spirit: “And what if you were to award a DBA honoris causa to Emmanuel Macron?” A question I can't answer directly, of course, but it opens up an interesting debate. There's no doubt that experience acquired in the political arena, particularly at such a high level, is managerial experience of the highest order. Running a country is undoubtedly one of the most complex missions there is, and the skills developed are undeniable. Whether in the public or private sector, management is based on common concepts. So why not? Emmanuel Macron would certainly be welcome at the Business Science Institute, if he wished to deepen his skills and give them an even more structured dimension through management research.
In another recent interview with DBA Chronicles, I had the opportunity to share my journey - from the creation of the first DBA program at a French university to the founding of the Business Science Institute, which today boasts over 200 active DBA students in 50 countries. This adventure was motivated by the need to offer a global DBA program, based on real demand from managers from a variety of industries and regions. In this way, I've been able to highlight the profoundly transformative nature of the DBA: beyond technical skills, it's about personal development, the acquisition of new abilities and professional advancement.
At the Business Science Institute, we have many examples where DBA research has provided concrete solutions to business challenges. These range from the development of new management strategies to the improvement of operational processes. These testimonials show that the DBA is not only an opportunity for the candidates, but also for the organizations they represent.
As you know, the DBA is positioned as a bridge between the academic world and managerial practice. Unlike the PhD, which is primarily oriented towards a theoretical contribution to research, the DBA deals with practical managerial issues. This is a fundamental difference: the DBA connects theory directly to practice, tackling pressing issues such as digital transformation or sustainability.
Today, the issue of sustainability is becoming increasingly important in DBA theses. I believe this trend will continue and intensify in the years to come. I'm convinced that the DBA could well become the new MBA. More and more business leaders are looking to combine academic rigor with practical perspectives to bring about meaningful change in their organizations.
To find out more about our program, please visit the Business Science Institute website: Business Science Institute.
Thank you all for your attention, and I look forward to meeting you again for future discussions on research, management and the place of the DBA in the global higher education landscape.
Michel.
Comments