‘This Is A Duty For Us’: Emlyon Dean Isabelle Huault On ESG Backlash, Tech Ambitions & The Future Of Business Education

When Isabelle Huault was reappointed to another five-year term as dean of emlyon business school this autumn, there was no need to draft a brand-new vision statement. It had already been laid out in the school’s comprehensive Resonance 2024–2028 plan  —  a strategy grounded in hybridization, global ambition, and a deep commitment to societal and environmental responsibility.

“This is not a new strategic plan,” Huault says in an interview with Poets&Quants. “We want to amplify the main axis of our Resonance strategy. ‘Resonance’ is a concept we borrowed from the German philosopher Hartmut Rosa — to resonate with the world, to be in connection with society and the socioeconomic world.”

The projects emerging from this plan are indeed ambitious: a new Alternative Futures Institute focused on sustainability, a standalone tech school called Propulse, a student advisory board prioritizing mental health and well-being, and an expansion strategy that includes offices in the Americas and Middle East, growth in Paris, and deeper stakes in London and Shanghai.

ESG BACKLASH WON’T DETER THIS FRENCH B-SCHOOL

Emlyon’s growing investment in sustainability is striking at a time when some schools — especially in the U.S. — are quietly scaling back their public commitments to ESG (environmental, social, and governance) principles in response to political pressure.

Huault acknowledges that “a kind of backlash” is spreading in Europe as well, including resistance to regulation and reform. But for her, this only deepens the case for action.

“We assert that we want to maintain our social and environmental commitments,” she says. “This is a duty for us — not just on an ethical level, but on an economic one. This is the state of the world today. We have planetary limitations and geophysical realities, and even if some want to ignore them, they are real.”

She believes that while politics may be cyclical, younger generations are increasingly unwilling to disengage from these issues. “The youth — while not a monolith — do have awareness. They know there’s global warming, and they know we have to act.”

‘WE WANT TO WELCOME MORE NORTH AMERICAN STUDENTS’

As Europe becomes an increasingly appealing destination for globally mobile students, emlyon is actively working to boost its international enrollment — especially from North America.

“We already welcome American students,” Huault says. “But I don’t think we’ve seen an increase in their numbers this year.” She notes that most of emlyon’s international growth today is coming from India, China, and Morocco — its top three markets — but that could shift in the coming years.

Paris, she believes, is a major draw. “From the American viewpoint, Paris is very attractive. And Lyon is also a wonderful, dynamic city. I would love more Americans to discover it.”

Huault is also seeing increased faculty mobility across the Atlantic. “This year, we recruited five new faculty members from North America — out of 15 hires,” she says. “That’s a lot, and they come from top, top, top universities. We’re very proud of that.”

As high-level scholars choose emlyon, she adds, that builds a virtuous circle: “Once you have more high-level faculty, you attract more high-level students. That’s why we are very careful with the quality of our recruiting. It’s essential.”

‘THIS INSTITUTE INCARNATES OUR COMMITMENT’

P&Q: Let’s talk about the Alternative Futures Institute. What will it focus on, and what does it say about emlyon’s commitment to social and environmental responsibility?

Huault: We are seeing a backlash — yes, even in Europe. In your country it is worse, of course, but here too, conservative forces try to stop change. For us, this work is not just ethical. It’s scientific. It’s economic. We are a Société à Mission, which is like a benefit corporation. Our raison d’être is to educate enlightened people for a fairer society and a planet-respectful world.

We are a Société à Mission, which is a specific French legal status, like a benefit corporation. Our raison d’être is to educate enlightened people for a fairer society that is respectful of the planet. The Alternative Futures Institute incarnates this commitment. It includes research, programs, and partnerships. For example, we have a chair with a consulting firm specialized in environmental issues — Carbone 4 — and we work together on research projects.

We also offer a course called Sustainable Futures, where students engage in real, transformative projects with companies. It includes a prospective dimension — meaning students look toward the future and build skills for long-term impact. This institute gives visibility to our environmental and social efforts, and is fully aligned with our Resonance strategy.

A TECH SCHOOL FOCUSED ON AI, DATA & CYBERSECURITY

P&Q: You’re launching a new tech-focused school called emlyon Propulse. What need does it address, and how will it integrate with your existing programs?

Huault: This is another way we are amplifying Resonance. One of our strategic pillars is hybridization. We already combine business with design, social sciences, and engineering through dual degrees with top French schools. But now we want to go further.

We’re launching a tech school focused on AI, data, cybersecurity, and eventually quantum. We want to provide students with hard skills and hire new faculty specialized in these fields. The first stage, starting in 2026, will include executive education programs for professionals in transition — such as risk management technicians or AI specialists.

In 2027, we’ll begin launching master’s programs in these areas. Some will be hosted in Paris. These programs will be separate from the business school, but we will also develop hybrid offerings — like we’ve done with our Bachelor of Science with École Centrale de Lyon. We believe this is essential, given the rapid pace of technological change.

P&Q: And that’s part of staying agile in a fast-moving world?

Huault: Exactly. The pace of evolution is very rapid, so we need to anticipate. That means recruiting researchers who can generate new knowledge — so we can integrate that knowledge into our programs. But good faculty in these fields are highly sought-after. They are really hunted. So yes, we must be very selective and proactive.

MENTAL HEALTH, STUDENT VOICE, & QUALITY OF LIFE

P&Q: You’re creating a Student Advisory Board, with mental health as a key focus. That seems rare in the business school world. What’s driving this?

Huault: Mental health issues are now at the core of our policy. We’ve seen an increase in the number of students facing these challenges — especially international students who may feel isolated.

The Student Advisory Board will have eight to ten students from our programs — Bachelor’s, Master’s, Grande École. They will give feedback on all aspects of their experience: well-being, accommodations, food, student life, and academics.

They won’t just advise our executive committee — they will meet with our Mission Committee and our supervisory board. This gives them real influence and allows us to improve student life in meaningful ways. For us, this is about connecting success in academic life with success in personal life.

GLOBAL EXPANSION ON 5 CONTINENTS

P&Q: Emlyon is expanding in many directions — new Paris campus space, global offices, international partnerships. What’s the strategy?

Huault: We’ve just moved our main campus from the suburbs of Lyon to the city center. This allows us to be more connected — with companies, the community, and international students. It also makes us more attractive to faculty and staff.

We’re also expanding our Paris campus to host the tech school and grow our executive education. In London, we have a minority stake in LIS — an interdisciplinary institution with degree-awarding power. It aligns perfectly with our hybridization strategy. We plan to increase our stake.

We’ve had a campus in Shanghai since 2012, and we’re deepening that presence. We’re building new partnerships in India. And yes, we plan to open offices in the Middle East and the Americas so we can be active on five continents.

P&Q: Do you expect more American students in the future?

Huault: I hope so! Paris is very attractive from the American point of view. Lyon is also a wonderful, dynamic city — very industrial, very innovative. I would love more Americans to discover it. Right now, the three top nationalities among our international students are China, India, and Morocco. We do welcome American students, but we haven’t seen an increase yet.

However, on the faculty side, we’ve had great success. This year, five of our 15 new hires came from North America — including from top-tier universities. That helps create a virtuous circle: more high-level faculty leads to more great students, and so on.

EDUCATING FOR A WORLD OF UNCERTAINTY

P&Q: Looking to 2030, what do you see as the biggest challenge ahead?

Huault: Risk management. We are evolving in a world of uncertainty — geopolitical, political, socio-economic, climate risk. That’s why we launched a new MSc in Strategic Intelligence and Covered Risk.

We are also building partnerships with organizations from the defense and humanitarian sectors. We want our students to be equipped with the skills to navigate this instability — systemically, ethically, and strategically.

This is what the next generation of leaders must be prepared for. And it’s why we’re investing so deeply in research, programs, and partnerships to address these new realities.

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