There’s a question we’ve been asked many times in recent months: What is an executive training school doing at a music festival?
It’s a legitimate question. For many years, we’ve grown accustomed to thinking that leadership takes place in boardrooms, executive programs, or conferences dedicated to the business world. These are the settings where we traditionally discuss strategy, talent, innovation, and transformation.
But are they still the only ones?
At Nova SBE Executive Education, we don't think so.
Leadership does not exist in isolation from the changes taking place around us. It is influenced by technology, culture, and the way people work, collaborate, and interact. It is shaped by new generations, social changes, and the experiences we have outside of organizations.
If we want Nova SBE Executive Education to prepare leaders for a different world, we must also create different contexts for discussing leadership.
It was precisely from this conviction that the House of Leaders was born.
It didn’t start out as an event. Nor was it a brand activation. It began as a platform to spark new conversations about leadership and to bring this debate closer to people, contexts, and perspectives that aren’t usually part of the discussion.
And that's why we chose Rock in Rio Lisbon.
At first glance, it might seem like an unlikely setting. But perhaps it’s exactly the opposite.
Music has an extraordinary ability to bring together people who think differently. It creates shared experiences, stirs emotions, challenges perspectives, and builds communities. A great song does more than just entertain. It inspires, brings people together, and stays with us long after it ends.
Great leaders do exactly the same thing.
They, too, rally people around a common purpose, create movements, challenge the status quo, and leave an impact that lasts beyond the moment they occur. It was this relationship between culture and leadership that we wanted to explore.
At a festival, people don’t stop being who they are outside of it. They remain professionals, leaders, decision-makers, creators, and members of organizations, even when gathered in a different setting. In a space where creativity, innovation, culture, and different generations intersect, it made sense to also start a conversation about leadership.
Not just to talk about organizations, but to reflect on the future of leadership in a world where artificial intelligence will profoundly transform the way we work. A world in which leaders will have to learn to manage hybrid organizations, where people and intelligent agents collaborate on a daily basis, without losing sight of what will continue to distinguish great leaders: the ability to understand people, build trust, develop talent, and rally teams around a common purpose.
Essentially, we wanted to take leadership out of the context in which it is usually discussed and place it where society actually takes place.
That, in fact, remains the House of Leaders’ greatest ambition.
We want to establish a platform that links leadership to three fundamental ideas.
The first is the ability to anticipate the future. Never before have leaders had to navigate such uncertainty, such rapid change, and such complexity. Preparing for leadership means developing the ability to interpret what is yet to come.
The second is impact. For too long, we have measured leadership solely by results. Today we know that this is no longer enough. Leaders are called upon to create value not only for their organizations, but also for people, communities, and society.
The third is collaboration. Major challenges can no longer be solved within a single company or a single industry. We need to create spaces where different perspectives intersect, where knowledge flows, and where new ways of thinking about old problems emerge.
That is exactly what we sought to achieve with this initiative, which features a diverse range of sponsors—the true partners of House of Leaders. We challenged them to take on a role different from the one we traditionally associate with sponsoring an initiative.
More than just offering their support, they agreed to be part of a vision—a vision that holds that leadership development should be a shared responsibility among academia, businesses, and society.
This vision took shape not only in the conversations that took place during the festival, but also through the funding of merit-based scholarships for Nova SBE master’s students, enabling more people to access education and develop their potential as future leaders.
However, what excites us the most is happening right now.
Rock in Rio was just the first chapter.
House of Leaders will continue to thrive through new conversations, meetings, interviews, editorial content, and projects developed with our partners who believe in this mission. We want to continue creating spaces where different leaders can learn from one another and reflect on the challenges that will shape the coming years.
Because we believe that the most influential brands aren't just the ones that communicate.
They are the ones who are able to create platforms that bring people together, generate knowledge, and spark conversations that continue long after the event is over.
Ultimately, that’s what we’ve always wanted to create with this initiative: a space where leaders discover new perspectives. And where, just like with music, the best conversations continue to resonate long after the stage has gone quiet.
