Corporate training has become a strategic priority for organizations that need to develop new capabilities and address challenges such as digitalization, AI, and changes to their business models and leadership approaches.

According to the World Economic Forum’s Future of Jobs Report 2025, 63% of employers identify skills gaps as one of the main barriers to business transformation.

In this context, talent and learning leaders need to choose a training partner that understands their challenges and can provide a learning solution that delivers tangible results for the organization. But how can they choose the right partner?

Esade’s experience in Corporate Learning Solutions shows that finding the right partner involves much more than selecting from an existing portfolio of programs. Customization, co-creation, and the ability to measure results are among the key factors to consider. This guide explains what to look for before making a decision.

Custom corporate training vs. an existing program portfolio

A program portfolio offers predesigned courses focused on specific skills or areas of development. These can be useful for professionals with different backgrounds and business needs. Custom training, by contrast, starts with a specific business challenge, and the learning solution is designed around it.

For example, if someone needs to strengthen a particular skill, such as finance for non-financial professionals, negotiation, or project management, a program from the existing portfolio may meet that need.

By contrast, if a company operates in a sector with specific technical requirements, needs to prepare its teams to integrate AI into their processes, or wants to develop new capabilities across several areas of the business in a coordinated way, a custom solution makes it possible to address the company’s specific circumstances and tailor the learning experience to its objectives.

That’s why, when evaluating corporate training solutions, it can be particularly useful to work with a partner that offers both options and can recommend the most appropriate one for each need.

Customization and co-creation

Customization starts with a thorough diagnosis. Before defining the content, the partner should identify the capabilities the organization needs to develop, the changes it wants to achieve, and the teams and professionals who will be key to making those changes happen.

It is also important to establish how involved the company will be in the design process. In a co-creation process, the partner brings academic expertise, methodology, and an external perspective, while the organization contributes its knowledge of its strategy, culture, and internal context.

This collaboration makes it possible to design training that is tailored to the company’s context while remaining open to new perspectives and approaches. In this way, customized corporate training can become a key driver of the capability development the organization needs.

Track record, success stories, and the ability to measure results

When assessing a partner’s track record, look at the depth of its experience, the quality of its expertise, and its ability to address complex challenges. Experience working with similar types of professionals, or addressing challenges comparable to those faced by the organization, is an added advantage.

Success stories help show how that experience translates into practice: what the challenge was, what solution was designed, how it was implemented, and what results were achieved.

It is also worth examining how the partner evaluates results. Attendance and satisfaction provide useful information, but on their own, they cannot tell you whether participants have developed new capabilities and are applying them at work.

How to assess training delivery throughout the program

Training delivery should also be assessed while the program is underway. Once training has begun, check whether the partner:

• Monitors the program systematically.
• Meets agreed milestones.
• Maintains clear lines of communication.
• Responds promptly to issues or changes.
• Collects feedback, identifies deviations, and makes the necessary adjustments to content, activities, or formats.

A corporate learning system

A corporate learning system provides an overview of how an organization develops its employees’ skills. Rather than addressing each training request in isolation, it helps identify which capabilities are priorities, which groups need to develop them, and which type of solution is best suited to each need.

This framework can bring together custom corporate programs, open-enrollment programs, coaching, peer learning, projects that put learning into practice, and shorter, modular formats.

From this perspective, executive education becomes a strategic asset, moving beyond a series of isolated initiatives to form part of a broader talent development strategy.

How to draw up a corporate training services agreement: A checklist before signing

• Scope: The needs the program addresses, the groups it targets, and the services included.
• Solution design: Content, methodology, formats, and degree of customization.
• Roles and responsibilities: What the training partner is responsible for and what the internal team will handle.
• Deadlines and schedule: Project phases, key dates, and implementation milestones.
• Deliverables: Sessions, materials, resources, and other items each party must provide.
• Monitoring and review: How and when the program’s progress will be reviewed, who will be involved, and how any necessary adjustments will be agreed upon.
• Evaluation: Indicators, measurement methods, and when results will be assessed.
• Specific terms: Confidentiality, data processing, and ownership of materials, where applicable.

Signs of successful corporate training

Successful corporate training does more than help people learn. It translates that learning into meaningful changes for individuals and the organization. Signs of success include:

• Participants apply what they have learned to real situations and decisions at work.
• There are observable changes in capabilities or behaviors linked to the program’s objectives.
• Projects or initiatives associated with the training move forward and produce concrete results.

Corporate training trends your partner should be aware of

One of the main trends in corporate training is the growing use of data to personalize learning. According to Deloitte’s Talent Agility Leadership Survey 2025, 71% of respondents believed that personalized, data-driven learning can help close skills gaps.

Flexible, modular learning paths are also gaining ground, along with approaches that combine in-person, online, and blended learning with experiential methods tied to real-world challenges.

Microcredentials are another part of this evolution.

At the same time, technological advances are making human skills increasingly important. A 2026 Deloitte study found that 63% of professionals expect human skills to become more important over the next two years. Training partners should therefore be able to combine technology with the development of human skills.

How Esade works with organizations on customized solutions

At Esade, Corporate Learning Solutions follow a process of analysis, design, implementation, and continuous development. Drawing on each organization’s strategic context, business challenges, and capability needs, Esade co-creates tailored learning experiences and delivers them through a practical, experiential approach. Results are evaluated to help refine and develop the solutions over time.

Read about our work with clients such as Deutsche Bank, ECCBC, and CaixaBank.

Frequently asked questions

How long does it take to implement a corporate training program?

It depends on the complexity of the challenge, the number of participants and their backgrounds, and the degree of customization. A custom solution usually requires an initial diagnosis and design phase before implementation begins.

¿Cómo se mide el éxito de una formación corporativa?

Success is measured using indicators defined in line with the program’s objectives. These may include participant satisfaction, learning outcomes, application on the job, behavioral changes, and, where relevant, organizational results, such as progress on strategic projects or improvements to specific processes.

¿Qué debe incluir un buen acuerdo de servicios de formación?

It should specify the scope, deadlines, deliverables, responsibilities, monitoring arrangements, evaluation criteria, and procedures for reviewing or adjusting the program during implementation.

Custom training or an open-enrollment program: When should you choose each option?

Custom training is best suited to challenges that require coordinated capability development and learning tailored to the organization’s context. An open-enrollment program may be sufficient when an existing, structured offering meets the need.

Does your organization need a learning solution tailored to its challenges? At Esade, we can help you design one. Discover our Corporate Learning Solutions

Choosing postgraduate education after gaining professional experience leads many professionals and executives to consider whether to pursue a specialized master’s degree or an MBA.

Although an MBA is, in fact, a type of master’s degree, the two serve different educational purposes. How can you tell which one is the right fit for you? The key is to understand what each one offers, where you are in your career, and what direction you want to take.

Below, we analyze the main differences between a master’s degree and an MBA to help you make a decision that allows you to take the next step and assume new management and leadership responsibilities.

What is an MBA?

MBA stands for Master of Business Administration. It is a master’s degree in business administration and management designed to provide a comprehensive view of business and develop managerial judgment and the ability to make complex decisions, a capability that is particularly relevant in contexts of uncertainty and when different business priorities compete.

In a context shaped by artificial intelligence, this judgment is even more important. The more powerful these technologies become, the more important it is to know what questions to ask, which recommendations to challenge, what risks to take, and how to integrate data, context, and ethical considerations to ultimately stand behind your decisions and take ownership of them.

Finance, strategy, marketing, operations, innovation, technology, leadership, and people management are some of the areas that typically come together in an MBA. However, its distinctive value does not simply lie in covering different business functions, but in understanding the organization as a whole, setting priorities, influencing different stakeholders, managing trade-offs, and making decisions whose consequences extend beyond a single area of specialization.

What is a master’s degree?

A master’s degree is a form of postgraduate education that allows participants to deepen their knowledge in a particular field or develop new professional skills, while also incorporating new tools and technologies, such as artificial intelligence, applied to that field.

There are different types of master’s degrees: many are geared toward specialization in a specific area, such as finance, marketing, business analytics, or operations, while others provide more general management education, such as the Master in Management (MiM).

Key differences between a master’s degree and an MBA

1. Participant profile

• Master’s degree: professionals who want to lead their functional area.
  Based on Esade data, participants in specialized Executive Masters are 34–35 years old on average and have around 9–10 years of professional experience. They have generally built a career in a specific functional area, and want to deepen their expertise and prepare to lead it.
  There are also specialized MSc (Master of Science) programs for recent graduates or junior professionals who want to become experts in a particular field from the beginning of their careers.
• MBA: professionals who want to improve their cross-functional leadership, develop better decision-making skills, or pursue entrepreneurship.
  In MBA programs, the profile varies depending on the format. In Esade’s Full Time MBA, participants are an average of 29 years old with 6 years of professional experience. In the Executive MBA, the average is 37 years old with 12 years of experience, and the part-time format allows participants to combine their studies with their professional work.

In both cases, the goal is to move toward more cross-functional leadership by integrating different perspectives and making decisions about the organization as a whole, or to pursue their own business venture.

Understanding the differences between an EMBA and an MBA can help you identify which format best fits your career stage.

Participant profiles for master’s degrees and MBAs at Esade

Program	Average age	Average experience	Objective: key difference
MSc Masters of Science	22-24	0-2 years	Specialize in an area and build expertise from the early stages of your career.
Executive Masters	34-35	9-10 years	Deepen your expertise in an area, such as finance or operations, and prepare to lead it.
Full Time MBA	29	6 years	Develop cross-functional leadership and managerial judgment to make decisions about the business as a whole or pursue your own business venture.
Executive MBA (Compatible with work)	37	12 years

                                                                                     

2. Teaching method

Both specialized master’s degrees and MBA programs combine knowledge acquisition with applied learning through methods such as case studies, simulations, projects, and solving real business challenges. In an MBA, previous professional experience and the diversity of the group also add value to the learning experience: they allow participants to compare frameworks, decisions, and perspectives with people from different industries, functions, and international contexts (peer-to-peer learning).

The main difference between an MBA and a master’s degree lies in the perspective from which these challenges are approached:

• In a specialized master’s degree, learning allows participants to explore the problems, tools, technologies, and decisions specific to a particular area in greater depth, while also understanding how it relates to other functions and how it can contribute to the organization’s overall objectives.
• In an MBA, challenges are analyzed from a more cross-functional perspective, integrating different business functions from the outset to make decisions about the company as a whole.

3. Financial investment and expected return

Investment is another difference worth considering. At a prestigious business school such as Esade, Executive Masters generally cost around €30,000, while MBA programs require a higher investment: the Executive MBA costs around €74,000, and the Full Time MBA costs more than €80,000, depending on the edition.

When considering this investment, it is worth taking into account the effect it can have on career and salary progression. In Esade’s Executive MBA, the average post-EMBA salary increase is 30% in Spain and 52% internationally. For the Full Time MBA, the Financial Times 2026 rankings put the average salary increase three years after graduation at 155%.

It is also worth considering the available financing options, scholarships, and excellence awards, as these can reduce the investment required and form part of the decision.

4. Admission requirements

Requirements vary by school and program. For specialized master’s degrees, they may include an undergraduate degree, professional experience, language proficiency, and a selection process.

For Esade’s Executive Masters, for example, the minimum experience required depends on the program, with many requiring 5 years, and the process may include tests such as the Esade Admission Test (TAE), Executive Assessment (EA), GMAT, or GRE. The candidate’s career background, potential, and fit are also taken into account.

For MBA programs, in addition to an undergraduate degree, professional experience, English proficiency, and admission tests carry particular weight. Esade’s Full Time MBA requirements include a minimum of 2 years of full-time work experience, proof of English proficiency, and completion of the Esade Admission Test, GMAT, or GRE. For Executive MBA admissions, the minimum is 5 years of experience, and the process also includes an interview with the Admissions Committee.

Difference between the Master in Management and the MBA: a special case

The Master in Management (MiM) is a special case because, like the MBA, it provides broad-based business management education and allows participants to understand how the different functions of an organization relate to one another. The main difference lies in the participant’s background and career stage:

The MiM is generally designed for recent graduates or professionals in the early stages of their careers who want to build a solid foundation in management before gaining extensive experience.

The MBA, by contrast, builds on more extensive prior professional experience and uses it to develop more sophisticated managerial decision-making skills. Participants can compare theoretical frameworks with decisions they have already taken, mistakes they have made, organizations they have worked in, and leadership situations they have faced.

How to choose between a master’s degree and an MBA based on your career stage

The choice depends above all on what you want to achieve in the next stage of your career:

• If you want to deepen your expertise in a specific functional area and prepare to lead it, a specialized master’s degree may be a better fit for you.
• If, on the other hand, you want to develop more cross-functional leadership, strengthen your management decision-making skills, and learn to make integrated decisions about the business as a whole, an MBA can help you take that step, whether you want to change functions or industries or launch your own business venture.
• It is also worth considering the investment and expected return, as well as your career experience and whether you are available to study full time or combine your studies with work. Whichever option you choose, at Esade you can develop the professional skills you need to take the next step.

Frequently Asked Questions

What is the main difference between a master’s degree and an MBA?

The main difference is that a specialized master’s degree allows participants to deepen their knowledge in a specific area of management, while an MBA develops the ability to lead cross-functionally, integrate different perspectives, and make well-informed decisions about the business as a whole in increasingly complex business environments.

Do I need work experience to pursue an MBA?

Generally, yes. MBA programs are usually aimed at professionals with prior work experience, although requirements vary by program. At Esade, the Full Time MBA requires a minimum of 2 years of professional experience, while the Executive MBA requires a minimum of 5 years.

What is the difference between a Master in Management and an MBA?

Both offer a general management education, but they are aimed at different career stages. The Master in Management is generally designed for recent graduates or participants with limited experience, while the MBA builds on more extensive career experience and uses it to connect what participants learn with real business decisions and situations that they have experienced.

Can I pursue an MBA if I already have a master’s degree?

Yes. Having previously completed a master’s degree does not prevent you from pursuing an MBA. It may make sense if you want to complement a specialization with a more cross-functional view of the business, change functions or industries, take on greater responsibilities, or start a new business venture.

At Esade, we can help you find the program that’s right for you. Explore our Executive Masters and MBA programs and take the next step toward leadership.

Traditionally, the Operations Director has been, above all, responsible for ensuring that the organization operates effectively. Optimizing costs, ensuring supply quality, and giving the organization the flexibility to respond through process design and management are among their main responsibilities, and an organization’s ability to compete sustainably depends on how well these areas are managed. All these responsibilities remain essential, but today they are no longer enough.

Digitalization, artificial intelligence, supply chain volatility, and the need for continuous innovation are expanding the scope of the role: the new kind of Operations Director must be able to connect strategy and execution, turn technology into results, and lead changes that cut across the organization.

The pace of change in the competitive environment requires Operations leaders to take a proactive and forward-looking role in decision-making. It is worth bearing in mind that, in this context, poor execution is not always the result of poor practice: it can also stem from a poor decision.

This is precisely the evolution addressed by Esade’s Spanish-language Executive Master en Estrategia de Operaciones e Innovación, a program for experienced professionals that offers an approach to operations designed to meet the changing demands of the business environment. Below, we examine the knowledge and skills that are redefining the role of the Operations Director.

What does an Operations Director do, and why is the role changing?

The responsibilities of an Operations Director, or COO (Chief Operating Officer), depend on the sector, company size, and organizational structure. However, their primary responsibility is to execute strategy and action plans effectively and with agility.

This means translating business objectives into concrete decisions: which processes to redesign, where to invest, which technologies to adopt, how to reorganize teams, how to adjust available resources, or how to design and manage the supply chain. But it also means identifying what needs to change for the organization to remain competitive.

In a recent podcast, McKinsey noted that today’s COOs operate at “the intersection of strategy, execution, and collaboration with the CEO.” This shift moves the focus from day-to-day management toward a broader responsibility: turning business priorities into results and helping define how the organization should evolve.

Operations Director responsibilities: from managing processes to creating competitive advantage

Efficiency remains one of the pillars of Operations management, but it can no longer be considered in isolation. Costs, productivity, quality, service, and the ability to respond flexibly must be connected to strategic priorities and the value the organization wants to create.

In this new context, some responsibilities take on particular importance:

1. Align operations with business strategy

One of the main responsibilities of the Operations Director is to translate strategy into operational capabilities, priorities, and objectives.

If a company wants to expand into new markets, improve customer experience, or develop a different value proposition, its processes, resources, and systems must be ready to make this possible. This requires establishing indicators to assess results and incorporating an economic perspective into operational decisions.

2. Design a more agile and resilient value chain

Managing operations means matching supply with demand in a highly unpredictable environment while balancing efficiency with the ability to respond flexibly.

In other words, the focus needs to be on managing demand. Because demand tends to be heterogeneous, supply needs to be structured by segment. And because demand is also dynamic, the response needs to be adaptive. This requires a governance model in which the Operations Director steps outside their comfort zone to build consensus with the Sales and Finance functions.

Operations management needs to understand the interdependencies across the entire value chain, anticipate vulnerabilities, coordinate different functions and disciplines, work with different scenarios, and develop a system capable of adapting quickly without losing competitiveness.

3. Involve the customer in operational decisions

Customer experience does not depend solely on marketing or sales. Product availability, delivery times, quality, personalization, and after-sales service are also the result of operational decisions.

This is why customer-centric operations are becoming increasingly important, connecting market needs with process design and value chain management.

4. Combine operational excellence and innovation

Lean Management and continuous improvement remain essential for identifying waste, reducing inefficiencies, and refining processes. But operational excellence is no longer simply about improving what already exists.

The new kind of Operations Director must combine that discipline with the ability to experiment, challenge established models, and explore new solutions. Optimization and innovation are no longer alternatives, but complementary capabilities.

AI and digital transformation: from adopting technology to creating value

Artificial intelligence is accelerating the evolution of operations. Its applications include demand forecasting, planning, predictive maintenance, logistics optimization, quality control, automation, and decision support.

However, adopting technology does not necessarily mean transforming operations.

According to PwC’s Digital Trends in Operations Survey 2026, conducted among 767 operations and supply chain leaders at US companies, 89% say their technology investments have not yet fully delivered the expected results. In addition, 87% say insufficient data quality has made it harder to derive value from digital initiatives.

These figures are particularly significant: the challenge is not simply adopting new tools, but integrating them into processes, data, and management models capable of generating measurable results.

The COO’s challenge: turning AI investment into real results

McKinsey points in the same direction. To derive value from AI, organizations need to move beyond isolated pilots and use cases and rethink processes and workflows from end to end. For the COO, this means prioritizing the areas where technology can create the most value and designing solutions from the outset with the ability to scale.

Implementation also requires creating the right organizational conditions. McKinsey notes that defining the operating model, data governance, and change management is key to enabling Operations leaders to turn AI investments into real results.

As we discuss in this Beyond article, this evolution is part of a digital transformation in companies that goes far beyond adopting new tools.

The skills of today’s Operations Director

• Strategic and systemic thinking: understanding how an operational decision affects customers, finances, talent, or competitiveness.
  
• Analytical ability and technological judgment: interpreting data, evaluating technologies, and determining where they can create value.
  
• Results orientation: connecting operational indicators with business objectives.
• Cross-functional leadership: coordinating functions with different priorities and influencing beyond one’s own organizational structure.
  
• Change management: transforming processes also means transforming ways of working.
  
• Decision-making under uncertainty: anticipating risks and adapting priorities as circumstances change.

The “enterprise orchestrator”

Boston Consulting Group (BCG) describes this evolution by referring to the COO in the age of AI as an “enterprise orchestrator”: a leader capable of coordinating technology, processes, people, and decisions across the organization.

In this context, transformational leadership also becomes particularly important: driving change requires creating a shared vision and ensuring that new strategies and technologies translate into new ways of working.

How to prepare to lead the new Operations function

Developing these skills requires going beyond technical knowledge and broadening your view of the business as a whole. Specialized education such as Esade’s Spanish-language Executive Master en Estrategia de Operaciones e Innovación provides an integrated perspective that connects management and leadership with operational strategy, innovation, AI, and digital transformation.

Designed for experienced professionals and executives, the program provides the knowledge and skills needed to lead the Operations function and make it a driver of business competitiveness and innovation.

Frequently asked questions

What does an Operations Director do in a company?

The primary responsibility of the Operations Director is to translate strategy into concrete operational decisions: which processes to redesign, where to invest, which technologies to adopt, how to reorganize teams, how to adjust available resources, or how to design and manage the supply chain. They are also responsible for balancing supply and demand, adapting the organization’s ability to respond to changing conditions, and identifying what needs to be adjusted for the organization to remain competitive.

How has the role of the COO evolved?

The COO has moved from focusing primarily on efficiency and operational control to taking on a more strategic role. Today, they must connect operations and business, drive innovation and digital transformation, integrate new technologies, and lead changes that affect the organization as a whole.

What are the main skills of an Operations Director?

In addition to technical knowledge and operational management, key skills include strategic and systemic thinking, analytical ability and technological judgment, results orientation, cross-functional leadership, change management, and the ability to make decisions in complex and uncertain environments.

How is AI changing the work of the Operations Director?

AI is expanding the possibilities for forecasting, planning, automation, maintenance, and decision-making. The challenge for the COO is not simply to adopt new tools, but to identify where they can create value, redesign processes, and create the conditions needed to scale results.

Take the next step in Operations leadership. Discover Esade’s Spanish-language Executive Master en Estrategia de Operaciones e Innovación and prepare to lead with a more strategic, innovative, and technology-driven perspective.

When we think of law, we usually picture a trial, a judge, and a courtroom. But not every dispute is resolved in a country’s courts. In a world where companies operate across different markets, governments sign treaties, and investments cross borders, many disputes require alternatives to national courts.

That’s where international arbitration comes in: a legal specialty that operates across different legal systems, languages, and cultures, and one you can pursue through Esade’s Double Degree in Law and Global Governance, Economics and Legal Order.

If you’re interested in international relations, geopolitics, and dispute resolution, keep reading. You may be looking at one of the areas of legal practice with the strongest international career prospects.

What is international arbitration?

It’s a method of resolving disputes between parties from different countries without going through the ordinary courts. But what exactly is international arbitration, and who resolves these disputes?

In international arbitration, the case isn’t decided by a judge from one of the countries involved. Instead, the parties agree to have the dispute resolved by one or more independent arbitrators. They hear both sides, review the evidence, and issue a final decision known as an arbitral award.

International commercial arbitration vs. investment arbitration

There are different types of international arbitration. Two of the most prominent are international commercial arbitration and investment arbitration:

• Commercial arbitration typically takes place between companies. For example, it may arise when a Spanish company has a dispute with a foreign supplier, or when two companies disagree over an international contract.
• Investment arbitration typically arises between a foreign investor and a state. It may occur when a company believes a country has breached the protections set out in an international investment treaty.

Key features and principles of international arbitration

The main characteristics of international arbitration help explain why, in some cases, it can be an effective alternative to litigation:

• Neutrality: Because the parties are based in different countries, they’re often reluctant to litigate before the other party’s national courts. Appointing independent arbitrators helps ensure neutrality.
• Expertise: Arbitrators are typically specialists in the subject matter of the dispute, whether that’s international trade, energy, construction, investment, technology, or finance.
• Flexibility: The parties can tailor aspects of the procedure, including the language, the seat of arbitration, the number of arbitrators, and the rules that apply.
• Confidentiality: Many arbitration proceedings allow sensitive information to be handled more privately than in open court.

The key principles of international arbitration include equality between the parties, the right to be heard, and the independence and impartiality of the arbitrators.

Types of international arbitration: institutions, rules, and examples

One of the main distinctions between the different types of international arbitration is the difference between institutional arbitration and ad hoc arbitration.

Characteristics of institutional arbitration

• An arbitral institution administers the proceedings. It provides procedural rules, oversees certain aspects of the process, and helps ensure the case progresses efficiently.
• Institutions: Some of the best-known arbitral institutions include the International Court of Arbitration of the International Chamber of Commerce (ICC) in Paris, the London Court of International Arbitration (LCIA), the SCC Arbitration Institute in Stockholm, and the International Centre for Settlement of Investment Disputes (ICSID), which specializes in disputes between foreign investors and states.
• Rules: Proceedings are generally conducted under the rules of the institution administering the case, such as the ICC Rules, LCIA Rules, SCC Rules, or ICSID Rules.
• Example: In Vattenfall v. Germany, the Swedish energy company Vattenfall initiated arbitration proceedings against Germany over the country’s decision to phase out nuclear energy. The case was administered by ICSID.

Characteristics of ad hoc arbitration

• No institution administers the proceedings. Instead, the parties organize the arbitration themselves, usually under a set of rules they have agreed on in advance.
• Rules: The most widely used are the UNCITRAL Arbitration Rules. In other cases, the parties may agree on bespoke procedural rules or rely on organizations such as the Permanent Court of Arbitration to assist with certain aspects of the proceedings.
• Example: In Yukos Universal v. Russia, the dispute arose from a series of actions by the Russian state, including tax claims and the auction of assets, which Yukos Universal argued had destroyed the value of its investment. The case was conducted under the UNCITRAL Arbitration Rules.

How the international arbitration process Works

The international arbitration process varies depending on the rules chosen by the parties. Even so, it generally follows a common structure:

1. Arbitration agreement: Everything begins with an agreement between the parties establishing that any future dispute may be resolved through arbitration. This agreement may be included in a contract, concluded after a dispute arises, or derive from an international treaty.
2. Request for arbitration: Once a dispute arises, one of the parties files a request for arbitration. This sets out the nature of the dispute, identifies the other party, and summarizes the relief sought.
3. Constitution of the arbitral tribunal: The tribunal is usually made up of either a sole arbitrator or a panel of three arbitrators.
4. Submission of arguments: The parties present their written arguments, together with supporting documents, expert reports, and other evidence.
5. Hearing: In some cases, a hearing is held with the lawyers, witnesses, experts, and arbitrators.
6. Arbitral award: The tribunal issues its award, which resolves the dispute and is generally binding on the parties.

Advantages and disadvantages of international arbitration compared with litigation

Advantages

• It can provide neutrality by eliminating the need for one party to litigate before the other party’s national courts.
• It allows parties to appoint arbitrators with expertise in the subject matter of the dispute.
• It’s generally more flexible than traditional court proceedings.
• It offers greater confidentiality.
• Arbitral awards can be recognized and enforced in many countries thanks to international treaties.

Disadvantages

• It can be expensive, particularly when it involves large law firms, highly specialized arbitrators, and international experts.
• Some complex arbitration proceedings can take years to conclude.
• The grounds for appealing an arbitral award are limited.

Knowing when and why to choose arbitration is part of what makes a strong international lawyer.

Career opportunities and the profile top law firms look for

International arbitration is a highly specialized field that can open the door to careers in some of the world’s most international legal environments, including major law firms in London, Paris, or New York, specialist boutique firms, the legal departments of multinational companies, arbitral institutions such as the ICC and ICSID, and international organizations.

Among the many career paths available to law graduates, this specialty stands out for one key reason: it requires an international mindset. Lawyers specializing in arbitration may analyze contracts, develop legal strategies, draft submissions, coordinate evidence, interpret treaties, or take part in international hearings.

That’s why leading law firms aren’t simply looking for people who can memorize legal rules. They look for professionals who can work across legal systems, languages, business cultures, and geopolitical contexts.

Key skills for a career in international arbitration

A strong legal foundation is essential for working in international arbitration, but it isn’t enough. A single case may require you to understand economics, politics, business, and current international affairs. Arbitration can also overlap with other areas of law, such as employment law in international workplace disputes, or tax law when disputes involve investments, multinational companies, or cross-border transactions.

In addition, this field requires a number of specific skills, including:

• Legal reasoning.
• Analytical skills.
• Strong written and oral advocacy skills.
• Foreign language proficiency.
• Attention to detail.
• The ability to work in multicultural teams.

How to choose the right education in international law and arbitration

As we’ve seen, international arbitration requires a strong legal foundation, as well as an understanding of the global context. That’s why programs such as Esade’s Double Degree in Law and Bachelor in Global Governance, Economics and Legal Order provide the knowledge, tools, and skills you’ll need to build a career in this field.

By combining law with global governance, economics, geopolitics, and international relations, this program offers a broader perspective on legal issues. It’s not just about studying the law. It’s about learning to understand the world in which those laws are applied.

Frequently asked questions

What is international arbitration, and how is it different from litigation?

It’s a method of resolving disputes between parties from different countries without going through the ordinary courts. The main difference is that the case is decided by independent arbitrators rather than a judge.

What are the most common types of international arbitration?

The most common types are international commercial arbitration, which takes place between companies, and investment arbitration, which involves foreign investors and states. Arbitration may also be institutional or ad hoc.

What are the advantages of arbitration over litigation in national courts?

It can provide neutrality, specialized arbitrators, greater flexibility, confidentiality, and make it easier to enforce decisions across different countries.

What qualifications do I need to work in international arbitration?

You’ll need a strong foundation in law, as well as foreign language skills, an international outlook, strong analytical abilities, and an understanding of economics and geopolitics. That’s why a double degree combining Law and Global Governance is a particularly strong route into this field.

If you’d like to learn more about preparing for a career in international arbitration, explore Esade’s Double Degree in Law and Global Governance, Economics and Legal Order.

Artificial intelligence is no longer a future promise, but a force transforming the job market in real time: it is redefining roles, responsibilities, and ways of working, giving rise to new future professions and a new way of creating value within organizations.

For executives, managers, and working professionals, the key question is no longer whether AI will affect their careers, but how to adapt strategically to remain relevant in an increasingly automated environment.

In this context, building a practical, business-focused understanding of AI has become a clear competitive advantage, especially when developed through leading programs such as Esade’s Spanish-language Programa de Especialización en Inteligencia Artificial Empresarial designed to integrate AI into decision-making and organizational processes.

The major shift: what is really changing in the job market

The impact of AI goes beyond the adoption of new tools. It is reshaping the very structure of work: which tasks are performed, how teams are organized, and where value is created within organizations.

As the McKinsey Global Institute notes in its report Agents, robots, and us: Skill partnerships in the age of AI, the real impact of artificial intelligence is not a large-scale replacement of jobs, but a deep reconfiguration of tasks and the skills required to create value, based on collaboration between people, digital agents, and automated systems.

According to the same study, current technologies could automate up to 57 % of working hours in certain advanced economies. However, automatable does not automatically mean replaceable: in many cases, what changes is not the role, but the composition of its tasks.

Automatable does not automatically mean replaceable. In most cases, work does not disappear, it is redesigned.

This shift explains why many future technology professions do not arise only from new sectors, but from the transformation of existing roles. Professional value is moving from routine execution toward expert judgment, strategic oversight, and the ability to integrate technology into business decisions.

As Josep Lluís Cano notes in his article on artificial intelligence and employment, AI can improve productivity and complement human work, especially in roles that require a high level of cognitive engagement and advanced skills.

Sectors with the greatest impact

Although people often talk about more or less affected sectors, the impact of AI depends largely on the nature of tasks rather than the industry itself. The more structured, repeatable, or data-intensive the activities, the greater their automation potential.

For this reason, areas such as finance, consulting, marketing, operations, healthcare, and logistics — all information- and process-intensive — are undergoing rapid transformation. AI is taking on analytical and operational tasks, while professionals focus on strategic interpretation, complex decision-making, and managing uncertainty.

In this context, digital professions of the future are emerging in areas such as advanced analytics, applied artificial intelligence, cybersecurity, customer experience, and sustainability. These are not just new roles, but hybrid positions that combine industry knowledge, technological capability, and strategic perspective.

Many of the future roles linked to artificial intelligence arise from the reconfiguration of tasks and the integration of technology into traditional functions.

Skills for future-proof careers: what to learn now to stay relevant

Beyond formal qualifications, the real competitive edge lies in skills. The McKinsey report indicates that more than 70 % of current capabilities will still be needed in the job market, although their relative weight and how they are applied will evolve significantly in the coming years.

The key is to identify which capabilities need to be strengthened, which need to be updated, and which will stop adding value. Understanding which skills to develop is critical to accessing future-proof careers in an increasingly dynamic and demanding environment:

AI fluency

AI fluency does not mean programming algorithms, but understanding how AI tools work, how to integrate them into business processes, and how to critically evaluate their outputs. McKinsey highlights that demand for this capability has multiplied sevenfold in just two years.

This approach aligns with the idea of using AI to become an augmented professional: someone who uses technology to amplify their capabilities and improve results.

Interpersonal skills that AI cannot replicate

Automation does not reduce the importance of human skills; it increases it. Leadership, communication, negotiation, empathy, and change management are less exposed to automation and increasingly critical in complex organizational environments.

These skills make it possible to translate technological potential into real impact on people, teams, and customers, and are essential for leading transformation processes.

Critical thinking and complex problem solving

AI excels at analyzing large volumes of data, but it still requires human oversight to interpret ambiguous contexts and make strategic decisions. In this scenario, critical thinking becomes a core capability in future roles.

Knowing how to frame the right questions, challenge outputs, and assess risks is a differentiating advantage in high-uncertainty environments. This is why combining critical thinking with domain expertise is essential to interpret information and make well-founded decisions.

Continuous learning

The future of work requires a mindset of ongoing learning. As tasks evolve, so do the capabilities needed to perform them successfully.

Investing consistently in professional development is key to maintaining employability in the medium and long term.

How to prepare for the jobs of the future

Adapting to the new job market requires a clear and progressive strategy. It is not about reinventing yourself from scratch, but about evolving toward future-ready careers aligned with your previous experience and with market dynamics.

This transition can be approached through programs such as Esade’s Spanish-language Programa de Especialización en Inteligencia Artificial Empresarial, which structures key knowledge and tools around four pillars: self-assessment, strategic education, practical experience, and professional networking.

Self-assessment

The first step is to analyze which tasks in your current role are automatable and which provide distinct human value. This approach, in line with the McKinsey Global Institute analysis, makes it possible to identify opportunities for professional growth without breaking with your previous career path.

Structured self-assessment supports more informed and consistent education decisions.

Strategic education

Education should combine a broad understanding of AI’s impact on business with concrete applications across different sectors. Integrating strategic perspective and specialization allows technology to be applied in each organization’s real context.

Understanding developments such as generative AI and its application in marketing, finance, or innovation is key to turning technology into a competitive advantage.

Practical experience

Education is necessary, but insufficient without real-world application. Working with AI tools on a daily basis helps you understand their limits, identify opportunities, and develop judgment in specific contexts. Practical experience accelerates the learning curve and reduces the gap between technical knowledge and strategic decision-making.

Strategic networking

New professions do not emerge in isolation, but within interdisciplinary ecosystems. Building a diverse professional network facilitates access to trends, opportunities, and learning that do not always appear through formal channels.

Strategic networking enables you to anticipate change, compare perspectives, and position yourself more effectively in fast-changing environments.

Frequently Asked Questions

Which future roles will be the highest paid?

They are typically those that combine technological knowledge, strategic perspective, and leadership capability. In particular, profiles linked to data, applied AI, cybersecurity, digital transformation, and sustainability stand out, especially when they include decision-making responsibility.

How can I prepare for the jobs of the future?

By identifying which current capabilities continue to generate value, strengthening strategic capabilities, and gaining practical experience with AI tools. The key is not to start from scratch, but to evolve toward roles that combine industry knowledge and technological capability.

Programs such as Esade’s Spanish-language Programa de Especialización en Inteligencia Artificial Empresarial provide a structured framework to approach this transition from a strategic and applied perspective.

Which digital jobs of the future will be most in demand?

Those related to advanced data management, artificial intelligence, process automation, customer experience, and data-driven decision-making. More than specific sectors, demand will depend on the type of tasks and the level of responsibility and judgment required.

What new roles are being created by artificial intelligence?

Rather than creating entirely new professions, AI is driving hybrid roles that combine human and technological capabilities. The question is no longer “will artificial intelligence take our jobs?”, but how to redesign work to make it more productive, more strategic, and aligned with the capabilities that artificial intelligence provides.

Turn technological transformation into an opportunity for professional growth with Esade. Learn more and get personalized guidance.

The use of AI tools for lawyers is no longer an emerging trend, but an established reality in legal practice. From contract review to predictive litigation analysis, artificial intelligence is reshaping legal practice in Spain and across Europe.

In this context, specialized training is essential. The Masters in Law programs at Esade Law School incorporate Harvey AI, preparing legal professionals to use these technologies professionally, ethically, and strategically.

But how is AI for lawyers transforming the profession? In this article, we analyze its impact, the most important practical applications, and the legal AI tools making a difference in law firms and legal departments.

The impact of artificial intelligence on the transformation of the legal profession

The adoption of artificial intelligence in the Spanish legal sector is advancing rapidly. According to data published by Economist & Jurist in 2025, nearly 80% of lawyers regularly use artificial intelligence tools in their professional practice. This figure confirms that AI in the legal sector is no longer experimental and is already part of everyday legal work in Spain.

The question is no longer whether AI will transform the legal profession,
but how it is already doing so and which skills lawyers now need.

Beyond automation: how AI is redefining the lawyer’s role

Reducing AI to an automation tool is a strategic mistake. Legal AI not only accelerates repetitive tasks; it also:

• Improves large-scale document analysis.
• Identifies patterns in case law.
• Streamlines contract risk management.
• Supports data-driven decision-making.

As a result, lawyers are no longer focused exclusively on drafting documents and can instead concentrate on their role as strategists, analysts, and trusted advisors.

New skills for the lawyer of the future

The expansion of AI in law requires new skills:

• Understanding new AI-assisted workflows.
• Ability to review and validate AI-generated outputs.
• Knowledge of the European regulatory framework.
• Ethical and responsible use of AI tools.

However, as we already noted in our article on the impact of artificial intelligence on university education, there is a significant training gap: while 89% of university students use AI in their daily lives, only 34% have received specific training within the university setting.

Given this reality, integrating specialized AI tools into the Masters in Law programs at Esade Law School addresses the need to train lawyers capable of using them with judgment, responsibility, and regulatory awareness.

5 practical applications of artificial intelligence for lawyers

1. AI-assisted legal research

AI makes it possible to analyze large volumes of case law and legal doctrine in seconds, identify relevant precedents, and detect argumentative patterns in court decisions. This doesn’t replace legal analysis, but it does significantly reduce research and organization time.

2. Intelligent contract review and analysis

AI systems can:

• Detect risky clauses.
• Compare contract versions.
• Identify inconsistencies.
• Suggest drafting improvements.

In complex transactions, this capability strengthens contractual consistency and reduces the risk of omissions in document-intensive environments.

3. Automated due diligence

In mergers and acquisitions processes, AI facilitates the large-scale review of corporate and contractual documentation. Recent industry studies indicate that integrating AI tools into complex document review processes, such as due diligence, can significantly reduce review times, allowing teams to focus on the strategic assessment of legal risk.

4. AI-assisted drafting of legal documents

Generative AI accelerates the preparation of initial drafts of contracts, court filings, and legal reports. The key is human oversight: AI generates suggestions, while the lawyer validates, adjusts, and assumes professional responsibility.

5. Predictive litigation analysis

The analysis of judicial data through artificial intelligence makes it possible to estimate probabilities of success, procedural timelines, and case law trends. Although these predictions do not replace legal judgment, they do provide an additional layer of strategic information for decision-making.

Artificial intelligence tools for lawyers

When discussing artificial intelligence tools for lawyers, it is important to distinguish between:

• General-purpose AI
  General-purpose solutions, such as ChatGPT or Gemini, can generate text, summarize documents, and answer questions. They are useful for preliminary tasks, but they may present limitations in legal accuracy, source traceability, and their ability to operate effectively in complex regulatory environments. Their use requires constant supervision and expert validation.
• Specialized legal AI
  Tools designed specifically for legal work, such as Harvey, Lexis+ AI, or Westlaw, incorporate legal databases, models trained on legal and regulatory language, and features adapted to professional workflows.

This distinction is critical when answering the common question, “What is the best artificial intelligence for lawyers in Spain?” The answer depends not only on the model’s capabilities, but also on how well it fits the professional context and the type of task involved.

The future of the legal profession in the age of artificial intelligence

The future of artificial intelligence in the legal sector will be shaped by three decisive factors:

1. Technical specialization.
2. European regulation.
3. Advanced training.

The European Artificial Intelligence Regulation (AI Act) establishes a regulatory framework that classifies systems according to risk levels and sets specific obligations for their development and use. For legal professionals, this means understanding not only how to use AI tools, but also how to comply with transparency, accountability, and regulatory requirements.

Harvey AI and Esade: the pioneering partnership shaping the future of legal education in Spain

Esade Law School has signed a collaboration agreement with Harvey, a generative AI tool designed specifically for legal work, which is integrated into its Masters in Law programs.

Harvey is specifically designed for lawyers and legal departments. Unlike general-purpose solutions, it integrates into real legal workflows and enables greater speed and accuracy in tasks such as:

• Contract drafting and review.
• Legal research.
• Structured risk analysis.

Its integration into Esade strengthens an educational model that combines academic rigor, technical specialization, and responsible use of technology in an international environment.

Training in an ecosystem that integrates specialized legal AI not only improves employability, but also prepares professionals to take on leadership positions in the transformation of the legal sector.

Frequently asked questions

Which practical applications of artificial intelligence are most useful for practicing lawyers?

The main applications are AI-assisted legal research, intelligent contract review, automated due diligence, and predictive litigation analysis. All require human oversight and professional judgment.

How does Esade ensure that its students use legal AI ethically?

The training combines the practical integration of tools such as Harvey with a focus on professional responsibility, knowledge of the European regulatory framework, and human validation of results.

Which Esade Law School programs include access to Harvey AI?

Harvey is integrated into the following Spanish-language programs:

• Doble titulación: Máster Universitario en Abogacía + Máster de Especialización.
• Máster de Especialización en Asesoría y Gestión Tributaria.
• Máster de Especialización en Derecho Internacional de los Negocios.
• Máster de Especialización en Derecho de las TIC, Redes Sociales y Propiedad Intelectual.

What is the best artificial intelligence for lawyers in Spain?

There is no single “best” tool, but rather solutions that are better suited depending on the type of practice and level of specialization. Specialized legal tools (such as Harvey or Lexis+ AI) generally offer greater accuracy in complex legal tasks than general-purpose solutions (such as ChatGPT or Gemini).

Which AI tools are most recommended for lawyers in Spain?

The choice depends on the professional context and the required level of integration. In the academic field, Esade Law School has chosen to integrate Harvey, a tool designed specifically for professional legal practice, as part of its educational model.

Advance your legal career in the age of artificial intelligence. Discover how the Masters in Law at Esade Law School integrate specialized AI and get ready to lead the transformation of the legal sector.

When you think about going to university to study law, it’s easy to imagine yourself in a courtroom defending someone in a criminal trial or negotiating a multimillion-dollar contract. But the legal world is much broader than that, and it includes specialisations you may never have considered. One of the most attractive, and one with particularly strong career prospects, is tax law.

How are winnings from an international eSports tournament taxed? What taxes does a streamer pay after moving abroad? What about a tech startup selling products or services in a hundred countries? All of these questions are part of what tax law deals with.

If you’re interested in law and thinking about what to study after secondary school, it’s worth finding out what tax law is, what career opportunities it can open up, and how you can study it. In this article, we’ll mainly consider tax law in Spain, but many of the concepts are applicable internationally.

At Esade, for example, there are several ways to prepare for a career in this area. The Bachelor in Law, the Double Degree in Business Administration and Law, and the Double Degree in Law and Global Governance, Economics & Legal Order offer three different routes. At the end of the article, we’ll help you work out which option is the best fit for you.

What is tax law?

A simple definition of tax law would be this: it’s the branch of law that governs the taxes, fees, and other compulsory contributions that individuals and businesses must pay to public authorities in order to fund public services.

Put another way, it sets out who has to pay, how much they have to pay, when they have to pay, and how payment should be made. It also defines taxpayers’ rights and the obligations of tax authorities.

The difference between tax law and fiscal law

In everyday language, tax law and fiscal law are often used almost interchangeably. Both refer to the rules governing taxes, taxpayers’ obligations, and their relationship with public authorities. Even so, there is a subtle distinction:

• Tax law focuses specifically on taxes, fees, and compulsory contributions.
• Fiscal law, by contrast, is often used more broadly to refer to the practical application of those taxes, including tax administration, collection, and planning within the legal framework.

Principles and sources of tax law: the foundations every tax specialist needs to understand

Every tax system needs clear rules. That’s why tax law is built on a set of legal sources and principles that ensure taxes are applied fairly and consistently.

What are the sources of tax law?

The sources of tax law are the legal rules that provide the basis for regulating taxation and defining how the tax system works. The main sources in Spain include:

• The Constitution.
• Tax laws passed by Parliament.
• Regulations that implement and develop those laws.
• International treaties and European legislation, where applicable.

These sources allow the tax system to operate according to a common set of rules. They also provide legal certainty, helping individuals and businesses understand which rules they need to follow and what they can expect from public authorities.

What are the principles of tax law?

Tax systems aren’t designed at random; they must comply with a set of strict ethical and fairness principles. In fact, these principles are so important that they are enshrined in Article 31 of the Spanish Constitution. Some of the most important are:

• Principle of legality: taxes can only be introduced or amended through legislation.
• Principle of equality: taxpayers in comparable situations should receive equivalent tax treatment. This doesn’t mean everyone pays the same amount, but rather that any differences must be justified.
• Principle of ability to pay: each taxpayer should contribute according to their financial resources.
• Principle of progressivity: those with greater economic means may contribute proportionally more.
• Principle of legal certainty: tax rules should be clear, stable, and predictable.

These principles help us understand that taxation isn’t simply about paying taxes. It’s also about protecting rights, preventing abuses, and ensuring the system operates fairly.

What kind of tax lawyer is in demand today?

The domestic tax specialist vs the international tax lawyer

For many years, much of the work carried out in tax law focused on applying the rules of a single country. That profile is still essential today: businesses, individuals, and public authorities need professionals with a thorough understanding of the national tax system.

Today, however, there is also growing demand for lawyers who can deal with more complex situations that cross borders. For example, a company selling in multiple countries, a multinational restructuring its operations, a digital nomad working around the world, or an institution that needs to interpret international tax rules.

In an increasingly globalised world, the international tax lawyer is becoming ever more relevant: someone who understands taxation from a broader perspective, connected to different legal, economic, and regulatory systems.

What top law firms and international organisations are looking for

Top law firms, consultancies, and international organisations aren’t only looking for lawyers with expertise in domestic and international tax rules. They’re looking for legal professionals who can interpret legislation, solve problems, and understand the context in which decisions are made. Some of the most important skills include:

• Analytical skills.
• Legal reasoning.
• An interest in business and economics.
• An international outlook.
• Language skills.
• The ability to communicate complex ideas clearly.
• The flexibility to adapt to changing environments.

This specialisation also demands curiosity and a commitment to lifelong learning. Tax rules evolve constantly in response to new business models, social change, international agreements, and technological advances.

How to study tax law: comparing your options

There isn’t just one route into a career in tax law. What’s important is building a strong legal foundation and then shaping your profile around the areas that interest you most.

The three pathways offered by Esade share one essential feature: they all include the accredited Bachelor in Law. That means all three provide a solid legal education, combined with a practical approach focused on developing professional skills. They also include additional training in areas such as transnational law, languages, and specialist tracks.

What changes across the double degrees is the complementary perspective that builds on that common foundation:

Bachelor in Law

The Bachelor in Law is a good option for students who want to focus on the legal field.

Throughout the degree, you’ll become familiar with different areas of law, including employment law, civil law, criminal law, administrative law, tax law, and more. You’ll learn how to analyse legal problems and develop skills in argumentation, interpretation, and critical thinking.

At Esade, the degree also includes additional business-focused subjects, such as economics, accounting, and finance, as well as a specialist track that allows you to tailor your studies to your interests.

Double Degree in Law and Business Administration

The Double Degree in Business Administration and Law combines the study of law with expert management education. This approach may be particularly suitable if you’re interested in how businesses operate and want to understand how decisions are made in the corporate world.

In tax law, this combination makes a great deal of sense. Many career paths are linked to advising companies, corporate taxation, business transactions, or consultancy. In these contexts, combining both disciplines is a real advantage: understanding how a company works makes you a lawyer with valuable additional expertise.

Double Degree in Law and Global Governance, Economics & Legal Order

The Double Degree in Law and Global Governance also builds on a comprehensive legal education, but adds a perspective focused on international relations, geopolitics, the global economy, and global governance.

In tax law, this perspective can be particularly valuable when dealing with tax issues that cross borders and require an international outlook. The activities of multinational companies, international mobility, digital taxation, and coordination between tax authorities are just a few examples.

To find out which pathway is the best fit for you, you can also take Esade’s degree orientation quiz.

Frequently asked questions

What international career opportunities does tax law offer?

Tax law can open up opportunities in law firms, consultancies, multinational companies, public bodies, and international organisations, particularly in areas such as corporate taxation, international transactions, regulatory compliance, and tax planning.

When does it make sense to choose a double degree instead of a Bachelor in Law?

A double degree may be the right option if, alongside a strong legal foundation, you want to develop expertise in another area from the start. Business Administration and Law is a good fit for students interested in business and consultancy, while Law and Global Governance suits those drawn to international relations and global challenges. A double degree also broadens your career options because it combines the opportunities that come with studying law with those linked to the second degree.

What’s the difference between tax law and fiscal law?

In practice, the two terms are often used almost interchangeably. However, tax law focuses specifically on taxes, fees, and compulsory contributions, while fiscal law is more commonly associated with their practical application, administration, and planning.

How does Esade prepare students for a career in tax law?

Esade provides a strong legal foundation that includes dedicated tax law courses, while also offering additional training in areas such as transnational law, business, languages, and specialist tracks. The learning experience is practical, and the different degree pathways allow you to shape your profile around the areas that interest you most.

Choose the legal pathway that’s right for you and start building your future in tax law: a field with opportunities both at home and internationally.

According to the Future of Jobs Report 2025 by the World Economic Forum, 39% of the skills required in the workplace will change by 2030. Among the capabilities that will become more important are analytical thinking, leadership, resilience, and lifelong learning, while areas such as AI and Big Data are driving demand growth.

In fact, the current paradox is clear: the rapid adoption of Artificial Intelligence isn’t displacing executives. Instead, it makes it more urgent than ever to strengthen their intrinsically human skills, namely judgment, empathy, and critical thinking, in order to lead this transition.

In this context, talent development is no longer an isolated initiative. It has become a strategic priority. Consequently, designing a corporate training plan for executive profiles isn’t an operational issue, but a management decision. Increasingly, companies are addressing this challenge by partnering with specialized academic institutions such as the Corporate Solutions area at Esade, which supports organizations by designing and implementing customized learning solutions.

But what really defines a good executive training plan?

What is a corporate training plan (and why the approach matters)

A corporate training plan is the roadmap that establishes the training initiatives needed to align team talent development with business objectives. It identifies critical skills gaps, designs high-impact learning experiences, and establishes metrics to evaluate how people development contributes to competitiveness and business execution.

The key lies not only in offering training, but in how it’s integrated into the business strategy: while some companies still approach it on a one-off basis, others are investing in more customized, structured models that are aligned with their specific challenges.

According to the LinkedIn Learning Report 2025, companies that have moved from one-off training to a “skills intelligence” model, based on the continuous mapping and forecasting of skills gaps, report significantly higher rates of innovation.

Understanding this difference is key to defining the objectives a corporate training plan should truly pursue within the organization.

Objectives of a corporate training plan: beyond “learning”

The objectives of a corporate training plan go beyond simply acquiring knowledge to sit at the heart of business strategy and effective talent management. The goal isn’t just for teams to “know more,” but to turn learning into a competitive advantage. Among its main objectives are:

• Align talent development with the business strategy.
• Drive organizational evolution and transformation.
• Reduce skills gaps in key roles.
• Strengthen leadership and decision-making.
• Maximize the synergy between the adoption of Artificial Intelligence and human talent by developing leaders who know how to integrate technology without losing their strategic perspective.
• Embed learning within a broader development strategy.

As Dave Ulrich, an internationally recognized authority on leadership and human resources, points out, the value of training lies not only in learning more, but in connecting learning to business outcomes.

How to create a corporate training plan: structure and methodology

Phase 1: Strategic training needs assessment

Every training plan begins with a rigorous analysis of the company’s specific needs and the challenges that will shape its evolution over the coming years. This assessment involves:

• Analyzing the business strategy.
• Identifying key competencies.
• Identifying skills gaps.
• Assessing performance and potential.

Phase 2: Designing the plan: structure, delivery format, and training partner

Once the assessment has been completed, the next step is to design the training plan and decide how it will be rolled out across the organization. At this stage, key decisions are made:

• Defining learning pathways by profile.
• Choosing learning methodologies (in person, hybrid, or experiential).
• Ensuring the quality of the learning experience, while maintaining excellence in both content and faculty.

At this point, having a specialized academic partner can make all the difference. Partnering with prestigious institutions such as Esade and its Executive Education Corporate Solutions area enables organizations to co-design training plans that address their strategic priorities.

As we noted in our article on personalized learning for businesses, training tailored to the context and specific challenges of each organization, such as that developed by specialized institutions like Esade, helps increase its impact and improve return on investment.

Phase 3: Measuring impact: beyond the satisfaction survey

One of the most common mistakes in training plans is measuring only participant satisfaction. A more advanced approach should evaluate:

• The application of learning in the workplace.
• Its impact on business performance indicators.
• The development of leadership competencies.
• Talent retention and engagement.

Frameworks such as the Kirkpatrick Model and the Phillips ROI Methodology provide a more structured way to measure the real impact of training on an organization.

When does a company need customized training?

An organization should consider this type of solution when it:

• Is undergoing transformation processes, whether digital, cultural, or business model related, that require not only new skills but also a shift in mindset.
• Needs to strengthen cohesion within leadership teams and develop aligned leadership in the face of uncertainty.
• Seeks to turn strategy into a genuine execution capability shared across the organization.
• Wants to address specific business challenges that standard programs struggle to tackle because they lack organizational context.

One example is Schneider Electric. To support its far-reaching digital transformation, the company urgently needed to develop new capabilities among its leaders. According to Deloitte Insights, its response was to integrate learning directly into its business strategy, transforming training from an isolated HR initiative into the driving force behind change.

In these situations, customization makes it possible to integrate a company’s own context, data, and case studies into the learning process. This translates into multiple benefits for the organization and a more tangible business impact.

Benefits of a strong corporate training plan

Talent retention

Organizations that invest in professional development achieve higher employee retention. According to the 2025 LinkedIn Workplace Learning Report, 77% of employees say that access to learning opportunities directly influences their decision to stay with a company.

Increased employee motivation

Access to development opportunities continues to be one of the factors that most strongly influences employee motivation and engagement, particularly among skilled professionals and those in leadership roles. According to the Gallup State of the Global Workplace (2026) report, organizations that offer clear growth plans achieve engagement levels that are 21% higher.

Direct impact on business performance

According to the Deloitte Global Human Capital Trends 2026 report, organizations that invest in structured learning models, aligned with business needs and focused on people and the development of critical competencies, are 1.8 times more likely to achieve or exceed their profitability targets than their competitors.

Organizational agility and adaptability

In environments shaped by accelerating technological change, such as generative AI and predictive data analytics, where machines are taking on complex processes and human talent must focus on delivering ethical and strategic value, training is no longer a static process. It becomes a tool for agile, continuous adaptation.

A structured plan enables companies to update critical competencies more quickly, turning market uncertainty into an opportunity for differentiation.

71% of CEOs identify learning agility as their top strategic priority for the next three years.

Deloitte Global Human Capital Trends 2026

Customized executive education: The Esade Corporate Solutions approach

The Esade Corporate Solutions approach is built on a clear premise: to provide organizations with transformative learning solutions capable of addressing their specific challenges, culture, and business objectives. Its model is based on five key pillars:

• Co-designing training with the organization to tailor learning to its context and specific needs.
• Developing action-oriented learning experiences capable of having a real impact on individuals, teams, and organizations.
• Combining a global perspective with innovation and creativity.
• Supporting organizations throughout the entire learning journey.
• Measuring results across individuals, teams, and the business.

Frequently Asked Questions

What should a corporate training plan template include?

A corporate training plan template should include a needs assessment aligned with the business strategy, the identification of key competencies, and the design of learning pathways and methodologies tailored to each profile. It should also measure training’s impact on performance, the application of learning in the workplace, and business results.

¿How can companies in Spain claim funding for employee training?

In Spain, companies can recover part of their investment in training through FUNDAE (Fundación Estatal para la Formación en el Empleo). The system allows businesses to recover part of the cost of eligible training activities through credits linked to Social Security contributions.

When does a company need a customized training program?

Customized training is particularly valuable when an organization needs to develop specific capabilities; support digital, cultural, or business model transformation; or align its teams around specific strategic challenges. In these situations, customized programs make it possible to tailor content and methodologies to an organization’s specific context.

What are the benefits of a strong corporate training plan for employees?

A strong corporate training plan improves team capabilities, increases motivation, and strengthens employee engagement and retention. When learning is aligned with business needs, it also helps improve an organization’s capacity for innovation, execution, and profitability.

Organizations that turn learning into a strategic capability adapt more quickly, attract top talent, and execute their business priorities more effectively.

Discover Esade Corporate Solutions and start transforming your organization. #11 in the world for Custom Programs.

Many of the companies, apps, and brands we use every day have grown through M&A transactions. Instagram and Meta, Disney and Pixar, and the negotiations between Netflix and Warner Bros. Discovery are just a few examples of how these decisions can transform entire industries.

But what does M&A actually mean? And why do legal professionals play such an important role in these transactions? If you’re interested in law and business, understanding how mergers and acquisitions work can help you discover a field with significant global impact.

As companies continue to pursue these deals, there is strong demand for professionals who combine legal, economic, and international governance expertise, such as graduates of Esade’s Double Degree in Law + Global Governance, Economics and Legal Order. This program opens the door to a field with excellent career opportunities.

What is M&A and how do mergers and acquisitions work

M&A stands for mergers and acquisitions.

The term refers to transactions in which one company merges with another or acquires part or all of another company in order to grow, enter new markets, or become more competitive.

For example, Meta acquired Instagram to strengthen its position in social media and reach new audiences. Disney did something similar with Pixar to support its content and creative strategy.

But these transactions involve much more than a simple merger or acquisition. Behind every deal lies strategy, negotiation, and legal analysis.

Types of M&A transactions: mergers and acquisitions

Not all corporate transactions are the same. There are different types of mergers and acquisitions depending on the strategic goals of the companies involved.

1. Mergers: horizontal, vertical, and conglomerate

A merger takes place when two companies combine and operate as a single business. The most common types are:

• Horizontal mergers: companies in the same industry combine to increase their size or market share.
• Vertical mergers: companies operating at different stages of a product’s production process come together to gain greater control over that process and move toward greater vertical integration, giving them more control over how the product is produced and distributed.
• Conglomerate mergers: companies from different industries combine to diversify their business.

2. Acquisitions: friendly, hostile, and leveraged buyouts (LBOs)

In an acquisition, one company buys another. Acquisitions can take different forms. The most common are:

• Friendly acquisitions: both parties negotiate and agree to the deal.
• Hostile acquisitions: the acquiring company attempts to take control of the target company without the support of its management.

Microsoft’s acquisition of LinkedIn in 2016 is an example of a friendly acquisition aimed at strengthening its professional and technology ecosystem.

By contrast, BBVA’s tender offer for Banco Sabadell in 2024 is an example of a hostile takeover attempt, as the Catalan bank’s management rejected the proposal.

Most of these transactions are financed through the acquiring company’s own funds, share exchanges, or bank financing. Some can also be carried out through structures such as leveraged buyouts (LBOs), in which a large part of the acquisition is financed with debt provided by banks, investment funds, or other financial institutions.

One example of a deal financed primarily through debt was Elon Musk’s acquisition of Twitter (now X) in 2022.

3. Other related corporate transactions: joint ventures and spin-offs

The M&A field also includes structures such as:

• Joint ventures: arrangements in which two companies work together on a shared project or to enter a new market.
• Spin-offs: transactions in which a company separates part of its business to create a new independent company.

Who works on an M&A transaction?

M&A transactions require multidisciplinary teams capable of making strategic decisions in complex environments. Common roles in this field include:

• Corporate lawyers.
• Competition law specialists.
• Compliance professionals.
• Strategy consultants.
• Financial analysts.
• Tax advisors.

Each role brings a different perspective. While analysts assess the financial viability of a transaction, lawyers review contracts, regulatory risks, and issues related to competition law, data protection, and international regulations, including the EU Merger Regulation.

Why law and global governance are essential in today’s M&A deals

Behind every M&A transaction are contracts, negotiations, regulations, risk assessments, and strategic decisions that require legal oversight. In addition, many mergers directly affect teams and organizational structures, meaning areas such as employment law may also play a role during the process.

When a transaction involves companies from different countries, the complexity increases even further. Large international deals must comply with cross-border regulations.

This is why lawyers who combine expertise in law, economics, and global governance bring a particularly valuable skill set to the field.

What education do you need to work in M&A?

There is no single path into M&A. Many professionals come from fields such as law, economics, finance, or business administration, although lawyers play a particularly important role in this area.

Lawyers are involved in corporate negotiations, international contracts, regulatory reviews, and matters related to competition law and corporate governance.

As a result, companies look for people who can:

• Assess legal risks.
• Interpret international regulations.
• Negotiate business agreements.
• Understand global markets.
• Make strategic decisions.

In addition, many corporate transactions require knowledge of areas such as corporate law, taxation, and international contracts.

Career opportunities in M&A: how do you get into mergers and acquisitions?

M&A is a good example of how a law degree can lead to careers far beyond the courtroom or traditional legal practice. Career paths in this field include:

• M&A lawyer at a law firm, particularly within corporate law teams.
• In-house counsel at companies involved in acquisitions, divestments, or inorganic growth, meaning growth achieved through mergers or acquisitions.
• Hybrid legal-business roles that combine legal expertise with financial and strategic insight.

Learn about our Double Degree in Law + Global Governance, Economics and Legal Order

As mentioned earlier, today’s corporate transactions require professionals who can combine legal expertise, strategic thinking, and an understanding of the global landscape.

In response to this demand, Esade’s Double Degree in Law + Global Governance, Economics and Legal Order prepares you to understand how companies, institutions, and regulation interact in an international environment.

It is particularly well suited to students who want to become lawyers capable of leading negotiations and decision-making processes related to cross-border mergers and acquisitions, something that is increasingly common in today’s globalized economy.

Frequently asked questions about M&A

What degree should you study to work in mergers and acquisitions?

There is no single degree that leads to a career in M&A. Many professionals come from fields such as law, economics, finance, or business administration. However, there is growing demand for people who combine legal, business, and international expertise. In this regard, Esade’s Double Degree in Law + Global Governance, Economics and Legal Order allows you to begin your career in this field with a highly sought-after skill set.

Do you need a legal background to work in M&A?

Not necessarily, but law plays a key role in most corporate transactions. Contracts, regulation, competition law, taxation, and international negotiations are all fundamental aspects of mergers and acquisitions.

When does the EU Merger Regulation apply?

The EU Merger Regulation applies when a merger or acquisition could have a significant impact on competition within the European market. The European Commission assesses whether the transaction could create a dominant position or restrict competition.

How long does an M&A transaction take?

It depends on the complexity of the transaction. Some deals can be completed in a matter of months, while others can take more than a year, especially when multiple companies or international regulators are involved.

Interested in the world of law and business? Build a career in international M&A. Request an information session and we’ll answer your questions.

The need to assess the ethical and social implications of artificial intelligence has been on the agenda for decades. In recent years, it has taken shape under the concept of responsible AI and was one of the central themes Esade brought to 4YFN 2026, held in Barcelona as part of the Mobile World Congress.

As a content partner, Esade focused on a key question: the need for organizations to apply judgment and ethical principles in the design, development, and use of AI systems.

Training professionals capable of leading this transition has become a strategic priority. Programs such as Esade’s Spanish-language Programa de Inteligencia Artificial en los Negocios provide the training and tools needed to integrate AI into organizations with rigor, responsibility, and a clear focus on positive impact.

What responsible artificial intelligence is and why it matters

Responsible artificial intelligence is an approach that integrates ethical principles, governance mechanisms, and risk assessment into the design, development, and use of AI systems, to anticipate and mitigate impacts such as bias, discrimination, or violations of fundamental rights.

This approach involves setting clear criteria for how systems are designed, what data is used, what objectives they pursue, and who is accountable for their outcomes.

From the rise of AI to the ethical imperative

As we noted in our article on the future of AI in business, the development of artificial intelligence has expanded its presence in areas such as financial decision-making, medical diagnosis, and talent management.

These systems operate based on criteria set in their design, the data they are trained on, and the objectives assigned to them. Therefore, the decisions they generate are not neutral, but reflect prior choices embedded in their development. The challenge is both technical and human: the questions we must ask about the development of AI must be addressed from a human perspective before technical implementation.

In this context, it is essential to understand these systems as socio-technical artifacts, where technical design, data, and human decisions are part of the same system, and where the ethical dimension is not an added layer, but is necessary to understand and manage how these systems influence decision-making.

The core principles of responsible AI

Various international organizations, such as the European Commission and UNESCO, have proposed core requirements and frameworks for responsible AI. Although these vary in how they are defined, they converge around a set of common pillars:

• Transparency and explainability: the ability to understand how and why an AI system produces certain outcomes is essential.
• Fairness: ensuring fairness involves identifying and mitigating biases in data and models to avoid discriminatory outcomes.
• Accountability: involves defining who is responsible for the system and establishing traceability, auditing, and control mechanisms to understand how decisions are made and respond to potential errors.
• Privacy and data protection: it is critical to ensure the proper use of personal data, respecting individuals’ rights and complying with regulatory frameworks such as the GDPR.
• Robustness and security: involves ensuring that systems operate reliably and are resilient to failures, errors, and misuse.

These principles and frameworks are not applied in isolation. To put them into practice, organizations need governance processes and structures to manage AI-related risks, weigh benefits against trade-offs, and ensure that technologies that undermine fundamental human rights are never developed or deployed.

Key challenges in implementing responsible AI in organizations

Algorithmic bias and transparency in decision-making

One of the main challenges in implementing responsible AI is the reproduction of biases present in data (for example, gender, racial, or socioeconomic biases). If not properly identified and managed, AI systems can amplify inequalities.

In many cases, it is also difficult to understand the criteria these systems rely on and how their decisions are made.

This lack of visibility not only limits explainability, but also makes it harder to identify potential biases or unintended impacts. For example, a system could be making decisions based on racist or sexist patterns in the data without these being explicit or easy to detect.

Privacy, security, and data governance

Data management is a critical component of AI systems and involves distinct dimensions that must be addressed separately:

• Privacy refers to the appropriate use of personal data, including aspects such as anonymization, proportional use of information, and informed consent, in line with frameworks such as the GDPR.
• Security relates both to data protection and to the behavior of the model itself, including its ability to withstand failures, manipulation, and misuse.
• Data governance means defining how data is collected, managed, and used within the organization, including responsibilities, processes, and controls (although this does not mean that systems are protected against failures or manipulation).

Regulatory frameworks such as the European AI Act reinforce the need for clear control structures and oversight mechanisms to identify and manage the risks associated with these dimensions.

The social and labor impact of automation

The adoption of AI systems is changing how work is organized and can have direct implications for how opportunities and responsibilities are distributed.

In many cases, automation does not replace entire roles in the workplace. Instead, it reshapes tasks, redistributes responsibilities, and changes the role people play in decision-making processes. This means that new functions such as oversight, interpretation, and validation of results become part of day-to-day work.

At the same time, at a societal level, AI systems can shape how opportunities are allocated, for example in areas such as talent selection or access to services such as loans, public assistance, or rental housing. This creates the challenge of avoiding the reproduction of inequalities driven by biases in data or algorithms.

Managing these challenges requires a new kind of leadership. Discover how we address this in our Spanish-language program Inteligencia Artificial en los Negocios.

Responsible AI in the global debate: conclusions from 4YFN Barcelona 2026

The debate around the role of artificial intelligence in decision-making is now global. At 4YFN 2026, Esade made it a central topic.

The sessions and discussions focused on a clear point: the need to strengthen human judgment in a context of growing automation, avoid overstating what AI systems can actually do, and examine how they shape decision-making in organizations.

The forum highlighted the fact that human responsibility does not go away when AI systems are involved in decisions: it increases. There are always people behind the data, the design of the models, and the decisions these systems influence.

You can find more information about Esade at 4YFN 2026 to explore this approach further.

How to develop leaders capable of driving purpose-driven AI

Esade’s approach: technology, a human-centered perspective, and responsible leadership

Responsible AI is not just about tools or regulation. It requires leaders who can connect technology, ethics, and business strategy.

Esade brings together technological development and a critical view of its implications for organizations and society. Its approach combines innovation with a human-centered view of leadership.

In a context of rapid technological change, Esade emphasizes critical thinking and a practical approach to understanding how AI shapes decision-making. The goal is not just to use AI, but to use it with purpose, with a clear understanding of how it works and the impact it can have in organizational and social contexts.

Esade programs to master responsible AI

To address these challenges, Esade has developed programs that combine artificial intelligence, business, and ethical leadership.

Among them, Esade’s Spanish-language Programa de Inteligencia Artificial en los Negocios, delivered in collaboration with IBM, provides practical tools to apply AI in business decision-making from a strategic, ethical, and responsible perspective.

This type of education enables executives and professionals to move beyond understanding the technology and into leading organizational transformation with sound judgment.

Frequently Asked Questions about responsible artificial intelligence

What is responsible AI?

Responsible AI is an approach that integrates ethical principles into the design, development, and use of artificial intelligence systems. Its goal is to anticipate risks, reduce negative impacts, and ensure that AI is used in line with people’s rights and relevant regulatory and social frameworks.

How can a company start implementing responsible AI principles?

The first step is to define clear guidelines for how AI will be used, including ethical principles, responsibilities, processes, and risk assessment. These then need to be embedded across the full AI lifecycle, from data management to decision-making.

What role do business leaders play in AI governance?

Leaders are responsible for defining how AI is used within the organization. Their role is to set boundaries, make informed decisions, and ensure that its use aligns with the company’s objectives and values, as well as with ethical principles and regulatory frameworks.

What programs does Esade offer to specialize in responsible AI and technology leadership?

Esade offers Executive Education programs focused on integrating artificial intelligence into business strategy, with a focus on leadership, ethics, and organizational transformation. Among them, the Spanish-language program Inteligencia Artificial en los Negocios helps professionals build the capabilities needed to apply AI with sound judgment and responsibility.

Lead AI with sound judgment, responsibility, and ethics. Learn more about Esade’s Spanish-language Programa de Inteligencia Artificial en los Negocios and integrate technology with purpose.