The B Team was founded 10 years ago, motivated by a belief that business as usual is no longer an option. The inaugural leader collective took the first, critical steps: acknowledging the problems that “business as usual” had created and committing to catalyze bold change in the private sector.

Over the past decade, we’ve been busy catalyzing new leadership norms and co-creating a playbook that’s built to deliver a world in which we truly love where we live and work. We‘ve made progress; still, we recognize that conditions in the world have deteriorated. Leaders everywhere, including our own, struggle to keep apace with the uncertainty and complexity of the interconnected crises we face.

Yet a core challenge persists: We don‘t see enough of this leadership.

We believe it’s imperative that business schools become 10x bolder in developing future-fit leaders who prioritize people and planet alongside profit in their careers and definitions of success.

B Team leaders serve on boards and advisory councils for a few dozen business schools and higher education initiatives. They teach and guest lecture at many more. As a collective, we are committed to disrupting the conformity that characterizes the worlds of business and business schools.

It is in this spirit that I share some lessons and insights we‘ve learned along the way, while uplifting a few calls to actions to business school leaders everywhere.

We are involved in and inspired by many brave efforts to rethink and reset business school education. We also recognize that, just like with business at large, change is not happening at the speed and scale required.

Jean Oelwang, B Team leader and founding CEO of Virgin Unite, and I recently met with 800 business school deans at the Association to Advance Collegiate Schools of Business​​ (AACSB) conference in San Antonio, where we heard loud and clear that students of all ages desire, and are demanding, change. We also heard that financial incentives (and sponsors!) often get in the way of change. Several deans expressed frustration that the private sector is not sending the right demand signals. Some said the majority of business school recruiters and headhunters continue to work from an old playbook; many rightfully point to the fact that accreditation and rankings do so as well.

Finally, we are frequently told that resistance lies with the faculty itself, particularly in the field of finance. While this may be true, we must move beyond excuses and finger-pointing and toward the creation of bold space for dialogue and re-design.

It’s time to be 10x bolder in educating the leaders the world now needs.