Hult Impact Challenge

Practical Education

The Hult Impact Challenge. An innovative,
practical approach to learning.

Going Beyond the Classroom

Hult’s MBA teaches you to apply the business concepts you learn in class to real world situations by seamlessly integrating competitive simulations and the Hult Impact Challenge into the curriculum.

Putting theory into practice

The Hult MBA takes its students out of the classroom and into the real world of business. We challenge you to apply the knowledge you have learned and practice the skills you have acquired. This is achieved through two key pillars of our curriculum: competitive simulations and the Hult Impact Challenge.

Competitive simulations

We have devised a series of competitive simulations to provide you with an immersive experience that captures the complexity and ambiguities of the real world. In fact, we’re the only MBA to fully integrate competitive simulations into our curriculum across all key disciplines. Many of these simulations—like how to trade on a volatile stock market—have been developed in conjunction with major corporations to develop leadership talent. Our competitive simulations range from short 45-minute exercises to nail concepts like negotiation, pricing, and marketing to longer three-day workshops covering topics like product launches, new business strategies, and corporate turnarounds.

Hult Impact Challenge

Putting your skills to the test

The Hult Impact Challenge is a year-long team exercise designed to hone your hard skills, team skills, and entrepreneurial skills. The goal is for your team to develop the most game-changing business idea imaginable and make it happen. Beyond that, there are no rules. Students form teams and choose a business challenge from one of three distinct tracks: Corporate, Entrepreneurial, and Social.

Compete to be crowned the global winner

Participation in the Hult Impact Challenge is a graduation requirement. No matter which track you chose, you are required to work in a team to develop an innovative solution, make solid headway on its implementation, and present your progress to a panel of external judges at the end of the program. Through an elimination-based competition, a global winner of each track will be crowned. In many ways, the Hult Impact Challenge is the capstone course of the entire program, since students have to utilize all the skills and knowledge they have learned to make it to the final round of competition in Davos, Switzerland.

Hult Impact Corporate


Work on a challenge set by a major company. An airline may challenge students to calculate the impact of social media on their business, from advertising to pricing and customer service.

Hult Impact Entrepreneur


Devise a business plan for a new product that can be ready for venture capital investment. Ideas can range from creating a new business type to an innovative mobile app.

Hult Impact Social


Attack a social problem with a business solution. Choose from a range of pressing social issues such as improving access to quality education in Brazil or bringing clean water to the slums of India.

Previous Project Examples

  • Strengthening the online route to market

    The online retail spending worldwide is growing rapidly. A major consumer goods company asked Hult MBA students to develop business models to drive their customers to buy more products more frequently from their website or through web-based markets such as eBay or Amazon. Selling directly to customers will allow the company to gain better insights about end-users of their products and better understand their buying behavior. The business models will need to achieve these goals without alienating the client’s core route to market, which relies heavily on channel partners who sell through both retail outlets and their own online stores. Hult students reported their findings to the senior executive team.

  • A big opportunity in big data

    Each new generation of intelligent and connected consumer electronics devices—from toasters to toothbrushes —promises more convenient, more interesting, and more effective experiences. Hult MBA students were asked for insights on how a global electronics company could go beyond these new experiences to completely new business models. Examining trends in cloud computing, “big data” analytics, and mobile payments produced new concepts for partnering with insurance companies, entertainment brands, and auto manufacturers to create and capture new value. The teams presented to the company’s R&D Director.

  • Future of food and fuel production

    Food and fuel are necessities. When a client wants to find new ways to grow their business by USD150 million in three to five years, Hult MBA students were challenged to find new areas for growth. Teams toured the company’s food production plants and spoke with staff to gain key insights into the organization and its assets in order to bring their innovative business concepts into an implementable business plan. Teams presented 25 new and exciting growth opportunities that combine the basic human needs and multiple trends in technology and food markets to the Head of Strategic Planning.

  • Product bundling and customer acquisition

    A leading insurance company in China was looking to develop and adopt a new strategy to accelerate growth. The key growth drivers include broader consumer penetration, expansion into new segments, and improved share of wallet through cross-selling and bundling. Hult MBA teams generated business concepts by integrating ideas around new business models, new value propositions, new capability development, new distribution channels, and new customer experiences. Their findings were presented to the senior executive team of the company.

  • Testing the limits of the cloud

    Over the past five years, global organizations have realized that executing on opportunities in the cloud is no longer a choice. The General Manager of Global Strategy of a major technology company came to Hult for help in identifying and developing new innovative business concepts with an annual revenue potential greater than USD1 billion by year three. The aim of any new concepts or platforms would have to leverage mobile and multiple application layers and have a clear road map for global expansion. The ideas generated were presented to the company’s leadership team.