Jamaica is gaining attention from top global institutions, with Columbia Business School selecting the island for its inaugural Jamaica Study Tour, a move that signals growing international interest in the country’s business and investment environment.

That positioning came into focus last week when MBA students from Columbia Business School visited Kingston as part of their international programme, e engaging directly with local industry to understand how companies operate within a globally connected, small-market context. The programme forms part of a broader shift by global business schools toward immersive, in-market learning, as future leaders seek firsthand exposure to how companies operate across diverse economic environments.

The cohort, representing the United States, China, Vietnam and Nigeria, explored how Jamaican companies navigate global standards while responding to local economic, social and environmental realities. The experience provided insight into how companies operate within tighter market constraints, requiring greater efficiency in production, stronger supplier relationships and more agile decision-making.

A key stop on the visit was Red Stripe, positioned as a case study to examine how a Jamaican-founded company operates within a global system while maintaining strong local impact. Students were exposed to the company’s role in supporting employment, driving supply chain activity, and investing in workforce development and sustainability. 

Managing Director Daaf van Tilburg said this balance between global integration and local relevance is critical to long-term success.

“Red Stripe’s success is built on operational excellence, sustainability, and a deep commitment to the communities where we operate,” he said. “Our role in the Jamaican economy is about creating long-term value for people and communities.”

For Jamaican-born MBA student and tour lead Gale McFarlane, the experience highlighted the strategic value of markets like Jamaica in shaping global business perspectives.

“Bringing my classmates to Jamaica was important because it exposed them to a different kind of business environment, one where companies have to be more deliberate in how they allocate resources, build partnerships and respond to market constraints,” McFarlane said. “It challenged the assumption that scale is the primary driver of competitiveness, and instead highlighted how agility, efficiency and local knowledge can be just as powerful and how much opportunity exists here for innovation and growth.”

She noted that the exposure shifted perspectives among the group, particularly in understanding the role of Caribbean markets within the global economy.

“For many of them, this was their first time experiencing a business environment like Jamaica’s,” she added. “It challenged assumptions and showed that smaller markets can be highly dynamic, competitive and impactful.”

The engagement also creates a platform for longer-term connections between Jamaican companies and a global network of emerging business leaders, with potential to drive future partnerships, investment interest and ongoing knowledge exchange.

As global institutions expand their focus beyond traditional markets, engagements like this signal Jamaica’s growing relevance as a business environment, positioning the island not just as an investment or tourist destination, but as a market where global business perspectives are shaped through real-world experience.