Tag Archives: MBA

Interview: John Mooney at Pepperdine University’s Graziadio School of Business

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John Mooney

John Mooney

Part-time MBA programs can offer flexibility and value for working professionals. John Mooney, associate dean and professor at Pepperdine’s Academic Programs for Working Professionals, says that the benefits don’t stop there.

What are some of the advantages of part-time MBA programs?

For one thing, it’s a far more immediate learning. Theories of learning have recognized for many years that the quality of learning improves dramatically when you move beyond passively consuming new knowledge and are able to apply it immediately. And that’s the big advantage for working professionals.

The other big issue about MBA programs for learning professionals is the affordability issue. If you’re going to do a full-time MBA program, it means that you have to make a conscious decision to stop working. And that implies a loss of income for the duration of that program.

And with part-time programs, students also get to continue progressing in their career. Many of our students tend to get promoted before they finish, and that’s a clever strategy on the part of employers because as an employer, you don’t want  somebody to finish their MBA and then decide they want to go somewhere else.

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Interview: Rachel Killian at Warwick Business School

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Rachel Killian

Online MBA programs can provide more flexibility than classroom based programs. But how does the actual experience compare? We asked Rachel Killian, the Marketing and Recruiting Manager at Warwick Business School.

What are the benefits of a distance learning program over a class-based one?

There are two main reasons why people would choose a distance learning program over a class-based program. The first of which is the cost, because typically a distance learning program is likely to be more affordable – particularly if people are looking for a part-time program but are not getting any corporate sponsorship or funding from their employer. And we have seen a fall in the last 12 or 18 months of the number of corporations that are able to sponsor students’ MBAs. For those people who are not getting funding, then a distance learning MBA is an affordable option. The second reason is that it gives students more flexibility in fitting their studies around their professional lives, but also if they have family as well, their family life. Because for us, the average age of our distance learning MBA students is about 34 or 35; and that’s a time of life where people are quite busy, so I do think that it gives people more flexibility.

They can study when they want, when it suits them, and when they can fit it in.

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Interview: Nathan Shedroff of California College of the Arts

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Nathan Shedroff

More business schools are adding design to their curricula, but only a couple programs cater to designers and creatives. We spoke with Nathan Shedroff, chair of the new Design Strategy MBA program at the California College of the Arts in San Francisco, about what people working in the creative industries can get from doing an MBA.

Where do your students come from?

Around 70 percent of the students have a design background; that might be fashion, graphic design, interaction design, industrial design, or maybe a little architecture. The rest have a non-design background but all have an affinity for design. They might work for companies in non-design capacities but these companies use design strategically or are design-aware.

For someone in your program without a design background, will they learn design as well as business?

They will definitely learn more about design as they go through the program, but we aren’t a design program, and we don’t actually teach design skills in the traditional sense. There’s nothing about color, type, layout, etc. We often talk about those issues in classes, but they aren’t learning those design skills. Instead, they learn strategic design skills: design research, design thinking, managing design, managing companies, etc.

The first year of your MBA program has only just begun, but where do you expect your grads will end up?

We expect they’ll end up in one of three places, depending on what they’re interested and what the economy is like. We expect a small percentage of students will start their own companies, probably based on whatever their thesis is. That’s not for another 16 months, so it’s hard to gauge.

We think the bulk of our students will end up at the design-related consultancies that do strategic design. And they’re crying out for people to bridge the gap between design innovation and business. A big part of it is helping clients understand what the process is, and what needs to be done, and to be comfortable with it. And then there are the skills of managing innovation. Consultancies are searching desperately for these people. Not only is it hard to find people with this experience, but strategic work is much more profitable for them, as well.

Plus, much of the traditional design work is moving over to China at the moment. Graphic design not as much yet, but product design and industrial design is moving over to China rapidly. Interaction design is starting to follow, as well.

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Interview: Max Oliva of IE Business School

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To conclude our series of interviews about CSR and sustainability MBA programs and the job market, we publish excerpts from our chat with Max Oliva, associate director of the Social Impact Management project at IE Business School in Madrid.

What is the mood of the CSR community in light of the financial crisis?

We will obviously be affected by the crisis, but it will also be a good opportunity to see which companies were “walking the talk” and doing CSR strategically. They are the companies expecting benefits in innovation and bottom-line business.

But some companies were doing it on the PR or marketing basis without having it integrated, and it makes sense for them to cut back on those types of programs. You will see cutbacks in the companies that have not integrated it. That’s good for the consumers, and an opportunity for maturity in the sector and for going ahead strategically and innovation-wise.

As someone who works at a European business school, do you notice any differences in how Europeans and Americans approach CSR?

There are some differences. For example, in Europe we have much stronger government support for social issues. In the United States, philanthropy relates much more to individuals and companies. Having said that, that is only a very small part of CSR. The strategic part of CSR has been driven a lot here in the United States, but has been certainly driven as well by several European companies.

I tend to think it depends on the company. Multinationals have companies in the US and Europe. There are some companies that are quite ahead in this conversation: several American companies, but also several European companies that are approaching it much more strategically. I think the UK is a couple years ahead of the rest of Europe. I would even say that they are ahead of the US.

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Interview: Dan Vermeer of Duke University

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Dan Vermeer

After seven years directing a sustainability initiative at Coca-Cola Company, Dan Vermeer has joined Duke University as executive director of the new Corporate Sustainability Initiative. In our interview, he says the financial crisis will separate the truly valuable CSR initiatives from the superficial.

Will corporate sustainability survive the financial crisis?

There’s no question that there will be a whole lot of stress on the job market in general, and nobody is going to be exempt from that. There are a few things that give me comfort. One is that a good chunk of the environmental sustainability agenda has a cost-saving benefit immediately. I think efforts around reducing energy use, water use, waste are going to have very direct benefits on the bottom line in a more efficient kind of enterprise.

This is what some business schools are saying, but is this something companies actually believe?

I think so. I would differentiate the larger national and multinational firms where I would say that it’s pretty well understood that sustainability efforts have financial and strategic value. Most companies are pursuing them, and will continue to do so. I’m pretty confident about that.

I think it is less institutionalized in smaller firms that have less exposure, access to the tools, and expertise in this area. But, in general, it’s pretty well established.

There are a lot of things that go under the umbrella of sustainability, and I think you will see some aspects of that suffer. Things that are framed more in philanthropic terms, corporate social responsibility terms, or corporate affairs terms – those things are likely to suffer because they are seen as more ornamental or  the kinds of things you do in good times to buff up your image.

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Interview: Nicola Acutt of Presidio School of Management

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Nicola Acutt

San Francisco is considered one of the “greenest” cities in the world. So perhaps it’s no surprise that Bay Area business schools are among the leaders in teaching sustainability and CSR. One school – Presidio School of Management – specializes in it. We spoke to the school’s associate dean Nicola Acutt about the Presidio MBA program, and whether corporate sustainability will be the first victim of the financial crisis.

Will an economic downturn marginalize corporate social responsibility and sustainability?

I think it’s something that’s obviously on the forefront of a lot of people’s minds. I would say that now more than ever, there is a need for business leaders who have this kind of training and understanding. In an economic downturn, sustainability becomes even more critical. In strong economies, it provides opportunities. In weak economies, it provides opportunities, and can be central to survival and turnaround strategy.

In a downturn, one of the most important things is to tighten your belt and look at where you can be more efficient. That’s really at the core of an integrated bottom line: understanding how a sustainability-oriented strategy can reduce risk, cost, enhance reputation, ensure customer loyalty. Those are all key parts of the business case for sustainability and sustainable management.

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Interview: Francis Bidault of ESMT

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Well, you can’t knock ’em for lack of ambition. Founded by 25 German corporations in 2002, the European School of Management and Technology (ESMT) wants to be the “INSEAD in Germany,” and they want to get there fast. We asked ESMT MBA Director Francis Bidault about the school’s plans and the German MBA market.

Francis Bidault (Photo: ESMT)

Francis Bidault (Photo: ESMT)

How would you assess the German MBA market right now?

There are lots of programs that are called MBA. The vast majority are either in German or bilingual. But only a handful are in English, and can really claim to be international. I could mention 10 or 15 names, and when we look at those programs that market themselves internationally – we are talking about 10 or 12, not more.

There are some quite good ones, but they are not yet in the rankings. I’d mention Mannheim, Koblenz (WHU), once in a while you see GISMA or Leipzig, and of course, ESMT. Those are the main names, but of course there are many more.

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Interview: Christian Homburg of Mannheim Business School

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Mannheim Business School was recently accredited by the Association of MBAs (AMBA), making it the only German business school to get the “Triple Crown” of accreditations from AMBA, EQUIS, and AACSB. The school’s president explains why Germany is a good choice for MBA students from abroad.

When will we start seeing MBA programs in Germany become bigger players on the global market and in the rankings?

Christian Homburg, (Photo: Mannheim Business School)

Christian Homburg, (Photo: Mannheim Business School)

It’s only a matter of time. Although Germany may not become an MBA country to the extent that the US and the UK are in the conceivable future, a handful of business schools have the potential to earn a very good position in the international rankings. Up to now, German MBA programs were simply too young to be taken into consideration in the most important rankings. But this should change soon.

What are the main things that have had to (or will have to) change in German institutions to compete with other European business schools?

The quality of research and teaching and the infrastructure are certainly not reasons why the good German business schools haven’t been noticed enough on an international scale up to now. In my opinion, it is a basic requirement that German business schools should appear more confidently on the market. However, MBA programs demand another organizational framework, another teaching and thinking style than is common at many German universities, as well as a consistent market and service orientation of the overall organization. This is still often in short supply in Germany.

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Interview: Torsten Wulf of HHL Leipzig

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Hi there! This is the first in our series of interviews on MBA programs in Germany. Torsten Wulf directs the MBA program at HHL Leipzig, one of the top MBA programs in the country. We asked him why German business schools have taken so long to become competitive internationally.

Torsten Wulf, HHL Leipzig

Torsten Wulf (Photo: HHL Leipzig)

When will we start seeing more internationally competitive MBA programs in Germany?

I think that will happen pretty soon. We have a total of around 250 MBA programs. You have the leading schools: HHL, Mannheim, WHU in Koblenz, GISMA, ESCAP-EAP, and then you have a number of emerging ones. ESMT is doing very well right now, and I think in a couple of years they will be a major competitor because there is a lot of money behind it. Frankfurt Goethe Business School is saying that they are going to offer a full-time MBA program from next fall. A couple of the larger universities are considering setting up their own business schools, as Mannheim did. Aachen is doing that and probably Cologne will follow.

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