The document discusses reframing the concept of "A" in an MBA from administration to ambidexterity. It argues that innovation and efficiency are now the standard in business, so MBA programs should focus on developing students' ability to be ambidextrous - pursuing both innovation and efficiency simultaneously. Several thinkers and concepts are referenced that support developing ambidexterity, such as design thinking, lean prototyping, and maintaining opposing ideas. The document suggests replacing "A" with "H" for heuristics or "A" for ambidexterity to better capture what business education needs to focus on today.

1. reframing A in MBA

3. A stands for
ADMINISTRATION

4. We are not living in
the beginning of the
20th century
anymore

12. Everything changes

15. Change will happen
anytime, however the
questions are:
what’s the change pace?
what’s needed to adapt?

16. A short history of
management &
organisation

17. ?
Organization Theory Mary Jo Hatch Ann L. Cunliffe (2006)

18. What will be after
postmodernism?

19. A short history of
management
education

20. Where are entrance
exams still used?

21. Which exams?

22. Which exams?

26. The meaning of A
=
Algorithms

27. ‘The design of business’ by Roger Martin (2009)

28. We already passed
postmodernism!
What’s next?

29. integrative thinking
neuro sciences
MATURISM
neo post
Wilber
McWinney
Simons

30. What do the
following people
have in common?

32. Scan Focus Act
Pattern language by MGTaylor

34. Design thinking
‘Change by design‘ by Tim Brown

35. ‘The opposible mind’ by Roger Martin (2007)

37. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
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38. They are looking for
heuristics

39. ‘The design of business’ by Roger Martin (2009)

40. Would you replace
A in MBA by
H of heuristics?

41. To find heuristics
you need to keep
your eyes open !

45. And work hard to
create added value
at the same time!

48. Cheap design

49. lean prototyping

51. This seems like a
paradox
Designers work with
paradoxes every day

53. And adopted
AMBIDEXTERITY

55. H of heuristics
is replaced by A of
AMBIDEXTERITY

57. We were discussing MBA’s
we reframe A of
ADMINISTRATION
into A of
AMBIDEXTERITY

58. MASTER
OF
BUSINESS
AMBIDEXTERITY

59. Because:
innovation
and
efficiency
are the standard in business

61. Product Introduction Model
Concept/ Product Alpha/Beta Launch/1st
Bus. Plan Dev. Test Ship
Customer Development
Customer Customer Customer Company
Discovery Validation Creation Building
Pivot

66. to add value:
get out of the building
and discover
Maybe he got a point!
Alternative-MBA
Seth Godin http://www.squidoo.com/

67. because purpose
should be at the
heart of business and
it start ‘s with
why?

68. ...discover better options...

69. Frits Oukes
frits.oukes@redmerito.nl
nl.linkedin.com/in/fritsoukes
@FritsOukes #patterns #leanproto
+31 6 29 576 884
Inspired by the work of Cees Zwart, Manfred Kets de Vries, Rupert Sheldrake, Peter Block, Marcel Wanrooij, Eric Berne, Frank Oomkes,
Gareth Morgan, Everett Rogers, Stewart R. Clegg, Peter Drucker, Peter Senge, Leon de Caluwe, Bob de Wit, Astrid Schreyogg, Rolf
Mulder, Peter Scott, Peter Checkland, Kenwyn Smith, Larry Hirschhorn Joe Pine, Joop Swieringa, Matt Taylor. Daniel Kahneman, Donald
A. Schon, Edgar H. Schein, Goos Geursen, Barbara B. Bunker & Billie T. Alban, Andre Wierdsma, C.K. Prahalad, Henry Chesbrough,
Venkat Ramaswamy, James Surowiecki, John P. Kotter, Dee Hock, Charles LeadBeater, Mark H. Moore, Emmanuel Gobillot, Manfred
van Doorn, Tim Brown, Tom Kelley, Roger Martin, Carol S. Dweck, Alexander Osterwalder, Dan Roam, David Sibbbet, Steve Blank and
Brant Cooper and Will McWinney