Michael Aldous


Published on

IE EMBA/Brown programme

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Michael Aldous

  1. 1. IE Brown Executive MBA<br />A case study for International PR<br />
  2. 2. IE Brown Executive MBA<br />Todays Session<br />The Schools<br />The MBA market and criticisms<br />Designing a ‘new’ MBA<br />Communicating something ‘new’<br />How successful have we been<br />
  3. 3. IE Business School: Fast facts<br />Entrepreneurship, innovation and diversity<br /><ul><li> Founded in 1973 by business people for business people.
  4. 4. Market led
  5. 5. Entrepreneurial mindset: Entrepreneurship integral part of all our programs
  6. 6. Independent and liberal
  7. 7. One of the world’s top 10 business schools
  8. 8. Diversity: key to developing globally focused leaders
  9. 9. The school has over 1800 students drawn from 85 nationalities on campus, with over 40,000 alumni worldwide</li></li></ul><li>Brown University: Fast facts<br />Serving the community, nation and world<br /><ul><li> Founded in 1764, one of the oldest Universities in the US
  10. 10. Member of the prestigious Ivy league group of universities (Yale, Harvard, Princeton, Columbia, Penn, Cornell, Dartmouth)
  11. 11. Widely known for its liberal arts curriculum, which develops highly individual, critical thinkers
  12. 12. Brown currently has around 6000 undergrads and 1900 post graduate students</li></li></ul><li>Warren Bennisargues that Business School’s are "institutionalizing their own irrelevance" by becoming too focused on scientific research that has little connection to business reality. <br />The MBA Market<br />Criticisms <br />Henry Mintzbergcontends that "conventional MBA programs train the wrong people in the wrong ways with the wrong consequences." <br />Philip Delves Broughton claims that MBA’s are a "swollen class of jargon-spewing, value-destroying financiers and consultants [that] have done more than any other group of people to create the economic misery we find ourselves in. ”<br />
  13. 13. Between 2001 and 2010, the number of courses included in the FT EMBA league table has doubled, from 50 in the original classification to 100 in 2010. This reflects the continued demand for programmes aimed at experienced managers who need to juggle their studies with full-time employment.<br />91% of US nationals apply to B.school programs in the US – yet the US remains the number 1 destination for international students looking to study abroad.<br />The MBA Market<br />Executive MBAs and the US market<br />EMBA Students most interested in developing their strategic/decision making attributes.<br />EMBA students some of the most likely to use word of mouth and non-school information sources .<br />Sources: <br />FT.com – EMBA Rankings 2010<br />Mba.com prospective student survey 09/10<br />
  14. 14. Program objectives<br />Why go Beyond Business?<br />Design a MBA to integrate knowledge of culture and society with business and management.<br />Develop new modes of work and thinking, more adapted to modern business, where multicultural and multinational elements, along with distributed teams, are a big part of the game<br />To smoothly create a sensitivity to other cultures and new approaches to doing business in a global business context<br />Integrate a well tested approach to the entrepreneurship process, developing the skills and behaviors of an entrepreneur; inquisitiveness for the broader environment and ability to generate and implement ideas<br />
  15. 15. Program objectives<br />A different class of leader<br />Aspire to develop leaders who are…<br />entrepreneurially-minded as they employ innovative thinking to turn challenges into opportunities;<br />globally-aware and inquisitive of the social, cultural, political, economic, and technological changes in the world;<br />morally-grounded with a strong ethical compass and an understanding that real economic value creation must be socially and environmentally sustainable;<br />authentic, flexible, and able to cope with ambiguity – the attributes needed to manage and lead in times of change.<br />
  16. 16. The IE Brown Executive MBA<br />What’s so special?<br /><ul><li>Different: Goes Beyond Business
  17. 17. Core MBA plus Liberal Arts, to help students gain:
  18. 18. Better understanding of societies, people & markets
  19. 19. More information to make decisions
  20. 20. Ideas, creativity, growth, sustainability
  21. 21. Society is calling for better leaders with exceptional management skills, entrepreneurial spirit & who count themselves as global citizens
  22. 22. IE and Brown faculty pool
  23. 23. Not for everybody: brings together kindred spirits</li></li></ul><li>Program curriculum<br />Decision Making & Modes of Thinking<br />Going Beyond Business<br />Operations & Supply Chain Mgt<br />Work, Meaning & Identity<br />Information Systems<br />Talent <br />& Human <br />Capital Mgt<br />Innovation & Entrepreneurial Leadership<br />Culture, Politics & the Arts<br />Leading People in Organizations<br />Creativity<br />Marketing Management <br />& Strategy<br />Leadership Development<br />Health, Ethics, Society<br />Public Speaking<br />Competitive Strategy and General Mgt<br />Financial <br />Management<br />Managerial Economics <br />& Country Analysis<br />Nonmarket Strategy<br />Accounting <br />& Control<br />Critical Finance<br />Political Economy of Development<br />
  24. 24. A blended Executive MBA<br />The Blended approach<br /><ul><li>Blended: Part face-to-face, part online
  25. 25. Students study part-time and work full time
  26. 26. Online periods imply flexibility
  27. 27. Students adapt study to their own schedules
  28. 28. Fits with frequent travelers
  29. 29. More time for class debate and participation
  30. 30. Global outreach: students from across the globe
  31. 31. Embeds learning: students implement learning, tools </li></ul>and concepts immediately into their working lives, drawing on experience and advice of classmates and professors <br />
  32. 32. Marketing and Comms Plan<br />Main components…<br /><ul><li>Advertisingonline & print
  33. 33. Maximise SEM – build up ourvisibility online
  34. 34. Social media campaign: Online student chats / studentblogs
  35. 35. Executive Master Classes</li></ul>Ledby IE and Brown faculty, <br />Withcurrentstudents in attendance<br /><ul><li>Visitsto Brown alum clubs
  36. 36. Fairs and events - 160 MBA fairs covered worldwide, 260 Informative Events worldwide, 2 monthly virtual information sessions
  37. 37. Developinternationalpresscoverage and follow-up stories</li></li></ul><li>www.ie.edu<br />
  38. 38. www.iebrown.com<br />
  39. 39. IE Brown EMBA Brochure<br />
  40. 40. The‘face’ of the IE Brown EMBA<br /><ul><li>Social media:
  41. 41. Facebook
  42. 42. LinkedIn
  43. 43. IE Brown Student Blog
  44. 44. Twitter
  45. 45. Goals:
  46. 46. Tobuildthebrand
  47. 47. To be peoplefocused
  48. 48. To be visual, dynamic, interesting, relevant, </li></ul>consistent<br />
  49. 49. http://iebrown.blogs.ie.edu/<br />
  50. 50. http://iebrown.blogs.ie.edu/<br />
  51. 51. Twitter and facebook<br />
  52. 52. http://mediacampus.ie.edu/postgraduate<br />
  53. 53. CommunicationsPlan<br /><ul><li>Brown Alumni magazine – featurearticle</li></ul>Brown professors: How has theirexperiencebeenteaching<br />seniorexecutives?<br />IE Brown Studentswho are Brown Alumni – talkabouttheirexperience<br />Brown Alumnischolarshipsavailable<br /><ul><li>Follow up: majorpress
  54. 54. Executive MBA rankings / businesseducationsupplements
  55. 55. Class of 2011: Letthemtelltheirstorytotheir local newspapers</li></li></ul><li>IE Brown EMBA in the press…..<br />The Globe and Mail, Canada <br />The wider perspectives that Brown University brings to the Executive MBA – drawing from the humanities, social sciences, engineering and life sciences – is likely to resonate with Canadians. Ontario has one of the school's largest alumni populations, reflecting the region's liberal business mindset and commitment to issues of social and environmental sustainability on an international level.<br />New York Times, US<br />A course on health, ethics and society will encourage students — many of whom will be mid-career executives — to use the tools of social and cultural anthropology to understand how societies allocate resources and calculate risks. <br />International Business Times, US edition<br />Fast, furious, and technically competent - once upon a time in the not-so-remote past, these were the primary qualities associated with the successful manager. However, the importance of bringing values, reflection and a broader world view into corporate offices and boardrooms has perhaps never been more sharply felt than at this juncture in the history of business.<br />
  56. 56. IE Brown EMBA in the press…..<br />The Financial Times, UK<br />It is difficult to think of two more unlikely academic partners: a US liberal arts college founded in 1764 and a Spanish business school that opened its doors just 30 years ago. But the combination of Ivy League tradition and Latin entrepreneurship looks set to be a marriage of some substance<br />The Times of India, India<br />The programme brings together faculty from both institutions, integrating leading management thinking with wider perspectives from the humanities, social sciences, engineering and life sciences. The programme is based on a unique interdisciplinary approach, and was specifically developed by faculty members from IE and Brown to help participants excel in an ever more complex and challenging global economy.<br />The Financial Times, UK<br />When people hear liberal arts, they – mistakenly – think of content, of literature, history or philosophy. But liberal arts education is something more. It’s a way of looking at the world, a mode of inquiry. It is what Albert Einstein called “the training of the mind to think something that cannot be learned from textbooks.” And it should be compulsory in business schools.<br />
  57. 57. IE Brown 2011 Class Profile<br />Countries of Birth<br />720prospectivecandidates<br />24students<br />
  58. 58. IE Brown 2011 Class Profile<br />Industry background<br />
  59. 59. Sample IE Brown employers<br />Diverse, experienced, impressive<br />
  60. 60. Thank you!<br />Michael Aldous – m.j.aldous@lse.ac.uk<br />
  61. 61. Appendix<br />
  62. 62. IE Business School: Recognition<br />Consistently recognized excellence<br />Executive MBA Rankings<br /><ul><li># 7 World, FT October 2010
  63. 63. # 6 World, Business Week November 2009
  64. 64. # 1 World, Distance Learning, Economist February 2010</li></ul>Full-time MBA Rankings<br /><ul><li> # 8 World, FT January 2011
  65. 65. # 1 World, Wall Street Journal, September 2009
  66. 66. # 3 World,AméricaEconomía, June 2010</li></li></ul><li>http://www.brown.edu/ce/adult/iebrown-mba/<br />
  67. 67. http://www.brown.edu/ce/adult/iebrown-mba/<br />
  68. 68. 10 Master Classesworldwide<br />Los Angeles<br />New York (2)<br />Providence<br />Boston<br />Washington DC<br />London<br />Madrid<br />Tokyo<br />Singapore<br />
  69. 69. Budget split<br />
  70. 70. Budget split<br />
  71. 71. Budget split<br />
  72. 72. Printadvertising: MajorPress<br />