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FROM INNOVATIVE LEADERS TO OVERSEAS CAMPUSES — B-SCHOOLS IN THE US ARE TAKING INITIATIVES TO MEET THE DEMANDS OF A 21ST CENTURY WORLD
IESE bolsters presence in US
TIMES NEWS NETWORK
THE refurbishment of IESE Business School’s new build-ing in New York City is officially under way, with comple-tion slated for later this year. Located on 57th Street in theheart of Manhattan, the enhanced building will provideadditional space for the school’s research and educationalactivities. IESE Business School, University of Navarra,Spain, first established a presence in New York City in 2007, and is further strengthening its activities inthe US with the initiative.
IESE is also stepping up its services to US companieswith international interests, as well as services to firms inEurope with operations in North America. The schooloffers Global Executive MBA and Executive MBA, as wellas open and customised programmes. American companieswith which IESE has partnered to offer customised pro-grammes include Boeing, Sun Microsystems, Hewlett-Packard, Visteon, Oracle and Abbott Laboratories.
IESE also has a long-term educational partnership withHarvard Business School, having developed joint initia-tives such as the Global CEO Programme for China. Theschool maintains exchange agreements for their full-timeMBA programme with many of the world’s leading busi-ness schools like Wharton, Columbia, NYU, Chicago,Kellogg and MIT in the US.
Research is also an important aspect of IESE’s growingactivities in the US, and the school has established aresearch centre focused on globalisation, while expandinginto areas such as leadership and ethics, entrepreneurship,emerging markets and cross-cultural management. As partof its US initiative, IESE has launched an endowment cam-paign for the establishment of the new research centre andresearch chairs.
I n line with its mission to create a businessschool of the 21st century, DukeUniversity’s Fuqua School of Business,
US, is strengthening its presence in key geo-graphic locations across the globe, includingIndia. The school has expressed an interest inopening a campus in India, most likely nearDelhi.
The plans for a ‘physical’ presence followanother ambitious effort, when nearly twoyears ago the school embarked on an initia-tive to establish international teaching andresearch centres to hone global leaders. SaysBlair Sheppard, dean, Fuqua School ofBusiness, Duke University, “The world wenow live in is multi-centric and globally inter-dependent. In order to play our part onaddressing tomorrow’s business challenges,we are based in the economic and culturalhubs of the world’s regions.” The centresinclude Dubai (UAE), London (UK), Delhi(India), Shanghai/Kunshan (China), StPetersburg (Russia).
In order to produce leaders who understandthe economies of the world’s most importantcultural and commercial centres, the schoolfeels the need to have a more embedded pres-ence in these countries. “Establishing astronger presence requires a deliberateapproach. An essential part of our plans is to
utilise faculty of the same level of excellence,expertise, and experience wherever we teachor conduct research,” says Sheppard. Ratherthan relying on casual affiliations with part-ner institutions and hiring faculty for short-term teaching stints, he adds that professorswill be able to provide an Indian context toclassroom instruction and will conductresearch to address the challenges and oppor-tunities unique to India.
Addressing the over-riding concern of qual-ity control in an overseas campus, Sheppardelaborates: “We have made a commitment toourselves and to India that everything we doin India will be done with the same level ofquality we apply to everything we do on ourcampus in Durham, North Carolina — andeverywhere else in the world. That promisedictates the speed with which we implementour global programmes.”
He further adds, “As an emerging economicpower, India’s needs are large-scale. For anacademic institution, addressing such con-siderable issues with a conscientious atten-tion to quality cannot be rushed. We will onlymove forward as quickly as we are able toguarantee quality. For us, quality is not negotiable or open to compromise.” Theschool is planning to start with an ExecutiveMBA programme in India, and there are
similar plans for China.Commenting on whether an international
campus would dilute brand, Sheppard replies,“Our goal is to be the world’s first legitimate-ly global business school. The local, regional,and national economies of the world are nowso intricately intertwined and interdependentthat it is incumbent upon business schools torethink the boundaries of business educa-tion, in both the literal and figurative senses.”
On why an Indian student would opt for acampus in Delhi instead of Durham, JaivirSingh, Indian adviser to the dean, says, “Wewill offer students an international experi-ence at their doorstep, and at a lower cost.”The school is now waiting for final approvalto the legislation that will allow foreign insti-tutions to set up campuses in India.
James Buchanan Duke as a memorial to hisfather created Duke University in 1924. Themain Duke campus is situated in Durham,North Carolina. In 1969, Duke chartered theGraduate School of Business Administrationand in 1980, the school was named in honourof JB Fuqua with his $10 million gift to theschool. The business school offers degree pro-grammes — daytime MBA (22 months, full-time in Durham), Cross Continent MBA (16months, global residencies and distancelearning), Global Executive MBA (18 months,global residencies and distance learning),Weekend Executive MBA (20 months, week-end residencies and distance learning),Master of Management Studies: Foundationsof Business (10 months, full-time in Durham).The school also offers non-degree open enrol-ment executive education programmes.
www.fuqua.duke.edu Library and Hallway of Duke University’s Fuqua School of Business, North Carolina, US
THE Haas School of Business at University ofCalifornia Berkeley, US, has revamped its MBAcurriculum to focus more on innovative leaders.Berkeley Innovative Leader Development (BILD)is the connecting theme that runs through theentire Berkeley MBA curriculum to ensure thatevery student develops the skills required ofinnovative leaders. BILD will launch in fall 2010,after students return from the summer break, inthe Berkeley MBA full-time and evening andweekend programmes.
Rich Lyons, dean, Haas School of Business,University of California Berkeley, says, “Wehave revamped our MBA curriculum to makesure that every student coming through theprogramme will get the toolkit and the experi-ences necessary to become an innovativeleader.” He further adds that an innovativeleader needs to be able to — think criticallyand flexibly, influence and inspire others, pro-mote active inquiry, lead to achieve results,
recognise and foster creative ideas.Lyons says that the school’s distinctive culture
will be used to shape Berkeley MBA students intoinnovative leaders. Haas culture is defined byfour key principles — question the status quo,confidence without attitude, students always andbeyond yourself (see box).
New requirements of the Berkeley MBA pro-gramme include:
� Orientation: Introduction of the innovativeleader framework and skill-set.
� Revamped core: While the Berkeley MBAremains anchored in general management, corecurriculum courses have been reviewed to callout elements that contribute to the capabilitieslinked by research to innovative leadership.
� Two core courses — Leadership &Communications and Leading People — havebeen restructured to offer additional skills, suchas the ability to influence others withoutauthority.
The optional Berkeley MBA LeadershipDevelopment Series teaches executive leadershipskills outside the classroom. And a series of elec-tives allow students to study various aspects ofinnovative leadership in depth, including ininterdisciplinary programmes such asManagement of Technology andEntrepreneurship.
On the need to revamp the curriculum, Lyonssays, “The world of business is at a turning point.My parents looked at my future in an entirely dif-ferent way than I look at my children’s future.When I look at my children aged 10 and 7, whatcomes to mind are unsustainabilities. Theseunsustainabilities are a big opportunity for allbusiness schools. The discussion is, fundamental-ly, about society having the right human capital.”
According to a report in The Economist, thereforms at Haas are being billed as one of themost radical shake-ups of an MBA programmesince both Yale and Stanford changed theirs in2006. But whereas Yale scrapped conventionalsubjects in favour of themes such as the cus-tomer, innovation and business and society, theHaas approach involves teaching the old subjectsin a new way, by emphasising 15 specific skills,including experimentation, revenue-model inno-vation and risk-selection.
Lyons notes that the defining principles areinfluenced by the school’s location in the San
Francisco Bay Area — the world epicenter forinnovation and entrepreneurship. These princi-ples are also reflected in Haas faculty members,such as professor Oliver Williamson, who wonthe 2009 Nobel Memorial Prize in EconomicSciences for redefining how economists under-stand firms and markets.
ADMISSION CRITERIAElaborating on the admission requirements forthe Berkeley MBA, Peter Johnson, executivedirector, MBA admissions, Haas School ofBusiness, says, “Each fall, the full-time MBAenrols approximately 240 future business leaders.We seek candidates with leadership potentialwho will add to the richness of the classroomexperience and participate actively in the Haascommunity. The goal of the application reviewprocess is to identify those candidates who arethe strongest fit with our programme.”
In addition to substantive professional experi-ence and strong academic preparations, theAdmissions Committee seeks candidates whoreflect the defining principles of Berkeley MBAgraduates (see box).
The projected tuition fee for 2010-2011 non-California residents is $49,647 per-year. The pro-jected budget is available online athttp://mba.haas.berkeley.edu/admissions/finaid/ expenses.html. All applicants are considered for
Haas School merit scholarships during theadmissions process. The school also providesachievement scholarships for individuals whohave achieved tremendous success in spite of sig-nificant economic, educational, health-related, orother obstacles, and Berkeley MBA grants, whichare based on a combination of financial need andacademic merit. They require submission of aseparate application after admission. There arealso scholarship opportunities outside the HaasSchool that students should consider. More infor-mation at http://mba.haas.berkeley.edu/ admis-sions/finaid/scholarships.html
www.haas.berkeley.edu
Cronk Gate, main entrance to the Haas School of Business at University of California Berkeley, US
The Berkeley MBATHE HAAS HEARTBEAT
The four defining principles of the HaasSchool of Business’ culture� Question the Status Quo: Being able toenvision a different reality, to take intelligent risks,and to learn from failure, as well as having thecourage to speak our minds� Confidence without Attitude: Being able tomake decisions based on facts and analysis,giving us the confidence to act withoutarrogance, leading through trust andcollaboration� Students Always: Having a mindset ofcuriosity and lifelong learning, seeking personalgrowth, and practicing behaviour that tells otherswe can learn from them� Beyond Yourself: Considering the long-termimpact of our actions and the facility for puttinglarger interests above our own.
Malini Sen/ TNN
When you buy a productare you influenced bythe fact that the pro-
ceeds are going to help a socialcause? Do a company’s effortstowards social responsibilitystrengthen brand loyalty?
Corporate SocialResponsibility (CSR) is today anintegral part of a majority ofcompanies’ marketing strategyworldwide. Says CB Bhatta-charya, E ON Chair Professor inCorporate Responsibility atESMT (European School ofManagement and Technology)Berlin, “exploration of market-ing strategies and consumerbehaviour has shown that com-panies can use under-leveraged‘intangible assets’ such as cor-porate identity and reputation,membership and brand commu-
nities, and corporate socialresponsibility to strengthenstakeholder relationships.”
Commenting on the risingpopularity of CSR, he says thatit is the “biggest movement notbecause it is fashionable but alicense to operate in a competi-tive market characterised byincreasing stakeholder con-sciousness.” He further adds,“My research interest is in thearea of business strategy innovation aimed at increasingboth business and social value.When I started my researchmany years ago, CSR was in its infancy.”
Bhattacharya is the facultydirector of ‘StakeholderMarketing Consortium,’ an ini-tiative that studies how firmscan best consider the welfare ofmultiple stakeholder groups intheir decision-making, which he
started in 2007 with supportfrom the Aspen Institute.
On the key global challenge
for responsible business,Bhattacharya opines it is tocombine ‘doing well’ with ‘doinggood.’ In other words, the chal-lenge is to convince companiesthat business value can bereaped through CSR invest-ments, but only as a conse-quence of creating social andenvironmental value. For this tohappen, organisations need tomove from a shareholder-cen-tric to a stakeholder-centricmindset.
“Short-term orientation ofthe current financial systemand outdated mental modelsregarding the role of businessin society are the most impor-tant obstacles to the practice ofresponsible business,” he says.
According to him, companiesneed to demonstrate the abilityto make a difference to the plan-et and/or its people and clearly
communicate the outcome oftheir actions. Over time, thisresonates well with consumersand the CSR efforts get reward-ed. “If a company can prove itssincerity and motive behindtheir CSR efforts, this reservoirof goodwill will pay off,”he adds.
On an effective CSR initiativein India, he cited the example ofHindustan Unilever’s ‘WashingHands’ campaign. “It was aneffective campaign in ruralareas (which was the target seg-ment) and had both social andbusiness outcomes,” saysBhattacharya.
Doing well by doing good
CB BHATTACHARYAIn ‘Turk Talk’ we provide an inside
view of the world ofbusiness education.
Send your [email protected]
CB Bhattacharya, E ON Chair Professor in Corporate Responsibility at ESMT (European School of Management and Technology) in Berlin, Germany, elaborates on how corporate social
responsibility (CSR) is a powerful tool for brands today
RETHINKING THE BOUNDARIES
WE HAVE MADE A COMMITMENT TO OURSELVES AND TO INDIA THATEVERYTHING WE DO IN INDIA WILL BE DONE WITH THE SAME LEVEL OF
QUALITY WE APPLY TO EVERYTHING WE DO ON OUR CAMPUS IN DURHAM,NORTH CAROLINA — AND EVERYWHERE ELSE IN THE WORLD
— BLAIR SHEPPARD, DEAN, FUQUA SCHOOL OF BUSINESS,DUKE UNIVERSITY
TURK TALK
BUSINESS KNOWS NO BOUNDARIES.WHY SHOULD A BUSINESS SCHOOL? DUKE UNIVERSITY’S FUQUA SCHOOLOF BUSINESS IN LINE WITH ITS GLOBAL VISION PLANS TO OPEN A CAMPUS IN INDIA.MALINI SEN REPORTS
WE HAVE REVAMPED OUR MBA CURRICULUM TO MAKE SURE THATEVERY STUDENT COMING THROUGH THE BERKELEY MBA PROGRAMME
WILL GET THE TOOLKIT AND THE EXPERIENCES NECESSARY TO BECOME ANINNOVATIVE LEADER
— RICH LYONS,DEAN,HAAS SCHOOL OF BUSINESS,UNIVERSITY OF CALIFORNIA BERKELEY
David Schmitz
HAAS SCHOOL OF BUSINESS,UNIVERSITY OF CALIFORNIA BERKELEY,LAUNCHES REVAMPED MBA CURRICULUM FOR 2010.MALINI SEN REPORTS
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