DOCSLIB.ORG

2012 Financial Times Executive Education Rankings

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2012 Financial Times Executive Education Rankings Publishing Hopes & Fears Corporate universities A textbook case Women aiming Companies do it of innovation for the top for themselves FTbusiness education May 14 2012 Executive education rankings www.ft.com/business-education/execed2012 2012 contents MAY 2012 03 Special reports and supplements editor Michael Skapinker Business education editor Della Bradshaw Editor Hugo Greenhalgh 32 Lead editor Jerry Andrews Art director Sheila Jack OPENINGS Picture editors Michael Crabtree, Krissy 4 from the editor Hodgkinson, John Wellings We all know we must work longer – but Production editor business schools have not caught up Jearelle Wolhuter Commercial director, EMEA TOP 6 upfront Dominic Good Even satisfied clients can have Head of B2C a wandering eye; top 50 rankings; Elli Papadaki 50 making leadership education Head of business education affordable in the developing world REPORT Sarah Montague Account managers 8 introduction 32 publishing Ade Fadare-Chard, Gemma Taylor The executive education market is Among the growing competition facing Publishing systems manager becoming ever more fragmented business schools are companies Andrea Frias-Andrade diversifying from printing coursebooks Advertising production 11 meet the dean into teaching courses Daniel Lesar, Daniel Macklin Kai Peters of Ashridge on how the school fought back from tough times 36 corporate on the cover universities Illustration by Neil Webb 12 management column The employers taking Shareholders neither own nor control a DIY approach to companies, says Simon Caulkin business education CONTRIBUTORS 14 dean’s column 38 consultancies DELLA BRADSHAW is the FT’s Jordi Canals of Iese on the man McKinsey, BCG and business education editor who rescued postwar Germany others are offering JORDI CANALS is dean of leadership training Iese business school 16 FEATURE SIMON CAULKIN is a ENDINGS management writer 16 interview PHILIP DELVES- Rajeev Chopra, chief 41 books BROUGHTON is a executive of Philips An author gets to grips management author Electronics India, was with strategy, execu- JAMES FONTANELLA-KHAN loath to take time out tion and handbags is the FT’s former New to return to school. Delhi correspondent So was it worth it? 43 technology EMMA JACOBS is assistant Why Microsoft’s new editor of FT Business Life RANKINGS Windows is just not REBECCA KNIGHT is a clear enough freelance journalist 22 analysis CHRIS NUTTALL is FT Interpreting the data gathered from 46 hopes & fears technology correspondent students and schools for the 2012 Equal opportunities: LAURENT ORTMANS Interactive FT executive education rankings a course for women is the FT’s business rankings and taking the next step education statistician more at 24 the rankings ADAM PALIN is an FT business www.ft.com/ The top 70 schools in the customised education researcher rankings programme ranking and the leading ALAN RAPPEPORT is the FT’s 65 for open-enrolment courses US consumer correspondent HAIG SIMONIAN is a freelance 28 methodology 46 journalist and the FT’s former How the executive education rankings Switzerland correspondent were researched and compiled PHOTOS: SIMON DE TREY-WHITE; VANCE JACOBS; TYRONE TURNER FT.COM/BUSINESSEDUCATION from the editor 04 della bradshaw A new age-old problem ➔ Managers are retiring later, but business schools are not providing appropriate programmes notice that one song the UK’s living legend Sir programme to develop personal skills or provide indus- Paul McCartney never sings anymore is “When try updates. I’m 64”. That’s the one with the lines: “Will you What are business schools doing to address this need? still need me, will you still feed me when I’m 64?” Managers in Very little, it would seem. It has been two decades since I As he approaches his 70th birthday, it seems business schools started talking about lifelong learning, pretty obvious that the recently remarried and sprightly their 50s face but few have adopted policies to make it happen. Whar- ex-Beatle has few concerns regarding the former. And another 20 ton at the University of Pennsylvania, which along with with personal wealth in excess of £500m, where the next the Haas school at UC Berkeley is introducing regular meal will come from can be no real concern either. years of work, updates for MBA alumni, seems to be further along that Of course, 64 used to be the age around which most possibly in a route than most. executives retired, but managers nowadays concede that very different At Harvard University, Rosabeth Moss Kanter, 69, has they will have to work into their late 60s, and possibly developed the Advanced Leadership Fellowship, which until they are 70. Just what they will do, and how they job to the one selects highly experienced (for which read mature) will do it, is proving increasingly perplexing, however. they do today people from all walks of life to try and address some Of course, if it just meant tagging a couple of extra of the world’s big problems by applying their expertise years on to the end of an illustrious career, that together with the latest thinking from the university. would be fine. But these days younger But this will still only occupy the time and minds of a and younger managers are making handful of the world’s elite academics and practitioners. it to board level, and as career Most business schools, with the exception of execu- advancement accelerates, so too tive education specialists such as IMD in Switzerland does business innovation. and Ashridge in the UK, are essentially degree machines, Not only will we all have targeting those under the age of 30. Indeed, I suspect the to work longer, but the rush by top schools such as London Business School, Duke speed at which the nature University in North America and Hong Kong University of our jobs change is of Science and Technology to launch pre-experience increasing. As career con- masters in management degrees means that the aver- sultants like to impress on age age of students on postgraduate degree programmes us, many of the industries is actually coming down. Most of this push towards graduates are moving increased numbers of degrees is fed by the need for course into today did not exist 20 fees. This ignores the fact that the big advantage of the years ago – hedge funds, more mature managers is that they – or their companies – areas of biotech and health- can afford to pay more. This is been clear for a while now care and, of course, anything with executive MBA programmes, which target people in that involves the internet. their 40s and 50s and charge $150,000 upwards. It is also likely that the pace Perhaps Global EMBA programmes are the answer. of change will accelerate. Ten years Dave Wilson, president of the Graduate Management from now there will be jobs that we Admissions Council, thinks they may cannot even imagine at the moment. be. His suggestion, however, is that the So what does this mean for today’s managers GEMBA may need a change of name to approaching their 50th birthdays? With corporate and Topping up Geriatric EMBA. state pension pots depleted in most developed countries, MBA alumni from If business is changing the way it oper- early retirement, it seems, is no longer an option. Instead both the Wharton ates every 10 years or so, should manage- these managers face another 20 years of work, possibly school and UC ment education do the same? According in a very different job to the one they do today. Berkeley in the US to Tom Robertson, dean of Wharton, Just as important, how will employers deal with these now have the alumni are just as keen to learn from fel- issues, or with reskilling their workforce? option to return to low alumni as from Wharton professors, The obvious answer has to be some kind of executive business school according to recent research conducted short programme, either a corporate course in indus- for short courses by the school. Is this the future? Ten years tries that are changing rapidly – publishing or retail, throughout their lives from now, what will executive education for example – where companies will need experienced as part of the deal. look like? Perhaps it will be something we managers to reshape the business, or an open-enrolment cannot even imagine today. b Photo: ed robinson; illustration: raymond biesinger ft.com/BUSineSSedUcation Half of the 06 schools in the combined rank- ing (right) are upfront European ➔ Poll: schools compete for clients who switch even when satisfied Essec in France has teamed up with Elle magazine to teach a short programmefor women. The course includes self-marketing, communicating with colleagues, preparing for maternity leave and return to work ➔Simply the best The 13th annual FT ranking of custom- ised executive education programmes marks a remarkable achievement for one business school. Headquartered in the US state of North Carolina, Duke Corporate Education has topped the ranking for the 10th consecu- tive year. usiness schools looking to providers in future. Their The school is ranked among increase their share of the reasons vary significantly. the top five performers in 11 lucrative executive educa- Reputation is the most out of 15 criteria, and at num- tion market have cause important factor for par- ber one five times. Duke CE’s B for optimism. An FT poll ticipants, mentioned by 48 core strength lies in its prepara- reveals that more than half of commis- per cent as a reason why tion, programme design, and sioning organisations and participants they would attend a differ- the teaching methods and would consider switching schools for ent school. materials of its programmes. The future programmes – despite nearly While faculty quality was school has topped the ranking for these three-quarters liking previous providers indicated by 59 per cent of commis- three criteria for the past six years.
Load more

Recommended publications
  • Annual Report 2008-2009
    ANNUAL REPORT 2008 2009 ANNUAL REPORT 2008 2009 Contents Message From the Dean I 5 Bold Strides Forward I 6 Renewing Organizational Landscapes I 16 Beyond Theory to Practice I 26 Sustaining Relationships I 32 Financial Report I 40 Exhibits I 59 MESSAGE FROM THE The 2008-2009 academic year unfolded amid growing challenges DEAN in the global economic landscape. The climate of uncertainty that pervaded much of the world — coupled with the slow pace of recovery — nonetheless revealed new opportunities for IESE. With an entrepreneurial mindset, IESE aligned its portfolio of executive programs to current economic realities. Our program offerings responded to the wide-ranging questions of alumni and friends about how best to meet current challenges and prepare for the future. New and ongoing programs offered new perspectives, practical strategies, and encouraging support. The overall upswing in participation we saw this year refl ected, we believe, a global awareness of the need for new paradigms. Our response was to encourage business leaders to step back, take a fresh look, innovate and move forward with strength of purpose and optimism. At IESE, we have never been more acutely aware of the role companies play in fueling economic and social progress. We see it as our global social responsibility to develop business leaders with integrity and service orientation: leaders who hold themselves accountable, who value their people, and who recognize that personal and organizational development feed societal growth. As we continue to seize new opportunities for a better future, we are gratifi ed by the dedication of our superlative faculty, administrators, and staff.
    [Show full text]
  • Annual Report 2014
    Annual Report 2014 The Leading International Network for Management Development Message from the President 02 Message from the Director General 03 Section 1: 2014 Highlights 04 Section 2: Quality Services 06 Section 3: Network Services 10 Section 4: Development Services 24 Section 5: Publications 40 Section 6: EFMD Membership 44 Section 7: Governance 48 Section 8: EFMD Team 50 Section 9: Financial Statements 2014 54 Section 10: Auditors Report 60 Section 4: Development Services 24 Section 5: Publications 40 Section 6: EFMD Membership 44 Section 7: Governance 48 Section 8: EFMD Team 50 Section 9: Financial Statements 2014 54 Section 10: Auditors Report 60 www.efmd.org Message from THE PRESIDENT Dear EFMD member, The community that supports EFMD has 2014 was another strong year for EFMD. grown into a worldwide body that EFMD The engagement of the network in is very proud to serve. We thank you for conferences, seminars, accreditations, your continued support and trust in the cases and publications is at the highest network. level we have seen and for that we are Finally, I would like to share a great very thankful for the ongoing support personal success for Eric Cornuel, as offered to EFMD by the membership. in December 2014 he was awarded I think the key word across all sectors the National Order of the Legion of in 2014 was “disruption”. What does Honour by the President of the French that mean for our businesses and Republic. The Order, which is the highest organisations and what role is “social decoration in France, recognises his media” going to play in our day-to-day eminent merits in the area of higher lives? education, research, leadership and the development of EFMD into one of Both questions are very valid but I really the most important global education do sense a changing mood in many networks.
    [Show full text]
  • IESE-Annual-Report-2012-2013.Pdf
    CONTENTS | 4 Fostering Change in the Business World 6 Preparing Change Leaders 8 Academic Developments 32 Creating and Sharing New Ideas 46 Alumni Connections 54 The IESE Community and Social Impact 60 Financial Overview 74 Exhibits 86 | 5 Jordi Canals Dean, IESE Business School Fostering Change in the Business World What is the true value of business education? In today’s complex and changing global environment, to what extent are business schools capable of preparing senior managers and entrepreneurs who can contribute toward creating a better society? The world expects more from business schools than ever. To prepare managers and entrepreneurs to succeed in a fast-changing workplace, business education programs must be highly relevant and rigorous. As countries converge economically, a global vision and a deep knowledge of some regions are key ingredients for senior managers. We must also provide a values-based framework that can help guide ethical decision making in many settings and help develop better managers and respected companies. Business leaders should be a positive reference in society for their competence, integrity and service. Since its foundation in 1958, IESE has sought to excel in all of these areas. For that reason, it is well-positioned to help companies add value to society as we reach a critical juncture in the business world. An extraordinary shift is taking place today as growing economies and greater political stability in many parts of the world are leading to a better quality of life for many people. A great amount of optimism, energy and dynamism can be found in places such as Latin America, Africa and Asia, where IESE is carrying out a growing number of its activities.
    [Show full text]
  • In the Digital Age Live Munich Like Never Before
    139 ALUMNI MAGAZINE October-December 2015 www.iese.edu Carlos García Pont Harvard-IESE Committee Mireia Las Heras Reflections on Good Leaders’ Key Competencies New Challenges in Recruiting: Corporate Governance for 2025 Finding the Hidden Gem MANAGERS IN THE DIGITAL AGE LIVE MUNICH LIKE NEVER BEFORE OCT OCT OCT 16 17 18 GUIDED VISITS ACADEMIC PROGRAM SOLIDARITY RUNNING TO INNOVATING WITH TOP-LEVEL SPEAKERS AND CULTURAL ACTIVITIES COMPANIES AND A GLOBAL AUDIENCE OF 1.000+ ALUMNI WELCOME RECEPTION CLOSING GALA DINNER VISIT TO IESE'S AT THE BMW WELT, AT BAYERISCHER HOF MUNICH CAMPUS THE FIRM'S EXHIBITION CENTER REGISTER NOW AT WWW.IESE.EDU/GAR LIVE MUNICH LIKE NEVER BEFORE OCT OCT OCT 16 17 18 PUBLICIDAD 1 GUIDED VISITS ACADEMIC PROGRAM SOLIDARITY RUNNING TO INNOVATING WITH TOP-LEVEL SPEAKERS AND CULTURAL ACTIVITIES COMPANIES AND A GLOBAL AUDIENCE OF 1.000+, ALUMNI WELCOME RECEPTION CLOSING GALA DINNER VISIT TO IESE'S AT THE BMW WELT, AT BAYERISCHER HOF MUNICH CAMPUS THE FIRM'S EXHIBITION CENTER REGISTER NOW AT WWW.IESE.EDU/GAR C O N T E N T S COVER STORY MANAGERS IN THE DIGITAL AGE 8 IDEAS CROSSROADS SEE YOU AT THE GLOBAL ALUMNI REUNION 2015 HARVARD-IESE COMMITTEE Leaders’ Key Competencies for 2025 28 INTERNATIONAL FACULTY PROGRAM Multiplier Effect: Developing Professors From Around the World 30 HARVARD AND IESE PROFESSORS WORK TOGETHER TO INCREASE BOARD EFFECTIVENESS Asking the Right Questions: The Key to Better Boards 33 REFLECTIONS ON GOOD CORPORATE GOVERNANCE GLOBAL CEO PROGRAM FOR CHINA The Board and I Chinese Companies Redefine Carlos García Pont 16 22 Their International Strategies 35 2 OCTOBER-DECEMBER 2015 / No.
    [Show full text]
  • Report on Global Responsibility Barcelona July, 2016
    www.iese.edu Report on Global Responsibility Barcelona July, 2016 CONTENTS IESE at a Glance 3 A Word from the Dean 4 A Humanistic View of Management 5 Principle 1 9 Principle 2 14 Principle 3 16 Principle 4 19 Principle 5 23 Principle 6 27 Addendum Principle 29 PRME Report on Global Responsibility Report PRME 1 PRME Report on Global Responsibility REPORT ON GLOBAL RESPONSIBILITY IESE AT A GLANCE • IESE was founded in 1958 • More than 43,000 alumni in 117 countries • Students reflecting 60 nationalities in the full-time MBA program • Global campuses in Barcelona, Madrid, New York City, Munich, Nairobi, Sao Paulo and Shanghai IESE Business School IESE Business 3 PRME Report on Global Responsibility A WORD FROM THE DEAN Since its inception, IESE Business School has taken a humanistic approach to business leadership as a central pillar of its mission. The school´s activities try to apply and develop the Principles for Responsible Management Education (PRME) Initiative, which are also coherent with our mission. IESE’s mission is to help develop leaders who seek to have a deep, positive and lasting impact on people, firms and society through professional excellence, integrity and spirit of service. This mission, which guides all the school’s activities, is highly congruous with the PRME initiative. Since the most recent Report on Global Responsibility, IESE Business School has continued to broaden its teaching and research activities and social impact with the goal of helping business leaders positively influence our world today, by creating more human and effective organizations. We offer core courses both in the MBA and Executive Education that are fully coherent with the PRME Initiative.
    [Show full text]
  • ANNUAL Report 2010-2011
    ANNUAL REPORT 2010-2011 ANNUAL REPORT 2010-2011 4 New Leadership for New Challenges 14 The IESE Commitment 24 Expanding Our Programs 36 Faculty and Research 46 IESE’s Community CONTENTS 58 Financial Information 70 Exhibits NEW LEADERSHIP FOR NEW CHALLENGES There is a clear need for a change in corporate leadership and this is where management education must show the way. As educators we have an obligation to prepare new generations of leaders with a solid sense of professional excellence and corporate responsibility. Business leadership must view their companies’ success in terms that go beyond mere financial profits. We have the obligation and the opportunity to groom a new generation of leaders who will take seriously the notions of professionalism and accountability, and who understand that firms are communities of people. IESE’s goal has always been to help develop business leaders who want to have a deep, positive and lasting impact on their companies, on people and society. The many ways in which IESE has long been at the forefront in seizing these opportunities are evident in these pages. The full-time MBA program continues to grow and to attract students from diverse backgrounds, countries and cultures. The New York Center is already fully operational. With the school offering executive programs in New York City, Shanghai, São Paulo and Munich, IESE further extended its programs’ global reach. IESE aims for a balanced focus on high-quality teaching and research that can have a transformational impact on students and companies. Faculty members have received awards for books, articles and case studies on topics such as ethics, corporate social responsibility, IESE Annual Report 2010-2011 5 entrepreneurship, strategy and family business, among others.
    [Show full text]