SHARING BEST PRACTICES WITH EXECUTIVE MBA COUNCIL MEMBERS Fall 2012 Fall

Shaping the Future Six deans from throughout the world assess challenges and opportunities for business schools and EMBA Programs PAGE 2

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2011-12 BOARD OF TRUSTEES Gonzalo Freixes, Chair UCLA Discussions with Jordi Diaz, Past Chair EADA Lina Bell the Deans Armando Dal Colletto Deans of business schools throughout the world Business School São Paulo – BSP 2 share their perspectives on the future Louise Kapustka University of Washington Barbara Millar University of Virginia The Executive Carol Newcomb The Kristin Polito MBA in Europe Suffolk University The landscape for EMBA Programs in Europe Nicole Tee Nanyang Technological University evolves Saskia Treurniet 9 Erasmus University Peter Withers The University of Auckland The Value of EX OFFICIO Ellen Gandt (Corporate Liaison) Harvard Business Publishing Sharing

Michael Desiderio Schools make use of a variety of service and Executive Director operations models Executive MBA Council 15 Executive Connections The Executive MBA Council publishes Executive Connections twice a year for its members. Special thanks to our contribu- Expanding tors to this issue. To reach the Executive MBA Council, call toll-free 877-453-6222, or e-mail [email protected]. Horizons Branding Chairs The 2012 Executive MBA Council Annual Report Lina Bell Rice University 19 highlights the year’s activities and accomplishments Barbara Millar University of Virginia

Editor Darlene Gorrill The Executive MBA Council fosters excellence and innovation worldwide in Executive MBA Design Programs. The council has more than 200 member colleges and universities worldwide, which offer Dawn Mathers more than 300 programs in 25 countries. Additional information about the council is available online at www.embac.org.

© 2012 Executive MBA Council. All rights reserved. Discussions with the Deans Deans of business schools throughout the world share their What are the current and future influences on business perspectives on the schools? How are they responding and preparing for future the future? What role does the EMBA play? Executive Connections asked six deans in different regions of the world to share their thoughts. Learning curve Santiago Iñiguez de Onzoño Dean of IE Business School, president of IE University, and professor of Wstrategic management, Santiago Iñiguez de Onzoño is an expert in management education, author of several articles and books in the field of moral and political philosophy, and a regular speaker at conferences, including the 2012 EMBA Council Conference. He also has his own blog at www.santiagoiniguez.com and is co-editor of www.deanstalk.net, a blog on management education issues. European schools are looking at expanding their portfolio of options, including EMBA Programs and specialized master’s degrees, says Iñiguez de Onzoño. “We are experiencing a movement toward diversity,” he says. “The MBA and master’s in management are still very hot tickets. The demand is strong, even as the number of competitors has grown.” Also growing is the number of blended programs. IE helped lead the way with blended learning formats that take advantage of technology and residencies, which allow students to participate no matter their location, says Iñiguez de Onzoño. For example, in collaboration with Brown University, IE launched the IE-Brown EMBA. The blended program combines IE’s strengths in business with Brown’s strengths in liberal arts. More and more business schools also are establishing international partnerships as a way to extend their local roots globally, resulting in more joint program offerings and further breaking down global barriers, he says. With the turbulence of the economic crisis, innovation becomes even more important, he says. Business schools are facing challenges in several areas, such as development of faculty who are able to “interact with students and also interact with top management,” exploration of new types of formats and partnerships, and a focus on different forms of intelligence, such as emotional intelligence and creation of entrepreneurial skills. “We are experimenting with many of these areas,” says Iñiguez de Onzoño. IE has hired faculty from different backgrounds, launched blended formats, and nurtured different forms of intelligence. Iñiguez de Onzoño recently wrote a book, The Learning Curve: How Business Schools Are Re-Inventing Education, which looks at the importance of management education and analyzes the ways that business schools can

2 Executive Connections Santiago Iñiguez de Onzoño IE University

“We need to make the learning experience a transferrable one that helps managers be reflective and improve their performance.”

Judy Olian UCLA Anderson

“We have to constantly challenge ourselves, and ask whether we are positioning our graduates to understand global markets, and to rise to the challenges of global leadership today and into the future.”

become more effective educational hubs business topics. Under her leadership, other countries. “These are powerful for the development of managers and UCLA Anderson is significantly expanding learning experiences with the purpose entrepreneurs. the school’s global footprint. of enabling our students’ development Reinvention starts with business schools Business schools must be able to of ‘global brains,’ ” she says. “Firsthand supporting key aspects in the development demonstrate their relevance to the exposure to emerging global markets, of managers, including education, most important business, societal, and cultures, and best practices permeates our experience, and management virtues, such leadership issues of the day. “We have to EMBA Program.” as honesty and integrity. constantly challenge ourselves, and ask UCLA offers several programs, “Business schools should become more whether we are positioning our graduates each targeted at a different stage of a transformative,” he says, still offering to understand global markets, and to professional’s career cycle, says Olian. The academic rigor, but also focusing on all rise to the challenges of global leadership EMBA Program positions experienced aspects of development. “We need to make today and into the future,” says Olian. leaders to advance to the next level, or to the learning experience a transferrable “It’s incumbent on business schools to explore an alternative business or career one that helps managers be reflective and earn that credibility and prepare future direction. It also can serve as a retention improve their performance.” leaders to compete in a culturally diverse, tool for organizations by developing economically interdependent, rapidly candidates poised to succeed the senior Global relevance changing global marketplace.” leadership team. “Many experienced executives join our program to grow Judy Olian UCLA Anderson has taken its global as leaders in a safe yet challenging Dean of UCLA Anderson and the John E. charge seriously, developing a series environment,” she says. Anderson Chair in Management, Judy Olian of targeted international partnerships served as the chair of AASCB International, and increasing the global exposure of Olian observes that the EMBA market is widely published in journals on human students, whether by exploring health in the U.S. is fairly mature. New degree resource management and business care in Africa, sustainability in Costa formats using online learning approaches, alignment of management systems, wrote Rica, lean manufacturing in South Korea, and new programs focused outside a weekly syndicated newspaper column, real estate development in Brazil, or hi the U.S. are emerging. “Because of the and hosted a television show on current tech entrepreneurship in Israel, as well premium on executives’ time, there also as through immersion courses in several

Fall 2012 3 Susanna Leong National University of Singapore

“Schools in this region should make known their world-class standards and utilize their locational advantage to produce impactful business research and education.”

David Thomas Georgetown University

“The world is calling for a more globally oriented MBA education, which means that business schools have to find ways to facilitate students’ interactions in the world.” J ames Kegle y

may be a blurring of the lines between increasingly needed in Asia, and there is says Leong. Both the Asia-Pacific Executive shorter non-degree executive education, growing competition for global business MBA and the ULCA-NUS Executive MBA and EMBA Programs.” leaders who understand Asia.” Program feature infrequent but longer Asian business schools also are facing and intensive segments, which allow Opportunity increasing competition for faculty and students to travel to classes from other students. countries or continents. Susanna Leong “The challenge is for the Asian business “Take the UCLA-NUS Executive MBA Vice Dean of Graduate Studies at NUS school to differentiate itself,” says Leong. Program, for example. Participants Business School at the National University of Singapore (NUS), Susanna Leong is also “Schools in this region should make take the program to learn about Asia, an associate professor in the Department known their world-class standards and and Asian participants take it to learn of Business Policy. A senior fellow of the utilize their locational advantage to about North America and to learn from Intellectual Property Academy of Singapore, produce impactful business research and participants from top U.S. companies.” she has written journal articles on intellectual education. We should aim to solve growth Leong expects continued growth in property laws and issues. Her research challenges in Asia and raise questions even EMBA Programs in the region with more interests include cyberspace laws and before they emerge.” experiential learning, such as through intellectual property laws. NUS Business School is responding by management practicums, and more focus recruiting internationally well-known, on problem solving. Students are likely to Asia is expected to remain a region of world-class faculty members with a be younger, online learning will increase, growth, says Leong. “There is growing deep understanding of Asia, as well as and programs will have a more global demand in Asia for consumer goods, continually reviewing and enhancing the perspective, she says. multinational companies are extending curriculum, teaching, industry outreach “As Asian economies grow, we will their reach here, and firms in this region efforts, and student services to keep them continue to ensure that our curriculum are seeking new innovations.” well-aligned with the changing business remains relevant to the changes. We As a result, understanding the region’s environment and focused on Asia. also will be holding segments in more business environment is more and more “Today, one trend we see is the countries and reviewing the modules to important. “This means business talent is increasing popularity of global programs ensure that our curriculum stays relevant, that hold segments in multiple locations,” rigorous, and rewarding.”

4 Executive Connections Major influences In the past five years, Georgetown As a result, more programs are entering McDonough has more than doubled the market, in some cases without the David Thomas its executive offerings in both the same educational standards, making it Dean of Georgetown University McDonough degree and non-degree areas. Next challenging for students to find the best fit School of Business and William R. Berkley Chair, David Thomas is recognized for his spring, the school is planning to offer for their career goals, he says. Almost all work in organizational behavior and strategic its proposed Corporate International students work full time and must balance resource management. He previously Master’s Program, a collaborative effort the demands of school and work. served as the H. Naylor Fitzhugh Professor with ESADE and EBAPE/FGV that will BSP has responded in a number of of Business Administration at Harvard be based in Brazil and include online ways, he says, offering a broader portfolio Business School and directed the school’s modules between the international with several degree options, investing Organizational Behavior Unit. He has co- modules. The school also is in the process in communication to describe the value authored two books and more than 60 case of creating an online-only version of its of the programs and accreditation, studies and articles. Executive Master’s in Leadership Program. increasing flexibility on completing The greatest opportunities for business Demand will continue for higher project work while maintaining face-to- schools lie in their ability to leverage education that has a global focus for face participation, and emphasizing the technology and social media to deliver business executives, he says. global approach. powerful learning experiences, says “In the coming years, Executive MBA Business schools throughout the world Thomas. education will look much more like our are impacted by instability and the speed “The world is calling for a more globally Georgetown-ESADE Global Executive of actions and reactions, says Dal Colletto. oriented MBA education, which means MBA,” says Thomas. “It will be more Faculty knowledge is also very important. that business schools have to find ways modularized rather than offered in To keep current, BSP has invested in to facilitate students’ interactions in the the weekend format on one campus. faculty development programs and world, providing them with opportunities It will take place in multiple locations researched telecommuting concepts and to experience different cultures, and to throughout the world. The more routine experiences. develop different perspectives about elements we teach will be done through The EMBA Program is the school’s business,” says Thomas. distance learning so that every minute of flagship program and was its first Key influences on business schools classroom interaction between faculty and MBA program. EMBA Programs must today include “the increasingly global students is the most dynamic and most continue to evolve and address the nature of business, the realization that high-value use of time.” global competition, market diversity, and managers of the future must be able to financial crises, he says. EMBA Programs operate at the nexus of business and Time of growth likely will become more modular and focused, he says, making use of new society, and utilization of new technology, Armando Dal Colletto delivery systems through information primarily social media and distance Dean of Business School São Paulo technology, but still keeping basic MBA learning technologies,” he says. (BSP) in Brazil, Dal Colletto began his foundations. Georgetown has a long history of global educational career at BSP as a professor, commitment. EMBA students are required later coordinating the school’s Executive BSP looks to prepare for future changes to complete multiple global residencies. MBA Program. He has taught for more than by listening to students and businesses, The Georgetown-ESADE Global Executive 35 years, including while he worked for a adapting best practices from business, MBA Program takes place over 14 months variety of organizations. His management and developing the different kind of in six countries and nine cities in an positions included CIO at Editora Abril, the partnerships that take faculty and students intensive modular format. Georgetown largest Brazilian Publishing Co., and at São “out of our box.” also partners with EBAPE/FGV in Brazil. Paulo State Sanitation Co.; COO at book Growth in Latin American will also To address the other key influences, publisher Circulo do Livro; and CEO at remain strong. Georgetown also launched a revised Editora Best Seller, a trade books company. “Students will come back to school MBA curriculum in August, is working Brazil is in a unique position in the for fast updating or specific problems to incorporate online education into global economy, says Dal Colletto. from time to time,” he says. “Networking executive offerings, and is exploring “International investments are flowing is becoming more and more important. greater collaboration in the development into the country, the internal market Collaboration among networked of programming with Georgetown’s is growing, and income distribution is professionals tends to be part of the School of Foreign Service, Public Policy permitting lower income segments to EMBA heritage.” Institute, Law School, and Medical School. purchase,” he says.

Fall 2012 5 Armando Dal Colletto Business School São Paulo

“Networking is becoming more and more important. Collaboration among networked professionals tends to be part of the EMBA heritage”

Christine Riordan University of Denver

“Our value lies in part with developing a very strong technical business degree, but it also is about developing global ethical leaders.”

Value proposition leaders,” says Riordan. “At Daniels, we The school recently revised its EMBA Christine Riordan have a 25-year history of teaching ethics, curriculum last year, adding a number of Dean of the Daniels College of Business at and we continue to look for additional hot topic segments to address issues of the the University of Denver, Christine Riordan is ways to develop ethical leadership.” day and reinforcing real-time knowledge a nationally recognized expert in leadership Daniels faculty members interweave through an international project and development and diversity. She previously ethics throughout the curriculum. other initiatives. served as associate dean for external Through a speaker series, many CEOs The program also added a health relations at the Neeley School of Business at come to discuss ethical issues, and component. “We recognized that leaders Texas Christian University and as a professor students also gain exposure through real- have to understand how to balance and at the University of Georgia Terry College life projects with organizations. “It’s really juggle,” she says. of Business. She has designed executive about integrating ethics into the culture,” The school offers 12 degrees, each coaching and leadership development she says. that operates at a different point in the programs for diverse businesses and In speaking to corporate representatives, pipeline. “With the EMBA Program, organizations. Riordan finds the value proposition we are able to create that next level of In today’s environment, business schools of business schools aligns well with executive,” says Riordan, “and help even are facing public perceptions about their corporate needs for leaders with technical, more seasoned leaders set themselves up value proposition, says Riordan. collaborative, and team-based skills, as for the next break in their career.” The economic crisis brought to light well as with an ability to think critically In the future, Riordan sees more EMBA questions and concerns about business and act ethically. Programs delivering offerings outside ethics, she says, which make it important Continuing influences on business of their home program, developing for business schools to demonstrate their schools include the economy, global global partnerships, and continuing to value in preparing business leaders to run growth, and other political and add different content to the curriculum. successful and ethical organizations that environmental issues, she says. Business “EMBA Programs are really going to have support healthy economic growth. schools help expose students to different to stay flexible.” “Our value lies in part with developing a types of economies throughout the world, very strong technical business degree, but making sure students are prepared to it also is about developing global ethical contribute as global citizens and global leaders.

6 Executive Connections Armando Dal Colletto Business School São Paulo

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The landscape for EMBA Programs in Learn more about the Executive MBA in Europe from Europe evolves the experiences of a variety of EMBA Council member programs in different areas of Europe.

New trends IMD EMBA students are facing greater pressure and ever-increasing demands on their time, which create higher company expectations regarding return on investment, says Sophie Coughlan, EMBA Program manager. Current economic uncertainties also translate into executives who are Iless able to take time away from the office. “As such, many participants are reluctant to take more time out of the office than is necessary, and increasingly value flexibility,” she says. To address those growing trends, IMD has made some adjustments to its EMBA Program, which debuted in 1999. “We have increased the flexibility of the foundation stage of our program through our advanced blended learning approach,” says Coughlan. Students complete the business fundamentals requirement in two parts—through the Program for Executive Development, a four- week on-campus module that takes place four times a year, and through

IMD, Lausanne, Switzerland

Fall 2011 9 Strategy and Advanced Concepts, a distance learning IMD will continue to adapt its blended learning module that takes place twice a year. approach, which also includes a series of six company “In this way, the participants minimize their time assignments that allow students to learn valuable out of the office and obtain an IMD MBA in only frameworks while initiating real projects in their 14 months,” she says. “Advanced blended learning companies. approaches allow executives to gain the knowledge “We will continue to evolve, improve, and update required to succeed in a way that is customized to our program,” she says. “For example, we are their needs.” currently refreshing our leadership pillar to provide Coughlin views the blended approach as a key an even greater degree of customization to the best practice for adapting to the quickly changing individual leadership objectives of our executives. global marketplace, as well as for responding to Next year the class will have the chance to work with executive needs.

Emerging Opportunities

Stockholm School of Economics More than 20 years ago, the Swedish business the Asian market and on sustainability in the community asked the Stockholm School of environment and sustainable value growth, she says. Economics (SSE) for a way to help develop employees The market’s current conditions also are impacting in management positions, and SSE responded with the Executive MBA. its Executive MBA, later adding a Russian campus in “With current economic uncertainties, companies 1997 and a Baltic campus in Latvia in 2002. and executives are much more aware of the Today, SSE continues to respond by staying true importance of the twin goals of skill security and to its general management core, while keeping retention of key employees, both of which can be close connections to the business community and accomplished by sending an employee for an EMBA.” continuously updating the content, says Karin In general, this situation has translated into increased MWiström, EMBA Program director. “The curriculum interest in the program for all three campuses, she reflects what is going on currently in the economic says, although the economic environment also makes environment, as well as putting this into a context companies less interested in paying for all tuition over time.” and fees, and more selective about which employees Globalization will likely continue to increase they send. in importance, as well as a focus and interest in In the future, SSE remains committed to MBA Live, a core part of the curriculum where students address real-life challenges at corporations, and also is considering launching a new MBA in financial management to take advantage of the SSE’s academic strength in that field. Overall, Wiström sees opportunity in Europe for EMBA. “The EMBA in Europe is a relatively new degree concept,” she says. “The countries in our region have benefited from a sort of European openness that is intertwined with an international outlook and close ties to the business community. We have developed organically over time, and that has helped us build solid support in our region. That kind of growth takes years, and EMBA opportunities in Europe will develop, but it takes time.”

10 Executive Connections “For the past 10 years, we faced some different times, but nevertheless we kept our entry requirements very tight, and also we tried to stabilize the size of the cohort.”

Ashot Seferyan, IBS-Moscow

China’s top start-up companies, and we will continue Looking forward, staying on top of change is key to involve top business leaders from across the globe for students and programs. in our program.” “Nowadays, the creation of joint projects becomes very important,” he says. “It helps not only to Growth and change overcome difficulties of a crisis, but also to create a mutual interest in supporting a new generation of IBS-Moscow broad-minded and smart managers. Concerning When the Executive MBA at IBS-Moscow the key practices, I would say flexibility is the most RANEPA began in 2001, it was the first Russian important skill in a rapidly changing world.” EMBA Program. In the more than 10 years since, growth has been a constant with 60 to 70 new students each year. Pioneers “We have more than 900 alumni at the moment,” IEDC, Bled School of Management says Ashot Seferyan, associate dean and director of In 1991, with a lack of EMBA Programs in Executive MBA at IBS-Moscow. “Of course, during Central and Eastern Europe, IEDC, Bled School of this period of time, we’ve made many changes in Management decided to pioneer a one-year modular the curriculum.” EMBA Program in this market space. The program strengthened its strategic In 1993, the school introduced a three-year management and leadership components, adding President’s EMBA for top executives and in 2004, a another specialization, Executive MBA Strategic two-year EMBA offering to its portfolio. Management and Leadership. In addition, the “Throughout the years, we have strengthened program dedicated an additional track on personal and differentiated our EMBA offering in the subject development. areas of arts and leadership, business sustainability, In recent years, IBS-Moscow has prepared itself corporate governance, and business ethics—and well for the changing market. introduced elective courses and a senior leadership “For the past 10 years, we faced some different mentorship program feature,” says James Ellert, times, but nevertheless we kept our entry professor and director of EMBA Programs. requirements very tight, and also we tried to stabilize Since the 1990s, many new EMBA providers have the size of the cohort,” says Seferyan. entered the market. The EMBA is becoming a more “All this gave us a necessary competitive advantage mature product, but there are some similarities even during the global economic crisis. At the same between the economy of the 1990s and today’s time, we realized that it was necessary to make economy, he says. changes not only in the curriculum of the program, “Market developments since 2008 are similar to the but also in the format. So, four years ago, we impact of the global recession in the early 1990s,” says launched a weekend format, the first in Russia.” Ellert. “Companies in distressed economies are less Russia’s gross national product is growing each willing or able to invest in general employee talent year, says Seferyan, and IBS-Moscow is considering and more focused on direct financial return from classes in English as a way to expand its global reach. educational investments.” It recently launched a new project, an Executive MBA Consequently, in-company program offerings and a Master of Management. The program provides are benefiting at expense of enrollments in public an opportunity to take an extra semester for the programs, including EMBA Programs, he says. “Much in-depth theoretical training to obtain a Master of fewer of our EMBAs are company sponsored with Management as well as an MBA. respect to tuition fees compared with before 2008.”

Fall 2012 11 Global Presence

Kellogg-WHU With its connections to Kellogg EMBA partners in comfort zone, reaching across boundaries to make Chicago, Miami, Toronto, Tel Aviv, and Hong Kong, sustainable business decisions.” the Kellogg-WHU EMBA Program emphasizes a European EMBA Programs face challenges in global perspective, says Hanne Forssbohm, program demonstrating that theory can enhance management director. decisions, and EMBA students face challenges in The program began in 1997 with the goal of financing their education. The use of case studies, establishing a partnership that would unite U.S. business simulations, and professors with real- and European business expertise. The program has world experience help with the first challenge, says constantly evolved, but kept its focus on collaborative Forssbohm. management and personal development, while The second is harder to address, with less available Wserving an increasingly international population. corporate sponsorship and the potential for large “The world is becoming smaller,” says Forssbohm. financial obligations after graduation. “Thus, it is important for executives to be able to Kellogg-WHU makes available financial aid effectively and efficiently manage outside of their information to help students determine country- specific financial options. The program plans to focus on strengthening and expanding its already existing global network and on serving its alumni. “By increasing alumni exposure to lifelong learning, organizing more events to intensify bonds, and communicating regularly with this resource, we will be in a position to provide ongoing information and contacts that will be useful to them,” she says. “Conversely, we must learn to ask: Are our alumni in the best position to recommend appropriate candidates and provide company contacts for our own recruiting efforts?” For EMBA Programs, analyzing the business environment to provide the necessary knowledge to manage in today’s global world, networking with other programs to assess challenges and solutions, listening to students and alumni, and keeping communication open are all important practices, says Forssbohm.

IEDC has adjusted to the changes by merging its execution of program delivery, and to expand its one- and two-year EMBA Programs, using parallel geographic reach in terms of participants. sessions. The program content also reflects more the “We are more focused on marketing the distinctive need to manage under conditions of uncertainty as features of our EMBA Programs—highly respected opposed to conditions of risk. international faculty members, practical business In a crowded market, there is still space for high- orientation, and a leading-edge advantage in the quality differentiated niche offerings. IEDC will areas of arts and leadership, business sustainability, continue to focus on differentiation and quality in business ethics, and corporate governance.”

12 Executive Connections European alliance In addition, students complete a leadership journal ESSEC/Mannheim Business School to help them understand their growth. In fact, the Six years ago, collaboration between ESSEC in leadership essay that is required for admission and Paris, France, and Mannheim Business School in their assessment results are the first chapters in their Germany resulted in the development of a shared journal. They also take part in coaching sessions. EMBA Program. ESSEC and Mannheim are looking at some new Now EMBA students can choose from a modular initiatives to stay on top of student needs, including format for Paris and Mannheim or a weekend format a joint French-Germany residency exchange with in Paris or Mannheim. The relationship between the UCLA, exchanges and associations with other two institutions has grown and strengthened since schools, and new format options. the start, says Beate Baldwin, ESSEC EMBA Program The global experience is becoming more and more director. important, say Baldwin and Jenkins, and Europe “We have always emphasized the importance of offers diversity in international experiences. The developing leaders,” she says, including a focus on EMBA offers global exposure with residencies in the leadership development areas. United States and Asia and with the ESSEC Singapore “We emphasize responsibility as one of the values campus, but has a European heart, they say. that is central to the program,” says Alan Jenkins, “Living in Europe makes it easy to travel to nearby Executive MBA academic director. “The core values— countries and experience other cultures,” says Jenkins. social responsibility, ethical decision-making— “These are real opportunities.” within our schools, we want students to transfer those into action.”

Fall 2012 13 Your print textbook is a vinyl record.

On Monday, October 15th, join Inkling and several EMBA programs for their session on Digital Textbooks…La Revolution! at the EMBA Council Annual Conference in Paris.

Visit inkling.com/emba-conference The Value of Sharing

Schools make use of a variety of service and Business schools are looking at delivery of their MBA operations models services and operations with restructuring in mind. Some schools are moving toward shared services. This article offers perspectives on different approaches.

Dedicated resources University of Pennsylvania With locations in San Francisco and Philadelphia, the Wharton School at the University of Pennsylvania emphasizes a dedicated point of contact for IExecutive MBA students in both locations. A program director for each class handles a number of services and responds to questions and concerns from students. “They are taking care of books and materials, dealing with faculty, helping plan the international trip, and forming relationships with students,” says Bernadette Birt, executive director of The Wharton EMBA San Francisco location. “They are a primary point of contact.” While both locations work closely together, the Executive MBA administers much of its operations and services on its own. With a marketing director on the East Coast, both locations participate in marketing activities. A joint admissions committee reviews applications for both locations and interviews applicants. In addition, EMBA students benefit from dedicated information technology and career management resources.

Fall 2012 15 “I have learned that building relationships is key, and communication is key, not just at the beginning but throughout.”

Joyce Mueller,

Once students enter the program, the program When Mueller joined the program, work was directors play an important role in ensuring a positive already under way. “I focused my energy on making student experience. “They will tap one another as sure that the restructuring did what we needed it needed, but they all are working toward making sure to do.” the overall experience of the students is on track,” Now a central staff takes care of admissions, says Birt. although the program maintains a dedicated Students also develop relationships with the career marketing and admissions position. “It really helps management director, the Entrepreneurial Programs to get the students on the right track and in the director, and the admissions student services team. program that is the best fit for them,” says Mueller. “These are all dedicated resources for our MBA “We are really able to speak to students from the for Executives Program—truly a kind of SWAT portfolio perspective.” team with all eyes and attention on supporting the The program also benefits from the expertise of students,” she says. staff members who focus full time on admissions, she The personalized approach helps create bonds that says. In addition to admissions, a central marketing often last. “We are building long-term relationships and communication team also promotes the with students, and when they come back, they program, coordinating advertising, web, and social remember the program directors.” media with appropriate support from the program, How a school approaches delivery of its services or and a technology team assists the programs. Financial operations will differ from school to school. “I think aid services are the most recent to be shared. it has to work with the culture of the school,” she It’s likely that more schools will consider shared says. “More schools are exploring shared resources services models, she says. “I really think we are seeing for efficiency, but for EMBA Programs, the challenge this central model more and more, especially for is maintaining the same level of service for EMBA schools that are feeling the pinch of tight budgets.” students.” Overall, the changes resulted in cost efficiencies, As the needs of EMBA students change, it’s and although Mueller has fewer direct reports, she important to stay flexible, says Birt. “We want to works closely with staff members in central offices. stay close to our students and enhance what we do The program is committed to maintaining a high for them.” level of service to students, with EMBA Program associate directors supporting students directly. Transitions The transitions have been largely smooth, but require a significant amount of work. University of Michigan “I have learned that building relationships is key, In the last three years, the University of Michigan and communication is key, not just at the beginning has consolidated the but throughout,” says Mueller. “This all hinges on the administration of much of its services and operations relationships. If you don’t have good relationships, it for MBA offerings. won’t work.” “Our current model is almost exclusively a shared services one,” says Joyce Mueller, director of the Ross EMBA Program. The school started moving in the Careful redesign direction of shared services with the development of Duke University centralized recruitment and admissions for part-time When the Fuqua School at Duke University evening MBA, weekend MBA, and EMBA Programs, decided to embark on a major global expansion in which was the first piece in an ongoing effort. Full- 2007, it also re-examined its school-wide operations time MBA operations and services remain separate. with an eye to an optimal approach for the global direction.

16 Executive Connections Enterprise Perspective

University of Virginia The Darden School of Business at the University of marketing and recruiting functions, etc. Establishing Virginia began looking at centralizing some services a centralized ‘One Darden’ admissions office and operations with an eye to the larger picture. allowed us to leverage the incredible talent of our “Part of the consideration was a resource question, admissions colleagues and helped us establish a more but most of it related to a philosophical question,” consultative, advising-focused recruiting system. For says Barbara Millar, assistant dean, MBA for example, a younger candidate is coming in through Executives Program, at the Darden School. “We asked the EMBA Program but is much more competitive the question: Do we really need to have two separate in the Full-Time; we can work with that candidate shops for marketing, recruiting, and admissions?” and steer them in a program better matched to their Darden launched its MBA for Executives Program career objectives and professional background.” Tin 2006, establishing its own marketing, recruiting, The One Darden approach allows the school to and admissions operations. The school added the channel students more efficiently and effectively into Global MBA for Executives in 2011. the MBA option that offers them the best fit, says “We had our own separate systems and processes Millar. While there are admissions officers who take and a parallel admissions function,” says Millar. “The ‘point’ on the recruitment for executive-formatted issue of establishing programs, everyone in the office is knowledgeable the EMBA and about the EMBA and GEMBA Program details and GEMBA Programs admissions criteria. In addition, financial aid and within the larger, more technology are also shared services. well-known Full- The move resulted in less staff reporting directly to Time program was Millar and within the EMBA Programs, but added a made more difficult broad base of resources and staff members who were as we had separate able to support more than one program. The changes weren’t always easy. “From the school’s perspective, I think we learned that change can be hard, but as communication stays open, great things can happen. The broader enterprise goals must be kept top of mind in order for this level of change to occur. It can’t be about what I’m losing or gaining. And ultimately, it is working.” The consolidation also helped strengthen Darden’s brand. “It is more holistic. We are thinking Darden first, not one program or the other.” One Darden requires that staff in all offices work closely together and coordinate their efforts on behalf of the students, says Millar. “We operate as a team,” she says. “It can be difficult early on but it can work.”

“To best market, recruit, and deliver programming impacted marketing, recruiting, admissions, and for all of our MBA programs, we believed a EMBA Program delivery. centralized approach was necessary,” says Ellen As a result, the school combined two separate Wilbur, director of EMBA Programs. “The goal of admissions offices—one for daytime MBA and one a re-designed structure was to create a functionally for EMBA—to serve all prospective students in the driven—not a program driven—structure.” full-time MBA, EMBA, Master’s of Management In 2008, the school underwent a significant Studies, and Master’s of Management in Clinical reorganization to a shared services model, which Informatics. The central admissions office works

Fall 2012 17 “These are high-touch, high value-added programs where staying abreast of enhancing students needs and challenges is essential.”

Deborah Hewitt, College of William & Mary

closely with the school’s marketing department on programs—full-time, flex (evening), and executive,” recruitment efforts. says Deborah Hewitt, assistant dean and professor. In addition, one consolidated staff now runs the Each program also had a different structure. For three EMBA Programs, the Global Executive MBA, example, admissions staff in the full-time program Weekend Executive MBA, and Cross Continent handled recruitment and admissions, and then MBA, and supports more than 600 enrolled students. turned students over to operations and support staff. Program managers are assigned to lead one of the For the other programs, the same staff—directors, MBA cohorts and are the primary point of contact, assistant directors, and coordinators—took care connecting with students in a meaningful way of admissions, operations, and support until the throughout their experience. They work with regional students graduated. staff in Russia, the Middle East, Europe, India, and “We have now moved to a model where all three China to build residential programs in each region program directors report to the same assistant dean,” for the Global EMBA and the Cross Continent MBA. says Hewitt. “Functions are now being shared across The restructuring helped improve service, the programs to a much greater extent.” counseling of prospective students, efficiency, and One director is responsible for operations, sharing of best practices, says Wilbur. academic support, and student services for students “The redesign enabled us to continue recruitment in all three programs. Directors of the executive and for all programs with minimal external disruptions, flex programs focus on recruitment and admissions. helped us develop centralized best-in-class An associate director of admissions supports admissions and program delivery teams, and both directors. increased the opportunity for employee development “We’re already seeing advantages in the operations, and advancement.” curriculum, and services areas,” says Hewitt. “By There are some important considerations to keep having all of these functions for the three programs in mind during a redesign. “It takes time and should centralized under one director and one assistant involve as many stakeholders as possible in the dean, best practices from one program are able to be decision,” says Wilbur. “It requires flexibility—we all quickly implemented in the other programs.” know there is no such thing as a ‘perfect’ model. Such By working cooperatively, the school hopes to a re-organization requires transparency as well as leverage cross-selling opportunities and gain better frank discussions and open questioning.” coverage of the region, she says. The transition is still The structure also evolves, says Wilbur. “We do in process, as the school is hiring a director for the expect to make changes as there is nothing static flex program and associate director for professional in today’s world, and certainly not in the world admissions. Implementation required much of education. We will continue to listen to our communication and patience, but staff members stakeholders. Being nimble is essential.” focused on not “letting anything fall through the cracks.” New model The model that works for each school may vary, says Hewitt. College of William & Mary “I would advise every program to look at its own For the Mason School of Business at the College of market and its own strengths in operations when William & Mary, 2012 marked a year of transition to designing its mode of service delivery,” she says. “I a new service and operations model. don’t think there is a one-size-fits-all in this business. “For approximately the past five years, we have These are high-touch, high value-added programs operated with a structure that compartmentalized where staying abreast of changing student needs and staff into separate silos corresponding to our three challenges is essential.”

18 Executive Connections Expanding Horizons

2012 Annual Report

Fall 2012 19 2012 Annual Report

Expanding Horizons

Spirit and creativity abound

Salut et bienvenue à Paris! As we gather for our annual EMBA Council Conference in the City of Lights, it is a time for reflection, introspection, appreciation, and innovation. We survived another year in this post-crisis world, and the council has been there to help you navigate the way.

From the 2011 Key Biscayne conference Rising to the challenge to our webinars to our Marketing & Many of our programs have surmounted Admissions Program to our online difficult challenges in the last year. initiatives, the council and its members Dwindling corporate sponsorships, continue to advance the cause of Executive decreased government support, fewer SMBA education. You never cease to amaze applications, increased competition, me with your willingness to share best inconsistent media coverage, and a more practices and innovations. It is this spirit demanding marketplace have certainly and creativity that give me optimism for impacted most of us. The council has the future of EMBA Programs. The EMBA helped us respond to these difficulties with Council is proud to be your partner in this a flurry of initiatives to bolster the EMBA quest to provide our students with a world- space. Our public advocacy campaign on class management education as only an behalf of EMBA Programs has included EMBA education can do. an eBook, online marketing, a vibrant student web site, frequent contributions to media stories, and an iPad/iPhone app.

20 Executive Connections 2012 Annual Report

As we spread the word about the value of Giving thanks • Ellen Gandt (Corporate Liaison), Vice an EMBA education, we all benefit. The We are excited to welcome two new President, Sales and Marketing, Harvard council gets it! members to the EMBA Council Board Publishing, Boston, Massachusetts, USA The EMBA Council also has facilitated of Trustees, Kelley Martin Blanco from To a valued friend, colleague, and fellow innovation among our members through Columbia University and Karin Wiström Espresso aficionado: Ellen represented the excellent plenary and concurrent sessions from Stockholm School of Economics. As voice of our corporate members so well at our annual conference, webinars that the board ushers in a new year, however, and made sure that their point of view was help us create and educate, regional some words of gratitude are in order for represented on the board. But more than meetings that provide a forum for the three board members who end their that, she demonstrated a true sense of networking and sharing best practices, terms on the EMBA Council Board of commitment to our organization’s goals and workshops like our Marketing & Trustees in October. and to our membership, always thinking Admissions Program. I don’t know of • Jordi Diaz, Director of Programs, EADA, of “the big picture.” Ellen was consistently another MBA or educational organization Barcelona, Spain a voice of reason and was willing to pitch that provides such a collegial environment To my compatriota and good friend: As in whenever necessary for the greater for learning from each other. As EMBA the first EMBA Council Chair outside of good. We especially appreciated (and Programs press ahead with new initiatives North America, Jordi was instrumental enjoyed) our time in Boston when she in areas such as hybrid and online in helping with the globalization of the hosted our board meeting at Harvard learning, global and cross-cultural EMBA brand. He helped strengthen University. education, multi-school partnerships, the council’s presence in Europe, Latin And, of course, a very special thank career development, leadership training, America, and beyond. Jordi’s brand of you is in order for the steward who so curriculum reformation, and EMBA steady leadership and novelty of ideas aptly manages the day-to-day activities specialization programs, the EMBA have helped the council accomplish so of the EMBA Council and helps our Council is there to support and energize many of its goals. He has a unique sense membership chart a better course for our us to be forward-thinking. of inclusion, which has made all of our industry. Thank you Michael Desiderio As EMBA Council Chair this past year, members, old and new alike, always for the sage advice, common sense, fiscal it has been my pleasure to work on these feel welcome. This sense of community responsibility, and creativity you bring initiatives with our superb Executive and family he helped foster has left a to our organization. You have helped Director, Michael Desiderio, the EMBA permanent mark in EMBAC. Moltes us accomplish so much and we are all Council Board of Trustees, our corporate gràcies. so grateful. members, the friendly and supportive • Carol Newcomb, Executive Director, The It has been a pleasure to serve as your EMBA Council staff, and with all of Ohio State University, Columbus, Ohio, EMBA Council Board of Trustees Chair you. I am very excited about our Paris USA this past year, and I very much look conference and about the programs the To my friend and colleague from The forward to my fourth (and last) year on EMBA Council has in store for the Ohio State University: Carol and I joined the board. The EMBA Council Board is coming year. the board together in very tough times a passionate, energetic, and committed for our industry. I can’t believe three group, and I value the chance to join my Moving forward years has gone by! Carol’s leadership board colleagues in the work that is ahead As we look to the coming school year, on the Research Committee helped of us. I hope to see most of you at the the EMBA Council will continue its efforts ensure our members had the tools to conference and please don’t hesitate to to help improve the EMBA brand and learn from industry trends and gain the contact me if you have any questions or provide our members with the support valuable insight they needed to succeed. suggestions, or just want to chat. they need to succeed in the EMBA space. Her counsel and guidance, and that À bientôt. The council will continue to offer a Midwestern common sense, were always forum for networking and sharing of best appreciated at board meetings and Sincerely, practices and innovations. It will continue contributed so much when we had to expanding its network of members to all tackle difficult issues. We salute Carol corners of the world and help provide all for her service to EMBAC and to the of our EMBA Programs with a truly global industry at large, and congratulate her perspective! Nowhere is that more evident on her retirement. Gonzalo Freixes than in the Board of Trustees, which now 2011-12 Chair, Executive MBA Council boasts board members from the U.S., Board of Trustees Europe, Asia, and Latin America.

Fall 2012 21 2012 Annual Report

Strength and Diversity

As I write this update for our annual report, the 2012 EMBA Council Conference is less than 30 days away. For the first time since 2005, members will gather in a non-North American location for our premier industry event.

Paris beckons us to come enjoy the light...of the and, yes, schools are indeed denied entry into our city, of the friendships, of the knowledge to be ranks. Our goal is not to artificially keep anyone gained! We anticipate more than 300 participants out because this would be counter to our objective from more than 25 countries who will come of helping to improve the industry. However, we together to share their insights and experiences do feel it’s important to maintain high-quality with the goal of improving and growing standards that align with the vision and values of our industry. our organization. That said, as the needs of our While our industry is not without challenges, end consumers, EMBA students, shift and change, the space where we all passionately work and our industry must adapt to stay relevant. I so enjoy serve continues to provide an offering that is still watching our programs innovate to meet these sought after by managers and leaders. Our family changing needs. of members has not been immune to the economic As an association we recognize these changes environment during these past few years, but as an have implications for us as well. We realize the aggregate group we continue to strive and in many greatest innovation may come from a high-quality places grow. institution that is not a member of the council, Every year we lose members, both on the that doesn’t fit our historic or current criteria for academic and corporate side. For me this is painful membership. This of course sets up an interesting because while our members are organizations, we dynamic, one where we must evaluate “fit” while develop relationships with the wonderful people actively seeking out innovations that make our from these organizations and at the end of the day, industry better. Not an easy task but one that your life is about relationships. But as an association board and I work fervently to embrace. executive, I understand pragmatically this is part of Often when I say the words “your board,” a the cycle that comes with leading our organization. newer member will look at me oddly. Of course We wish those members who are departing our this opens the door for me to explain how ranks success in all they do and we hope the fortunate we are to have a board with directors climate changes in a way that enables them to and associate deans who are industry zealots—a come back into the fold at a future date. board not appointed but instead elected by the As disappointing as it is to lose members, there member schools. is also another side to our business. We continue While we are a U.S.-based association, we to add members, particularly on the academic side. are ahead of our contemporaries in embracing Members approved year-to-date came from the the sheer diversity of our membership. With following countries: the election of two new board members whose • China terms begin after the Paris conference, we have • Hungary 45 percent of our voting board from outside • Russia North America. In addition, 73 percent of current • Singapore board members are women. In the early days of • U.S. the council’s evolution, there may have been a • U.K. perception about lack of diversity on the board. Whether that perception was based in fact or not, Becoming a council member is not daunting, clearly it’s become irrelevant today. Our board but it’s not a rubber stamp. The membership is a vibrant group of members who embrace the committee and your board review, analyze, and tenet of servant leadership as a way of keeping our vote on each new potential member applicant... industry at the forefront of graduate management education.

22 Executive Connections 2012 Annual Report

While establishing the strategy for the future is We have enhanced the EMBA iPad/iPhone app to critical, the council also has been busy implementing enable more frequent updates of school information actions that support the strategy. I’m happy to report and are refreshing the content, which talks about on some great milestones for 2012. our industry. Our digital campaign, which we In March, we offered our flagship Marketing & launched approximately one year ago to promote Admissions Program in Atlanta, Georgia. Once the prospective students web site, is drawing visitors again we worked to further refine and improve the to the site. As always, we encourage members to program. Thirty-six members from nine countries establish a link to the site (www.executivemba.org) attended, and the evaluations indicated that once on their web sites. again this program has high value. 2012 was another good year for the EMBA Council Thanks to the efforts of host schools in Alabama, in garnering media attention for our space. In April, Boston, Dallas, Irvine, Naperville, Rotterdam, and I was interviewed for an article about our industry Singapore, we enjoyed a great turnout for the seven that highlighted the good results regarding EMBA regional meetings that took place in 2012. Like our student average salary increases. Earlier in January, annual conference, but on a smaller scale, these in response to my quote in our news release that meetings provide an opportunity for the exchange “the marketplace clearly values the contributions of of ideas and best practices with an emphasis on EMBA graduates,” a media outlet’s blog posted an the prominent challenges and successes in the article giving reasons why these good salary results respective regions. I enjoy connecting with members might have nothing to do with the EMBA experience. at these meetings, which helps me to get a pulse In my view, as long as our industry is being discussed on our industry and better understand your needs and debates are alive and well, the relevancy is clearly as members. I also find it exciting that in many there for our space. regions a queue is forming for the next hosting We appreciate the response to our Membership responsibilities...further evidence that these meeting Program Survey this year, which closed at nearly add value. 97 percent! The strong response from you gives Programmatically speaking, we’re not done for us credible data to share with the media and with this year as our conference looms and other webinars prospective students through our web sites, app, may take place. In June and July, we did offer two and eBook. webinars, Planting the Seeds for Alumni Engagement Finally, I always like to close by thanking all those and EMBA Partnerships: What to Consider Before who make our work possible. From the regional Saying I Do. While both webinars were popular, the hosts, to the committee volunteers, to our sponsors, alumni-focused webinar was so strongly received that to our board of trustees, to the staff and contractors, we ran one additional session in September to meet and to you the member, I say thank you! We take our the demand. work at the EMBA Council very seriously and work We will continue to tap technology as one way of hard to ensure we’re doing the right things to help bringing training and education closer to you. enhance and grow the brand of the industry whose Clearly our conference and our professional name defines who we are as an association. But development opportunities are an important part of your efforts, your insights, your willingness to give serving the membership. In addition, we continue back are critical elements of the council’s success in our efforts of trying to further enhance the brand representing and serving you! of the Executive MBA industry and the reach of our member schools. Sincerely, Last year we launched an eBook about the EMBA industry, and this year we are implementing plans to promote that book. For example, we e-mailed a list of approximately 2,000 users of our EMBA search tool, Michael Desiderio available through the web or our iPad/iPhone app, to Executive Director highlight the availability of the eBook.

Fall 2012 23 2012 Annual Report

MEMBERSHIP 2012 membership CONFERENCE reached 216 schools The Executive MBA Council welcomed more and 310 programs. than 300 participants to the 2012 Executive MBA Council Conference, La Belle Époque—Aspiration, Innovation, and Enlightenment, Oct. 14-17, in Paris, LEADERSHIP France. The four plenary sessions at the 2012 Executive 2011-12 board MBA Conference offered insights on the art and membership included practice of leadership, the power of strategic six representatives intuition, the reinvention of management education, from the United States, and augmented leadership. two representatives The conference also featured a diverse range of from Europe, two concurrent sessions, the popular pre-conference representatives from the Director’s Forum for experienced administrators, Asia region, and one and the Executive MBA Toolkit for members who from Latin America. are new to the industry.

Experienced members and newcomers continue to connect. Mentors and those who are new to MENTOR PROGRAM the industry complete an online application, preferably in August, although applications will be accepted at anytime, and make a yearlong commitment.

BRANDING/COMMUNICATIONS

The council distributed four issues of its online quarterly newsletter, EMBA News, which in addition to including news stories about the council and board and corporate member profiles, also highlights news and information from member schools. The council published two issues of Executive Connections, a print magazine for members. The council also named the winners of its third Executive MBA Council video contest, which took place at the 2011 conference. The University of Denver received top honors, capturing the gold medal, and EADA and Fordham University won silver medals. The contest helps shine the spotlight on the many merits of the degree. In 2012, the council updated a number of communication vehicles that are designed to promote the EMBA experience to prospective students, including its mobile application for the iPhone and the iPad and the prospective student web site. The council also continues to promote its eBook, which offers prospective students a resource as they explore the Executive MBA. The app and eBook can be downloaded from links on the prospective student web site (www. executivemba.org). M I l esto n es

REGIONAL MEETINGS

The slate of 2012 regional meetings involved hundreds of members, who explored issues that were both unique to their region and applicable to the industry at large. The following list highlights 2012 regional meetings. USA/Canada Northeast Region MIT Cambridge, Massachusetts April 2-3 USA/Southeast Region Auburn University and University of Alabama Birmingham, Alabama February 5-7 Asia Region INSEAD Singapore April 23-24 European Region Erasmus University Rotterdam, the Netherlands May 29 Midwest Region Northern Illinois University Naperville, Illinois June 5-6 USA/Southwest Region University of Texas at Dallas Dallas, Texas June 11-12 USA/Canada Western Region University of California, Irvine Irvine, California June 24-26

24 Executive Connections 2012 Annual Report

RESEARCH EDUCATION

Participation in Executive MBA Council research The council once again offered the popular Marketing and Admissions Program. Held initiatives continues at high levels, with 96.7 March 25-28, 2012, at the Georgia Tech Hotel and Conference Center in Atlanta, Georgia, percent of member programs completing the and offered in collaboration with GMAC, the program attracted 36 participants from 2012 Executive MBA Council Membership throughout the world. Program Survey. The Program Survey offers the The council launched the following webinars in 2012: most comprehensive look available of Executive MBA Programs worldwide. Planting the Seeds for Alumni Engagement June 13 and 14, 2012 Participation also remained high with 99 Patty Keegan, associate dean, Executive MBA Program North programs taking part in the 2011-12 Student Exit America, at the University of Chicago Booth School of Business. Survey. The survey helps programs benchmark and improve their practices by providing insights EMBA Partnerships: What to Consider Before Saying I Do July 11, 2012 about student opinions and degree impact. Ethan Hanabury, executive coach and organizational consultant The Student Entry Survey allows programs to and former senior associate dean at Columbia Business School collect benchmarking data on marketing and admission efforts, and 47 programs participated Planting the Seeds for Alumni Engagement Repeated on Sept. 19 in the 2010-11 Student Entry Survey, with 1,854 students responding. EMBA Career Services: Managing Student Expectations November 14, 2012 Percept Research, an independent market Susan Dearing, director, ProMBA Career Management Center, UCLA Anderson, research firm, conducts the surveys on behalf of and Adnan Rukieh, director of Career Services for the Executive MBA and the council. Part-Time MBA Programs, Kellogg School of Management

MEDIA

The council contributed to a number of stories about Executive MBA education in 2012, including the following media appearances:

Story Author/Outlet Date Make the most of your experiences: Applications to full-time MBAs are dwindling as older students seek the flexibility and career benefits of an executive course Peter Brown/The Independent March 21, 2012 Career Services for the Executive Set Melissa Korn/ Wall Street Journal June 6, 2102 Next Generation (E)MBA, Executive MBA programs are evolving to meet the changing needs of C-suite and a challenging economy kevin Featherly/Delta Sky Magazine March 2012 UT Arlington Executive MBA Graduates Cite Salary Increases Equivalent to National Study BusinessWire March 9, 2012 Remote MBA Programs: Are They Worth It Emily Driscoll/foxbusiness.com Feb. 24, 2012 How EMBA Programs Could Work for You Maricelle Ruiz-Calderon/www.mbaprograms.org feb. 21, 2012 Executive MBA degrees: Are they worth the price Sandra A. Swanson/Crain’s Chicago Business feb. 20, 2012 EMBA Salary Benefits: Less Than They Appear Louis Lavelle/BusinessWeek blog Jan. 27, 2012 Executive MBA graduates say programmes really pay Della Bradshaw/Financial Times Jan. 26, 2012 Survey Results Show Salary Increases for Executive MBA Graduates EMBA Council release, which appeared in numerous media outlets, including the Boston Globe and Houston Chronicle web sites and major news sites Yahoo!Finance and MarketWatch The Executive MBA Council Conference—2012 blog entry onlineeducationhub.com Should I Earn an Executive MBA Degree, Executive MBA Degree Overview Karen Schweitzer/about.com guide

In the upcoming year, look for new and improved activities and services in the following areas: MORE TO Continued additions and enhancements to prospective student outreach tools • Ongoing research enhancements and collaborations • Regional meetings and another outstanding conference, set for Houston, Texas • New COME webinar offerings • Continued professional development opportunities

Fall 2012 25 2012 Annual Report

Financial Health

The council remains fiscally healthy, allowing us the opportunity to invest in strategic initiatives, such as updating the communication vehicles that are designed to promote the Executive MBA experience to prospective students and to invest in efforts to increase awareness for those vehicles.

The council received the majority of its revenue from dues and conference fees. The following graphs provide information about revenue and expenses from 2005 through 2011 and estimates for 2012.

100

Strategic Initiatives Expense 80 Allocation Conference Branding/ 60 Communications Research 40 Educational Programs Trustees

20 Office/Operations

0 2005 2006 2007 2008 2009 2010 2011 est. 2012

120 100 Strategic Initiatives

Revenue10080 Allocation Conference 80 Education, Publications, Misc. 60 Communications Surveys 60 Research 40 Conference 40 Dues Education, Pubs, Misc 20 20 Trustees 0 O ce 0 2005 2006 2007 2008 2009 2010 2011 est. 2012

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Lina Bell...... [email protected] effectiveness Executive Director, MBA for Executives, Rice University

Armando Dal Colletto ...... [email protected] Dean, Business School São Paulo—BSP 2013 Louise Kapustka...... [email protected] Executive Director, Executive MBA, University of Washington Foster School of Business Marketing Barbara Millar ...... [email protected] Assistant Dean, MBA for Executives Program, University of Virginia Darden School of Business and Carol Newcomb...... [email protected] Executive Director, Executive Education, The Ohio State University Admissions Kristin Polito ...... [email protected] Director, Executive MBA Program, Suffolk University Sawyer Business School Program Nicole Tee...... [email protected] Director of Graduate Executive Degrees, Nanyang Technological University March 24–27, 2013 (Sun-Wed) Saskia Treurniet...... [email protected] Director, Global Executive OneMBA Program, Rotterdam School of Management, Erasmus Georgia Tech Hotel and University Conference Center Peter Withers...... [email protected] Atlanta, Georgia Director of Academic Programs, The University of Auckland Graduate School of Enterprise

Ex Officio Ellen Gandt (Corporate Liaison) ...... [email protected] The program features Director of Sales & Marketing, Higher Education, Harvard Business Publishing • Leading experts Executive Director • Customized case studies Michael Desiderio ...... [email protected] Executive Director, Executive MBA Council • Interactive approach and time Phone: 480.584.3046 for networking

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