Tuesday, February 17, 2015

MBA ニュース:シカゴ大学 ブース to Make Hong Kong’s Mount Davis Asia Executive MBA Hub

The University of Chicago Booth School of Business hopes to renovate Hong Kong’s historic Mount Davis site, once an artillery base, into a new intellectual hub to serve as home to the school’s Executive MBA Program in Asia.
“The center will allow us to engage even more effectively with the business and academic communities in Hong Kong,” Chicago Booth Dean Sunil Kumar said in a statement. “It will be a testament to our lasting commitment to educating leaders in the region.”

Originally a gun battery in the 1930s, Mount Davis became a mess hall and clubhouse for British officers after World War II and later a government detention center. Chicago Booth’s plans would involve adaptive reuse of some of the original structure and key architectural elements, such as fireplaces and arches, as proscribed by local conservation management guidelines. 

Building plans were submitted in January, and Town Planning approval is slated for June 2015. Pending approval and subsequent land grant execution, construction could start in August 2016, with occupancy anticipated for August 2018.

For more information see the Chicago Booth website

Monday, February 9, 2015

MBA ニュース:コーネル大学・ジョンソンスクール Upgrades Curriculum

Samuel Curtis Johnson Graduate School of Management at Cornell University is overhauling its curriculum which will roll out in the Class of 2016. 

In recent years The University of Pennsylvania’s Wharton School, Harvard Business School and Northwestern’s Kellogg School of Management have all revised their core curriculums. 

Cornell's changes are designed to place greater emphasis on collaboration, leadership and analytical skills. The curriculum redesign is the culmination of a comprehensive two-year review process the school launched in 2011. Through student and alumni focus groups, peer benchmarking and surveys of students, alumni, corporate recruiters, faculty and staff, the review process reached more than 1,000 participants from the last 12 MBA class years and identified three priority areas for redesigned coursework and programming.

Modeling and Decision Analysis: An enhanced required course, Data Analytics and Modeling, takes students beyond statistics, to data modeling and Big Data techniques and strategies. Modeling is woven into other courses to help students develop the analytical skills needed in all areas of business.

Personal and Leadership Skills: Every Johnson student progresses through a targeted curriculum in leadership consisting of the proprietary Johnson 360° Leadership Assessment, coursework, case exercises, teamwork, hands-on leadership experience, coaching, and customized programming. The personalized program begins in the pre-term, with individual assessment and feedback, and continues through the first year, with the Leading Teams Practicum, and second year with Principled Leadership. Marquee leadership instructors teach intensives on leadership topics. These classes are enriched with a menu of Leadership Skills workshops and Leadership Expeditions that span the entire program.

Integrative and Critical Thinking Skills: In their first semester of MBA study, students learn and practice critical thinking skills, with a focus on analyzing, integrating, and synthesizing information for optimal decision making, in the face of challenges, such as incomplete, inaccurate, or ambiguous information.

Among the innovative elective courses being introduced:

The Art of Innovation: A Design Thinking Immersion and Making Design Thinking Work. These hands-on courses prepare MBAs to be future innovators by teaching them the human-centered design methodology known as Design Thinking.

Core Leadership Skills for a VUCA (volatile, uncertain, complex, and ambiguous) World, with retired U.S. Army General George Casey. This course builds on the skills acquired in earlier components of the leadership program, through discussion and interaction with an experienced practitioner and former leader of the United States Army.

Johnson’s FinTech Trek and Hackathon. Students convene at Cornell Tech in New York City to learn about disruptive technologies facing the financial industry and develop relevant solutions. The experience culminates in a hackathon, in which participants have about 24 hours to develop financial products or services that meet a real business need. Similar classes are planned, each focusing on a different industry.







Wednesday, February 4, 2015

Foreign Policy: The Best International Relations Schools in the World

These are the results of the 2014 Ivory Tower survey—a collaboration between Foreign Policy and the Teaching, Research, and International Policy (TRIP) project at the College of William & Mary—provide an insider’s guide. 




Responses from 1,615 IR scholars drawn from 1,375 U.S. colleges and universities determined rankings for the leading Ph.D., terminal master’s, and undergraduate programs in IR. 

The scholars were asked to list the top five institutions in each category. The survey also quizzed respondents about recent historical events and future policy challenges.


For more information, please see Foreign Policy 

Saturday, January 31, 2015

Start-up costs for MBA graduates pay off

MBA entrepreneurial grads—specifically those who launched startups during or soon after business school— can expect to make as much as their peers who follow more traditional career paths not long out of school, according to survey data collected as part of the Financial Times’ 2015 business school rankings research.
Of the 7,800 MBA graduates from the world’s top 100 business schools who responded to the FT, 22 percent had launched a start-up. Within three years of graduation, the average annual income of these entrepreneurs was $134,000, compared to $132,000 across the entire sample, the FT reports.
A mere 5 percent of startup founders reported an annual salary of zero three years out, though the FT points out that survey respondents did have an option to not reveal their income level, so the data may not fully reflect the financial risk taking faced by entrepreneurial grads. That said, of the companies launched by survey participants, 84 percent did report still operating a full three years later.
In general, startups launched by MBA grads tend to fare better than those launched by non-MBAs. Citing the U.S. Bureau of Labor Statistics, the FT noted that roughly 60 percent of new businesses survive three years, far less than the findings of the FT survey and less still than reports from individual business schools. At MIT Sloan, for example, 36 percent of the 2011 MBA graduates started a business, and 86 percent of those were still operating three years later, according to the FT report.
“Of course,” say business school professors. Startups launched by MBA grads do better because their founders have prepared for challenges within the classroom, IESE Professor Pedro Nueno told the FT. “If someone is prepared they are more likely to be willing to take a lower salary or cut back to maintain cash flow,” he said. “They tend to manage better than somebody who just sees an idea and launches without too much analysis.”
Nueno has been tracking the start-up success of his MBA students for several years and has found that 80 percent of those who started companies were still in operation five years after graduation. The majority of startups launched by his students are small—solo ventures or businesses with just a few employees. Still, Nueno has found that they earn as much if not more than their peers who went to work for large corporations, the FT notes.
The FT’s MBA survey revealed that a gender gap exists within entrepreneurship among MBAs, with only 16 percent of female graduates reporting starting a company, compared to 24 percent of male grads. But, notes the FT, “this divide is little different to the wider world of start-ups, in which male founders are more common the female ones.”
Not all survey respondents went as far as to say that business school itself was helpful with the practical matters of launching a startup (30 percent said no) or securing financing (60% disagreed). Likewise, enthusiasm for the value of business school’s alumni networks in the startup launching process was lukewarm. A third disagreed with the statement that alumni helped start their business and more than half (55%) stated that alumni provided no help with fundraising.
Both the success of MBA graduate founders as compared to their classmates in traditional fields and the startup survival rates varied from business school to business school, with institutions ranked in the top five for entrepreneurship teaching faring the best. For example, entrepreneur MBA grads from top-ranked Stanford Graduate School of Business reported average salaries of $190,506 three years after graduation, compared with $170,433 for fellow graduates who didn’t launch businesses.
Despite these encouraging statistics, entrepreneurship is still pursued by relatively few within business education, the FT noted. Taken together, the survey findings suggest that just 8 percent of the 2011 MBA graduate community currently makes an income solely from entrepreneurial ventures.

For more information, please see the Financial Times 

Friday, January 30, 2015

GMAT Enhanced Score Report

The new GMAT Enhanced Score Report (ESR) provides test takers with a comprehensive set of post-exam diagnostics including rankings, response times, and a customized summary – to help evaluate strengths and weaknesses and provide additional insight into the skills tested within each GMAT section.

In addition to the usual section and total scores, test takers can discover how much time they spend on each question, compare their skill level with other test takers (from the past three years) and identify areas where they excel and where they need to improve.

Key Benefits include:

  • Overall section performance ranking
  • Sub-section ranking
  • Time management ranking
  • Percentage of questions answered correctly
  • Average response time
  • Ability to benchmark against other test takers from the past three years
  • Customized summary report for each section that assesses strengths and weaknesses

The ESR puts test-takers in control of their future study, preparation, and test-taking strategy, while helping you to evaluate and refine your GMAT test preparation programs. 

For more information, please see the GMAC site. 

Saturday, January 24, 2015

ハーバード・ビジネス・スクール Dean Fights to Keep MBA Relevant

Harvard Business School Dean Nitin Nohria admits the traditional elite U.S. MBA faces problems.  

1. MBAs are no longer essential for a career at Goldman Sachs or McKinsey & Co. 
2. $100,000 is seen as expensive.
3. The rise of Asian business schools poses another challenge. Many Asian students and successful entrepreneurs have opted to stay closer to home to hone their skills. Business schools have mushroomed in India and China, offering courses and networking opportunities that are more relevant to their home markets.
4. Top U.S. business schools have responded by introducing shorter and more specific business programs, and adding international business cases for study.

Harvard's Strategy: 
a) Expand in Asia. Harvard opened its first research center in Hong Kong 15 years ago. About 10% of our business cases then were international. Now it has eight research centers around the world, including Mumbai, Tokyo and Shanghai, and 60% of our cases are global cases. 
b) Attract Asian donors: aim to get 100 people who can give $1 million each to support the international activities of the school. I want to build a broad base. My dream will be 30%-40% of that group will be from Asia.
c) Tap into the explosive Asian market. Japanese students used to be 30 or 40, now down to to four to five. 
As for Greater China, our mix has shifted to mainland. Now a quarter of the students are from Hong Kong, and three quarters from China. It used to be the vast majority of Chinese students were from Hong Kong.
d) Increase financial aid. Tuition has been going up by 4%, and HBS is increasing financial aid, at a rate of almost 5%-7%. Almost 28% of HBS tuition is now given away as scholarship. Last year 50% of students receive some forms of financial aid. Twenty years ago it was almost impossible to imagine.
e) Demand for 2-year MBA programs has declined 20% from year 2000.

For the full article see WSJ


タック・スクール・オブ・ビジネス Dartmouth Tuck: New Dean Aims to Shake Up MBA Program

The Tuck School of Business at Dartmouth has a new dean for the first time in 20 years.  Matthew Slaughter, Tuck’s associate dean for faculty, will take on the elite school’s top job on July 1.

Slaughter, 45, wants to shake up the traditional MBA model, because students want flexible alternatives to two-year, full-time programs. He wants to:

1. Build a digital platform for Tuck courses similar to those University of Pennsylvania’s Wharton School offerings on Coursera or Harvard Business School’s HBX digital platform, which offers online access to course materials.

2. Expand Tuck’s non-MBA offerings—which currently comprise an executive master of business administration program, a non-degree “bridge” program for incoming M.B.A. students, a Master of Health Care Delivery Science offered jointly with the Dartmouth Institute for Health Policy and Clinical Practice, and select undergraduate courses at Dartmouth and Bowdoin College in Brunswick, Maine—and may add shorter masters programs geared toward younger graduate students.

3. Attract more women. Women make up just under a third of Tuck’s current enrollment. Tuck has a new partnership program with the all-women’s Smith College in Northampton, Mass., set to debut this spring. He also wants to talke more to Tuck Initiative for Women about leveraging the Tuck alumni network to advance their careers.

For more information, please see the WSJ.