Philip Delves Broughton made quite a name for himself by writing a book, which was highly critical of Harvard Business School and the MBA system in general. During his time at HBS, he was surprised that sales was not part of the curriculum. He expected it to be very present in MBA programs and yet found that, in general, they looked down upon such mercantile procedures.
Category Archives: Strategy
Back in the carefree days before 2007, companies looked at growth as their major challenge. In those days, obtaining a 15% increase on yearly growth seemed to be the most important thing for them to achieve, to keep their stockholders happy. Since then, with the collapse of firms such as Bear Stearns and Lehman Brothers, survival has become the key element to business. In Reorganize for Resilience, Ranjay Gulati shows some of the things that resilient companies do, both in good times and in bad, to ensure that they don’t end up being a case study on what companies shouldn’t have done.
One of the last sessions at the AACSB ICAM 2013 was a panel discussion moderated by David A. Wilson, President of GMAC on the role of emerging markets and their strategic impact on business schools. The panelists were Edward A. Snyder, Dean and William S. Beinecke Professor, Economics and Management, School of Management, Yale University, Richard K. Lyons, Dean, Haas School of Business, University of California, Berkeley and Kathleen A. Getz, Dean, School of Business, Loyola University Chicago. Continue reading
AACSB Annual Meeting (ICAM 2013): The European Affinity Group and the challenges of accreditation for European schools
At the AACSB Annual ICAM Conference 2013, the European Affinity Group organized a session on the special challenges for European business schools in obtaining accreditation. This began with Rachael Weiss, Head of Student Experience and Accreditation at the University of Sheffield, entitled “QAA and UK challenges with Assurance of Learning” This was then followed by a discussion between different regions of Europe with some proposals on how continue with the work that has already been done. Continue reading
AACSB Annual Meeting (ICAM 2013): Building Your School’s Brand Through Executive Education (Elaine Eisenman, Kai Peters)
At the AACSB ICAM 2013 Conference, Elaine Eisenman, Dean of Babson College, and Kai Peters, Chief Executive of Ashridge Business School, set out some of the main issues in executive education today. Peters described the period as being one of the “most Schumpeterian times for executive education” and business schools in general. The presentation entitled “The Ideal, the Real, and the Deal” first dealt with some of the key misconceptions concerning education.
AACSB Annual Meeting (ICAM 2013): Learning, Leading, and Teaching in the 21st Century (Tony Wagner, Technology & Entrepreneurship Center at Harvard)
At the AACSB ICAM 2013 Conference, Tony Wagner, Innovation Education Fellow at Technology & Entrepreneurship Center at Harvard, talked about the learning gaps that are affecting students across the world, and gave some strategies for how to prepare them for the new global knowledge society.
AACSB Annual Meeting (ICAM 2013): Lead by Choice: Lessons for the B-School (Sheena Iyengar, Columbia Business School)
“I am always looking for cool pictures.” said Sheena Iyengar at the end of her excellent presentation on how to “Lead by Choice”. The quote was all the more remarkable in that the director of the Global Leadership Matrix (GLeaM) at Columbia Business School is totally blind. The objective of the talk was to highlight “what effective leaders need to know about choice” and how you can choose your way to success. Indeed, there is so much information available that it has become imperative today to know how to choose.
BOOK REVIEW: “Making Strategy Work: Leading Effective Execution and Change” by Lawrence G. Hrebiniak (2005)
“Making Strategy Work” is a fairly long, but easily readable book, by Lawrence Hrebiniak, a professor at Wharton University, and consultant. The book draws on the author’s 25 years’ experience of teaching senior executives, and the underlying premise that runs throughout it is that, while setting a strategy is a good thing, it is the execution that is crucial for the success of an organization. Successful execution requires that a company looks very closely at such things, as power within the firms, and how to manage change.