A Case Study on Revitalizing Your MBA Curriculum GBSSA 2019 Conferenc ference November 7, 2019 Jon Masci cian ana, a, Execut cutive ive Direc ector, , Fully ly Employed loyed MBA Progr gram am
AGENDA ▪ Part-Time MBA Competitive Landscape ▪ Building Consensus for Change ▪ Implementation ▪ Marketing & Recruitment Strategy ▪ Execution & Soliciting Feedback ▪ Brand v 2.0: The Next Phase
Hyper-Competitive MBA Marketplace
GM GMAT Sc Scores Tak aken in in So Southern Cali alifornia (G (GMAC) 10,000 8,882 9,000 7,884 8,000 7,000 5,702 5,766 6,000 5,099 5,000 4,145 3,692 4,000 3,000 2,000 1,000 0 TY 2011 TY 2012 TY 2013 TY 2014 TY 2015 TY 2016 TY 2017
Status Quo Is NOT an Option
Our Response in in 2016: ▪ Recapture lost market with investment in Hybrid Part-Time MBA (grew enrollment back to 2012 levels) ▪ Reduce units to graduate ▪ Reduce number of core courses
Competitive Advantage Erosion ▪ Our competitive advantage: location (Orange County) and ranking were no longer a sufficient value proposition ▪ Our MBA continued to lose market share, despite our actions ▪ Decline in demand for MBA viewed as permanent ▪ General high-quality MBA no longer viable
The Burnin ing Pla latform • De Defi finiti tion: : powerful driver for strategic change, based on crisis • For people to adopt change, they must feel it is critical • Term criticized recently for using fear as a tactic
Two Pri rimary Reasons for th the Burning Pla latform 2 1 Online MBA continues to threaten Two higher-ranked competitors (USC and UCLA) are at the top of PMBA market our market in rankings – cannot compete on same terms (endowment and alumni)
Building the Case for Change Fall 2016
The Case for Dif ifferentiation We needed a sustainable and Must have a compelling value Nimble size, faculty flexibility, Our competitors do not have The faculty understood the distinctive strategy proposition and strong motivation; lack the motivation to launch a need for change, but they did encumbrances of our larger compelling initiative. not feel the pressure of the competitors to execute burning platform Two sen senior facult lty mem embers, , Mar argarethe Wiersema (S (Str trategy) an and Vij Vijay Gur Gurbaxani (Information Systems) (I s), de developed a a pr proposal to to dif differentiate the sch school. l.
Ris isks Id Identifie ied for Dif ifferentia iation Messaging Confusion Need for consistency Website re-vamp and Complete adoption Is there sustainable across all areas marketing leadership critical market demand? critical
Competitive Strategy Overv rview ▪ Business success depends on how economic forces and technology impact a company’s competitive position ▪ Merging of data, distribution, and content is undermining the basis value for creation (Netflix and Google examples) ▪ Managers need to anticipate technology disruption, and learn to leverage it, to create competitive advantage ▪ Managing in a digital world requires the ability to re-think their approach to go to market
Vija ijay Gurbaxani i on Im Impact of Dig igit ital Technology
Development & Implementation First Six Months
T I I M E L L I I N E Master’s Program Committee approved proposal. Strategy communicated to staff and faculty, goal to implement: Fall 2017. Oct. ct. 2016 Dec. c. 2016 Apr. 2017 Ja Jan. 2017 Nov. . 2016 In a committee meeting, two faculty members Academic area meeting approved proposal. All develop the differentiation proposal and provide faculty meeting approved (only 4 dissent votes.) an analysis of the competitive landscape that Tagline research and approval. presented the burning platform
Challe llenges Faced in in the Roll ll-Out ▪ Area coordinators responsible for curricular changes to every core course – some worked hard, others didn’t ▪ No incentives offered to faculty ▪ Each area was challenged to come up with new electives ▪ No one was “in charge” of the entire implementation effort ▪ Delegation to program office staff but no coordination with external relations ▪ Hired the wrong marketing agency, website re-vamp delayed ▪ Some faculty needed training
What Worked in in the Im Implementation Phase Merage faculty doing research in The MBA Program offices PMBA students this area empowered to lead and could create their own marketing/messaging understand and relate to the strategy Orange County is metropolitan, hub of the “tech coast” Small and nimble faculty could work quickly to Osmosis from new MS adapt in Business Analytics went into other programs (electives, industry consulting projects)
Margarethe Wie iersema on Curric icular Changes
Org & Management Area Templa late Program FTMBA FEMBA EMBA Instructor Maritza Sharon Jone syllabus reflects digital initiatve Yes Yes Yes Course delivery that uses available technology Use the new brand ppt template Yes No--Hybrid created with old No template Embed videos within ppt Yes Yes Yes Have 1 or more videos (of you teaching) online Yes Yes Yes Use Canvas for syllabus Yes Yes Used Canvas Use online discussion board Yes Yes No Post slides digitally before or after class Yes Yes Yes Post examples, articles, relevant content online Yes No Yes Use Canvas to turn in papers Yes Yes Used Canvas Content changes that involve digital tech Use a case that involves digital tech Yes- SAS institute, KANA, Roizen Yes--SAS Institute, Google, Heidi Yes -- I created my own from Roizen, NASA academic articles on the Hyperloop company. It is too new (and inaccessable for a HBS case). Use examples that involve digital tech Yes, e.g., throughout the class Yes--e.g., how Uber motivates Yes -- throughout the class. drivers, Google's culture Use exercises that involve digital tech Yes, e.g., HBS Change Yes--I use the HBS Change No -- just cases and our own Management Simulation, Management Simulation and two experiences. original interactive simulations (made with Heidi, the instructional designer) about motivation and social networks Have a guest speaker who will address tech and Will try... No No management Project analyzing real organization related to Yes Yes--I encourage students to Yes, although a focus on "digital digital world complete their final project on world" is not a requirement (they change related to the digitally- need to use the organizations driven world available to them).
Strategy Course Pitch • How is digitization affecting strategic decisions of Siemens Healthcare in Brazil? • How should Zara adjust its value chain given the changes to retail and the fashion industry? • What are the capabilities that are going to provide long term competitive advantage in the automotive industry? • What should Walt Disney’s next strategic move be? How should it compete against Netflix? Comcast? Apple? • How does Valve’s flat hierarchy affect growth and innovation? Should and how can big companies adopt these structures and practices?
Facult lty Research Professor John Joseph (Strategy) Professor John Turner (Ops) Innovation and entry order strategies in Model to allow managers to better plan high tech companies. (HBR, 2016) their online campaigns to optimize Developing an information processing coverage and revenue (Operations framework of business model innovation. Research, 2018) Professor Ming Leung (O&M) Professor Tingting Nian (IS) How technology is reshaping how firms Activities which enhance the reputation hire and promote. Studies platform of users in online communities markets, such as virtual freelancing (Management Science 2018) (UpWork), mobile gig-economy work (Wonolo), and crowdfunding (Prosper)
Tagline & RFP Process Tagl aglin ines Prop opos osed and and Mar Marketin ing g Ag Agency RFP RFP ▪ Leadership for a Digitally Driven World ▪ Inspiring Leaders for a Digitally Driven World ▪ Redefining Leaders for a Digitally Driven World ▪ Reinventing Leadership for a Digitally Driven World Bus Busin iness Ex Experience Lea Leadership Ins Inspiring Redefin ining Rein inventin ing 0-5 5 year ears 6.48 6.48 6.85 6.85 5.83 5.83 5.44 5.44 6-15 15 year ears 7.2 7.2 7 4.96 4.96 4.59 4.59 16+ 16+ Year ears 7.74 7.74 6.59 6.59 6.3 6.3 5.96 5.96
Implementation First Year: Assessment and Revision
T I I M E L L I I N E May 2018 Fall ll 2018 Fall ll 2017 Core curriculum re-vamp roll out Website re-launch New digital electives added to schedule
Agency Ad
Feedback from PMBA Students Feedback fr from PMBA Stu tudents How Well Did Each Core Course Integrate our Digital Focus? 5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Opening Residential Business Analytics Finance for Marketing Microeconomics for Operations Organizational Financial Reporting Competing With (Statistics) Managers Management Managers Management Behavior Digital
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