Innovation in the Design of the MBAPhillip H. Phan, Ph.D., Vice Dean for Faculty and Research

Lessons from Recent Events

1. CEOs of top Chinese and Japanese firms are increasingly non-Asian. Global managerial talent has to be culturally ambidextrous, no learning on the job.

2. Ambiguity in consumer markets and sources of competition makes long term investing in innovation risky. Requires new organizing paradigm for innovation.

3. Business as whipping post for government and media. Requires managerial psychological resilience and malleability.

4. Networked economies requires basic skills in teaming and managing relationships but also empathy and clarity in core values.

5. New markets no longer in emerging economies but in under-developed economies. Definition of opportunity (time horizon, speed of development, scalability) not portable from existing frameworks. Requires intellectual flexibility and sophistication.

Management Education Faces a Variety of Pressures

What are the Key Influencers?

Students

Entrepreneurship

Social Conscience

Want to Make a Difference

Industry

Key Growth Sectors

Technology as an Important Growth Driver

Innovation is Critical

“Shortcomings”

Educational Silos

Narrow Minded

Lack Perspective

Too Theoretical

Lacking in Ethics and Leadership

Global Shifts

Economic Power and Opportunity

Increasing Interdependence

Carey Business School Global MBA Program Goals

Create Business Leaders Who:

Have a solid grasp of the fundamentals of business and economics Have a global perspective Have empathy for others and understand embrace differences Operate within an ethical framework Understand technology, and the role of entrepreneurial skills in creating value Have the critical thinking skills and perspective to meet the unknown

challenges of the future

Global MBA Design Concepts

• Emphasis on Entrepreneurship and Innovation

• Focus on Key Industry Segments

• Create Social Awareness and Empathy Among Students

• Enhance Student Understanding of Developing Economies

• Create a Global Focus

• Develop an Understanding of Technology Transfer

• Experiential Learning

• Leverage Johns Hopkins Strengths

• Build the Program on a Foundation of Rigorous, Analytical Thought

• Experiential Learning as an Important Element

Integrated Coursework

First Year Foundation Courses

People and Markets

Financial Resources

Managerial Decision Behavior

Business Processes

Digital Marketplaces

Strategic Options

Networked Organizations

Team Taught

Combine at Least 2 Typical MBA Subjects

Innovation For Humanity

• Concepts: Translating Science

Tuning to the Market

• Experiential Learning: Feasibility Assessment

Business Plan

Discovery to Market

Ethics and Behavior

Global Political Economic Systems

Cognition and Communication

Human Expression

Servant Leadership

Risk and Accountability

Thought and Discourse Seminars

Lessons Learned

1. It’s Easier with a Clean Sheet of Paper

2. Faculty Buy-in and Incentive Structure are Critical

3. Coordination with Existing Programs is a Challenge

4. Few Resources to Create the Program

5. Experiential Programs Take a Lot of Time and Faculty Resources

6. Smaller is Easier

7. Planning Takes Longer than you Expect

8. New Program Design Affects Nearly Everything Else

9. Implementation is Key

The Johns Hopkins Global MBA