Issue link: http://www.e-digitaleditions.com/i/58060
MBA in 11 Months JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN Rapid Immersion Module 4 weeks Main Modules Project Connect Labs and Workshops High Def Business Fundamentals 6 weeks • Market Dynamics • Organizational Structures • Business Functions and Processes Team Meeting Company Executives Action Learning Lab New Product Development New Product Development 9 weeks Winter Break Supply Chain Management Six Sigma Project Supply Chain Management 9 weeks Spring Break M&A Project Mergers & Acquisitions 5 weeks Advanced Learning Bundles 6 weeks • Thematic Tracks • Cross-Disciplinary Sequences • General Skill Acquisition 1 week Professional Workshop We built the bulk of the program around three business pro- cesses that are crucial to the life cycle of any organization: new product development, supply chain management, and mergers and acquisitions. We present most concepts in the context of one of these business processes. For example, global strategy is taught as part of supply chain management. Learning labora- tories and company-originated group projects allow students to study real-world aspects of business in these three key areas. Once the content of the program was decided, we focused on effective delivery mechanisms. Key considerations included: n A greater sense of program: Learning objectives are evalu- ated at the program level, and each component is viewed as part of the whole. Skills that are taught and assessed very early are practiced throughout the program and reassessed in the final week. n The efficient use of resources: To focus resource use and enhance the sense of program, electives are reduced and stu- dents are lockstepped for all but six weeks. We also leverage resources from across the university. For instance, a work- shop on diversity is taught by the university's human resource department, and a workshop on stage presence and presen- tation is taught by our theater department. n Professional certification. All students pursue certification in new product development and Six Sigma by sitting for exams run by the Product Development Management Association and Six Sigma and Advanced Controls Inc. These certifica- particularly those who run not-for-profits, are looking for younger graduate students who have very different types of backgrounds and careers. We knew we could no longer simply say, "Let's find really bright people, train them well, and offer them to the corporation." Instead, we wanted to work with our corporate partners to recruit a class that would reflect the kind of talent they need, and then provide those students with the proper skill sets. STAGE FOUR: Testing and Refining Once we decided on a new program model, we once again approached our corporate partners, who unanimously embraced the concept. They helped us develop our new skill Action Learning Lab Professional Workshop tions provide external validation for our program and help us differentiate our graduates. n Immersion: We expect our students to immerse themselves wholly in the program during its 11 months. This immersion keeps them constantly moving from the classroom to the simu- lator to the field and sends a valuable signal to employers about their work ethic. The Immersive MBA The immersive program takes place over 40 weeks from July through June. In the first module, students are in class eight hours a day, five days a week, as they learn the basics of business, leadership, and teamwork. After a brief introduction to the various functions of business, they enter a three-course sequence on key business processes. Here they are in class for 20 hours a week and spend another ten to 15 hours per week in "Project Connect," working on projects provided by participating companies. Students complete one project related to new product development, one on Six Sigma, and one on mergers and acquisitions. The "Advanced Disciplinary Bundles" permit students to specialize in one of five areas—finance, marketing, technol- ogy management, international management, or technology entrepreneurship. During the final week, we assess learning and ready students for employment. continued on next page workshops, agreed to hire students for six-month corporate residencies, and helped us screen and select students for the revised curriculum. Our new program model combines a traditional but highly focused curriculum with a "shadow curriculum" of additional workshops and seminars. The workshops are a bit like the intense executive education courses a company might run if it perceived that its young managers had defi- cient skills in an area like project management. At our school, a workshop on negotiations might run three hours a week for four weeks. Students are given assign- ments, work in teams, and practice negotiation skills. Obvi- ously, the workshops increase the student workload—by as BizEd JULY/AUGUST 2007 53 Showcase Week