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News about the Executive MBA

EXECUTIVE MBA SALARIES RISE DESPITE COVID-19 IMPACT

MOLLY INNES

ONLINE LEARNING, WOMEN SEEKING EXECUTIVE MBAS RISE

CHRIS BURT

EXECUTIVE MBA ALUMNI FIND ADVANTAGE IN TOUGH JOB MARKETS

JONATHAN MOULES

MAKE TIME FOR PROFESSIONAL GROWTH

MICHAEL DESIDERIO

Contact us for information about council research and the EMBA industry.

EMBA graduates in survey see salary increases

The salary and bonus packages of recent Executive MBA (EMBA) program graduates who participated in the 2020 Executive MBA Council (EMBAC) Student Exit Survey increased by 14.1 percent from program start to program end.

School Headlines

INSEAD alumni are working to support those at the frontlines of COVID-19.

Alumni of the INSEAD MBA, Global Executive MBA and Tsinghua-INSEAD Executive MBA (TIEMBA) brought together a global network to raise funds and support frontline medics in need. The initiative began with a few MBA alumni.

In January 2020, when the outbreak started in China, two alumni raised 490,000 RMB and sourced medical supplies globally to help healthcare workers in China in their battle against COVID-19.

On March 11, the COVID-19 outbreak became severe in Italy, and two Italian alumni initiated fund-raising efforts to support hospitals in Northern Italy.

INSEAD National Alumni Associations and TIEMBA chapters endorsed the efforts. A team of 20 INSEAD and TIEMBA alumni from Europe to China joined the Project Green for Impact, which quickly raised EUR 62,361 from 403 donors. The funds were used to purchase and donate medical materials.

Project Green for Impact by INSEAD alumni will continue the fund-raising efforts, increasing the overall target to EUR 100,000.

In January 2020, Brenau University launched the first ever Executive Women’s MBA – EWMBA.

The program helps address the lack of women in executive positions. It provides an experience that empowers women to advance in their careers by focusing on the issues that women face and the support systems that they need.

Recognizing that it is often harder for a woman than for her male counterpart to leave home and family for a long weekend, the program takes place primarily online. The online program provides maximum flexibility, and the small class size provides maximum interaction. Three residencies that focus on empowerment, growth, and networking augment the online course work.

Women in executive positions, and even in EMBA Programs, are usually in the minority, which can lead to feelings of isolation due to a lack of a strong cohort. The EWMBA exists to create this network for students. In addition to the course work and residencies, the students take part in a book series with female author talks, a sponsored speaker series, executive coaching, and personal advisory boards. The entire package helps create a support network for women as they leave the program and advance in their careers.

FDC has unveiled a number of initiatives to support EMBA students, alumni, organizations, and the community at large.

FDC opened its digital platform COM:munity to Brazilian society. FDC has conducted free webinars on its YouTube channel, offering knowledge about management, entrepreneurship, leadership, finance, and innovation, as well as other issues of importance to companies and professionals in a time of such uncertainty. A video playlist also was created with a focus on public management topics.

In 30 days, FDC’s YouTube subscriber base grew 70 percent, from 9,400 subscribers to 16,000 subscribers. FDC has made 27 free webinars available to the public, who watched them and other videos more than 95,000 times.

To help deal with uncertainties in times of crisis and support new skills and ways of thinking, FDC launched YOU IN FOCUS, videos with personal development lessons from professors, coaches, and experts.

EMBA students can participate in a new offering, MBA Talks. Through this initiative, a professor talks to small groups of students through online chat about topics and issues that will help them face their many challenges during this time. Students have discussed topics such as marketing, innovation, finance, and leadership and people management in times of crisis.

FDC also is bringing companies together to share and generate insights and solutions in a joint and collectively structured way. With a professor as moderator, representatives of 10 pre-selected companies discuss strategies and alternatives to deal with the moment. FDC alumni are involved as well. FDC invited top Brazilian and multinational CEOs to speak with a limited number of alumni. Eduardo Fischer Teixeira de Souza, CEO of MRV, the largest Brazilian construction company, was the first interviewed. FDC also posted the conversation on the FDC YouTube channel. Alumni will conduct interviews every two weeks as part of this initiative.

Another FDC initiative, FDC Empreenda – EM:FRENTE assists some one million low-income entrepreneurs by creating a network of supporters; by developing a “Support an Entrepreneur” channel, inspired by the current “Mentor For Prosperity,” which receives donations; and by providing virtual training for alumni and other stakeholders to act as mentors to low-income small business entrepreneurs.

FDC hosted a number of webinars focused on the challenges of leadership in times of COVID-19. For example, Professors Edgard and Peter Schein, father of organizational culture studies, talked about humble leadership in times of Covid-19. FDC also hosted Professor Henry Mintzberg for a fireside chat on Managing in Times of COVID-19 and Professor Jonathan Gosling, who talked about leadership, power, and reflection in the age of COVID-19.

Jennifer Monroe (ProMBA, ’19) completed a cost-benefit analysis as part of her Organizational Action Project (OAP) at the University of Tennessee, Knoxville to evaluate the viability of a mobile prosthetic laboratory for her former employer, Choice Orthotics & Prosthetics, which resulted in saving the company lost revenues.

At the time, Choice Orthotics & Prosthetics faced challenges with patients often missing follow-up appointments. She and the owners had discussed the possibility of acquiring a mobile prosthetics laboratory to eliminate that challenge. It became her OAP project.

Seventy-five percent of amputations are of the right leg, so many of the company’s patients could not drive themselves to follow-up appointments and did not have alternative transportation.

“Our patients also lived an average of 59 miles from our office,” Monroe says. “When you consider that they need an average of 32 follow-up appointments after surgery with doctors, physical therapists, prosthetists, and so on, you can see why the process is difficult.”

Her analysis determined that missed appointments were costing the company at least $70,000 per year in lost revenue. By investing about that much in a van, it could recoup at least $54,000 of lost revenue each year going forward — all while providing better service to its patients.

Rather than visiting patients at home, mobile workshops are driven to partnering physicians’ offices close to the patient. The patient arrives for the exam, and the workshop is available outside. Prosthetists make four trips to the mobile workshop to adjust a limb, saving the patient four 59-mile trips, and ensuring four appointments are kept.

With help from her team, Monroe laid out a detailed plan for pursuing the project, including a comprehensive timeline. She learned that the company completed the mobile lab in January.

“I’ve moved into a role with larger responsibilities at another company — thanks to what I learned in ProMBA — but I still love my old team, and I was thrilled to see that project come to fruition,” she says. “And it was completed under the projected budget!”

Monroe credits the ProMBA with teaching her about change management, saying it improved her approach to challenges and opportunities.

“As a manager, when you have a fantastic idea and a lot of energy, it can be easy to steamroll your team,” she says. “In the ProMBA program, I learned to take a step back and assess my team’s feelings about change—to ask them about their fears and concerns and see if I can methodically remove potential hurdles as we’re progressing. It has made me a much better manager.”