Executive Education rankings 2008
Compare data for both open enrolment and customised executive education programmes.
(MBA50.com) If you read a manual of medicine from as recently as the 1920s, you realize that bloodletting was among the most common medical practices to make patients feel better. We now think of these remedies with horror, as more often than not they made the patients situation considerably worse, if not fatal.
So when we now read some of the advice of financial managers in the ’90s about mortgages and the diversification of risk, the parallel is obvious. So is there a need to reinvent management?
In this interview with Santiago Iñiguez, Dean of the IE Business School in Madrid, he looks at the criticism that business schools have faced for their role in the recent financial crisis, and the need to do better and more relevant research to understand how organizations behave. “This is a science in the making,” he argues, “and business schools need to adjust their curriculum, bring in new knowledge and ways of thinking to meet the demands of society.”
Author of a new book, “The Learning Curve“, Iñiguez prescribes three areas to re-invent business education:...
April 27 (Bloomberg) -- Spanish Economy Minister Luis de Guindos discusses the European sovereign-debt crisis, Spanish banks and the outlook for the economy (ex-IE Business School centre director). He spoke yesterday in Madrid with Bloomberg's John Fraher. (Source: Bloomberg)
www.doingbusiness.org/rankings (2012 is the 9th publication)
Argentina is 113th in the world and Spain 44th.
After the expropriation of YPF from Repsol by the Argentinian government, and if the same criteria are used for the analysis in the report of 2013 as those of 2012, Argentina will worsen its position in the table at the end of this year when the data of Doing Business 2013 will be published, which will be updated or conducted with data of the 1st June 2012.
"Doing Business in a More Transparent World" (2012) (doingbusiness.org/reports)
...Nine years of Doing Business data, together with other data sets, have enabled a growing body of research on how specific areas of business regulation—and regulatory reforms in those areas—relate to social and economic outcomes. Some 873 articles have been published in peer-reviewed academic journals, and about 2,332 working papers are available through Google Scholar...
...Over the past 9 years more than 12,000 professionals in 183 economies have assisted in providing the data that inform the Doing Business indicators...
...In addition, the World Bank Group has been working with a consultative group—including labor lawyers, employer and employee representatives, and experts from civil society, the private sector, the (United Nations) International Labour Organization (ILO) and the OECD— to review the methodology and explore future areas of research...
Moving from the worst one-fourth of nations to the best one-fourth implies a 2.3 percentage point increase in annual growth.)
VIEWPOINT: Professor Ignacio de la Torre – Academic Director, Master in Finance Programs (blog), IE Business School.
Professor Ignacio de la Torre is bullish with optimism in spite of - even because of - the latest financial crises: “This provides us with a world of once-in-a-lifetime opportunities,” he says.
Speaking before a talk entitled Financial History: What Can We Learn from Our Mistakes? – the Director of IE’s Master in Finance Programs outlined the less well-documented ‘glass-half-full’ view of the on-going global financial turbulence.
Financial crises give rise to positive change: “Look at the US - in the 6 years after the banking crisis of the early 1980s the US economy went from being made up of 20% markets and 80% banks – to vice versa.” That was a big, positive change in just six years – brought about by a financial crash. “I’m optimistic about Europe today because countries will finally take on reforms they haven’t looked at in 60 years.”
A big opportunity for positive change for de la Torre is the chance to educate a new generation of socially responsible financiers – something that, in his role at IE Business School, he feels both duty-bound and well-positioned to do. Deciding what and what-not to teach young, soon-to-be influential financiers is a big responsibility and one of the big decisions he has made at IE is to take certain ‘long-term view’ modules – and make them compulsory for every finance student...
...Gayle Allard, a professor of managerial economics from Spain's IE Business School, has this analogy.
"You have the Greek model, or the Irish model," she said. "You can either go kicking or screaming, or you can bite the bullet, like people have done in Ireland."...
Some countries, like the UK can decide whether they do tough austerity or not. But Spain doesn't have that choice," she said.
IE Business Publishing, tiene el placer de invitarle a la presentación del libro: “The Learning Curve"
Escrito por Santiago Iñiguez de Onzoño, que se celebrará el martes 27 de marzo de 2012 a las 19,00 horas.
Presentación del Acto e Introducción:
Diego del Alcázar Silvela, Presidente de IE
- Carina Szpilka, Directora General para España, ING Direct
- Alberto Artero, Director General y Analista Económico, El Confidencial
- Fernando Barnuevo, Presidente de Antiguos Alumnos, IE Business School
- Santiago Iñiguez de Onzoño, Decano, IE Business School y Presidente, IE University
Al finalizar la presentación, se servirá un vino español
Choose Your Own Adventure' at IE
(IE Business School Program combinations for part-time M.B.A. and part-time executive M.B.A. students under the new plan.)
To do so, the school is trimming its part-time catalog from 12 degrees, including M.B.A.s and specialized masters degrees, to just two: the Global M.B.A.+ and the Executive M.B.A.+.
Beginning in the fall semester, students will be able to mix and match online and in-person course formats, choose how often their classes meet and opt for English or Spanish instruction. In all, there will be about 90 unique course combinations.
"Recruiters and corporate sponsors are questioning the one-size-fits-all programs as they seek to develop and recruit experienced talent for specific organizational needs," said David Bach, a strategy professor and dean of programs at IE....
After thousands of programming hours and hundreds of sleepless nights favmonster Beta is ready for you! We want to thank you for your patience and support during all this time.
Favmonster Beta is available for you here
Favmonster Beta runs on Mozilla Firefox and is Facebook connected by now, we will add more compatibility options very soon (Chrome and Safari are on the way!). Meanwhile we strongly recommend you to invite the people you like the most to it. Remember you will need them to make the most of favmonster!
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The favmonster team
@werelax, @frngg, @juanmaribeltran, @kanedaki, @fuzzyalej, @imontrom
According to Erik Schlie, who runs (Associate Dean of ) MBA programmes at Spain’s IE business school, learning from the mistakes of the past is essential.
The IE programmes encourage participants to “look at certain scandals of the past” in order for them to develop a “broader sense of responsibilities”. Ethics and corporate social responsibility are on the agenda everywhere, with an emphasis on reflective practise.
“I ask participants at the very beginning of the programme: ‘what kind of manager, what kind of person, do you want to be?’,” says Prof Schlie.
For many, this has meant a shift away from the traditional MBA path of a career in the not-so-sustainable financial services industry.
For the current generation, “there is more to care about than getting your next investment banking job,” says Prof Schlie, noting that more and more of his students are seeking careers in not-for-profits and social enterprises
At IE, Prof Schlie runs “change modules”, where students work with real businesses to help them improve their performance.
One of this year’s exercises is to help a Brazilian business, a beauty salon company catering for “base of the pyramid” consumers who live on less than $2-$3 a day. This example is emblematic of another theme in the business education of the future – globalisation.
“The future is more blended, more global,” notes Prof Schlie. Indeed, as well as offering international experience, most good MBA courses include a placement abroad.
Dec. 23 (Bloomberg) on Washington Post -- Fernando Fernandez, a professor at IE Business School, discusses the challenges facing Luis de Guindos, Spain's new minister for economy and competition. He speaks from Madrid with Owen Thomas on Bloomberg Television's "On the Move." (Bloomberg)
(Santiago Iniguez' recent book thelearningcurvebook.com)
European universities should look to the US for a route back to excellence, argues Santiago Iñiguez de Onzoño
Greece was home to the Academy founded by Plato in the 4th century BC, the first Western higher education institution. Bologna in Italy was the cradle of the first university in the 11th century. One millennium later, these two countries, along with the Republic of Ireland, Portugal and Spain, have seen their governments swept away by the current economic crisis. This also implies changes in the future political agendas for higher education, particularly given the significant cuts expected to public budgets. It is very likely that similar reforms and budgetary adjustments will occur in countries such as France and Belgium in the medium term. Inevitably, the economic interdependence within Europe will spread budgetary adjustments to most countries in the continent, including those that stand resilient today.
One of the most severely affected areas of austerity policies will certainly be public education. But, as well as posing threats, times of crisis bring many opportunities that could in fact help to rejuvenate Europe's universities...
#ministrosRajoy El ministro de Economía será: Luis de Guindos
PricewaterhouseCoopers and IE Business School have launched the PwC/IE Center for the Finance Sector, the first of its kind in Spain. The Center will act independently of investment and savings banks and will analyze the challenges facing the Spanish and international finance sector, the future of regulation and monitoring in the sector, and the changes that banks will have to make to avoid further financial crises. Luis de Guindos, former secretary of state for finance, who has links to both IE and PWC, will direct the new Center...
Which thinker has emerged over the last two years with the potential to change the world of theory and practice? The answer to this question posed by Thinkers50 is Lucy P. Marcus, the Anglo-American board chair and non-executive director who challenges conventional wisdom both inside and out of the boardroom.
9 Dec EVENT: Future proofing the board was the topic of a dynamic debate hosted by IE Business School in London last Tuesday night. IE Dean Santiago Iñiguez de Onzoño used the opening line of Dickens’ A Tale of Two Cities to aptly set the scene “It was the best of times, it was the worst of times”.
Chaired by Professor Lucy Marcus, IE brought together a panel of opinion leaders to discuss the evolving role of the board and how boardroom agendas must adapt to our changing times.
Professor Marcus opened the discussion with reference to her belief that the role of modern corporate boards is the juxtaposition of traditional roles and strategic ‘stargazing’. Traditionally boards focus on finance, corporate governance, compliance, corporate risk, etc. Stargazing is where a board focuses on the organization’s strategy - is it robust, resilient and, as the panel put it, capable of responding to Donald Rumsfeld’s “known and unknown unknowns”?
LONDON — It always pays to do your homework. And as Jeremy Bedzow, an M.B.A. student at the IE University in Madrid, can attest, in business school it often pays to volunteer — especially if you are looking for rewards that go beyond the bottom line.
Working with a team of IE students in Madrid, Mr. Bedzow helped Microsoft to develop a model program to provide training in information technology as well as the soft skills required to function inside the corporate world.
Known as ITCAN Academy, a pun on the Arabic word for perfection, itqan, the course recruited 100 university students, all of whom had to be Saudi nationals...
“One of our objectives at IE is to educate global citizens,” Mr. Íñiguez (Dean) said. “We try to instill civic virtue through the whole curriculum. Instead of having a module on ethics, we believe every course, every subject, every professor, should address these issues.”..
“That diversity also needs to be part of the learning process,” Mr. Íñiguez said. “We need to get beyond gender, or the number of passports in the class, and make sure our graduates are genuinely comfortable with different views and different values. We need to help students get rid of their arrogance.”
Dean Dipak Jain "Between them are gaining international intellectual leadership in the sector " (referring to books by
Find out more about IE's International Center for Entrepreneurial Management and how it serves as a hub for all activities related to entrepreneurship such as IE Venture Network.
Strategic decisions deal with the long-term direction of the firm and its main activities, usually the responsibility of the top managers in an organization. Because the firm is the critical unit of analysis in strategy, we need to define what firms are, how they create value, and what their organizational boundaries are in order to understand their overall performance. However, this must be done in a manner that is most useful for strategic analysis and decision making. In other words, we need a theory of the firm for business strategy. Theory of the Firm for Strategic Management integrates and expands key existing theories, like transaction costs economics and the resource-based view, to develop a value-based theory of the firm. This provides a framework to show how firms can create value for customers and, at the same time, capture economic profits for their owners through business, corporate, international, and social strategies...
Founded by entrepreneurs in 1973, the entrepreneurial vein runs deep at IE and with our European and CIS alumni. Over 10% of our over 40,000 Alumni go on to launch their own business at some stage in the career and in Europe we are lucky to have some of the most innovative and entrepreneurial Alumni. Here I would like to present some of our very top European Alumni and their businesses.
Jeremy Melul, IMBA 2008 French/English
Jogabo is an easy and social way to play soccer. It is a location aware soccer platform that allows users to organize games, share their plans and discover opportunities to play in their area. The aim is to make amateur soccer “bonito” by connecting soccer enthusiasts, facilitating the organization of games and adding a layer of fun and competitiveness to the beautiful game. We founded Jogabo because we love the beautiful game and we wanted to be able to play all the time, wherever we were in the world. We also love meeting people and we believe soccer is an amazing sport for that.
I worked in innovation and technology consulting at Altran before realizing that life was too short for that and decided to join Grassroot Soccer, an NGO that uses the power of soccer in the fight against HIV/AIDS. I hold a Master in Mechanical Engineering from Stanford University and an MBA from IE Business School, and am also the founder of the European MBA tournament “The Green Laces Cup”.
Alvaro Osle, Executive MBA 2008 Spanish
I set up the company TelCrOSS Consulting S.L. in Spain in 2005 to cover a gap in the market for expert consultants in the OSS domain in the Telecommunications world. One of the reasons I went to IE to study an MBA was to learn the business, strategy, finance and management skills that would provide me with a clear vision and strategy for the company and what I wanted it to be. The market of Operation Support Systems (software that helps big telcos to become much more efficient in the way they run the network) was growing rapidly and there was a scarcity of resources. I used this new company to provide freelance consultancy services on different projects. In 2010 I setup TelCrOSS Ltd in the UK, which is when we started the design and development of a new software utility NetVisio which we are now hoping to sell to big telcos around the world. We have already launched the first version of the product and it’s still early days, but we’re confident we can be successful.
Olga Slavkina, IMBA 2007 Latvian
Back in 2006, I had a well-paid job at a multinational in Brussels, a safe and steady career ahead of me, a highly ranked Master’s degree in International Relations under my belt, and a daughter who had just turned 1. Perhaps not the most common combination of life circumstances that would prompt one to pursue a full-time MBA. And yet, it made perfect sense for me to come to IE and develop my interests in branding, entrepreneurship and the web.
After IE, I moved back to Brussels where I founded SCHMOOZY FOX — a brand and marketing strategy consultancy which is based on my concept of Funky Brands™ — products and services which owe their success to astonishing design and smart brand strategies. I work both with large companies, as well as startups, to help them position, launch and promote their products in real life and on the web. Besides consulting, I write about branding and marketing, and publish a Funky Brand Interviews series on my blog. The Funky Brands™ concept was nominated for the 2011 Accenture Innovation Award, and Funky Brand Interviews will soon launch in film format.
Maxim Kondratyukin , IXMBA 2010 Russian
I have never thought to be an entrepreneur myself. My ideal professional path has always been linked to a career in some large multinational company. I perceived myself as a good manager and poor entrepreneur because of lack of intuition and being risk averse. It was in IE when I started to think that there might be other ways to grow. Starting my own business became a real alternative for me and no longer a taboo. I was able to see that it works more often than it seemed to me before. Moreover, I was able to see that it does not require being something special to start something new. By some lucky accident crisis happened, and as I was working in real estate sector I did not see any significant opportunities within my industry. Same time an opportunity came to start a new company, which seemed interesting to me. I made one of the most difficult decisions in my life and started to build the company I wanted to have. After a couple of months Boombate.com appeared. It was a struggle for long time, but we were lucky enough to break even in the eighth month of operations. We are growing very fast and I still have so many ideas to implement.
Established in 1978 The Group of Thirty is a private, nonprofit, international body composed of very senior representatives of the private and public sectors and academia.
The Group of Thirty aims to deepen understanding of international economic and financial issues, to explore the international repercussions of decisions taken in the public and private sectors, and to examine the choices available to market practitioners and policymakers.
The 2008 Financial Crisis and Its Aftermath: Addressing the Next Debt Challenge (PDF download, 143 pages)
Thomas A. Russo, Aaron J. Katzel (2011), (Economic Policy, Debt, Banking).
This paper examines the recent developments in the 2008 Financial Crisis, including the causes, responses, and the future outlook for the United States.
Article of the Financial Times, July 21, 2011.
Prof Awaysheh’s research focuses on how firms attempt to manage socially responsible practices in their operations and supply chains. He teaches operations management on the MBA programme at the school as well as an elective on corporate social responsibility.
He defines for the Financial Times: operations management, socially responsible practice, supply chain distance, supply chain power, supply chain transparency...
Post of IE Economy Blog, 21 July, 2011.
As the deadline approaches for the US Congress to either raise the debt ceiling or enter into technical default on the huge US public debt, what appears to characterize the debate is a lack of concern for what will happen if the deadline is missed.
Republicans, determined not to raise taxes, refuse to approve any compromise that would violate that objective. Democrats, reluctant to make deep reforms to social programs, want most adjustments to happen on the revenues side. The deadlock has held firm even under the time pressure of looming nonpayment on the debt.
To explain how things work inside the most exclusive, high-end consumer market, Universia Knowledge@Wharton interviewed Maria Eugenia Girón, a professor at the IE Business School and author of The Secrets of Luxury. Girón also manages the investment firm Megam Capital, which specializes in the high-end sector, and provides companies with advice about strategic planning and brand-building.
Universia Knowledge@Wharton: What is eco-luxury, and what impact does it have on the development of a sustainable high-end market?
Girón: Eco-luxury is the favorite term for describing the initiatives that luxury brands are taking in order to integrate the value of sustainability into their business strategies. This term includes many different kinds of initiatives. Tiffany & Co. has eliminated coral from its line-up of products because it cannot be harvested in a sustainable way. Zegna and Loro Piana have repopulated the vicunas of the [Peruvian] Andes, which were on their way to extinction...
...Today’s consumers are interested in knowing where the products they consume are coming from, and understanding the impact of their design, production and development on the environment and on people. For reasons of health, as in the case of foods or cosmetics, or because of [greater] sensitivity to the problem of environmental deterioration, consumers today identify the “best” products as those integrate those values...
Talks about bschool cases, including that of Playboy´s entrance in Indonesia:
Imagine you are an analyst at an international investment bank whose job it is to predict the daily price of a barrel of oil. What happens if members of Opec, the oil cartel, refuse to sell oil to allies of Israel or if extreme weather conditions hit Europe?
These are the “hypothetical events” of the World Oil Prices Game, a management flight simulator developed by IE Business School in Madrid. The simulator, an interactive model that reproduces real-life business conditions, aims to help students forecast supply and demand in the world petroleum market.
“We’ve always tried hard to put reality into the teaching, but it’s hard to do that with just words,” says Gayle Allard, professor of economic environment and country analysis at IE, who created the simulator in collaboration with professional oil traders. “In a case study, you can talk about possible outcomes and discuss them, but with simulators students can see events unfold before their eyes.”...
We live in a brave new world where business schools face the challenge of preparing not just good financial engineers or accomplished management technicians, but also global citizens. Thus education delivered at business schools can and should be a personal transformation process. And this implies a constant state of learning...
Press Release: Nelson Mandela´s wife and former minister of Mozambique Graça Machel to host the finals of IE's Training and Mentoring Program for Women-Led business in her capacity as President of the Foundation for Community Development.
SEE THE PARTICIPANTS' PROFILES IN THE FOLLOWING LINK:
IE is an international institution dedicated to educating business leaders through programs based on core values of global focus, entrepreneurial spirit and a humanistic approach.
IE's 500-strong, international faculty teaches a student body composed of more than 80 nationalities in Undergraduate (IE University), Master, and Doctorate degrees, and Executive Education programs. Alumni, now numbering over 37,000, hold management positions in some 100 countries worldwide.
A look back at some of the highlights of 2010 for staff and students of IE
Click here for the article of The Times, March 25, 2009
Entrepreneurship has become the second most popular specialisation at leading business schools after finance, according to the latest Top MBA Applicant Survey. Some 27 per cent of MBA applicants would like to run their own businesses after graduating.
Many business schools offer electives on the subject, while there are a wealth of initiatives to encourage any student with a bright idea to test it out and carry it through. In America, Stanford, Wharton and Harvard are leaders in the field. In Europe, IE Instituto de Empresa, Insead and London Business School are investing in promoting start-ups and linking students with venture capitalists...
The annual Horizon Report (367KB) describes the continuing work of the New Media Consortium (NMC)’s Horizon Project, a long-running qualitative research project that seeks to identify and describe emerging technologies likely to have a large impact on teaching, learning, research, or creative expression within learning-focused organization
When I ask my colleagues about the main challenges our schools face today many point at the attraction, development and retention of good faculty as one of the most serious. Indeed, today schools compete to attract those scholars who combine the best credentials in research with solid teaching skills and who also interface with the top management of respected companies. I have sometimes refer to these well-rounded academics as “kangaroos”, as opposed to “gurus”, because the former are able to jump from research to class to consultancy in large corporations, performing excellently in the three facets. Let me now further elaborate on this multifaceted type of academics by opposing two models of faculty, which I will name “Humboldtian Faculty” and “Mavens”.
“Humboldtian Faculty” was moulded at the eponymous institution in Berlin in the early Nineteenth Century and has inspired the model of academic prevalent at all Western universities in the past two hundred years. Wilhelm Von Humboldt believed that, in order to make a significant leap in the sciences and in the humanities, the career of academics should become specialised –until then, university professors may teach different discipline- and universities should be organised in schools and departments. A number of consequences for the academic profession followed over the decades and I summarise some of these features in the chart included below.
The Humboldtian Faculty model has rendered many positive results. Knowledge has experienced an unprecedented advance across the board. At the same time, a significant number of education analysts and scholars have warned about some undesirable effects of the model such as the “silos syndrome” derived from an extreme specialisation and lack of integration of both academics, teachings and research at large.
In addition, the demands from stakeholders, the formidable impact of technologies in the learning process and the origination and distribution of knowledge are transforming the role and the ideal profile of scholars. I believe that the concept of “Maven”, widely popularised by Malcolm Gladwell in his book “The Tipping Point”, can adequately illustrate what is expected from business schools’ professors today. Mavens are active gatherers of new trends, ideas and data and have the key skills of identifying which of them may transform the world.
Furthermore, they exercise the necessary influence to have these ideas diffused through other major opinion makers in society –whom Gladwell calls “connectors” and “vendors”. I include a number of characteristics of faculty as Mavens in the chart below. I hope this idea contributes to a constructive debate on how to better shape the academic profession and adapt it to current changes and demands. I do not believe that I am proposing a revolutionary change, but rather an evolutionary but significant adjustment of the role that faculty play in the modern learning process.
Every other year, the vibrant city of Shanghai becomes the venue of several major management education conferences arranged sequentially in one week. These conferences -organised, respectively, by Antai Business School, EFMD, AACSB and APBS - congregate a good sizeable number of scholars, business school officers and corporate managers, particularly from China and South East Asia.
This year, the Antai Conference –the first of the weekly intense networking events- focused on the social responsibility of business schools and I was invited to speak at the opening session. Normally, when I address issues related to business ethics or social responsibility I try to avoid the overselling of my school. I believe that if I would speak profusely about the different initiatives related to social responsibility at IE Business School I could be compared to those individuals who show off when practicing charitable deeds. In this respect I find pertinent the popular quote from the Gospels that says “when you do a charitable deed, do not sound a trumpet before you as the hypocrites do”.
Indeed, social responsibility initiatives should not be merchandised as communication or marketing tools by business school representatives. What is decisive is that those initiatives permeate the curriculum and the experience that students learn and live. Actually, students themselves should be the ones who testify if their schools and professors have influenced positively their views and lives. After all, educating is about moulding better persons, good citizens, promoting good habits and behaviour, isn´t it? If the MBA is a transformational experience, and participants learn new knowledge and acquire new skills, they should also be encouraged to improve their ethical attitudes and their business deontology. For those who may be still sceptical about the teaching and the learning of business ethics at business schools, or those who may hold the Freudian thesis that individual ethics is formed in early childhood and unchangeable afterwards, I recommend the classical and stimulating book “Can Ethics Be Taught”.
When I am asked summarily about what is the social responsibility of business schools, like I was at this Shanghai conference, I respond with a simple statement: It is nothing less than preparing leaders, managers & entrepreneurs who transform the world. Interestingly, Francis Estrada, Dean of the Asia Institute of Management in Manila, who made a very interesting presentation after mine, formulated a very similar statement.
My presentation, which you will find in the PDF attached- covered three main challenges that business schools managers have to face if they aim at achieving their social responsibility goals. First, choosing the strategic group that better suits their schools in the global context. Second, the role of business schools in the new knowledge value chain. And thirdly, the ideal profile of the faculty in order to achieve the intended results in the learning process. Many thoughts delivered at the Shanghai conference have been previously shared with the readers of this blog and I thank them for their valuable comments.
“Education is not the filling of a pail, but the lightening of a fire”, a favourite and evocative quote from the Irish poet William Butler Yeats You may disagree with me, but I hope you will acknowledge the passion for education that I try to convey in my addresses.
Which business schools have the best admissions Web sites? We looked at the Web sites of BusinessWeek's
top 20 business schools to determine which were a challenge to navigate
and which flowed smoothly and intuitively. To do this, we selected five
important pieces of information every prospective MBA student would
likely be looking for: application deadlines, a list of application
materials, the admissions director's name and contact information,
financial aid information, and a description of the curriculum. Then we
timed how long it takes to locate that information on each site.
Not surprisingly, results varied widely. Some sites slowed the user down with small or low-contrast typefaces. Others created delays by burying one piece of critical information, such as an admissions director's name, deep in the site. Most had sophisticated graphics and images, and attractive designs. But the schools that shone were the ones who created the simplest, most straightforward experience. After all, most visitors to a B-school Web site know what they're looking for and would rather find it quickly than be wowed by snazzy visuals. Our results follow, ranging from easiest to hardest to use.
Click here for Economist Intelligence Unit 2008 MBA rankings, Friday 26, September 2008.
IMD - International Institute for Management Development
|IESE Business School - University of Navarra||2|
|Chicago, University of - Graduate School of Business||3|
|Stanford Graduate School of Business||4|
|Dartmouth College--Tuck School of Business||5|
|California at Berkeley, University of--Haas School of Business||6|
|Cambridge, University of - Judge Business School||7|
|New York University - Leonard N Stern School of Business||8|
|London Business School||9|
|IE Business School||10|
|Hong Kong University of Science and Technology -- School of Business and Management||11|
|Harvard Business School||12|
|Cranfield School of Management||13|
|Vlerick Leuven Gent Management School||14|
|York University - Schulich School of Business||15|
|Northwestern University - Kellogg School of Management||16|
|Pennsylvania, University of - Wharton School||17|
|Massachusetts Institute of Technology - MIT Sloan School of Management||18|
|Henley Business School||20|
|Columbia Business School||21|
Click here for the article of The Wall Street Journal, May 30, 208.
Last June, Instituto de Empresa Business School launched EcologIE, an effort to reduce the school's carbon footprint. The Madrid campus started small, distributing recycling bins throughout buildings. But its aims, like those of many efforts under way at schools across Europe, are big: changing the mindset of future business leaders.
The activity is part of a burgeoning movement in which green is becoming much more than just the color of the U.S. dollar at many business schools. Environmentalism has become a buzzword, as M.B.A. programs across Europe introduce environmental elective courses, integrate sustainability issues into core offerings, support research projects on global-warming topics and try to make their campuses more energy efficient.
Will this embracing of the green agenda by business schools mean much in the overall scheme of things? To get a better understanding of the activity unfolding at campuses world-wide, we talked with Thomas Reid, international M.B.A. program adviser and director of Instituto de Empresa's new initiative. Here are edited excerpts:
For the answers click on above link.
The Wall Street Journal: Nearly a year after Instituto de Empresa launched its EcologIE initiative, what practical changes have been made and what is ahead?
Mr. Reid: In conjunction with the city of Madrid, we ....
WSJ: How does this newest effort fit into the school's broader approach to the environment?
WSJ: Some critics say business schools have been slow to embrace sustainability in course work and to assess how their own campuses could be greener. Is this criticism fair?
WSJ: Given the depth of pollution in booming economies like China and the gas-guzzling sport-utility-vehicle culture of the U.S., are campus efforts enough to make a difference to the world's potential ecological problems?
WSJ: How did this effort begin?
1. Harvard Business School (U.S.A.)
2. University of Virginia: Darden (U.S.A.)
3. IMD (Switzerland) and 3. Stanford University GSB (U.S.A.)
5. IE Business School (Spain)
6. Center for Creative Leadership (U.S.A. / Belgium / Singapore)
7. Iese Business School (Spain)
8. Columbia Business School (U.S.A.)
9. UCLA: Anderson (U.S.A.)
10. University of Western Ontario: Ivey (Canada / China)
Article of Della Bradshaw of the Financial Times, April 14th, 2008.
Italian explorer Christopher Columbus is reputed to have spent time in the ancient city of Segovia in Spain in the late 15th century, postulating that, since the world was spherical, one could discover trade routes to Asia by travelling west.
It is perhaps fitting then that IE, the Madrid-based business school, has chosen Segovia as the location to further its plans for global expansion.
IE Higher Education, as the new institution will be called, is looking to capture the global post-graduate and professional market, says Santiago Iniguez, who retains his job as dean of IE Business School but also becomes rector of IE Higher Education.
Rector of IE University* Santiago Iñiguez de Onzoño
The University project has been conceived to provide an academically
rigorous but innovative approach to undergraduate and post graduate
education, initially focused on disciplines that include architecture,
humanities and liberal arts and communication. The institution will be
developed around the core values of an international outlook,
innovation at the heart of learning, and the utilization of new
technologies, imbuing students with an entrepreneurial mindset and a
Why a new model?
If it is hard to get people from various generations to reach any agreement, it is even harder to do so within a corporation. Cristina Simón, professor at the Instituto de Empresa (IE) in Madrid, has identified and analyzed the four generations that currently make up the corporate work force. Her study is called, “Generation Y and the Labor Market: Models for HR Management.” Gayle Allard, another member of the IE staff, collaborated on the project along with Adecco, a company that supplies temporary workforce services.
In an interview with Universia-Knowledge@Wharton, Simón explains the differences between groups of workers, which she identifies as ‘traditional workers,’ ‘baby boomers,’ ‘generation X’ and ‘generation Y.’ She also suggests key steps for enabling a twenty-first century corporation to successfully overcome the generational duel that takes place between traditional workers and more recent arrivals.
Universia-Knowledge@Wharton: How many generations are currently employed by corporations, and what are their special characteristics?
Cristina Simón: Although there are differences from country to country, we can generally identify four generational groups that are currently active professionally:
* Traditional workers (born before 1946