The Changing Landscape

Transcription

1 Sharing Best Practices with Executive MBA Council Members Summer 2015 The Changing Landscape While women move forward, reaching top leadership positions remains a challenge. Summer 2015 i

2 RUNNING AN EMBA PROGRAM IS A GREAT ADVENTURE. Demand for ROI from all sides, radical technology shifts and relentless competition is the new normal. Eduvantis serves the EMBA market globally gathering data, analyzing business models, mapping markets, tracking web traffic and documenting innovation to know where the market is headed, bringing your program a one-of-a-kind competitive strategy and implementation resource. We're eager to help you climb to the top of your market please contact us at [email protected] ii Executive Connections

3 Summer BOARD OF TRUSTEES Karin Wiström, Chair Stockholm School of Economics Barbara Millar, Past Chair University of Virginia Elmer Almachar Northwestern University Marci Armstrong Southern Methodist University Bernadette Birt University of Pennsylvania 2 The Changing Landscape While women move forward, reaching top leadership positions remains a challenge Kelley Martin Blanco Columbia Business School Luisa Fernanda Elsin Universidad de los Andes Sylvia Haas University of California, Los Angeles Paul C. Velasco University of Notre Dame Robyn Wick University of Minnesota 9 High Achievers Some EMBA Programs enjoy strong track records in admitting women to their classes Ex-OFFICIO Jennifer Steben Inkling Executive Director Michael Desiderio Executive MBA Council Executive Connections The Executive MBA Council publishes Executive Connections twice a year for its members. Special thanks to our contributors to this issue. To reach the Executive MBA Council, call toll-free , or [email protected]. 14 Destination Singapore Plan to attend the 2015 EMBA Council Conference, set for Oct in Singapore Branding Chairs Marci Armstrong Southern Methodist University Kelley Martin Blanco Columbia Business School Editor Darlene Gorrill Design Dawn Mathers The Executive MBA Council fosters excellence and innovation worldwide in Executive MBA Programs. The council has more than 200 member colleges and universities worldwide, which offer more than 300 programs in 25 countries. Additional information about the council is available online at Executive MBA Council. All rights reserved. Summer

4 2 Executive Connections

5 While women move forward, reaching top leadership positions remains a challenge The Changing Landscape T The questions are many. Why has the average percentage of Executive (EMBA) female students remained between 25 and 27 percent during the last five years? How are business schools and programs responding? What does the picture look like for women in business, and in what ways does that picture impact the efforts of business schools and EMBA Programs? Mixed picture Elissa Sangster, executive director of the Forté Foundation, succinctly describes the current status of women in business: I would say we have made progress, but we still have a long way to go. Key statistics offer a quantifiable look at the reality that indeed supports the case for progress, while at the same time, shows a significant gap between men and women when it comes to leading organizations. Twenty years ago, the Fortune 500 list of CEOs included no women, according to the Pew Research Center. In 1972, Katherine Graham of The Washington Post became the first female CEO to make the list marked a banner year for women at the top levels. The center s statistics showed that for the first time, more than 5 percent of the CEOs of Fortune 500 companies were women, with a total of 26 female CEOs on the list. In addition, the percentage of women on corporate boards of Fortune 500 companies grew from 9.6 percent in 1995 to 16.9 percent in 2013, according to center research. One out of 10 Fortune 500 companies are comprised of male-only boards. In their first post-mba jobs, women earn $4,600 less than men with the same qualifications, according to Anna Beninger, director of research at Catalyst, a non-profit organization dedicated to creating Summer

6 I would say we have made progress, but we still have a long way to go. Elissa Sangster, Forté Foundation inclusive workplaces where women and men have equal opportunities to advance. As women move to higher levels, the gap grows to more than $30,000. A closer look While statistics make clear the gaps for women, the reasons for the statistics aren t always crystal clear. Society is slow to change, says Barbara Singer Cheng, president and CEO of Executive Core, which focuses its services on developing global leaders more quickly. What started in the 1840s around women s suffrage didn t even give women the right to vote in the U.S. until Women today continue to be vulnerable in both their professional and personal lives financially, for personal security, and for basic rights. The gap is often attributed to women s choices, says Beninger, in response to the suggestion that when women make choices to start families, they lose ground in the business world. But Catalyst research demonstrates otherwise. Women without children experience the same lack of access to top leadership, she says. At the same time, though, men with children gain greater access. It s not the choices that women make that are causing the gap, says Beninger. It s not about fixing the women. It s about fixing the organizations. The barriers for women can take many shapes. The obstacles are still quite abundant, but they are all different, says Sangster of the Forté Foundation. As a result, working toward change requires diverse strategies. Forté Foundation brings together companies and business schools with a focus on increasing access to business education and business opportunities for women. The foundation offers scholarships, increases awareness, and spearheads other activities, many of which focus on education. Culture at play Starting early can help, says Sangster, by encouraging women to consider business as a career well before college. Although more challenging, shifting organizational cultural remains key, she says. Corporations can do a better job of identifying candidates for opportunities and clarifying the road to advancement. But that doesn t promise to be easy for women or the organization. If we are going to hit 50 percent by 2050, something has to drastically change, says Cheng. We know that small groups of minorities are naturally held to a higher performance standard. Even if you were a male in a largely female organization, the phenomenon applies. Because you are considered different in some way, and not part of the organic network, human nature is to hold you to a higher standard. Stand-alone programs by themselves are a start, but not necessarily the sole solution. Women s leadership programs are great, but we have to give women more stretch assignments and support their personal lives in order for them to be successful, says Cheng. More men are taking on the issue, she says. I think this is the biggest stride we ve made. Many corporations have CEOs and male senior vice presidents who serve as the executive sponsor to fast-tracking talented women. The edge Indeed Catalyst research points to the connection between strong leadership development opportunities and the power of a high-level sponsor, whose influence predicts advancement. A sponsor tends to be highly placed in the organization, says Beninger and differs from a mentor, who provides guidance and advice. The sponsor notes the talent and potential and decides to invest. But sponsors may tend to draw from people like themselves, she says. As a result, women may need to point more to their successes and ask for greater opportunities to attract the attention of sponsors. You are making your accomplishments known, you are taking risks, and you are asking for what you want, says Beninger. Within the organization, pay equity, clear performance standards, access to informal networks, and attention to cultural factors all can help advance more women, she says. The impact on organizational success offers one motivator for organizational change. One of the most powerful steps is to educate senior leaders on the business case for diversity and inclusion, says Beninger. It s not just the right thing to do, it makes strong business sense. Big benefits How much sense? When it comes to women, research shows performance increases. One of the most powerful steps is to educate senior leaders on the business case for diversity and inclusion. AnnA Beninger, Catalyst 4 Executive Connections

7 You can see greater progress in cultures where there aren t the traditional stereotypes of mother and father roles. Catalyst research revealed some key bottom line impacts of female leadership. Companies with the highest representation of women on their top management teams experienced better financial performance than companies with the lowest women s representation. Companies with sustained high representation of women on their boards of directors (three or more) in at least four of five years significantly outperformed those with sustained low representation by 84 percent on return on sales, by 60 percent on return on invested capital, and 46 percent on return on equity. Other factors may help drive change. I think there will come a day that people expect companies to be as diverse as their customer base, says Cheng. They will expect the same from their board. There is tremendous data to suggest that organizations who attract and keep talented women tend to perform better financially. Power of the MBA Graduate business education offers a way for women to enhance their business career prospects. I think an MBA does help level the playing field and gives a credential for comparison, says Sangster. I think it gives women an extreme amount of confidence, which also helps level the playing field. Beatrix Dart, University of Toronto Yet, data from AACSB International shows that women comprise 37 percent of full-time MBA enrollment. Statistics from law and medical associations show that women comprise 47 percent of law and medical school students. Students often enter law or medical school right after undergraduate work. Pursuing a graduate business degree is different, says Sangster. It s more complicated in terms of career paths. Women who are at the point of postgraduate higher education opportunities are a narrow segment of women, says Beatrix Dart, associate dean, Executive Degree Programs, Rotman School of Management at the University of Toronto. Those who qualify for EMBA Programs are even a smaller segment. We make different decisions depending on our life stage, says Dart. Women often face greater family responsibilities, which may affect their decision to enter an EMBA Program, or to work longer hours for career advancement, she says. You can see greater progress in cultures where there aren t the traditional stereotypes of mother and father roles, she says. For example, the advancement gap decreases in countries where both men and women are required to take parental leaves, she says. Policy changes, such as one on the table for consideration in Canada to adopt mandatory parental leave for both parents, offer the potential to make a big difference, she says. A strong professional network helps support advancement of women, says Dart. We believe an EMBA program creates value beyond just a degree by providing a strong professional network and strengthening the confidence level in women. These are important aspects in looking at their return of investment. Role of business schools The culture of the business school also makes a difference, and those who establish a supportive environment for women are in a better position to attract and advance women, says Dart. Rotman s Initiative for Women in Business has been committed to strengthening the female talent pipeline since It tailors programming for each stage of a woman s career and focuses on women s career development. As a business school, you want women who might have hesitations about an MBA crossing your threshold, says Dart. You have to have a certain reputation that you care about women and that you are a good place for women to come for furthering their education. Business schools also can work to raise awareness, says Beninger. Business schools have a tremendous opportunity to educate students about the persistent gender gap, she says. Business schools can educate everyone about the gap and its causes, the structural barriers, and the impact on the bottom line. Business schools need to take a stand, says Cheng of Executive Core, which partners with organizations throughout the world on their programs for highpotential women and has worked with the University of Toronto and University of Chicago Booth School of Business on Women in Business initiatives. Set the goal at 50 percent by 2050 and the faculty and administration need to mirror this, she says. Female students also need strong, confident, and compassionate female role models as they journey through the program. Summer

8 University of Maryland: 50/50 by 2020 The University of Maryland Robert H. Smith School of Business recently did make a bold commitment. We have always been interested in women at Smith, but we did last year set a kick-off initiative of 50/50 by 2020 with the idea of reaching 50 percent women across all our MBA Programs, says Joyce Russell, vice dean at the school. The school s new dean has always been supportive of women and the MBA, and the leadership decided to set the bar higher and raise its targets, says Russell. The percentage of women in MBA Programs at Smith currently averages in the mid-30s. As one step, the school has formed a partnership with the Forté Foundation. In addition, Smith is also closely involved with the National Association of Women MBAs (NAWMBA). To identify strategies and tactics, a group that includes female alumni, faculty, staff, and students has been meeting consistently. They are focusing on three P s, says Russell, pipeline, programming, and placement, with the pipeline piece taking on special focus. We really are looking at how to entice women to become interested in a career in business, says Russell, starting very early in high school and continuing through undergraduate years. In addition to increasing awareness, the school is looking at bolstering scholarship support and offering skill-strengthening opportunities. Alumni also will play a key role. You need to have some really good role models, says Russell. One event that featured a female CEO of a major Fortune 500 company clearly inspired the students who attended, she says. Another strategy involves leveraging on campus-wide events for women and helping female alumni with career development. We don t have many issues with placement, she says. Our female MBAs get easily placed since they are so strong, but we want to talk about how to help them get placed at even higher levels. That s when we will be able to really impact change in organizations. Female EMBA Alumni Share Four alumni of EMBA Programs talk about why they decided to enroll, how the program has helped them, and what the business world looks like from their perspective. Confidence and knowledge Gavinder Bhatia When Gavinder Bhatia talked to several mentors in her company about returning to school, they said that she didn t necessarily need an MBA to move forward. But when she attended a woman-in-industry networking event, she learned more about the Executive MBA and realized that it offered an opportunity to expand her strategic skills. Bhatia received her mechanical engineering degree and was transitioning to the business side of the industry. She was working at Kraft Canada as associate director of procurement when she entered the program. I was concerned about time commitment, she says. But I had good support from work in terms of taking time off for school. The timing was important, as her son also was starting kindergarten. The program exceeded her expectations. I absolutely wanted a transformational classroom experience, she says, and I cannot stress enough how important the impact of other students was on my experience in the program. I gained a tremendous amount of confidence, she says, and the ability to walk into any business situation knowing she was prepared. The confidence and knowledge also made a difference in her next career transition to a more senior role in terms of scope and responsibility. She recently made the leap to senior director of procurement for Weston Foods, leading North American Raw Materials. Subtle barriers remain for women in business, she says. I do believe you have to be 20 percent better than everyone else to be considered equally. Society s expectations of women and women s expectations of themselves factor into the issue. I think a lot of women are torn about how to juggle and manage it all, she says. I love seeing other women with a spouse and kids and career and making it work it s inspiring and empowering. The MBA adds much to a women s career, she says. I think it gives me a lot of credibility and demonstrates capability, she says. I think the EMBA seals the deal on your potential. You are now in a different league. Plus for women Glodina Lostanlen With a master s degree and Ph.D. in electrical engineering, Glodina Lostanlen worked in research and development, then moved into sales, strategy, and marketing. Her new role made her realize that she wanted a stronger base in finance, strategy, and management. All of my graduate degrees were very much engineering and technology oriented, and as my career was progressing toward more of a managerial role in strategy, sales, and marketing, I felt the need to learn the basics on business matters, as well as learn more techniques on the soft skills front. At first, she was hesitant to consider an MBA. It is a big decision, she says. Before she entered the program, she 6 Executive Connections

9 Their Stories made sure she had support from her family her spouse and two children and support from her workplace. She also talked with other women about the program and its commitment. Her time in the program helped her build awareness about her leadership style, boosted her confidence, and broadened her understanding of business issues. It also helped her advancement at her company. Immediately after the end of the program, I was promoted to a more senior role not necessarily in recognition of my MBA but in recognition for having contributed to the company so much during the MBA, as well as in recognition for my wider skill set, says Lostanlen, vice president, strategic solutions, for Imagine Communications. She wants women to consider the EMBA experience, in part because of what the program offers to them and also in part because of what women who complete the program can offer business. The more women who participate in programs, the more they can help make their peers aware of the strength in diverse approaches to leadership and the capabilities of women. Women can help shape a new generation of leaders and managers to be aware of diversity and its value. Juggling act Barbra Moran Barbra Moran faced some pretty significant challenges during her time in the EMBA Program. I found out that I was pregnant with my second child a month before starting the program, she says, leaving her with a full-time job, a three-year-old at home and another on the way, the EMBA, and other commitments. Plus in the middle of all this, she relocated for her company. A lawyer for a large global manufacturer, Moran wanted to better understand business issues and strengthen her leadership skills. After talking with the EMBA Program director and her family, she decided to enter the program. A great support system was critical. The program offered options for telecommuting, and her husband, a stayat-home dad, encouraged her to tackle the challenge. For me that s what I needed to make it work. The experience proved more than worth the investment. Twelve years later, and I still find that I use what I learned every day, particularly in the areas of leadership and soft skills, says Moran, who manages a team of lawyers. I felt like a more interesting, better all-around person because I learned to look at issues differently than before I entered the EMBA Program. Investing in education is an important step for women who want to move into leadership roles, she says, and the more EMBA Programs can make life easier for female students, the better. Moran has seen women make gains in the business world, but also believes challenges remain. I think we have come a long way. I still think we have a long way to go. With each generation, the gender gap situation improves, she says, and diversity remains an important topic. I feel that my children don t have the same concepts of the gap, she says. They just don t have the same stereotypes, and I think that is going to make a difference in the business world. Advantage education Denise Franco Her time in the Executive MBA Program helped Denise Franco decide to start her own law firm, González-Franco & Asociados in Guayaquil, Ecuador. Becoming independent was a big step for me, but it was the perfect time to combine my newly acquired EMBA knowledge with my legal skills, says Franco, who previously worked for the government and private law firms. Becoming the manager of my own business has been a very rewarding experience. Franco also accepted the position of president of Fundación Global Smile Ecuador. She has volunteered for the organization since she was 15. I am using my knowledge of business and law to help grow the foundation. She balanced her roles as a lawyer, wife, mother, daughter, sister, and volunteer while in school, but understands the hesitations of other women in undertaking the EMBA. Time is priceless to me, she says. An MBA that demands time when it is already in limited supply could be considered an obstacle to some. It can be quite an obstacle when you have to divide your time between your profession, parenting, etc., and the expectations of your class and classmates. It is up to us to demonstrate our commitment and that we are capable of multitasking. Women have demonstrated their capabilities in business, she says, and believes that the gender gap doesn t impact advancement possibilities. Being in the C-suite is not a matter of gender. It is a matter of education, experience, skills, and values. As long as we are all measured with the same perspective, opportunities should be equal for everyone. Education is an important component of advancement, she says. If we as women want to increase our status in business, education is the best way to do it. An EMBA can help by providing us with the ability to better make financial and managerial decisions while balancing all the moving parts in our lives. Summer

10 8 Executive Connections

11 High-Achievers Some EMBA Programs enjoy strong track records in admitting women to their classes What happens in EMBA Programs with above-average enrollment of women? What makes them successful? What makes an EMBA Program a great investment for women? Program leaders share their perspectives on these questions. Visible signs Bradley University In January 2009, Bradley University received a gift that not only supports its Executive MBA Program, but also makes a strong statement to women. Theresa S. Falcon-Cullinan, M.D., endowed the program to benefit EMBA students and the Peoria, Illinois, business community. In recognition of her contribution, the Foster College of Business named the program the Theresa S. Falcon Executive MBA Program, the first in the world to be named after a woman. After establishing a successful medical practice, Falcon-Cullinan founded the Falcon Center for Women and co-founded Health Professions. She also attended Bradley s EMBA Program, receiving her MBA in The Bradley EMBA Program consistently attracts a higher percentage of women. Of the 179 graduates since 2001, 63 are females that s 35 percent, says Lisa Stufflebeam (pictured above), director of the MBA and EMBA Programs at the Foster College. Summer

12 ... bringing [women] to campus and connecting them to successful alumni helps in increasing awareness. Bernadette Birt, Wharton san francisco The EMBA Program has not made special efforts to recruit women, but a number of factors may contribute to the program s numbers, including the endowment and naming. Women also have achieved more leadership roles within the University, explains Jennifer Robin, associate dean of Graduate and Executive Programs, including female leadership of the program. That kind of female leadership sets a great tone for the program. The program offers a supportive environment for students, and encourages students to consider commitment and balance issues. We want to make sure all students feel comfortable with the decision they are making, says Stufflebeam. Students find the program helps them identify and address individual obstacles and values an openness and inclusiveness that helps them grow and build trust in their fellow classmates, she says. The EMBA Program itself also offers tremendous advantages for all candidates, with its emphasis on leadership development, real-world application, and networking opportunities, she says. I just think the very nature of EMBA supports transformational experiences for both men and women. Solid foundation University of Pennsylvania Thirty-six female students in Wharton s MBA for Executives San Francisco program accounted for 34 percent of incoming students this year. It has varied quite a bit from year to year, says Bernadette Birt, executive director for the University of Pennsylvania Wharton School program. While the mix might be difficult to predict, the program establishes a supportive environment as its foundation and leverages its network and school-wide resources. We host women s events every year and we reach out to women though our alumni as well, says Birt. Many women may not be thinking about an EMBA, and bringing them to campus and connecting them to successful alumni helps in increasing awareness. The program helps women build a strong network both with their classmates and with other women. For example, Wharton women also have formed their own networking group. Members of Women of Wharton (WOW) are able to leverage their shared experiences. The environment can make a difference in attracting women. This has to be a great place for all students to learn, and it has to help students look at what they need to do to move their careers forward, says Birt. There is really no one-size-fits-all approach, but putting many of the pieces together helps women see how they might benefit from their participation, she says. Once they enter the classroom, they start to experience the benefits. They love the rigorous academics and team environment, she says. They are strong contributors. The program works to help female candidates understand the potential impact on their career. The knowledge and confidence that our students gain is key. Value of diversity Simon Fraser University Simon Fraser University (SFU) Beedie School of Business places high value on diversity. We have a culture that respects and embraces diversity in all forms diversity from different industries, cultures, types of organizations, and gender, says Ian McCarthy, professor and associate dean of graduate programs. The school acts on its core value of diversity through a number of initiatives. These are not special recruitment initiatives per se, but they may likely help in attracting women to our programs, he says. In 2014, women comprised 39 percent of the school s incoming EMBA class, and the average intake of females during the last 10 years has hovered close to 30 percent. We are the national education sponsor of the Women s Executive Network, and are able to promote our programs to this group of senior women, he says. The SFU Nancy McKinstry Awards for Leadership in Diversity recognize outstanding achievements in organizational diversity. The resulting high-profile awards event brings together a number of the region s corporate leaders to celebrate women who are leaders in advancing diversity through business. The school also supports a Graduate Business Women s Student Association, which organizes events for all MBA students. We invite prospective students to sample a real EMBA class, he says. Female prospects often remark they were happy to see so many women in the class. 10 Executive Connections

13 Having more successful business cases of female leaders in class materials would be a great initiative. Sonia Zurita, ESPAE Strong record Baylor University For the last two years, the Baylor University EMBA Program reached an enviable milestone: Women represented roughly 50 percent of the incoming EMBA class. In the past, the program has experienced higher-than-average percentages of women, but it doesn t target specific programs or marketing to women. So what might account for the numbers? Both my associate director and myself are women, says Stacy McCracken, director of the EMBA Program. Our work experience outside of academics is extensive, which may be a benefit in relating to prospective female students. McCracken received her engineering degree and MBA and worked in the manufacturing and high-tech worlds. I believe that my own personal experiences allow me to relate to the challenges our female leaders are facing in their roles today. Like men, women want a quality education that helps them achieve their goals, she says. The women in my program didn t want to be sold on a program or treated as special. They want to be in a collaborative environment where they would be stretched and challenged. The goals of our female Executive MBA students are no different from our male students, she says. They see themselves in the C-suite, running their own businesses and building strong executive teams. Located in Austin, the program draws from a diverse group of business leaders another possible factor in the program s gender numbers. Top-level attention In February, a distinguished group of 10 female deans from business schools in the United States T and one White House Economic Advisory Council member met with a mission in mind finding ways to increase the number of female business school students, faculty members, and deans. There is progress to report, says Amy Hillman, dean of the W. P. Carey School of Business at Arizona State University and meeting participant. I am really encouraged to see more women at the undergraduate level in business school, she says. In addition, the percentage of female business schools deans has risen to more than 20 percent in , according to statistics from AACSB International. On the flip side, though, the number of women in graduate programs continues to lag, says Hillman, as does the percentage of female faculty members in business schools. AASCB International reports about 30 percent of business school faculty are women. Business schools can help advance women in business in a number of ways, she says. Business schools can try to overcome these issues by bringing them more to light. I think there is a role for us in education and research. And education that starts early. We want to focus on reaching young women before they enter college to encourage them to think about business as a career, she says. To that end, the dean s group has begun generating outreach ideas, such as summer programs in business for girls. They are drawing in part from the experience of the movement to raise awareness among girls about Science, Technology, Engineering, and Math (STEM) careers. We also need to make an effort to get more females in front of the classroom, says Hillman, including encouraging more female MBAs to pursue Ph.D.s and looking at development and networking opportunities for female faculty that support promotion and academic career advancement. Hillman taught in the EMBA Program for 15 years and, even though the percentages of female participants are lower in EMBA Programs than full-time MBA Programs, she views EMBA as an excellent tool to move women s careers forward. The EMBA in particular is a degree that can accelerate a women s career to higher levels in the organization, she says. I think we need to continue raising visibility and explaining the transformative nature of the EMBA to companies, especially what it can mean to preparing women for higher leadership roles. Summer

14 Austin is a fast-growing city with a highly educated population, both male and female, she says. We enjoy great diversity in our population and as a result our program also sees that type of diversity in our students. I m proud of the diversity of our population, and I think working to create that dynamic cross-section of students in the classroom makes the learning experience that much more valuable for everyone. Considerations ESPAE At the ESPAE Graduate School of Management in Ecuador, the Executive MBA Program includes women at different stages of their careers. Although the percentage has been increasing, we also have more variability on age of our female students, says Sonia Zurita, MBA director at the ESPAE Graduate School of Management. Some of them are starting their MBA at the early years of their career and others are starting their MBA programs as a pending goal they need to accomplish to be considered for an executive position. The last cohort of EMBA students consists of 42 percent women, and the enrollment generally ranges between 30 to 40 percent female. In general, our students are starting their MBA programs younger than five years ago, she says. Also, the women are more interested in being professionally prepared before starting their own family, so they decide to invest in education. Business schools can help close the gender gap by supporting women, whether prospective students, students, or alumni, she says. Organizing information sessions for female candidates, offering a coaching session for female alumni, inviting female leaders to lecture to the entire student population, establishing scholarships, and increasing the numbers of female faculty and deans are all possible actions, she says. Having more successful business cases of female leaders in class materials would be a great initiative, she says. Many of the business cases are about male leadership and how they found or implemented a solution in a situation. We need women to appear in the business landscape to show students how women face the decision-making process. Encouraging women to apply to MBA programs is really the first step and an important one, she says. Some of them may be afraid to do it when they are still in doubt about their capabilities to handle new responsibilities. Although it is hard to combine a demanding program with their careers and their family time, they feel really satisfied about the decision to start the MBA program. In some ways, they surprise themselves about how well they had managed their time and incorporate this new challenge in their lives. Planning international residences is complex work WorldStrides P /15 We should know. We ve got decades of skill as an Executive MBA travel partner. With us, stop juggling and start depending on: - Agility and experience that meets the specific needs of the Executive MBA market - Turnkey, comprehensive management from customized online registration to just-in-case emergency support - Worldwide program development in more than 95 countries Want help with all those balls you may be juggling? Contact us for a customized proposal today Executive Connections CS-EMBA-ad-may-2015-final.indd 1 5/22/ :27:18 AM

15 GROOM today s students into tomorrow s top executives. INNOVATE your program to keep pace with corporate learning and development trends driving executive improvement. PARTNER with trusted experts to build upon your curriculum and teach the skill sets necessary for success in an ever changing corporate world. ExEcuTIVE core designs and delivers action learning; enhanced stretch work experiences; executive assessment; executive coaching, facilitated learning events, and career development. We take a fact-based and a highly researched approach to the soft skills the skills that corporations tell us make all the difference. Executive Core is fully invested in the future of our next generation corporate leaders and the professionals committed to teaching them. We are one of the few firms handselected to belong to the Executive MBA Council. ExEcutivE core is one of the world s leading talent Management and Team Development firms serving a host of EMBA programs. curriculum and Executive coaching special event design onboarding leadership Adjunct faculty Leadership development for your staff career services for high-potential executives Executive assessment Develop your program to become the high impact environment it needs to be. us HQ: (+1) [email protected] Brussels Office: [email protected] EXEC-CORE_AD_7.5x10_v1.indd 1 Summer /12/15 8:50 PM

16 October Marina Bay Sands Hotel & Complex Come for the ideas Come for the perspectives DESTINATION Concurrent sessions 27 total concurrent sessions Technology Track Director s Level Track EMBA Must-Knows Track Sessions on diverse topics EMBA Insights Marketing & Admissions in Asia Preconference offering One-and-one-half days on EMBA in the context of the Asian marketplace The View From the Top Featuring: Bernard Yeung, Stephen Riady Distinguished Professor and Dean, NUS Business School, and Ilian Mihov, Novartis Chaired Professor of Management and Environment and Dean, INSEAD This plenary session offers insights into the art of preparing business leaders for the realities of the global economy, particularly the opportunities and challenges that come with conducting business in Asia. What can EMBA Programs do to make sure students are ready to benefit from global market opportunities? How can they build collaborations and provide experiences of value to students? When it comes to the region and the global economy, what do students need to understand? Travel Note: Please ensure your passport has at least six month s validity from the day you plan to arrive in Singapore. 14 Executive Connections

17 SINGAPORE Come for the people Leaders on Leadership Training Featuring Goh Swee Chen, Chair, Shell Companies in Singapore; Chin Lai Heng, Director, Global Talent Business Lead, GlaxoSmithKline; Jason Ho, Head, Group Human Resources, OCBC Bank Singapore; and Kwan Chee Wei, CEO, Human Capital Leadership Institute The global shift affects business everywhere. What does it mean to be a glocal (global/local) leader now and in the future? What skills and experience do current and future glocal leaders need to succeed, and how can EMBA Programs prepare students for glocal leadership responsibilities? In this plenary, a panel of high-level executives will help answer those questions and share their perspectives on glocal leadership, as well as exploring market size and potential markets for leadership training in Asia. Networking opportunities Welcome reception Regional meetings Small group dinners Special event Bus tour of Singapore 54 food stalls at Lau Pa Sat Developing Culturally Intelligent Leaders Featuring Ng Kok Yee, Associate Professor, Nanyang Business School, and Tom Pedersen, Senior Partner and Managing Director, Leadership and Talent Consulting, Korn Ferry Japan This plenary features two important perspectives on cross-cultural intelligence with an academic look at the global shift and the cultural landscape, and thoughts from a leader in the consulting industry and executive coach about nurturing cross-cultural leadership. Both perspectives will help EMBA Programs in managing the challenges of a rapidly changing business world that emphasizes global business and diversity, and increasingly seeks leaders with cultural competencies. Summer

18 Special Thanks 2015 Conference Planning Committee Nicole Tee, Chair Nanyang Technological University Intan Chen University of Chicago Micheal Collins Corporate Member, Business Test Methods Nan Sze Chua National University of Singapore Dan McCleary Duke University Ryan Rodrigues University of Toronto Mark Sturman INSEAD John Van Fleet University of Southern California Come for the place Council Representatives Michael Desiderio Karen Mc Lintock Linda Thompson Marketing Darlene Gorrill, Darlene Gorrill Communications Singapore: Global gateway International center of finance World s largest transshipment hub Great green space including Gardens by the Bay and two cooled conservatories Known for its diverse cuisine Marina Bay Sands Hotel & Complex Sands SkyPark observation deck on 57th floor with infinity pool The Shoppes at Marina Bay Sands mall Skating rink Art Science Museum Seven celebrity chef restaurants Two floating crystal pavilions 2015 EMBA Council Conference Sponsors (As of July 1, 2015) Double Platinum Graduate Management Admission Council National University of Singapore NYU Stern USC Marshall School of Business Platinum Gold Corporate members Emory University Goizueta Business School UNC Kenan-Flagler EMBA Programs University of Virginia Darden School of Business University of Washington Foster School Washington State University Register Now Early registration deadline Save $300 by registering and paying online before the early registration deadline of 11 PM Pacific Standard Time (PST), Saturday, Aug. 22 Visit to register, including links to make your hotel reservations Updates 16 Executive Connections

19 Fall

20 One University Drive ASBE Orange, CA FROM THE EXECUTIVE DIRECTOR EMBAC is indeed breaking new ground this year by taking our annual conference to Singapore! I But that is not the only milestone for EMBAC this year. In 2015, we plan to launch our new brand. If you attended the 2014 conference in Los Angeles, you saw the soft launch, a preview of the new brand treatment to come. We shared this preview through a video as a way of preparing all of us for a transition from a logo that has served EMBAC for more than a decade to a new visual identity. We are decidedly enthusiastic about this move to a more modern logo, but the EMBAC brand is so much more. As we unveil our logo, we ll talk more about our efforts to find new and exciting ways to advocate for the industry. Oh not to worry we re not veering away from the services and activities that have been the foundation of who we are and how we serve our member schools. We re just applying a tad more emphasis in areas that we believe will further the cause of our great industry. Have I piqued your interest? Again, if you were in Los Angeles in 2014, you also heard me mention that we were working with AACSB International and UNICON to launch a phase two research effort with the goal of better understanding business community needs and the perception of management education providers. The three partners for this effort agreed on an RFP scope and selected a research partner. We anticipate results later this summer. And not to plug the conference again, but I look forward to sharing the outcomes of this effort during my industry update in Singapore! So you can read more about Singapore in this issue... let s switch gears and mention once again the great success of the regional meeting circuit. I ve been able to attend all but one regional meeting this year, ironically missing the one in the city where I grew up New York! As always, our hosts build amazing agendas, provide wonderful networking opportunities, and certainly offer a place to tackle regional issues. Attendance again was strong at the meetings, and in most regions there exists a queue of hosts for future meetings. This alone is evidence that these meetings are thriving and adding value. Our flagship Marketing & Admissions Program this past March also saw great participation. We had 42 individuals from nine countries at this year s program, and the evaluations send a clear message... keep delivering this program. Because this program takes place in Atlanta, there is sometimes a perception that only those in the U.S. attend. This year nearly 30 percent of participants were from non-u.s. schools. Clearly live events and meetings are an important component of EMBAC activities, but we also recognize the need to find other ways to offer relevant content. As a result, our webinars continue to be a popular way to bridge the time between face-to-face offerings. For example, 48 people took part in the most recent webinar, An Inside Look at Financial Times EMBA Rankings. Della Bradshaw, Financial Times business education editor, led the webinar. Look for additional offerings later in the year on topics such as the flipped classroom, and data analytics in EMBA. As our industry continues to evolve, we will stay committed to evolving in a way that serves the needs of our member schools. While our industry has its fair share of challenges, I for one remain optimistic about what the EMBA brings to the table for business leaders, and believe our industry will continue to be a relevant and important component of developing current and future leaders. Michael Desiderio Executive Director