Innovation in the Design of the MBA

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

2. Lessons from Recent Events • CEOs of top Chinese and Japanese firms are increasingly non-Asian. Global managerial talent has to be culturally ambidextrous, no learning on the job. • Ambiguity in consumer markets and sources of competition makes long term investing in innovation risky. Requires new organizing paradigm for innovation. • Business as whipping post for government and media. Requires managerial psychological resilience and malleability. • Networked economies requires basic skills in teaming and managing relationships but also empathy and clarity in core values. • New markets no longer in emerging economies but in under-developed economies. Definition of opportunity (time horizon, speed of development, scalability) not portable from existing frameworks. Requires intellectual flexibility and sophistication.

3. Management Education Faces a Variety of Pressures

4. What are the Key Influencers? • Students • Entrepreneurship • Social Conscience • Want to Make a Difference • Industry • Key Growth Sectors • Technology as an Important Growth Driver • Innovation is Critical • “Shortcomings” • Educational Silos • Narrow Minded • Lack Perspective • Too Theoretical • Lacking in Ethics and Leadership • Global Shifts • Economic Power and Opportunity • Increasing Interdependence

5. Carey Business School Global MBA Program Goals • Create Business Leaders Who: • Have a solid grasp of the fundamentals of business and economics • Have a global perspective • Have empathy for others and understand embrace differences • Operate within an ethical framework • Understand technology, and the role of entrepreneurial skills in creating value • Have the critical thinking skills and perspective to meet the unknown challenges of the future

6. Global MBA Design Concepts • Emphasis on Entrepreneurship and Innovation • Focus on Key Industry Segments • Create Social Awareness and Empathy Among Students • Enhance Student Understanding of Developing Economies • Create a Global Focus • Develop an Understanding of Technology Transfer • Experiential Learning • Leverage Johns Hopkins Strengths • Build the Program on a Foundation of Rigorous, Analytical Thought • Experiential Learning as an Important Element

7. Integrated Coursework • First Year Foundation Courses • People and Markets • Financial Resources • Managerial Decision Behavior • Business Processes • Digital Marketplaces • Strategic Options • Networked Organizations • Team Taught • Combine at Least 2 Typical MBA Subjects

8. Innovation For Humanity

9. Image description: Crystal structure of parallel quadruplexes from human telomeric DNA. The DNA strand circles the bases that stack together in the center around a co-ordinated metal ion. Discovery to Market • Concepts: Translating Science Tuning to the Market • Experiential Learning: Feasibility Assessment Business Plan

10. Thought and Discourse Seminars Ethics and Behavior Global Political Economic Systems Cognition and Communication Human Expression Servant Leadership Risk and Accountability

11. Lessons Learned • It’s Easier with a Clean Sheet of Paper • Faculty Buy-in and Incentive Structure are Critical • Coordination with Existing Programs is a Challenge • Few Resources to Create the Program • Experiential Programs Take a Lot of Time and Faculty Resources • Smaller is Easier • Planning Takes Longer than you Expect • New Program Design Affects Nearly Everything Else • Implementation is Key

12. The Johns Hopkins Global MBA