RRU’s New MBA Reaffirming Our Commitment to Applied, Integrated Programming

1. RRU’s New MBA Reaffirming Our Commitment to Applied, Integrated Programming

2. Satisfied, loyal learners and alumni • Positive employer feedback • Revenue for the university The Royal Roads MBA The original vision was ahead of its time and has proved resilient: • Blended learning model: Residency and DL • Outcome-based learning/integrated program • Team and cohort-based learning • Capstone real-world consulting project • Four-course specialization

3. Why an MBA Redesign? -A gap remains between what we say we do and what we actually do • Our program is not truly integrated • We do not sufficiently integrate the practiceof management • We do not consistently teach to outcomes -Competitors have caught up with our once-innovative model

4. The New MBA Building on our blended, outcome-based model, the new MBA will feature: • An integrated curriculum that fosters discovering, deciding, and doing—with an emphasis on doing • Increased emphasis on Leadership and Sustainability woven throughout • Reduction in program length to 20 months

5. In the context of global economic, environmental, and societal influences, learners will demonstrate: Critical thinking Informed decision making Effective communication Ability to work with others Leadership of self and others The New MBA: Learning Outcomes…A Work in Progress What remains to be captured: innovation, creativity, future orientation, link to the practice of business, mastery of multiple media, focus on “discover, decide, do”

6. Integrate…but how?:Our Frameworks

7. Self Self Self Organization Organization Organization Envt. Envt. Envt. > Increased Ability & Confidence > Increased Complexity & Risk > Increased Self-Directed Learning > Increased Effect and Impact Curriculum Progression: Two levels of increasing complexity Self to Organization to Environment EXPERIENCE LAB I DL I EXPERIENCE LAB 2 DL 2 EXPERIENCE LAB 3 LIVE CONSULTING PROJECT Discover & relate Decisions in a Changing World Action with Impact and Relevance

8. Self Self Self Organization Organization Organization Envt. Envt. Envt. Discover Decide Curriculum Progression: Two levels of increasing complexity Self to Organization to Environment Discover/Decide/Do—and Past/Present/Future Decide Do Do Discover Decide Do Discover Discovering and relating Deciding in a Changing World Doing with Impact EXPERIENCE LAB I DL I EXPERIENCE LAB 2 DL 2 EXPERIENCE LAB 3 LIVE CONSULTING PROJECT Discover & relate Decisions in a Changing World Action with Impact and Relevance

9. Tools &Measurement 3: Strategic Outputs and Performance Strategy Tools &Measurement 4: TBA Specialty Specialty Business as a tool for change: Action Learning Project Looking Forward /Looking Back Self Self Self Org Org Org Specialty Specialty Supporting Coursework (TBA) Envt. Envt. Envt. Bridging the Knowing-Doing Gap Learning at RRU Tools &Measurement 1 Tools & Measurements 2: Using Quant Data You Inc? Org. Structures & Systems Tomorrow’s Organization OCP Org,, markets, and Global Economy Learning Plan/Process Work Discovering and relating Deciding in a Changing World Doing with Impact Focus + Strategies Decision making w/focus on understanding soc. trends & industry phases; learning from past& envisioning future; current event analysis, case analysis, scenario planning, Focus + Strategies Three weeks of action; learners as change agents, using business skills to solve a broader scale problem; faculty as supports; “training wheel” OCP Focus + Strategies Discovery of self and org. through experience, research, reflection; focus on action learning, and questioning of assumptions Disciplines of primary focus Accounting, Marketing, HR/OB, Research, Leadership Disciplines of primary focus Strategy, Finance, IT, Law, Sustainability, Leadership, Global Issues, Research Disciplines of primary focus All EXPERIENCE LAB 2 EXPERIENCE LAB 3 GETTING DOWN TO BUSINESS EXPERIENCE LAB I DL 2 LIVE CONSULTING PROJECT DL I DL TBA; some criteria to distinguish DL/EL have been identified

10. A Few Words on Our Journey

11. Spring ’08 -FoM faculty concept grouping meeting -MAL research May ’08 Presentation to Faculty of revised curriculum June ’08 Presentation to Angelo Jan’08 -Approval by Core Faculty Fall ‘07 -Acceptance of curriculum by new Dean -Addition of sustainability as a theme -Focus groups with learners and alumni -Presentation to Angelo (Dec) Process Has Been Linked to Product Throughout May ‘07 Presentation to Acting VP Steve Grundy of: -Outcomes -Curriculum -Courses with descriptions -Gantt Chart -Rationale April ’08 One-Week Leadership retreat Start: Sept ‘06 SEPT 06 MAY 2007 DEC 07 JAN 08 MAR 08 APR 08 MAY 08 JUNE 08

12. No-Jerk Guarantee. TM Brainstorm Brainstorm Brainstorm Consolidation of Conclusions Consolidation of Conclusions Consolidation of Conclusions We are putting faith in a process that is both open and structured -”Revolutionize the MBA by Revolutionizing the Way we Work Together” The Royal Roads 20-Month MBA for Working Professionals MBAs You Want to Work With

13. Question and Input Most Welcome

14. Meeting Our Outcomes: Our Guidelines • Break down classroom-work barriers; solve real problems • Learn through doing (live cases, site visits); foster skills & behaviors, not just cognition • Learn from everywhere (current events, classmates) • Turn weaknesses into strengths (e.g. accounting) • Integrate (e.g. weave Leadership/Sustainability throughout) • Combine the counter-intuitive • Focus on learning experience; quality, not quantity • Have learners co-create curriculum; leverage learner experience • Encourage questioning of assumptions, • Vary of sources & mediums, sectors & experiences • Make program self-regenerating; be current and forward looking • Expect greatness • Practice what we preach