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

Lessons from Recent Events 1.CEOs of top Chinese and Japanese firms are increasingly non-Asian. Global managerial talent has to be culturally ambidextrous, no learning on the job. 2.Ambiguity in consumer markets and sources of competition makes long term investing in innovation risky. Requires new organizing paradigm for innovation. 3.Business as whipping post for government and media. Requires managerial psychological resilience and malleability. 4.Networked economies requires basic skills in teaming and managing relationships but also empathy and clarity in core values. 5.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.

Management Education Faces a Variety of Pressures Management Education Corporate Demands Media / Shortcomings Global Shifts Student Demands and Interests

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

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

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

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

Innovation For Humanity

Concepts: Translating Science Tuning to the Market Experiential Learning: Feasibility Assessment Business Plan Discovery to Market 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.

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

Lessons Learned 1.It’s Easier with a Clean Sheet of Paper 2.Faculty Buy-in and Incentive Structure are Critical 3.Coordination with Existing Programs is a Challenge 4.Few Resources to Create the Program 5.Experiential Programs Take a Lot of Time and Faculty Resources 6.Smaller is Easier 7.Planning Takes Longer than you Expect 8.New Program Design Affects Nearly Everything Else 9.Implementation is Key

The Johns Hopkins Global MBA