BGA | BUSINESS IMPACT
ROUNDTABLE REVIEW
ROUNDTABLE ATTENDEES CHAIR Andrew Main Wilson , CEO, AMBA & BGA DELEGATES Julio Villalobos, director, EMEA CXO strategic industry advisor for education, Salesforce.org Donald Lancaster, MBA director, University of Bath School of Management David Kalisz, dean of expert programmes, Paris School of Business Jenny Britton, head of executive development, University of Edinburgh Business School Dan Pearson, director of academic services, Warwick Business School Jacqueline Bagnall, MBA programme director, University of Exeter Business School Jane Usher, head of department: postgraduate studies, Milpark Business School Dieter Vanwalleghem, director, iMBA programme, Rennes School of Business Sofia Brito Ramos, academic director, Global MBA, ESSEC Business School
have assessments which allow the student to evaluate their degree of learning. I think we need to balance going completely to what the market thinks it wants with having people who can think systematically and critically – skills which come from longer-term degrees.” Donald Lancaster, MBA director, University of Bath School of Management “The world in which we live must be coloured by context – and that context is changing fast. Can we imagine a scenario in which strongly research-based, highly regarded, highly accredited institutions will carry on pretty much offering learning the way they are now – because they are respected in the MBA world and they educate, rather than just accredit, the students? You might see a second layer, where people experiment much more with micro-credentials and other forms of skills- based learning. There might also be a third layer of institutions which stop doing MBA-level programmes altogether because the technology companies that offer freebies are going to take away that stuff from them. It could be an interesting schism for the business that we’re all in.”
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Jacqueline Bagnall, MBA programme director, University of Exeter Business School
“As a university, we don’t want or need to be all things to all men, we want to know what we are good at and how we add value for our clients. Our strength is in developing the critical thinking needed to make decisions and solve complex problems. We purchase from platforms such as LinkedIn learning, and provide all of our students with access to that short-course platform. This enhances the academic teaching, and allows us to develop knowledge, skills and behaviours. We very much see ourselves as skilled curators of multiple strands of learning. If I’m teaching something around leadership, and I know there’s some technical skill that a student might need, I can direct the students to YouTube or LinkedIn to find something of relevance. It seems that in a busy, } digital world, people now want ''just-in-time' learning because that’s the point at which it’s most absorbed and applicable. Part of my role is to be the curator that brings multiple sources of knowledge together, and to help executives put meaning around it. I think that’s where we’re adding the value: asking questions, using critical thinking tools and creating debate and discussion. It's knowing where you fit in the picture, that’s the key.”
Dan Pearson, director of academic services, Warwick Business School
“One thing we decided a number of years ago is that MBA alumni can come back and undertake two MBA modules with us. This enables us to provide them with an opportunity to continue learning and applying their knowledge back into the workplace and to expand their networks with our current MBAs. It also exposes them to further opportunities for learning in our suite of post-experience programmes.”
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