The Many Twists And Turns Of Global Executive  

Oleh:

Floravante, Janice

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 1-2 (2011), page 168-172.
Topik: The College of Business Administration; Northeastern University in Boston; Harvard Business School; Competency; Leadership.

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.42 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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If you think of global executive education as bringing managers from locations around the world onto the main campus of a top business school, you are only partly correct. There's no single model, no "right" way to set up shop. The preset menu of subjects for competency, leadership, and values that attracts individuals worldwide, referred to as open enrollment, is just one choice; multinationals and B schools work in concert in a variety of flexible ways to meet companies' needs though customized programs, stretching schools' concepts of what they're offering. At Harvard Business School, on-cam-pus programs include a large number of non-U.S. participants. "For fiscal 2010 — July 2009 to June 2010 — 8,670 executives came through Harvard's executive ed programs; 63 percent were non-U.S. managers," says Charles Breckling, managing director for executive ed marketing. "That's significant — nearly two-thirds of the audience is international; we see ourselves as a global institution." At the other end of the spectrum and yet next door at Northeastern University in Boston, Thomas Moore, dean of the College of Business Administration, views executive ed from a highly customized stance. "We want to solve companies' problems and be held accountable for results, so we collaborate. We came up with a global platform that can be modified to local executives' needs." When Northeastern alumnus Peter Lynt, now at IBM, discussed a huge churn of high quality talent at IBM in India, "we suggested an online executive MBA to create stickiness and demonstrate IBM's support of their careers," says Moore. IBM reports that retention levels rocketed to three times what they'd been. The program's being rolled out to Shanghai next week, the Philippines in January, and then Egypt. "If an online program on the other side of the world means our faculty is teaching from midnight to 5 a.m., we're ready to deliver," says Moore. For IBM, it means managers don't have to be away from jobs due to travel time.

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