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留学参考:ESADE Dean: ‘Globalization Is Unstoppable’  

2017-03-30 02:02:59|  分类: DIY留学综合信息 |  标签: |举报 |字号 订阅

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留学参考:ESADE Dean: ‘Globalization Is Unstoppable’
 
BY: MARC ETHIER ON MARCH 29, 2017

 

 

La Rambla is an iconic boulevard in Barcelona, Spain, a popular tree-lined esplanade best known for its street merchants and its towering monument to Christopher Columbus. Conceptually, The Rambla bears some similarities to its namesake — chiefly, the potential to draw visitors from faraway lands.

The “Rambla of Innovation,” as it’s known, is a multi-pronged approach to overhauling business education at Barcelona’s ESADE, a learning ecosystem in the ESADECREAPOLIS building on the business school’s Sant Cugat campus in Barcelona. And what an ecosystem it is — and promises to be: Inside the ESADECREAPOLIS, currently, are a pair of facilities, the EGarage and EWorks, the former an idea incubator and the latter an idea launcher for students in ESADE’s MBA, MSc, and BBA programs. In the next year and a half, moreover, the two incubation stations will be joined by three more: Design Factory, where students and faculty will devise responses and solutions to new challenges; Decision Lab, where faculty and researchers will conduct experiments on consumer behavior; and Fab Lab, a concept borrowed from MIT that will give students space to create new products, build prototypes, and conduct pre-launch tests.

Design Factory, Decision Lab, and Fab Lab are slated to open in September 2018. Taken all together, Dean Josep Franch enthuses to Poets&Quants, the Rambla of Innovation at ESADE will combine entrepreneurship and innovation in such a way as to put the school in the ranks of the top global destinations for the best B-school student talent — and continue ESADE’s ascent of the European and global B-school rankings.

“The idea is that a student can participate in the activities of the EGarage, perhaps design a product as an entrepreneur,” Franch says. “They can even make a prototype of the product, work on the product, test it. In the Rambla, they can go all the way to market with it.”

BECOMING A CENTER FOR THE NURTURING OF INNOVATION

Franch gets noticeably excited when he talks about the Rambla, and it’s no wonder why: It represents a major shift for ESADE from a primarily classroom-and-lecture-based business school to a center for the nurturing of innovation, a place that harness the digital revolution and pioneers a path using new learning models. Managed by the ESADE Entrepreneurship Institute and intended to be the startup hub of all startup hubs, it is already a gathering place for some 2,000 business students at all levels, about 335 of whom are pursuing an MBA.

Degree-seekers of all stripes will have access to the Rambla’s amenities, Franch says, including those pursuing ESADE’s five Master of Science business degrees — and its sixth, a Master of Business Analytics, that launches in the fall of 2017.

“(The Rambla is) a business incubator, it is a business accelerator, it is a place for cutting-edge research and experiments. It is a reinvention of the learning model,” Franch says.

PROGRESS ON ALL FRONTS

Since he took over as dean in September 2014, Franch has seen more than a great deal of change on the ESADE campus. He’s also seen that change rewarded. The school has inched upward in the Financial Times ranking, from 23rd overall in 2016 to 17th this year (and 16 spots total in the last five years), and now ranks sixth among all European B-schools, third in Europe for salary increase (average base salary: $90,000), and second in the world for career progress.

The average GMAT score of ESADE’s MBA students has risen, too, from 660 last year to 670 now. And its placement rate has increased, from 83% within three months of graduation for the Class of 2015 to 86% for last year’s grads.

Meanwhile, ESADE’s diversity — always a major part of the B-school’s profile — has, improbably, also grown. And this is where Franch, who before becoming dean was the director of ESADE’s department of marketing management, really gets animated. Its female ranks have grown slowly but steadily, from 28% of MBA seekers a couple cohorts ago to 31% in the Class of 2017. Talking of the international makeup of the MBA student body, Franch points out that more than 100 different languages can be heard on the Sant Cugat campus. International students make up an incredible 90% — “or more,” Franch insists — of MBA seekers at the school. And the breakdown is remarkably even across continents: In the 180-member ESADE Class of 2018, 30% come from Asia, 30% from Latin America, 25% from Europe and 15% from the U.S., Franch says.

IN PRAISE OF — AND FEALTY TO — DIVERSITY

Diversity is vital to ESADE. But it is even more vital to business education, Franch says.

At the end of the day we are training people for working in a business world which is increasingly becoming global —with some barriers, lately, obviously,” he says. “It’s part of the global experience to be working in teams where you’ve got people from very diverse backgrounds, that’s part of the learning experience. This is not affecting the quote-unquote ‘competence’ — our MBA has a strong international flavor in terms of competence, so it’s not focused on a particular region. But it’s the way you work in groups, the way you interact, the type of cases that you do which are coming from different parts of the world — these things provide this international experience to the students.”

About those “barriers.” It’s impossible, talking with a European business school dean, not to broach two subjects: Brexit, and Trump. Add to that one more: the looming French election, which gets underway April 23. Franch is uncertain that either will have a major effect on ESADE — but he’s not ruling it out, either. And he feels if anything, the school’s ongoing transformation will make it an option for MBA seekers who steer clear of the UK or U.S. for political reasons.

“We witnessed the Brexit phenomenon in Europe, and to be honest it is not affecting us,” Franch says. “The French election is big question mark, difficult to predict, and taking the experience of the last year or year and a half, every forecast on every political election has been wrong. So …

“Trump? This could be an issue. If I remember correctly, at the last AACSB conference, there was someresearch findings from GMAC about the preferences for students and there was a clear sign that one, students were now not considering coming to the U.S., and they were looking for other options. But of course it also depends on  where you are coming from. I don’t think that the elections in the U.S. are going to change things for Western European students, Germany, Italy, France, Spain, the UK, this is not going to change at all. But it’s quite clear that students coming from some regions, they have some questions.”

 

Poets&Quants sat down with Dean Franch in the lobby of the Villa Florence hotel in downtown San Francisco, where he was staying for a conference. Following are his wide-ranging thoughts on the state of business education, what the coming years will bring for ESADE, and what it’s like to watch history unfold in elections across Europe and the U.S.

You must feel the latest rankings from the Financial Times, which have shown ESADE climbing to 17th overall and sixth in Europe, very edifying.

We do not manage thinking of the rankings, we don’t make decisions based on the rankings. But of course they are there, they are unavoidable, and we pay attention to them.

We have always had a very good reputation for teaching. We have built our reputation based on being an excellent teaching school. In the late 1990s, we moved toward research, but we have moved back toward teaching and we have been very close to the recruiters, which means that all our programs are developed and designed thinking about the employability of our graduates — thinking, “What are the competencies that our recruiters need?”

And we are revising programs constantly, so it’s constant updates and redesigns aligned with the recruiters’ needs and thinking about the employability. Then, in the last few years, we have developed a strong focus on innovation and entrepreneurship — this has become one of the main areas that we have developed.

Our MBA is pretty much global. We have more or less an average of 30% students coming from Asia, 30% coming from Latin America, 25% coming from Europe and 15% coming from the U.S. Ninety-something percent in the MBA are international students; in the master of science it’s 82%. So yes, we’ve got a very high percentage of international students, and more than 100 nationalities on the campus in a given year.

Q: If I’m a student considering studying abroad for my MBA, why would I consider Barcelona — besides the beauty of the city?

The MBA students that we have are typically people who have prior international experience. We don’t get the first-time-abroad type of person; the students that we get are people who already have some international background, either as a student or working abroad, and who are willing to pursue an international career.

Source: GMAC

At the end of the day, our approach compared to INSEAD or LBS — we are smaller, we only intake three sections of 60 students each per year, 180 per year. We are aware that we have to be a minimum size, otherwise recruiters will not be attracted to come, if you are too small. But we don’t want to have large numbers. This is one differentiation point. The strong focus on entrepreneurship is another one. So it’s a personalized experience, very international, focused on innovation and entrepreneurship.

All sections are managed by a staff member. In career services, all students are assigned a mentor, who is helping the students, defining which companies they should be applying to, helping them in the transition. Faculty know the students very well and are always available.

At the end of the day, an MBA is a career-change or career-boost kind of program. Take someone who has a background in industry and is coming from India, and who wants to move to investment banking in the UK. In that process you have to develop certain competencies that you had not developed before. The individual coaching and mentoring that we provide is one of our leverage points.

Do you think that recent political developments, the sort of anti-globalization sentiment that we’ve seen playing out in international events recently, will alter the business school landscape at all? Will anti-globalization change the pipeline of where students go?

Of course, if students find they have restrictions to enter one country, that’s going to affect their decision. I personally believe that globalization as a phenomenon is unstoppable. You can try to put up protectionism barriers, but I don’t think you’re going to change this trend. This trend is too strong today to be changed.

Source: GMAC

At ESADE, we are not changing the direction of the school. We witnessed the Brexit phenomenon in Europe, and to be honest, it is not affecting us. The French election is big question mark. It’s difficult to predict, and taking the experience of the last year or year and a half, every forecast on every political election has been wrong. So …

I believe that globalization has probably fostered a sentiment of nationalism in some places. In the case of France it is polarized by the case of Marine Le Pen, but to be honest I think she’s not going to be the next French president.

Trump? This could be an issue. If I remember correctly, at the last AACSB conference, there was some research findings from GMAC about the preferences for students, and there were clear signs that some students were now not considering coming to the U.S., and that they and they were looking for other options. But of course it also depends on  where you are coming from. I don’t think that the elections in the U.S. are going to change things for Western European students — in Germany, Italy, France, Spain, the UK, this is not going to change at all. But it’s quite clear that students coming from some regions, they have some questions.

We have 180 students, we have enough applicants. We always try to have a balance with a mix of nationalities. But students coming from the Gulf, for instance, they do not represent a very high percentage of our student body, 2% or 3%. Can this be 5% or 6%? Could be. But we’re talking about four or five individuals up or down.

 

What’s next for ESADE in the next two, three, five years? What does the future hold? 

We have just introduced a new Master of Science program with the University of Virginia McIntire School of Commerce and Lingnan College at Sun Yat-sen University in China, and this has been the first year of this course — students spent four months at McIntire, then they’ve spent too months in China, now they are in Barcelona. They will spend four months with us, and we will have our graduation in June for the first class. It has been a very successful program because it has been built in a way that during all the experiences, students have to do a master project in teams of three, one student from each region, and fieldwork in the three countries they have been studying.

So imagine that one of the master project topics is consumer behaviors in supermarkets. That means that business students have to go to supermarkets in China, in the U.S., and in Europe and interview different consumers and try to see what are the differences in shopping behaviors in those three places. Or maybe they are doing research on incentives for a sales force, so they have been visiting a company in the three regions and talking to sales managers and sales teams and trying to see what are the differences and similarities. And so on and so forth …

The projects have been built in a way that we have been drawing people from the different regions, and they have been doing fieldwork in the three countries. So we are quite excited about this program.

Also next year we are launching a master’s degree in business analytics, and that’s clearly a trend — many schools are launching such programs. We’ve been working at this new master’s for a couple of years now, and there’s a lot of interest. Besides that we are introducing more and more components on business analytics and big data in the majority of our programs, as electives or as majors, because the market demands it.

It will be a Master of Business Analytics with more focus on the business than the analytics. Let me tell you what this means. We’ve been meeting with 25 different companies — consulting companies, banks, other companies — and the majority of them told us, “We have people in big data analysis who are technically very good. But they are unable to have a business vision. They see the trees, not the forest; they don’t see the business of opportunity. We need someone here who can identify opportunities and propose things to the company. A translator.”

That’s the type of profile that we are trying to build. Of course that is a much younger student, because they are pre-experience master’s students, so we need to provide them with the technologies, with the knowhow, the tools, so they can speak technically to the technical experts, but at the same time with a clear business foundation.

One other new feature: Our campus in Sant Cugat has ESADECREAPOLIS, which is an innovation center for startups, and we have already a couple of student facilities there: the EGarage, and the EWorks. EGarage is the meeting place of the entrepreneurs, and it’s managed by ESADE Entrepreneurship Institute, and EWorks is a business accelerator for student projects. Now we are completing three more services there: a facility for faculty to do behavioral research — we have hired in the last few years a number of faculty members from different areas, marketing, finance, who are doing cutting-edge research, and in this position they would be able to do experiments based on consumer behaviors and people’s reactions. This new facility will be known as Decision Lab.

Also creating a Design Factory, a model that was invented by Aalto University in Finland, putting together management students, engineering students, and design students to work on common projects. We are establishing the Design Factory under the permission of Aalto, which has a network of 10 or 12 design factories in different countries.

Next to that we are establishing a “Fab Lab,” which is a MIT concept where students can design a new product, build prototypes, and conduct pre-launch tests; the facility will be stocked with 3D printers. It will be a place where you can do product samples and product prototypes.

All these elements will become what we are calling the “Rambla of Innovation.”

Do you intend to keep teaching, and will you seek a second four-year term when your current terms runs out in the fall of 2018?

It’s an exciting time at ESADE. We have iconic facilties for students in different programs, bachelor’s, MSc, a new Master of Innovation and Entrepreneurship, and also of course the MBAs. I don’t have an obligation to teach now, but I still manage to keep some teaching appointments. I am teaching in the Global Executive MBA, with Georgetown (McDonough), also in the Executive Master of Marketing. I also will be teaching a few sessions of the dual program with McIntire.

I only teach about 50 hours a year, far below what it was when I was a faculty member. But I still like to be in touch.

It’s fun and exciting and I enjoy being dean. The appointment is four years, and I’m in the third year now; it can be renewed for another four years maximum. So far the results are, I think, good — if I am asked to continue I will continue, of course.

 

 

以上内容摘自:

http://poetsandquants.com/2017/03/29/esade-dean-josep-franch-globalization-unstoppable/ 

 

 

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