global footprint expands with strategic EMBA partnerships
integrated global portfolio gives Kellogg students an unprecedented
opportunity to gain managerial advantages in an international
context. Over the past decade, Kellogg has forged joint-degree
EMBA programs with schools in the Middle East, Europe, North
America and Asia. Alliances with schools in Thailand, Japan,
China and India further expand this global reach.
strategically developing its footprint, Kellogg and its programs
now flourish in Tel Aviv, Israel, at
the Leon Recanati Graduate School of Management; in Vallendar,
Germany, at the WHU-Otto Beisheim Graduate School of Management
(WHU); in Hong Kong, China, at the
Business School of the Hong Kong University of Science and
Technology (HKUST); and in Toronto,
Canada, at the Schulich School of Business at York University.
In addition, Kellogg has opened a campus in Miami
to serve professionals from throughout Latin America and the
alliances also play a part in the Kellogg portfolio and
include relationships with the Sasin Graduate Institute of
Business at Chulalongkorn University in Bangkok. Building
on the success of this initiative, begun in 1982, Kellogg
is now creating a campus in Phuket, Thailand, that will focus
on executive education. Alliances with the India School of
Business in Hyderabad, as well as the Guanghua School of Management
in Beijing and the Graduate School of Business Administration
at Keio University in Tokyo, ensure that students enjoy truly
relationships also provide Kellogg faculty with opportunities
to refine academic frameworks by teaching and researching
in some of the world's most vibrant commercial environments.
"Learning details of institutional arrangements in different
countries, such as the regulatory environment and taxation
rules, allows you to engage in comparative research,"
Raviv, the Alan E. Peterson Distinguished Professor of
Finance, who teaches in the Kellogg-Recanati Program.
World asked program directors from Kellogg partner schools
to share their views about the joint-degree curriculum.
World: Given global business today, having these partnerships
seems strategically excellent. But what are a few specific
reasons why this model makes sense?
DeKrey '84, associate dean and director, HKUST: This partnership
describes the unique relationship we all have with Kellogg,
a school that has created a network of partners who all hold
the Kellogg values and aspire to the Kellogg culture. Yet
partners have the freedom to adapt to cultures away from the
"mother school," providing the best of two worlds.
The model works because of partners' knowledge and loyalty
to Kellogg. Our freedom to adapt our curriculums
and administrative approaches to our regional markets is key,
as is the inspiration and benchmark of high standards set
by Kellogg faculty and administration.
Kayser, academic director, Kellogg-WHU: The value for
students consists of the teaching and research excellence,
as well as the global exposure the Kellogg School and its
network provides. They benefit from the Kellogg faculty and
its partners, and from international Live-In Weeks at Kellogg
and partner schools. Students learn to look at management
from different angles. They experience in the core program
the synthesis of European and American management knowledge,
and they can enrich these insights by region-specific electives
in other partner locations. The network also enriches the
programs themselves, in ways that any single school would
have been unable to achieve alone. It achieves this by enhancing
teaching quality and capacity by bundling faculty resources
within an integrated curriculum that offers outstanding global
perspectives and management tools.
Zang, academic director, Kellogg-Recanati: This partnership
model makes sense from the curricular and cultural perspectives,
as well as from the strategic/operational and networking viewpoints. It allows mixing Kellogg expertise, experience and culture
with those of the partners.
Hence, a very special and improved brand of the EMBA
experience is obtained. By teaming up with leading schools
worldwide, Kellogg can better leverage its resources and influence
more people, enhancing an international network of executive
alumni. Thus, Kellogg efficiently fulfills its dream of a
global EMBA network while the partner schools and local business
communities enjoy the benefits of Kellogg knowledge, culture
and experience in the EMBA education arena. This is a win–win
deCarufel, executive director, Kellogg-Schulich: The key advantage for students is the opportunity
to learn how business is done in different parts of the world.
This is achieved through the courses they take, through the
interaction with EMBA students across the partnership in class
and in study teams, and also during company visits abroad.
Having Kellogg faculty teach in our program brings a U.S.
perspective to our students. For Kellogg, it gives faculty
a chance to learn about business beyond the U.S. and for the
school to extend its brand worldwide. Most EMBA programs have
an international study trip, but the partnership means that
there is a common bond among the students who have shared
many of the same faculty and gone through a similar core curriculum.
World: Your schools are part of the Kellogg family and
brand, but they also have their own local identity. What are
some ways you each are "Kellogg" and in what ways
are you unique and local?
Kayser: There are core
courses, jointly designed and
taught, common to all partner programs. By going through
the program, each student knows that the knowledge provided
is the same a fellow student receives in another partner program.
When these students meet during residential sessions, they
are able to refer immediately to the same courses, the same
knowledge and sometimes the same professors they have experienced
in their home program. They can work in teams much more easily
than they otherwise would because they speak the same management
language. They share the same Kellogg culture and spirit.
But the curriculum also varies according to regional context
and the special expertise each school offers.
DeKrey: The Kellogg culture supporting diversity and teamwork
is part of all partner schools. In Hong Kong, we have the
unique ability to attract candidates from around the globe
as we have positioned ourselves as a regional program. Half
of our students fly into Hong Kong for weekend classes. One
of our attractions is this diversity as well as a regionally
focused faculty and curriculum. HKUST faculty members
are researching in Asia and are attuned to business issues
our students face every day. Couple this with the
international quality of the Kellogg faculty and you have
a combination that neither school could achieve alone.
Zang: The Kellogg-Recanati curriculum offers significant
local flavor. We have a class in which almost 50 percent of
the participants are from the technology sector.
Our offerings contain a significant portion of high-tech-related
courses and topics.
With respect to general business, our local instructors
bring, among other things, local examples and cases into class.
Our macroeconomics course has special sections on Middle
Eastern economies. More than anything else, our participants
— Israelis, Palestinians, new immigrants — blend
into the class to create a unique context.
World: These academic relationships have flourished throughout
the past decade. Looking forward, what does the future hold
for the Kellogg partnerships?
DeKrey: For Asia, EMBA education is the largest MBA market
by far. Tapping into the experienced executives who had
not had the chance to study business education includes a
wide range of candidates. Add to that the growing living standard
and appreciation for education and we are well positioned
in the market as an elite program. Despite a restricted
market due to cost and the strict admissions criteria, we
have set a standard in Asia that has branded us the best. The
future should only get better
Kayser: Executive MBA programs will assume strength within
Europe. With the increasing diffusion of these programs this
degree will also be more demanded and recognized in European
companies. Human resources departments and corporate decision
makers will perceive EMBA as an additional strategic component
Š and they will increasingly support the participation of
their managers in these programs. In Germany there is already
development of corporate contribution to EMBA participants'
tuition. Due to the enhanced reputation of the MBA degree
on the one hand, the demand for this education might increase.
On the other hand, the competition will be more fierce. However,
well-established programs, such as Kellogg-WHU, enjoy a first-mover
advantage that is difficult for new competitors to beat.
the deans' essays:
and Recanati: a decade of leadership"
innovation spurs academic partnership stretching from Asia
home to a strong international alliance"
EMBA Program bringing business leadership to Canada"
program latest in school's integrated global EMBA portfolio"