MBA today is disrupting the competition?

The in word in business school today is disruption

AFTER seven weeks of cool spring weather, our Malaysian sun finally arrived in Boston. As I basked in the warm sunshine in the courtyard of McArthurs Hall, Harvard Business School (HBS), a gentle breeze reminded me of Awana Genting back to 2004, where I last enrolled in a two-week HBS management programme organised by our Malaysian HBS Alumni Club. Four HBS professors taught us then.

Here I am, eight years later, being taught by no less than 15 senior Harvard professors covering almost 120 case studies and numerous lectures. To justify their hefty fees, HBS threw their full arsenal of specialist professors at us. From basic strategy, finance, marketing subjects to deal making negotiation to social media to entrepreneurship. We have had the presence of former and current CEOs of Merck, Cisco, Carl Zeiss and many others attending our discussions on their company followed by their explanation and defence on their course of actions/decision making as per their case study.

Today, we covered the Facebook case study to coincide with its listing. And we had the director of FBI giving us a lecture after attending the case study on FBI reorganisation after Sept 11. To say that I am impressed would be an understatement.

It was like a Hollywood movie. There must be at least 10 FBI agents with their standard issued earpiece and dark suits staring at us at the entrance and exit. And then a standing ovation at the end of the speech to send off The Director. Captain America has saved the universe again.

HBS is the post graduate business school of the Harvard University. It has arguably the most revered MBA programme in the world. With a fixed annual enrolment of 900 students, an applicant has a 7% success rate and he or she will be at least 27 years old with an average of four years working experience. It is a two-year programme with full residential accommodation provided in campus. Depending on ones preferred living standards, the expected investment should be between US$160,000 and US$200,000 (RM480,000 and RM600,000) over two years.

It is in the executive education that HBS has amazed me the most. They have built a business model that is difficult to replicate when in the world, all kinds of education business is being commoditised. They have differentiated themselves in terms of positioning, reputation and school fees. High, higher, highest.

HBS is a money making machine. They have built an organisation that is always evolving, very sensitive to the external environment. If necessary, they are not afraid to modify their strategy, realign people, structure, processes and their unique culture to face the new environment. All the time, staying close to their core strategy of providing a unique learning experience to their target market. They practise what they preach.

Sensitive to change

So are you sensitive to the changing environment' When do you think is a good time for your organisation to adjust your strategy and realign your organisation to face new challenges' Is it during the good times or only when your organisation is in intensive care'

On hindsight, just look at Malaysia Airlines over the last 15 years. What do you think the management should have done then' When Southwest Airlines and Ryanair in the United States and Europe respectively have successfully taken their markets by storm, they should not have ignored the threat set by AirAsia. When you see air ticket prices being commoditised, you will be flying into a smaller gross margin zone. Which means you need a leaner and lower cost structured organisation to face a new challenging environment. So what do you think happened' And is their current organisational cost structure lean enough to face even tougher challenges today' We will find out within 15 months.

In the current world where many products and services are moving towards commoditisation, how are you differentiating your products and services from the competition' More importantly, how do you continue to differentiate to stay ahead of your competition' Look at Astro. From a virtual stranglehold grip on cable TV market, their monopoly status has been threatened by new entrants offering lower cost options straight to your homes. Astros response must be swift and decisive. As a true market leader, Astro should pre-empt and disrupt the competition. With new technology and smart devices like iPad and smartphones, Astro will deliver contents to their consumers anywhere their consumers find it convenient to consume. Just like The Stars ePaper.

Then from the competitors viewpoint, just imagine Malay Mail relaunched as an ePaper. Massive savings on newsprint and delivery costs. Does that mean that this is the beginning of the end of free physical newspaper' Absolutely intriguing. Technological advances have disrupted businesses all over the world. And HBS is actually reviewing amongst themselves whether e-learning will disrupt their current successful executive education model' Will your business be disrupted by new technologies' If it is, be afraid. Be very afraid.

High margin 

I have always emphasised that entrepreneur wannabes should go into high margin business. Which means avoid businesses that is being commoditised and having the ability to differentiate your products or services from your competition. The in word in business school today is disruption. Disrupt others before they disrupt you. Disrupt yourself to stay ahead. Stay ahead of technology disruption. Be the disruptor not the disruptee. There are no such words. I just disrupted the dictionary.

So is the HBS executive education programme as good as they claimed' Does it justify the high positioning and high cost charged' Honestly, I have no idea. They have kept us so busy from day one to stop us from thinking about it. And they have piled a tonne of case studies and notes onto us. Plus many free books written by the professors. So much so that this bunch of senior executives with an average age of 47 years face information fatigue, CPU overload and degrading eyesights.

Case studies still piling in until the last day. John Kotter still to speak next week. But spirits are high as we look forward to the close of the programme. This programme has been a major disruption to my life. Miss my country, my sunshine, my food, my friends and colleagues. And most of all my family.

Have a happy weekend.

ON YOUR OWN By TAN THIAM HOCK

The writer is an entrepreneur who hopes to share his experience and insights with readers who want to take that giant leap into business but are not sure if they should. Email him at thtan@alliancecosmetics.com 

Learning From The Masters of Management

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Dan Schawbel, Contributor

Adrian Wooldridge

I recently spoke with Adrian Wooldridge, who is the author of Masters of Management: How the Business Gurus and Their Ideas Have Changed the World – for Better and for Worse. Wooldridge is the management editor and “Schumpeter” columnist of The Economist. He was educated at Balliol College, Oxford, and All Souls College, Oxford, where he held a Prize Fellowship. He was formerly The Economist’s Washington bureau chief and “Lexington” columnist. In this interview, he talks about how the field of management has changed over the past decade, the difference between management and leadership, and more.

How has the field of management changed in the past decade?

Management has been revolutionised by two great changes over the past decade. The first is the rise of the internet. A decade ago the internet was still a fancy reference tool and Google was still a start up. Today the internet is reorganising the world. The internet is not only spawning an entire ecosystem of new businesses. It is reshaping the way that even the most conservative companies organise their business.

The second is the rise of emerging markets. A decade ago we still referred (often pityingly) to the underdeveloped world. Today we regard the emerging world as a hotbed of growth and innovation. Investment houses are pouring money into the BRICs even as they despair about stagnating Europe. Multinationals are ‘offshoring’ research and development as well as manufacturing to India and Brazil.

Are all managers leaders? What’s the difference between management and leadership?

No: not all managers are leaders (and not all leaders are managers: some great leaders such as Winston Churchill have been hopeless everyday managers).

The great distinction between the two lies in the choice of direction: leadership is about choosing where to go while management is about choosing how to get there. Jack Welch was a great business leader because he changed General Electric’s strategic direction with his emphasis on being number one or number two in a business or getting out. A secondary distinction lies in inspiration: the best leaders not only set a direction but inspire their followers to strain every sinew in reaching their new destination. There is nothing second-rate about management: great leaders mean nothing without the nuts-and-bolts men and women who put their visions into practice and make sure that the trains run on time. Incremental changes can sometimes add up to big changes. But given the uncertainty of the current business world—the sudden gusts of change that blow from unexpected directions—leadership is more important now than it was say fifty years ago when ‘organisation man’ ruled the roost.



Can you name a few management gurus that you’ve been observing and explain how they have helped make change?

These astonishing changes of the past decade—the world remade by the internet and turned upside down by emerging markets—have changed the pecking order among business thinkers. You are probably more likely to find a mind-changing article in Wired than in the Harvard Business Review or from an Indian than from an American-first mid-westerner.

The business gurus that I pay most attention to come in two guises: geeks or third-world firstists. Christopher Anderson made waves with his book on The Long Tale (which argued that the world of niches is replacing the world of mass markets). The book has had a huge influence not only with high-tech companies but with other organisations (retailers for example) that are seeing their markets redefined by the internet.

I suspect that his work-in-progress on 3-D printing will also have a big influence (though there is a lot of work in this area). V.G. Govindirajan of Tuck Business Shool has produced exemplary work on ‘frugal innovation’ (the idea that the most interesting form of innovation in the emerging world is about radically reducing costs rather than adding more bells and whistles. This has had a huge impact on General Electric which is producing a new generation of ‘frugal’ medical products. John Hagel and John Seely Brown have produced equally fasinating work on how these ‘frugal products’ will send a wave of disruption through rich countries, as traditional producers are forced to cut costs dramatically or see their markets eaten up by emerging-market giants.

What will the new management gurus of the future look like?

The management gurus of the future will look more like the class of 2010 at CEIBS or the Indian Business School than the class of 2010 at Harvard Business School or Wharton. They will also look more like the class of 2010 at the Stanford School of Engineering than the class of 2010 at the Stanford Business School: white faces will give way to ‘faces of colour’ and classic business school types will give way to engineers and other sorts of geeks.

Masters of Management

For the past century business thinking has been dominated by the United States. The bulk of the business cases have been about American companies. The bulk of the tools and techniques have been dreampt up by American managers. The driving assumption has been that if you don’t measure up to American standards—about how you organise your company or measure your performance—you are doing something wrong. That model was shaken by the rise of Japan but reasserted itself in the 1990s. It is now being shaken up even more thoroughly by the rise of a huge variety of emerging world companies. The business gurus of the future will come from emerging world—not just from India (which has cornered the market for the moment) but also from China, Indonesia, Turkey and Nigeria.

For the past century technology gurus have played second fiddle to strategy gurus (or even marketing gurus). Peter Drucker was less interested in technology than in the sociology of organisations. Tom Peters made little use of his training as an engineer in his voluminous writing. Technology is now at the heart of business thinking rather than an optional add on. Technology gurus are rewiring our thinking about organisations. And gurus from other disciplines face a stark choice: think deeply about what is happening in the world of the internet or face irrelevance.

Dan Schawbel, recognized as a “personal branding guru” by The New York Times, is the Managing Partner of Millennial Branding, LLC, a full-service personal branding agency. Dan is the author of Me 2.0: 4 Steps to Building Your Future, the founder of the Personal Branding Blog, and publisher of Personal Branding Magazine. He has worked with companies such as Google, Time Warner, Symantec, IBM, EMC, and CitiGroup.

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Only Capitalists Can Save Capitalism

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Maggie Starvish

If capitalism was a stock, the market would appear rather bearish on its future.

Bank failures, economic crises, and middle-class riots across the globe appear symptomatic of large systemic weaknesses in the market system, highlighted by the 2008 global financial meltdown. Income inequality separating corporate leaders from their rank-and-file workers has become a hot-button issue in the upcoming presidential election. And in public opinion polls, business moguls are cushioned from the bottom of the reputation scale only by members of Congress. Fixes so far have largely eluded elected officials, government regulators, and tent city activists.

But there is one group of citizens with the power to make a difference: business leaders themselves, say Harvard Business School Professors Joseph L. Bower, Herman B. "Dutch" Leonard, and Lynn S. Paine, authors of Capitalism at Risk: Rethinking the Role of Business.

"Our book argues that if we don't begin to address, in a systemic way, the issues and problems and the negative outcomes and challenges [of market capitalism], then we are likely to see a lot more movements like Occupy Wall Street," says Leonard.

Capitalism at Risk grew out of preparations for Harvard Business School's centennial celebration in 2008. Bower, Leonard, and Paine felt it important to identify key issues that HBS should focus on going into its next 100 years, so they organized a series of forums on four continents with top business leaders, many of whom were HBS alums. "We set up the forums as opportunities for candid discussion among peers," says Paine.

The principal question asked of each participant was this: "If we stipulate that the system of market capitalism has been the source of remarkable economic growth, what are the prospects for continuing growth in the future? What aspects of the system at the level of firms, industries, nations, or multilateral institutions might cause serious difficulties?"



The principal response is summed in the book: "Market capitalism has proven to be a golden goose providing historically unimaginable economic benefits to many, and if we don't look out, we may kill it."

From prediction to fruition

Problems that forum participants cited included environmental degradation, trade breakdowns, and failure of the rule of law. Concerns over the lack of transparency into and oversight of the financial system were voiced by many. In all, 10 potential disruptors of the global market system were identified.

"One of the things we were told even before the economic crisis was that the financial system had grown to such a scale and was functioning in such a way that it was no longer necessarily lined up with the needs of the industrial system, or the way society wanted it to function," says Bower. "And lo and behold, we now have a crisis that illustrates what they were concerned about."

"If you believe that the problems ahead are likely to be very serious, and neither government nor business can address them, that doesn't leave you with many options."
—Lynn Paine

"Perhaps we should credit the participants in our forums for their prescience," notes Paine, reflecting on an e-mail she received recently from a participant on how much the world had changed since 2007. "The question now is whether we can mobilize business leadership on a sufficient scale to make a difference."

"Our view is the system could go, if companies don't step up," says Bower. "It's companies that have the skill sets necessary to go from a vision to making something a reality."

Considering the number of corporations whose annual revenue is larger than the GDP of many small countries, the proposition makes sense. The authors argue that the problems are systemic, and who better to attack huge issues than people who run small, medium, and huge organizations.

Bower, Leonard, and Paine are prepared to have their views challenged. Even some of the forum participants, says Leonard, "didn't think what we are calling for is either appropriate for or likely to come from business and business leaders." And while Leonard agrees that some of the criticisms are valid, "the alternative of having business sit this one out is too risky."

Adds Paine: "Of course we recognize that there are serious obstacles to the view we recommend," including a lack of structure, tools, and incentives within businesses to do the sort of work that's needed, and a lack of skills and incentive on the part of business leaders to operate on the global political front. "But we see those as challenges to be overcome rather than fatal flaws in the idea. If you believe that the problems ahead are likely to be very serious, and if you believe that neither government nor business can address them, that doesn't leave you with many options."

"There is clearly political content to what we are suggesting," says Bower. "We talk about the need for leaders of companies to develop skill sets that they might not have—a lot of our business leaders have not been brought up to be comfortable in dealing with politicians. So part of what we're talking about is learning how to operate in the public arena without getting into trouble. It's hard."

Addressing the problems

HBS has made significant strides in preparing students to be the kind of leaders that the book calls for, says Leonard, noting as one example the required first-year MBA course Leadership and Corporate Accountability. "Where I think we still have far to go is in teaching the skills for operating in the high-conflict, low-authority zone outside your own firm. Most of what we teach is about how to optimize within your firm, where you tend to have a high level of authority and where there is general agreement on goals.

"Where I think we still have far to go is in teaching the skills for operating in the high-conflict, low-authority zone outside your own firm."
—Dutch Leonard

"By contrast," Leonard continues, "when our book calls on business leaders to exercise leadership outside their firms, we are inviting them to operate in a domain where they have little authority and where there is great conflict over what the most important goals are. The skills to do this involve what we might call small 'p' political skills—and we don't teach nearly as much of that as we could and should, nor do we have many cases about business leaders operating in that high-conflict, low-authority domain."

Giving students a broader perspective outside the HBS classroom is another possibility, such as pairing B-school students with other Harvard students who are studying similar big problems, says Paine, who cofounded and served for five years as course head of Leadership and Corporate Accountability.

"For example, I have in mind a course that would bring together students from HBS, Harvard Law School, and the Kennedy School to explore, as board members and as leadership teams of companies, what could be done … both through innovative business strategies and through innovative institutional arrangements."

According to Paine, many HBS students share the concerns voiced in the book and aspire to the type of entrepreneurial leadership needed for reform. "It's critical that we harness the energy and ideas our students bring to these challenges, and that we as a faculty help them develop the skills and capabilities needed to practice this kind of leadership."

So even as the market system has created threats to its own sustainability, it can also reward enterprising companies of any size that can turn these problems into opportunities. The book provides examples of business efforts that promote social good without sacrificing profit: a mobile communications rollout in rural China that "extended the benefits of participating in the market system to millions of people" while increasing profits and growth at the country's largest telecommunications firm; "a boutique asset-management firm that invests in companies whose business models are aligned with the needs of a sustainable global economy."

But Capitalism at Risk leaves a lot of the heavy lifting in the hands of business leaders. "We're pretty clear that we don't have all the answers," says Bower, "but we're also pretty clear that we need action."

The form that action takes remains to be seen. But it's worth noting that while members of the "Occupy" movements may be retreating for the winter, the problems they have highlighted are likely to remain with us for some time.

About the author:Maggie Starvish is a writer based in Somerville, Massachusetts.

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We need to talk about capitalism, say CEOs

We need to talk about capitalism, say CEOs

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Simon Mann

Professors from the Harvard Businees School, above, have identified ten major threats to capitalism. Photo: Greg Newington

Three professors from the world's pre-eminent business school have co-written a study that at first blush looks to fall more into the genre of horror story than business text.

But in identifying 10 powerful forces that threaten the existence of the capitalist system - the most successful engine of economic growth the world has known - the dons of the Harvard Business School appear to have drawn a line connecting the fears of the boardroom and those of the protesters of the Occupy Wall Street movement.

Income disparity, resource depletion and potentially cataclysmic climate change were recognised by CEOs in a series of conversations conducted by Harvard as among the potential ''disruptors'' of global prosperity. The financial meltdown of 2008 and the Occupy movement are clear manifestations of those fears.



''And we would expect more [of the same],'' says co-author Joseph Bower. ''Because people really feel outraged.''

Professor Bower and his colleagues note in their study the broad concerns of the 46 business thinkers brought together in forums on three continents, but by far the most widely held was ''the tendency of capitalism, as it currently functions, to produce extreme disparities of income and wealth''.

Said one unidentified Asian business leader: ''Herein lies a major challenge, because the world has become very much more prosperous as a result of market capitalism. The rich have become richer. The poor in most cases have become richer. But the gap between the rich and the poor has grown wider … There is the growing sense of being left out, even as people are getting better off.''

One European executive said: ''What was the good of capitalism? Was it the fact that we were building a very large, very well off - not wealthy but well off - middle class? We are not doing this any more.''

The Harvard project coincided with the Business School's centenary. What better way to celebrate it than to examine the state of the system that had nurtured its own rise to prominence? By then, it had conferred nearly 56,000 MBAs on men and women, many of whom went on to head prominent companies in the US and around the world.

The school brought together chief executives and business leaders in 2007 and early 2008 for its series of discussions. They included Australia's David Murray, the former Commonwealth Bank boss who is now chairman of the Future Fund.

Using its famous case-method approach to inquiry, it took as a starting point the then most recent World Bank growth projections and batted around the issues. Capitalism at Risk: Rethinking the role of business, just published, is the result.

Joining in the talks were executives such as Jeffrey Immelt of General Electric, John Elkann of Fiat and Bertrand Collomb of Lafarge.

That capitalism has delivered for billions is not at issue: in the last decades of the 20th century, 97 per cent of countries enjoyed increased wealth, according to the World Bank. But the executives cited as potential threats the powerful forces within financial markets, environmental degradation and political populism, terrorism and war, migration and pandemics.

''History tells us that when an awful lot of people are disenfranchised, they have no incentive to play by the rules, and given today's communications availability, weaponry … that's an issue we have to really think about,'' one said.

Unsurprisingly, they back business, not government, to ameliorate strains on the system through innovation and activism. ''Good government is crucial, to be sure,'' write the Harvard professors. ''But government … needs the support and engagement of business to function effectively.''

In the US, the argument for higher taxes on the wealthy has coalesced around billionaire investor Warren Buffett, who has become a poster boy for the Obama's administration's campaign to raise revenues, resisted by Republicans.

''Finding a way to mobilise the entire relevant business community - and others - to help support the needed taxes simply makes sense,'' the Harvard dons conclude.

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Going global – a new breed of executive MBA

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BY Matt Symonds

The world’s top full-time MBA programs have enjoyed several years of rising applicant numbers, fuelled by the struggling economy and strong international demand, notably from Asia. But with an improving global jobs market, many schools are now seeing a fall in full-time MBA applications. However, what may be bad news for one part of the business school portfolio, is likely to be good news for another.

With no need to sacrifice your job, the Executive MBA is looking like a sound investment for seasoned managers with an eye on a place in the C-suite. The most recent survey conducted by the Executive MBA Council reported a 3 per cent increase in enquiries on the previous year. Despite one or two notable exceptions (the Harvard Business School and Stanford GSB are yet to offer an EMBA course) it appears that schools around the world have been taking note, and placing international expansion and global business practice at the top of the executive agenda.

Trium, a Global Executive MBA programme run jointly by NYU-Stern school, HEC Paris and the London School of Economics, is celebrating its tenth anniversary by adding a second cohort in 2012. “We are now expanding this program because both the need and the value of having a global perspective have increased in the intervening decade,” explains Bernard Ramanantsoa, Dean of HEC Paris. “The program integrates international economic, political and social policy into the business curriculum, which are aspects often neglected in traditional business curricula yet are widely accepted as critical to successful global business.”

More companies are also turning to business schools to help develop managers who can lead teams in a global business environment, and consider programs such as OneMBA, a partnership of five leading schools on four continents, as part of their institutional training platform. For Craig James, a Global Controls Advisor at ExxonMobil, the Global Management and Leadership course on the OneMBA program, helped strengthen his cultural awareness, and enabled him to more effectively manage global work teams.  “I took what I learned on the weekends and applied it on Monday mornings.  My OneMBA global study team was a mirror image of my global team at work.”



Another benefit of the modular delivery format favored by the new wave of executive MBA programs is that distance from the campus is no longer an issue. The University of Cambridge’s Judge Business School recently launched its own EMBA and is already welcoming students from far beyond its UK location. The program brings students together once a month, supported by a virtual learning platform, and has meant that students in the first class include a VP from the Walt Disney Company, who makes the monthly commute from Los Angeles.

At first glance therefore it may appear that the global learning initiative has been seized by European schools. Spanish school IESE has recently announced a new EMBA programme based in Sao Paulo, to help develop executives across Latin America. The London Business School now offers it’s Global EMBA in both London and Dubai, as well as a joint programme with the Columbia Business School and Hong Kong University, while rival school INSEAD has further expanded its global footprint, adding an Abu Dhabi campus to existing EMBA options in Fontainebleau and Singapore. In addition to Trium, French Grande Ecole, HEC Paris offers no less than five locations for their executive MBA, in Paris, Beijing, Shanghai, St. Petersburg and Doha in Qatar. The school ensures that all participants follow the same core curriculum and receive the same fundamental content, regardless of where they enrol. Pierre Dussauge, academic director of the EMBA, says the benefit of this is clear. “Our aim is to build a strong participant network across all five locations. If a participant is based in France, but completes a module in China, Russia or Qatar, he or she will be able to build a network of peers around the world.”

But US business schools are determined not to be left behind. The Darden school at the University of Virginia launches its GEMBA in August this year with a clear aim to bring students to the five key markets they feel will figure most prominently in shaping business in the coming century: China, India, Brazil, the US and Europe. Maureen Wellen, Assistant Dean of the Global EMBA Programme at Darden confirms that the program was driven by clear demand from the market, “We asked a lot of people around the world and there was definitely an appetite for the school’s expertise globally – especially from people who were unable to come to Darden for the two-year residential program. Also, it’s clear that students in both the US and abroad want to attain a level of global literacy that most traditional programs simply cannot offer.”

The school’s dean, Bob Bruner, adds to this sentiment. He recently chaired a report by the AACSB accrediting body entitled The Globalisation of Management Education, which suggested that the trend for global programmes is only going to continue on an upward curve. He says, “Business schools have been slow to react to the growing importance executives place on international experience. The rate of globalisation is only going to increase and it will be a disruptive force for which many more managers need to prepare.”

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