Executive MBA 2014 by Education Post

Executive MBA

2014

http://www.educationpost.com.hk/emba-2014oct

• ‘Auntie politics’ in the boardroom • China’s top EMBA players moving up the ranks of the world’s best • Interviews, events, and more

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CONTENTS Feature

‘Auntie politics’ in the boardroom LOUISA WAH HANSEN

Trends

China’s top EMBA players moving up the ranks of the world’s best ANDREA ZAVADSZKY

In the news

Senior officials told to quit EMBAs in China MANDY ZHOU

Education

International growth lab JOHN CREMER

Opinion

The legend of Alibaba VINCENT LI

Event

CKGSB workshop showcases the Chinese way of business to the world WONG YAT-HEI

Feature

tics’ i l o p e i t n u ‘A in the boardroom Louisa Wah Hansen How

‘faultlines’

play

them-

selves out in the boardrooms of

Typically, these Chinese family businesses operate

tion expert Norris Yang shares his

family bonds are what glues staff members togeth-

Chinese family businesses? Media-

under a patriarchal or matriarchal system, in which

sharp observations and insights.

er, according to Yang. “If these companies run by Chaozhouese (潮州人), Wenzhouese (溫州人) or Fujianese (福建人) are not too big in size, things still

Norris Yang, executive director of Hong Kong-based

have a way of working out. Families from other re-

mediation and arbitration consultancy ADR Inter-

gions may be less cohesive and more conflicts may

national and chairman of the communications and

arise among extended family members, most likely

publicity committee of the Hong Kong Mediation

when the spouses, children, in-laws or aunties and

Accreditation Association, has provided advice and

uncles are involved,” says Yang.

mediation services to many family businesses. Most of these companies — based in Hong Kong with

When a second- or third-generation member is

operations in mainland China — do not have pro-

brought into the board of directors or top manage-

fessional managers, or “outsiders”, sitting on their

ment team (TMT), there is a tendency for further

board of directors. The exception is the large-scale

conflicts to arise. Based on his observations, Yang

or listed companies, in which case the lack of out-

says the younger members of the family businesses

sider managers is a recipe for lacklustre business

often have a need to prove themselves in the eyes

performance, Yang says.

of the old-timers. “Often, the only way to prove

“

The elder generation in a family business must learn to let go

“

Norris Yang

Photo: iStockphoto

their abilities is to take risks,” he explains. “And

ure of quality that strives for near perfection) — are

you’re going to see a much higher level of risk-tak-

a result of the knowledge they have acquired in their

ing behaviour than if you were to hire an out-

overseas studies and may not necessarily be appli-

side manager, as the money isn’t hard-earned but

cable in a small-scale family-run operation. “This

inherited instead.”

may actually sacrifice the efficiency of the business as the existing business culture may be reluctant

Alternately, says Yang, some would-be successors

to accept such drastic changes or to sustain them,”

will go the route of performing external duties that

Yang points out.

exhibit “filial piety” (reverence for the elder generation, considered a moral virtue in the Chinese

Adding to the tangled web of family relationships

tradition) to the business owners with the goal of

within these companies is the introduction of an

obtaining more power or more shares within the

outside manager in the top management structure,

company — or both.

thus creating the so-called “faultline,” as mentioned previously in our feature article.

According to Yang, one of the common strategies these so-called successors of the family businesses

When outsiders come into the picture

employ to prove themselves is to “deep-freeze” the

There is good evidence that outside professional

old-timers and install new systems and “best prac-

managers contribute positively to family business-

tices,” some of which — such as Six Sigma (a meas-

es. For example, tycoon Li Ka-Shing’s Cheung Kong Executive MBA

Feature

Photo: Edward Wong

Li Ka-shing

achieved excellent performance and good public

phemism that refers to the shoe shiners who work

relations when outside professionals were hired to

in Theatre Lane in the Central district of Hong Kong.

manage the company, before Li’s sons were brought

“Shoe shiners” is the local slang equivalent to the

in.

American “brown-nosers.”

However, the presence of outsiders in the TMT of

The inefficiency resulting from such dynamics is

a family business — or a strong faultline — may

one reason why it is at times difficult for some fami-

not necessarily lead to positive company per-

ly fortunes to flow to the third generation—fulfilling

formance in a straightforward way. There may

a well-known Chinese prophetic saying (富不過三

be complications.

代), laments Yang. As the younger generation, who has never experienced poverty, no longer shares the

“Most outside professional managers hired to work

same motivation as their parents or grandparents to

in a family business would rather not criticise those

succeed through their own hard work, says Yang,

family members in high positions, especially young-

many of them are either doing a lacklustre job in

er generation members who have returned home

managing their family business or simply don’t want

from their overseas studies, with newly minted

to carry on running it.

flashy Ivy League MBA degrees. In such cases, these professional managers either feel inferior or do not

“My view is that the elder generation in a family

want to rock the boat,” explains Yang. He believes

business must learn to let go,” says Yang. “Sadly,

this phenomenon is especially true in the context of

many Chinese people are not willing to do so. They

Chinese culture, which can still be dominated by

would rather let a relative run their business when

hierarchical thinking.

they are too old to do so, than to hire outside professional managers.”

As a result, some outside managers may act in a way that would not risk their own career success within

Are insiders necessarily more trustworthy?

such companies. “The more successful non-family

The reason why the elder generation of Chinese

professional managers working for a micro-manag-

family businesses are not willing to “let go” boils

ing chairman are those who have graduated from

down to the concept of the “trusted inner circle” (

Theatre Lane,” says Yang — jokingly using the eu-

自己人), or guanxi (關係), as it is much easier to de-

fer to the “Confucian moral teachings” and “family

Whether the top management team is run by out-

fidelity” than to the trust for “outsiders,” according

siders or family members, Yang believes that the

to Yang. But he questions whether family members

most important thing is to establish clear-cut power

should automatically be granted the status of a

boundaries. What does that mean? Yang gives the

“trusted party.”

following example: If the son of the business owner returns from his overseas studies and joins the

“Participation by family members does not auto-

company, draw the line to show which areas of the

matically exempt the business from experiencing

business he should and should not touch.

outright fraud or incompetence,” observes Yang. “In fact, if you hire someone you don’t totally trust, it

“It is best to place him at the lowest rung of the

creates a heightened sense of alertness and puts you

company structure and allow him to work his way

on your toes. As a result, you will not be cheated on

up to the highest position so that he will learn the

so easily. The English word for ‘crisis’ translates into

ropes of how to run a business with hands-on expe-

weiji (危機) in Chinese, a compound word made up

rience — much the same way as Eric Hilton, the son

of the words “danger” and “opportunity.” All crises

of Conrad Hilton, founder of his namesake hotel

have an element of “danger.” Yet there is also an

chain, learned the hotel business by starting to work

“opportunity” to change or adapt to the future. It is

in the mailroom and then as a bell boy,” he says.

therefore a positive thing.”

“The other employees only knew him then as ‘Eric’ and even years later, his previous buddies will be his

Another advantage of hiring outside professionals is

eyes and ears on the frontline, giving him valuable

that one can leverage on their experience, skills and

insights into his own hotels and the competitors.”

business network, which may not necessarily be present within the family, says Yang. One example

Originally published on China Business Knowledge

is marketing strategies and skills for the Internet age,

@CUHK

which are generally lacking among the elder family members of Chinese businesses. Yang cites Li & Fung as an excellent example of a Chinese family business that has leveraged the talent and skills of numerous professional senior executives from outside the family. Its success suggests that having a clear “faultline” in the top management structure does help improve a company’s performance.

Norris Yang Executive MBA

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Trends

ving up mo s er ay pl BA EM p to s Chinaâ&#x20AC;&#x2122; s best the rank s of the worldâ&#x20AC;&#x2122;

ANDREA ZAVADSZKY A growing number of Chinese EMBA programmes are

claiming a position in the latest Financial Times Executive MBA Ranking 2014.

Of the 15 China EMBA programmes listed in the 2014 rankings published recently, thirteen are in the top

50, including the three programmes offered by Hong Kong universities.

(HKUST Business School) and the Kellogg School of Management at Northwestern University. The programme is known for its’ graduate’s excellent work experience before starting the course (ranking third globally) and achieving the highest average salary hike at US$403,560 per annum three years after graduation. This represents a 33 per cent increase from their pre-EMBA average salary. The Chinese University of Hong Kong (CUHK) Business School EMBA has ranked 24th in the global contest. Maintaining a spot in the top 25 for the 14th consecutive years, it is the highest-ranking independent programme in Asia for more than a decade. “We were the first EMBA programme in Hong Kong and it is a truly ‘Made in Hong Kong’ product. As always, ranking is not our foremost pursuit, what is important is to maintain our ability of nurturing top-notch management talent to meet the needs of Photo: iStockphoto

Hong Kong, the mainland and the world,” said Professor Andrew CF Chan, EMBA programme director at CUHK Business School.

The Kellogg-HKUST EMBA has kept its top position, ranking first in Asia and second globally. In the past

Ranking 49th this year having steadily progressing

eight years the programme clinched the number

from 54th place in 2012 to last year’s 51st place, the

one position globally for six years, and was ranked

executive stream of the Faculty of Business and Eco-

number two for the other two years.

nomics of The Hong Kong University and the School of Management of Fudan University’s Master of

Launched in 1998, the programme is jointly of-

Business Administration (International) programme

fered by the Hong Kong University of Science and

(IMBA) launched in 2007 has also come of age and

Technology’s School of Business and Management

made it into the elusive top 50 ranks. Executive MBA

Trends

As they gain a stronger foothold in the global ranks,

Business, London School of Economics and Politi-

Chinaâ&#x20AC;&#x2122;s EMBA programmes are coming of age and

cal Science, and HEC School of Management, Paris.

should be on the watchlist for those who are serious about investing in an EMBA and taking their career

The programme offers a transformational learning

up a notch or two.

experience and the chance to network with a remarkable group of global business leaders, allowing

The world leader

students to develop lifelong professional and per-

Moving up from fourth place last year, the 2014

sonal connections. The curriculum integrates geo-

world leader TRIUM Global EMBA, takes the cov-

political, economic, and social policy issues with

eted number one spot. The innovative programme

business, enabling students to tackle global strategic

is driven by the alliance of three world-renowned

issues with confidence and creativity.

institutions, New York University Stern School of

Application trends According to a survey by Graduate Management Admission Council (GMAC), more than half (54%) of executive MBA programmes report stable (9%) or increased (45%) application volume this year compared with 2013. Changes in volume differ by world regions, however; the majority of US-based programmes report declining volume (58%) and 39 per cent report increases. The percentage of European programmes reporting either increased or decreased volume are split evenly: 40 per cent report increased application volume and 40 per cent report declining numbers. Up

Flat

Down

100%

Percentage of programmes

24% 80%

42%

39% 51%

46%

13% 60% 12% 16%

9% 18%

40% 59% 42%

20%

45%

49% 31%

2010

2011

2012 Executive MBA

2013

2014

*Percentages may not sum to 100 due to rounding. Source: Data for 2010 to 2013 are from GMAC Application Trends Surveys conducted in those years.

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Programs

Study Locations

Student Profile

Non-US Citizenship

The Duke MBA—Cross Continent

Shanghai/Kunshan, Santiago, New Delhi, St. Petersburg, Durham, NC USA

Average age: 30 Average years of work experience: 7

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Average age: 39 38 percent Average years of work experience: 15

In the news

Photo: iStockphoto

ficials f o d n a l n i a Senior m BAs told to quit EM Senior mainland officials have been

Mandy Zhou

However, officials seldom pay the cost of the cours-

ordered to stop studying for exec-

es themselves; they will either let businesses or the

tration degrees as part of Presi-

Times reported.

utive master’s business adminisdent Xi Jinping’s anti-corruption campaign.

Such courses can cost about 600,000

yuan (HK$756,000) a year – up to

more than 10 times the annual salary of some officials.

government’s public fund pay the fees, the Beijing

The China Europe International Business School (CEIBS) in Shanghai – one of the top-ranked EMBA providers – has deleted the names of three senior officials from its list of students. It follows a central government document issued in July, which listed the school’s courses as “expensive social training programmes” and ordered government officials taking the EMBA course to quit immediately, the newspaper reported. “Businesses may not send cash or shares to an official, but will say they can pay the study fees ... of more than 600,000 yuan a year ... only a small amount in the whole chain of corruption,” Liu Wei, mainland EMBA professor said.

Experts said there was no need for government

Therefore, an EMBA would be a good choice, be-

employees to study for an EMBA, which was de-

cause it would help to build business connections

signed for corporate executives. Taking such

and also provide the official with greater respecta-

programmes was likely to cause corruption, the

bility, Liu said.

newspaper reported. He said some business schools even offered secret The government document said that all EMBA pro-

discounts to officials. “For senior officials, some

grammes, particularly those provided by the CEIBS

schools will even admit them for free,” Liu said.

and the Cheung Kong Graduate School of Business, were classified as “expensive” and cadres were pro-

Some companies would also offer to pay the fees for

hibited from attending.

the officials as a form of bribery, he said.

Those officials wishing to study cheaper social train-

“They may not send cash or shares to an official to-

ing programmes would have to pay the fees them-

day, but they will say to officials who want to study,

selves after gaining official approval, it said.

or expand their business connections, that they can pay the cost for them.

Liu Wei, a professor who taught EMBA courses at two leading mainland business schools, was quot-

“The most expensive course will cost more than

ed by the newspaper as saying that one of his

600,000 yuan a year, although this is only a small

classes of 60 students had included more than 10

amount in the whole chain of corruption,” Liu said.

government officials. Other officials would also spend government funds Some of the officials had experience of state-owned

to pay for their education fees, he added.

enterprises and had taken the course to gain more knowledge, but others had attended simply to gain

Wang Yukai, a professor at the Beijing-based Chi-

business contacts or improve their résumé, Liu said.

nese Academy of Governance, said that rather than taking an EMBA, it would be more suitable and

“For example, if a local government needs invest-

cheaper for government officials to study for a mas-

ment from big companies, it may be inappropriate

ter’s degree in public administration.

to go directly to a business person when pursuing cooperation with a company,” he said. “In such

“Corruption does not include only power-for-mon-

circumstances, some officials would take an EMBA

ey deals, but also involves the wasting of govern-

programme in order to establish contacts in busi-

ment funds,” he said.

ness circles.” In other cases, an official might have gained only a bachelor’s degree or an even lower qualification, so would need better qualifications to add to his résumé, he said. Executive MBA

Education

Greg Hanifee

International growth lab A new course introduced by one of the

world’s leading business schools is specifically designed to give executives up-close

experience of how multinationals sustain success.

JOHN CREMER Known as the “international growth lab”, it allows students from the Kellogg School of Management at Northwestern University and partner institutions to collaborate on developing international growth strategies for global companies. This is done remotely and through on the ground visits to get a fuller understanding of operations and issues and to assess where new markets or other openings could be found. “We realised that executives in our network want to understand how to view opportunities both in their local environment and across the global landscape,” says Greg Hanifee, Kellogg’s associate dean of executive MBA programmes. “And since geographic borders mean less today than ever, it is important that core content is delivered in a global context and framed for immediate application.” This is just one aspect of a renewed focus on developing “brave” leaders with the ability to inspire growth in people, organisations and markets. It recognises that the solutions to today’s business problems and longer-term issues depend on breaking down the functional silos still seen in many companies as generally impeding their progress.

research and teach, concentrating on three key cross-disciplinary areas,” Hanifee says. The first is markets and consumers, looking more closely at the core of value creation – what people need, want and desire – which lies at the heart of

“

“That is why we are investing to advance what we

Executives in our network want to understand how to view opportunities both in their local environment and across the global landscape

free market economics. Whole industries are built on successfully anticipating and meeting that demand. So, the school’s broad aim is to generate and disseminate knowledge to help business leaders re-

work. “Overall, we believe tomorrow’s leaders will

invent markets and fuel growth through greater in-

face increasingly complex problems, so we need

sight, trust and connectivity with customers.

to facilitate a transformational experience for our students to grow both personally and professionally

The second area is described as architectures of col-

and be prepared for these challenges.”

laboration. In essence, the goal here is to realise an organisation’s full potential by rethinking how peo-

Across the school’s EMBA network, another part

ple, knowledge and resources are linked and inter-

of that is to provide more leadership coaching op-

act. Ideally, this needs to happen creatively and flu-

portunities, elective choices and career develop-

idly, so that leaders can build agile teams, strategic

ment programmes which encourage reflection and

partnerships and responsive stakeholder networks.

self-awareness.

The third focus area is innovation and entrepre-

“We also put our executive students in ethically

neurship. It assumes that all businesses now face a

challenging situations where they have to explore

continual need to reinvent themselves and create

the implications of a variety of decisions,” says

additional value through new concepts, products

Hanifee, whose 25-year career has taken him from

and processes.

the telecommunications sector to consulting and then higher education. “Besides which, we are ex-

“In this respect, we are helping business leaders in

panding our ‘values-based leadership’ programmes

start-ups to large corporations to discover, foster and

across the global network and believe that engage-

implement new ideas and turn them into systems,

ment across cultures accelerates students’ ability to

goods and services which have value,” says Hani-

apply knowledge immediately and drive growth in

fee, who also directs the Kellogg global EMBA net-

their own organisations.” Executive MBA

STAND HIGHER Join the World Class

The world class EMBA program: taking top executives higher Join the leadership elite The Kellogg-HKUST Executive MBA program is an exceptionally challenging program uniquely tailored to bring together the best and the brightest to our strategically located campuses around the world. The Kellogg-HKUST Executive MBA program is a partnership between the Kellogg School of Management at Northwestern University (Kellogg) and the Hong Kong University of Science and

Kellogg

Executive MBA program Kellogg School of management Northwestern University Chicago, Illinois, U.S.A.

Kellogg-WHU

Executive MBA program WHU Otto Beisheim School of Management Vallendar/Frankfurt, Germany

www.emba.ust.hk

Technologyâ&#x20AC;&#x2122;s School of Business and Management (HKUST). The diversity of the business leaders who take part in the program enables a network with global insights and local sensibilities. This network extends far beyond the classroom and continues as an invaluable resource for alumni throughout their careers.

Kellogg-Recanati

Executive MBA program Leon Recanati Graduate School of Business Administration Tel Aviv University Tel Aviv, Israel

Kellogg-HKUST

Executive MBA program HKUST Business School Hong Kong University of Science and Technology Hong Kong, China

Kellogg-Schulich

Executive MBA program Schulich School of Business York University Toronto, Canada

Ranked No. 2 in the world (2014) Ranked No. 1 in Asia Pacific (2014) Ranked No. 1 in the world for 6 times in the past 8 years Source: Financial Times (2007-2014)

Pinnacle of Power The Kellogg-HKUST Executive MBA program brings together leaders in a truly remarkable intellectual quest that is designed to make a difference, and to leave a mark. Our dynamic interaction of faculty and class members has inspired generations of brilliant business minds, men and women who have gone on to shape the business landscape of whole industries and entire countries around the globe. Teaching is intellectually rigorous and deeply tuned to the political and economic realities of today, designed to open up previously unexplored

Kellogg-Miami

Executive MBA program Kellogg School of management Northwestern University Miami, Florida, U.S.A.

Guanghua-Kellogg Executive MBA Program Guanghua School of Management Beijing, China

routes to success. But the program goes far beyond the accumulation of knowledge. We create an environment that demands deep thinking, but also one which fosters empowerment and networking at both personal and industry levels. World-embracing and personally enriching, the Kellogg-HKUST Executive MBA program brings together the elite from five continents and gives them all they need to shape unique futures for themselves and the world they influence.

Opinion

With nearly US$22 billion (and up to US$25 billion

The legend of Alibaba VINCENT LI

with the greenshoe, i.e., overallotment, option exercised) raised, it has become the third largest IPO ever, and is the largest single IPO in the US since Facebook’s offering in 2012; the closing price of its shares, 38 percent higher than opening after the first day of trading, puts its market capitalisations value at US$231 billion, making the 15-year-old company

Jack Ma has made some hot head-

the 17th largest public company in the world, ahead

rising

class companies of much longer heritage.

lines

recently, to

become

not

least

Asia’s

for

second

richest man — and 71st on Forbes’ list of global billionaires overnight

—

since

Alibaba

started

trading on the New York Stock Ex-

of Coca-Cola and Disney — and many other world-

Beyond the headlines of glamour, food for thought and seeds of inspiration can be found in the story of Alibaba.

change. The successful flotation

Firstly, while state-owned enterprises (SOEs) still

has raised eyebrows with a list

freshing to see a civilian business with no conspic-

of the Chinese e-commerce company of admirable feats.

control a large part of the Chinese economy, it is reuous political backing not just cutting a figure and soaring to such heights of success domestically, but drawing envy and admiration globally. In the new Chinese era, where market forces are expected to

Jack Ma

Photo: AFP

economy — and SOEs are being urged to change and reform in creating wealth — encouraging, that there should be no shortage of contemporary best practices for success to be found at home. For many young people in the new generation, whose prime aspiration is still to join the workforce of local government to ascend to positions of influence, it also sheds light on the alternative path of entrepreneurship and hard work in the quest for promising possibilities. Secondly, it shows that the road to wealth creation in China is not necessarily restricted to the businesses of infrastructure and real-estate development — which, unfortunately, have so often been tinged with bad news in the shape of land grabbing, extortion and corruption. Although Alibaba has not been entirely free of scandal, it also shows that success stories of tech start-ups by founders from humble or-

“

He likes, and is inspired by Forrest Gump; but certainly no more than by the legendary tale of the Arabic character, Ali Baba, and the hidden treasure which the magic door famously opened to

“

be further stepped up for allocating resources for the

igins thinking and winning big are not the exclusive privilege of Silicon Valley. Thirdly, it opens the door for the outside world to

The list goes on. But, lastly and somewhat sadly, it

glimpse and appreciate the quiet but rapid evolu-

proves to me the power of vision and entrepreneur-

tion of e-commerce that has been going on in China

ship — which I lacked. Nineteen years ago, Jack Ma

for the past decade or so. It is now a well-known

was amazed at the internet and fascinated at the

fact that Taobao’s business is bigger than Amazon

auspicious future it might herald to when he first

and e-Bay combined. To name just a couple of other

saw it in the US. Around the same time, I was also

examples from the fast expanding online consumer

told about the wonderful future which e-commerce

landscape in China, frequent travellers should be

may bring to the world, but I was unimpressed and

familiar with the Chinese travel site Ctrip, which

simply shrugged it off. I was uninspired and unimag-

claims to offer hotel choices for over 70,000 prop-

inative and, also not yet MBA-accredited at the time,

erties in China; mobile apps for calling taxi services

knowing and believing in nothing beyond working

in Shanghai are no less efficient than daily commu-

hard to climb the corporate ladder— and perhaps

nications on WeChat or WhatsApp.

also trapped by the subconscious belief in destiny.

Fourthly, Alibaba’s shares offer worldwide investors

Jack Ma told the media that he likes, and is inspired

the promising prospect of benefiting from the growth

by Forrest Gump; but certainly no more than by the

of modern China, in particular its increasingly afflu-

legendary tale of the Arabic character, Ali Baba, and

ent middle class — which, ironically, many foreign

the hidden treasure which the magic door famously

companies that set foot in the kingdom for seeking

opened to.

to do business so covet but, more often than not, failed to tap into. Executive MBA

Event

Professor Teng Bingsheng

CKGSB workshop showcases the Chinese way of business to the world Renowned mainland scholar says international firms must embrace the China market and foster collaboration with its brands.

WONG YAT-HEI

In September, Cheung Kong Graduate School of

In facing these challenges, Teng says, MNCs must

Business (CKGSB), hosted a workshop, “Winning in

adjust their mindset in doing business there. “In-

China: New Strategy for MNCs”, at the Four Seasons

stead of seeing the mainland as a place to manufac-

Hotel, where experts shared their insights into busi-

ture goods, MNCs should be thinking about making

ness trends and practices in China.

use of its white-collar workforce,” he says. “For example, mainland engineers are considerably cheap-

In his speech, Teng Bingsheng, associate professor

er than those in developed regions. MNCs should

of strategic management and associate dean of the

think about bringing high-end product development

CKGSB European Campus, noted that multination-

to the mainland rather than building factories.”

al corporates (MNCs) on the mainland are facing major challenges due to changes in the business

In recent years the mainland has demonstrated

environment. “There are three main hurdles for

that it is capable of manufacturing world-quality

MNCs,” Teng says. “Number one is the rising cost

products such as Xiaomi smartphones. Teng thinks

of manufacturing – they can no longer take ad-

MNCs need to acknowledge the abilities of local

vantage of low labour costs and rents to make the

brands and bring their best products to the main-

mainland their manufacturing base. The second is

land market in order to stay competitive. “I don’t

the growing competitiveness of mainland brands –

think companies can get away with bringing in sec-

MNCs no longer hold a distinct advantage in prod-

ond-tier products anymore,” he says. “Competition

uct quality. The third is the stronger enforcement of

will be intense as mainland companies enhance the

anti-bribery regulations.”

quality of their products. MNCs need to respect the mainland as a world-class market.”

The central government has put more effort into en-

The programme is a first-time collaboration between

forcing anti-bribery laws since President Xi Jinping

two prestigious institutions. “The relationship is ex-

took office in 2012. “MNCs are confused, they no

clusive,” Teng says. “Many famous western business

longer know the boundaries in staying out of trou-

schools bring their materials to schools in Asia, but

ble,” Teng says. “They can consider deeper collabo-

we only work with one another. Both CKGSB and

ration with local firms, who are more familiar with

IMD have the same amount of output. We recruit

government policies. The Chinese government is

half the students from Asia, half from Europe. Half

going to create a more open market. MNCs do not

of the teaching staff are from Europe, the other half

need to worry that the government is trying to force

are from the mainland.”

them out. In fact, they should try to enhance communication with the government.”

According to Teng, the programme targets three types of students. “We are looking forward to re-

The joint EMBA programme

cruiting executives serving in MNCs who do busi-

To find out more about challenges and opportuni-

ness in Asia,” he says. “The programme will allow

ties in the booming mainland market, Teng advises

them to learn about Chinese management culture.

workshop attendees to consider the CKGSB-IMD

On the other hand, Chinese executives can also

Dual EMBA programme. “In the past 20-plus years,

benefit greatly from the programme by learning

I have seen executive education on the mainland

from their European counterparts. In recent years,

evolve,” he says. “In the 1990s, mainland institutes

Europe has become a popular investment destina-

invited many world-class academics from the west

tion for Chinese firms and it is important for them to

to give lectures. Many of these programmes were

be aware of the situation in Europe.”

MBAs, focusing on theories. They attracted mainly middle managers or entrepreneurs who were start-

The third target group is second-generation leaders

ing out. Round about the year 2000, the concept of

of mainland businesses. “Many second-generation

EMBA, which focuses more on practicality, began to

leaders were educated in the west,” Teng says. “They

gain support on the mainland, inspiring established

find running a business on the mainland very differ-

entrepreneurs to return to school. The next step is

ent from what they have learned about at school.

for mainland business schools to show the world

The programme teaches them about the situation on

Chinese-style business operations, which is what

the mainland, enabling them to make a smoother

the CKGSB-IMD Dual EMBA programme plans

transition to becoming a second-generation leader.”

to achieve.” Looking ahead to the future of executive education Teng explains that many US-based business study

on the mainland, Teng says that the days of relying

courses target middle managers and do not appeal

on western knowledge are over, and it is now time

to many mainland business leaders who are self-

for the mainland to demonstrate Chinese manage-

made entrepreneurs. “They are not satisfied with

ment culture to the world. “We have created a lot

theory; they need to be practical, which is why the

of original content which we want to share with the

CKGSB-IMD Dual EMBA programme can satisfy

world,” he says. “The programme has set up offices

their education needs,” he says.

in London, New York and Hong Kong, and the plan is to promote it to the rest of the world.” Executive MBA

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CARLO S T EI X E I R A Associate Professor, School of Design Strategies, Parsons, The New School for Design

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Design management Design concept Design strategy Design policy

‘Design’ as

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Design promotes a flow of knowledge of technological capabilities developed inside global corporations for application outside the organization and intended to transform (desirably for the better) users’ community knowledge.

‘Design’ as

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Design as a Knowledge Agent | P. Bertola, Facolta del Design, Politecnico di Milano University, 2015 Milan, Italy; J.C. Teixeira, Institute of Design—Illinois Institute of Technology, Chicago, USA | Design Studies Vol 24 No. 2 March 2003