Abstract
In a global marketplace with around 150 EQUIS- and EPAS-accredited business schools offering MBAs and thousands of other MBA programmes, differentiation is a challenge.
For Britain’s Ashridge Business School this came into sharp focus when a 2009 internal quality review concluded controversially that its MBA had been innovative and was excellent but was probably notright for the future. The response was a major strategic review leading to new integrated full-time and part-time MBA programmes, which started in September 2012. This article shares our experience in rethinking the Ashridge MBA and the challenges we and others faced in making it happen.
For Britain’s Ashridge Business School this came into sharp focus when a 2009 internal quality review concluded controversially that its MBA had been innovative and was excellent but was probably notright for the future. The response was a major strategic review leading to new integrated full-time and part-time MBA programmes, which started in September 2012. This article shares our experience in rethinking the Ashridge MBA and the challenges we and others faced in making it happen.
| Original language | English |
|---|---|
| Pages (from-to) | 46-49 |
| Number of pages | 5 |
| Journal | Global Focus |
| Volume | 6 |
| Issue number | 3 |
| Publication status | Published - 2012 |
| Externally published | Yes |