Wednesday, August 3, 2011

The value of an MBA

The value of an MBA

MY recent calculations show that in October this year the value of an MBA to an organisation ranged from 3.1 per cent to 19 per cent of its market capitalisation. I need to explain the precision of this puzzling statement. Veritas Software Corp. is a California-based company that makes storage software. Its Chief Financial Officer, Mr Kenneth Lonchar, was fired recent...ly after it was found that he had wrongly claimed to have an MBA degree (from Stanford University). When this news was revealed, the share price of Veritas (which means `truth' in Latin) fell by 19 per cent.

A second event also in October concerned Bausch & Lomb Inc. The company announced that Mr Ronald Zarrella, its Chief Executive, did not have an MBA (from New York University) as he had claimed in his resume. The company's share price fell by 3.1 per cent on receipt of that news.

Another specious way of viewing the same news items is to say that a Stanford University MBA is worth 19 per cent of a company's value while a New York University MBA is worth only 3.1 per cent of a company's value. However, I somehow doubt if either of those universities are rushing their new advertisements to the newspapers proclaiming these values. Which should be surprising since rankings of MBA programmes are of such value that universities promptly release new advertisements touting their new position. For example, the advertisement from Emory University says, "Ranked in the Top Ten programs by both Business Week and Financial Times ... '

Rankings are big business. Ranks are provided by several journals including the US News and World Report, Business Week, The Economist and the Wall Street Journal. These ranks are much-awaited and each publication prefaces its survey with a comment claiming how important its rankings are. For instance, the Wall Street Journal's editors proudly claim about their recently released set of ranks: "The impact was even greater than we could have imagined. Schools that typically do well in other rankings were stunned and dismayed by their poor showing in our survey. Schools that fared well reported a surge in students accepting admission offers.''

The MBA degree should be riding high. For the first time, a person with an MBA degree, Mr George Bush, is the President of the US or "leader of the free world'' as the local media likes to call him. In spite of this, all is not well in the MBA world. The fox was set upon the chickens recently when a Stanford University professor, Mr Jeffrey Pfeffer, co-authored an article (Academy of Management Learning & Education, September 2002) in which he claimed: ``There is little evidence that mastery of the knowledge acquired in business schools enhances people's careers, or that even attaining the MBA credential itself has much effect on graduates' salaries or career attainment.'' Coming from an institution that by my calculation contributes 19 per cent to corporate value, it is much food for thought. Lesser-known schools must be cowering in guilt.

In general, their paper argues that business schools are not very effective. They feel that neither possessing an MBA degree nor grades earned in courses correlate with career success. Where studies show that the MBA has had a positive impact (that is, they draw a higher salary), it could be because of the quality of the student body rather than the education provided. He further observes that academic management research has made very little impact on practice. (The fact that he has not yet quit his post as a business school professor as an outcome of his studies suggests that Mr Pfeffer probably believes things will turn around and there will be a bright future!)

Mr Henry Mintzberg, an iconoclastic professor from McGill University in Canada, is also a sceptic when it comes to the value of the general MBA programmes and their impact on society. He took a list of 19 MBAs from Harvard University who had made it to the top. Ten years after the listing, he found that 10 of the 19 ran into major difficulties, meaning that either the company went bankrupt or they were forced out of their job.

In response, there are many powerful voices who vehemently maintain that all is well with the MBA. The Graduate Management Admission Council, which administers a very popular entrance test, asserts that MBAs world-wide experience an average salary increase of 64 per cent compared to their previous job, and in the US the increase is 54 per cent. Perhaps, the cache value of an MBA ensures you get a job and move up faster than others move. After all, even Messrs Lonchar and Zarrella, thought an MBA was important in the business world, and were prepared to even lie that they had it. Is the fact that they rose to senior positions evidence that you do not need the knowledge and training but only the label? Hmm.

The US Federal Government is convinced that the MBA is worth it. They have launched "The MBA Outreach Program'' to attract to replace the many thousands of managers and senior staff that are due to retire over the next few years. According to the Labour Department: "MBAs are trained in key management skills — quantitative analysis, strategic planning, measuring objective and goals to outcomes — that are valuable in the changing world of public administration.'' The present market would be pleased to hear this.

The economy being what it is, graduating students are finding it hard to get a job, MBA or not. Only about 60-70 per cent of graduating students find a job by the time they finish, a drop of about 20 percentage points from more normal times. And if you are not from a name-brand institution, that figure is even worse. Moreover, every year, about 350 business schools that have accreditation produce about 100,000 MBAs in the US. If you add those that are not accredited, the number multiplies.

Much of the present discussion on whether the MBA is worth it is focussed on the individual and is measured by looking at salary gains. Thus, one could compare the salary received before and after an MBA degree. Or one could compare the salaries of an MBA and a non-MBA and then judge about the worth of the degree. More sophisticated studies take into account the investment involved (that is, tuition fees and loss of salary during the period of study) and calculate a rate of return on the investment and then conclude whether it is worth it.

But we must not forget that there are two customers for the education that institutions provide. One is the individual who studies and earns the degree. The other is the society that employs these individuals. I have not yet seen a study that looks at whether organisations are more profitable or better run because they have employed an MBA. My opening remarks in this column attempted to do that, albeit in a facetious way. But that is where research needs to be directed. Some would claim that it is unfair to focus on only the MBA. But the MBA programme does promise to provide you with the skills to be a better manager. So a true test would be to compare organisations run by those with MBAs and those without. Of course, since Mr Bill Gates of Microsoft does not even have a college degree, leave alone an MBA, he does not qualify to participate.

MBAs The Global Business Oath

MBA graduates and CEOs will soon be asked to take pledge like doctors and lawyers. The folks behind the plan believe that a lack of such an oath contributed to the Great Recession of 2009.
   Drafted by the Harvard Business School in association with the forum of Young Global Leaders of the World Economic Forum (WEF), the oath is aimed to instil moral and ethical values in how business is done and ...how an enterprise is run.
   The Global Business Oath—or the Davos Oath, since it will be announced at the WEF meet in Davos later this month—comprises two parts. One is the MBA Oath, which will be taken at B-Schools by graduating students to become responsible managers, similar to the Hippocratic oath for doctors. The second is the Business Oath, which will be taken by business leaders.
   But will this weed out the Ramalinga Rajus of the world?Though not binding in nature, business tycoons and aspiring business tycoons participating in WEF are said to have given their consent to take the oath. The 100-member strong forum of Young Global Leaders have pledged their support to the initiative.

Get the Context Right in MBA

Get the Context Right in MBA



This is an important point and almost all of the remaining points can be linked to it.
...
    Context can be emphasised with regards to any discipline and everyone’s approach is based on their own perceptions. Nonetheless the key principle for any academic or business scenario is to get the necessary exposure, understand all micro and macro factors applicable and visualise the other party’s viewpoint.

    Context in essence, also revolves around getting rid of mental models (preconceived notions and assumptions).  This is easier said than done and takes a lot of time to perfect.

Look Towards The Future

    Good companies look both backwards and forward. But you cannot blindly extrapolate trends and figures from the past into the future and hold the same assumptions true. 

    Information from the past may be important because it helps you to test your assumptions, and to understand how you got to where you are. But assumptions that hold true today might not hold true in the future and you will not be in a position to point out when certain patterns will occur again. You need to analyse the underlying driving forces and many organisations struggle with this.

Get Rid of Binary Viewpoints

    The biggest mistake people make in the corporate world is that they take a binary point of view. As per them the situation is either simple enough to use standard modelling tools or it is too complex to do anything.

    But the reality is that in most cases there is more to the picture and without establishing the strategic uncertainty and multiple possibilities you cannot apply standard B-School tools like Porter’s Value Chain, RBV (Resource Based View) and NPV (Net Present Value). These tools are static not dynamic. People even try to use sensitivity analysis or make some criteria stiff but that alone might not be enough, and you may need multiple levels of analysis.

    Nonetheless, despite limitations, models are still partially useful because:

    They are a good starting point and can help you identify what is missing.

    Even if they cannot tell you everything they can tell you what is definitely wrong.

    At the end of the day businessmen take factors beyond data into account while making decisions and heavily rely on their gut instinct but the rule is to use your instinct after you have digested plenty of data.

Don’t Get Prescriptive

    Business schools want to prepare you for the career ahead. In this context, while you do have a lot of assignments and case studies, the objective is not to make you mug up what a successful company did. There is no formula for success and there is no right or wrong answer as strategy cycles become shorter and change becomes more dynamic.

Decision Making

    Ten years after your MBA, you are not going to remember how to calculate beta or do linear programming. But what a good MBA should do for you is help you make sure you take the right decisions, ask the right questions, handle situations as well as possible and go through processes that help you keep track of a broader range of issues and possibilities compared to what you could have earlier identified.

    B-Schools want you to have a rigorous and unbiased decision making process. They also expose you to decision making under uncertainty. We were shocked to see the limited amount of background information that actually facilitated big international deals

Decoding Science of Business



·        Renjith John Mathews


Ethics in business: Ethics in Views : Asset or liability?



Recentlywhile reading an article in a national weekly I read about Azim Premji,"....he
believes ethics in business is an asset not a liability, that mayincrease
transaction time but reduce costs. The Financial Times ranked him tenthamongst
the top 25 influential people in theworld."



About Sri E.Sridharan, (Delhi Metro fame) the article sa...id: "He is an
icon ofcredibility....."



Theseare some of the people who are considered icons of Modern India. They have
notonly set personal goals and attained them, they have also perfected the art
ofplaying the game without bending the norms – be it corporate or social
ormoral. They have set the standards high and proved to the Indian Youth that
whatAzim Premji says - ethics in business is an asset not a liability.



Such people are not ordinarybeings because they are visionaries. Their present positions
together with theirpoints of origin prove that when vision and dream are
blended with a deep senseof conviction and determination and hard work,
everything is achievable.However, the million-dollar-question is what are
values and who arevisionaries?



Theseconcepts of sense perceptions and their impressions on the mind have been
thesubject of interest even for the advertising sector. Studies have shown,
peoplewere ready to pay almost $200 extra for a pair of high-end shoes with a
pleasantfragrance, which they knew isn't going to last more than a couple of
days.Designing strategists are also realising that it is the mental frame of
thecustomer that alone can make a product more viable.



This is where groups likeWipro get an edge over others. They earn the
confidence of both the customer andthe employee. Because they stand by Values
and ethics, they know that they candemand it from their employees. Here the
leader succeeds by leading with his ownexample.



In fact, if one readsthe thirteenth chapter of the Bhagavad Gita, one would
find that the humanpersonality has been categorised in combinations of Sattvik,
Rajasik and theTamasik qualities and the combinations thereof.



Every human being has allthree qualities, however it is the predominance of a
certain quality or acombination that needs to be analysed, as shown in
thefigure.



The sattvik qualitywill generate lot of tranquillity and peace. People with
predominance of suchquality have a very soothing presence. In moments of
distress, their verypresence can ease out people.



The Rajasik quality generateslot of dynamism. People with these qualitiy can be
very active, yet is veryimportant to align with some sattvik tendencies to keep
one on the path ofrighteousness.



TheTamasic tendency generates lot of sloth and lazynes. Such People tend to do
allsorts of negative actions for they want to avoid making any effort for all
thatthey desire. That is why such people tend to be lawbreakers.



However, the mostfruitful combinations are the sattvik and the rjasik traits.
Such personalitieshave a very comforting presence and are the ideal team
leaders. Krishna, Buddha,Shankaraare all of this kind. They are the visionaries
and they carry the teaminto a higher zone of performance. Their presence
motivates people toperform.



The combination ofsattvik and tamasik traits generate a confused personality.
Usually, theycan't set their priorities right and their presence will
invariablygenerate confusions. They are nice people but their presence will
invariablycreate enough pain for others. Their sloth would drain out the energy
fromothers.



Those with apredominance of tamasik and rajasik qualities are ones with a
crooked nature andalways trying to carve out their way for personal gains. They
can compromise toany extent for their selfish ends.



Thecombination of all three qualities with almost equal proportions are
basicallyopen minded people who can be moulded into any way the course of
nature takesthem they usually have no specific priorities and the only way to
help them isby providing them with positive company.



Similarly sattvik environmentsare usually calm and peaceful places with lots of
effulgence, while the rajasikenvironments are high-action zones. A Tamasic
place is dingy, dark andunhealthy.



Even in terms offood there is a clearly demarcation which even modern medicine
has accepted.Based on the glycemic index, food that raises nerve stimulation
very fast andenters into fatigue zones fast are tamasic food. Usually all
intoxicants comeunder this category. Food of this kind has a long duration of
fatigue experienceand hence are called depressants also.



Rajasic food stimulates thenerves slower than the tamasic food, but it is still
faster than the sattvikfood, keeps the nerves activated for a long duration of
time. Usually all kindsof animal proteins come under this category. Sattvikfood
has the most soothing effect on the nerves, keeps the system stable and ata
reasonably stimulated condition for the longest duration of time. Most of
thevegetarian food comes under this category. Latest food or diet theories
haveproved that vegetable fats have better impact on the human body than the
animalfats.



However, we have amplestories from the scriptures and enough examples before us
that have proved thatone may be inherently wherever one is, but can consciously
groom one's ownself into a positive and dynamic being so that by the very
presence of one suchperson, the entire environment gets surcharged and people
start performingbecause performance gets a special meaning then.



Let us dream positive, thinkpositive and act positive, since that is the only
way to transform my inherentqualities and attain the most precious element in
life – innersatisfaction.



Then alone, it isworth living a humanlife