Worauf es wirklich ankommt ist die Praxis

Geschätzte Leserinnen und Leser

Praxisbezug wird gross geschrieben – von ausnahmslos allen Business Schools. Verständlich: wer will schon in einer hemdsärmeligen Welt von Praktikern staubtrockene Akademie bieten.

Am Ende des Tages muss unsere Institut beide Teile gleichermassen anbieten: hier die theoretischen Grundlagen, dort die Möglichkeit, die Theorie in die Praxis umzusetzen.

Dafür haben wir schon vor fünf Jahren den Zurich Living Case geschaffen. Zurich Living Case heisst: statt theoretischer Fallstudien echte Business Cases. Zu jedem 12-Tages-Module (EMBA und EMSc) gehört ein Zurich Living Case. Eine Firma stellt den Studenten ein reales Consulting Projekt vor. Die Studiengangteilnehmer erarbeiten innerhalb der 12 Tage eine Lösung für den Business Case und präsentieren diese vor der Geschäftsleitung der Untenehmung.

Fallstudien am Lorange Institute of BusinessHandelszeitung, 18. September 2014 über die realen Fallstudien am Lorange Institute of Business

Ein solcher Praxisbezug ist ziemlich einzigartig in der Welt der Business Schools und wurde erst kürzlich von der Handelszeitung in der Sonderbeilage “MBA Special” thematisiert.

Den Artikel “Nähe zur Praxis – Das Lorange Institute lässt nur echte Fallstudien zu”, können Sie hier herunterladen (oder sie klicken weiter oben auf das Bild).

Gute Lektüre wünscht Ihnen Ihr

Lorange Institute of Business

 

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Which business school would you choose?

Dear reader

Which business school do you prefer: a modern or a traditional one? One, that might lack the patina of grandeur or one that adopts to contemporary, even future-minded needs?

I am convinced, that speed and agility are increasingly essential and the old stability-based managerial approaches are less appropriate. This relates to both curriculum changes and faculty responsiveness to new topics, new research and new competencies. Business schools will need to be more proactive and even abandon some of the old approaches.

modern business schoolsThe business school of the future must meet the needs of both students and economy

Thus, the traditional functional and discipline-based curriculum design is becoming increasingly outdated. The need for disciplinary focused academic departments and discipline focused (so called A-Journal) research may be diminishing.

There needs to be a quick response to these changing needs. However the move away from embedded academic traditions to a multidimensional, multidisciplinary teaching and research approach may be very difficult to implement under the current consensually-based academic governance mechanisms.

Students are being realistic about the need to prepare themselves as well as possible for the difficult job market.

Which business school, do you think, are they going to choose? At the Lorange Institute of Business we are developing and continuously introducing new pedagogic approaches. We want to meet the needs of the students and the economy.

New Business Models and the Changing Contexts of Business SchoolClick the image to download the article or to read as PDF in your browser

Read and share the article I wrote together with Jagdish N. Sheth and Howard Thomas.

Kind regards,
Peter Lorange

Der Executive MBA im Preisvergleich. Günstig = gut / teuer = besser?

In der heutigen Sonderbeilage “Special: MBA” diskutiert die Handelszeitung die Studiengebühren von Full-Time-EMBA und berufsbegleitenden EMBA. Unter den berufsbegleitenden Executive MBA rangiert der EMBA bei uns am Lorange Institute of Business preislich im Mittelfeld.

Der Executive MBA im Preisvergleich. Artikel in der Handelszeitung, in der auch das Lorange Institute of Business und sein Executive MBA bewertet wird.(Quelle: Handelszeitung (c). mit einem Klick vergrössern)

Ein solcher Preisvergleich, wenn auch legitim und von Interesse, birgt eine gewisse Problematik. Man vergleicht Preise, ohne dass man näher auf die Inhalte eingehen kann. Natürlich haben wir im Umfeld des Kantons Zürich beiderlei Konkurrenz: solche, die den EMBA zu günstigeren Konditionen anbietet und solche, die teurer ist. Worin die Unterschiede bestehen, die sich auf die Gebühren auswirken, muss jeder für sich selber erkennen.

“Learn from the best”

Eines unserer Mottos lautet: Wir wollen wissen, was in der Praxis wirklich funktioniert. Unsere EMBA Programm werden regelmässig aktualisiert, um den sich wandelnden Bedürfnissen international ausgerichteter Führungskräfte zu entsprechen. Wir behalten uns deshalb vor, die Module der Aktualität und den wandelnden Bedürfnissen anzupassen.

Am Lorange Institute of Business bieten wir:

  • Modulare Studienprogramme
  • Internationaler Lehrkörper aus weltweit erfahrene Experten in ihren Fachgebieten.
  • Echte Fallstudien mit dem Zurich Living Case: authentische Consulting Projekte bezogen auf das vorhandene Thema, das Firmen vorab beim Lorange Institute einreichen.

„Zurich Living Case“ mit der Schweizerischen Post

Die Schweizerische Post hat am Lorange Institute of Business einen “Zurich Living Case” gesponsert. Die teilnehmenden Studenten aus dem Executive Master Programm reichten ihre Reports am 21. Oktober 2011 ein.

Das Aufkommen von digitalen Technologien brachte verschiedene Branchen in Zugzwang, deren überlieferten Geschäftsmodelle zu überdenken. So auch die nationalen Postdienste. Dort führte die digitale Technologie zu einem Einbruch im umsatzträchtigen Briefverkehr (durch die Zunahme der e-mails). Zudem drängen spezialisierte Paketdienste in den Markt.

 

Die Schweizerische Post suchte nach einer Situationsanalyse und führte mit dem Lorange Institute of Business einen Zurich Living Case durch mit Teilnehmern verschiedener Executive Master Programmen. Zwei Gruppen präsentierten je einen halben Tag ihre Vorschläge, wie die Schweizerische Post diese Herausforderungen angehen könne, in Gegenwart von Dr. Dieter Bambauer, Leiter des Konzernbereichs PostLogistics, Thomas Egger, stellvertretender Finanzchef und Michel Franzelli (Konzernstrategie). Die Projektleitung beim Lorange Institute of Business lag in den Händen von Prof. Jamie Anderson.

Folgende 2 Punkte stachen aus der Beratung hervor:

1. Organisation
Wie soll die Schweizerische Post ihre E-Commerce-Aktivitäten organisieren? Sollen in die zahlreichen existierenden SBUS / Geschäftsaktivitäten integriert werden? Oder sollen diese auf eine separate Art und Weise organisiert werden, die über die SBUS hinausgehen? Mit welchen Vor- und Nachteilen?

2. E-Commerce Plattformen
Wie kann eine gut funktionierende, E-Commerce basierende Business Plattform aufgebaut werden, die Kundenbedürfnisse und nicht Produkte (Paketdienste, Briefversand) ins Zentrum der Aufmerksamkeit stellt? Wie kann man Sender und Empfänger zusammenbringen, zum Beispiel auch auf einer nicht verschlüsselten Plattform? Das heisst, es geht weniger um Pakete, als wie man dem Produkt eine neue, realisierbare Geschäftsbasis gibt.

The Gearbulk Living Case

Dear reader,

On Monday, June 20, we started our 2-week module on Shipping & Logistics Management that we ran in cooperation with BI Norwegian Business School. The course was taught by Prof. Douglas Macbeth from University of Southampton, Prof. Andy Shogan from Haas School of Business / Berkeley, Prof. Øystein Fjeldstad from BI, and myself.

 
The shipping crew (from left: Douglas, Øystein, Andrew, myself) – by the way: in real life we’re all more or less the same size…)

What makes teaching especially exciting this time is the fact that the 26 participants have travelled from virtually all over the world in order to join us at the Lorange Institute. When you have people from Oman, Singapore, Vietnam, Senegal, and Norway (just to mention a few) discussing and exchanging ideas on our campus in Horgen, then my vision of a global meeting-place has become reality.

The institute at twilight

While during daytime the participants gathered in the auditorium to learn more about Humanitarian Logistics, Risk Pooling Strategies, Niche Strategies, and Networked Organizations, in the evening they met in the group rooms to work on the solutions of the Living Case.

The ‘Gearbulk’ Living Case

As you might know, we do not work with ‘Harvard’ cases. All our case studies have a real background. We feel very proud that the Living Case for this module was provided by Gearbulk .

Gearbulk is an international shipping company providing high quality transportation services for various industrial sectors.  The company operates the world’s largest fleet of open hatch gantry craned vessels as well as open hatch jib craned vessels, specifically designed and equipped to transport unitized cargoes such as forest products, non-ferrous metals and steel.

Gearbulk is an international shipping company
Gearbulk

Gearbulk is a leading carrier of unitized forest products and non-ferrous metals and operates the world’s largest fleet of open-hatch gantry craned vessels

Arthur English and Jacob Olsen from Gearbulk were came to the institute on Monday to brief the class about the details of the Living Case and participated in the discussion of the results with our participants at the end of the second week. I was very excited to contribute to that discussion, too!

As you might know, the Lorange Institute is one of the leading knowledge centers on Shipping. So, the next module on this topic is coming soon. On September 15-16, 2011 we will run a 2-day module on Shipping Markets. As there are still some free seats in that course you are very welcome to contact me in case you are interested in registering for it.

Yours, Peter Lorange

Living Case on the Verbier Festival

The Verbier Festival was presented as a Living Case to ten MBA students at the Lorange Institute of Business in Zurich.  The case study was assembled by Christian Thompson and Kim Gaynor and presented by Martin Engstroem and Georges Gagnebin.

by Christian Thompson*

At the heart of the Living Case were the challenges faced by the Verbier Festival as identified in the Must Win Battles initiative.  Our challenges were presented to the students and they were left to make their own conclusions as to how these challenges should be addressed.

Chinese pianist Yuja Wang at the Verbier Festival

The students were divided into two teams and were mentored over two weeks by two American professors of the Lorange Institute of Business, Ian Williamson and Marcus Stewart.  Each team prepared a presentation which focussed on the Must Win Battles challenges as well as some key questions. The key questions were:

ARTISTIC : The festival performs 90% live classical music and is a training ground for up and coming professional classical musicians. Do you think that « single focus » festivals such as ours have a future ? In this multi-channel world, should we be rethinking our model and adding other kinds of music or performance ? Will the audience of tomorrow get out from behind their iPads long enough to attend a live performance of classical music ? How do we stay relevant in the 21st century ?

FUNDRAISING: What would be the principal attractions of the Verbier Festival to a corporate donor? Why might an individual give to the festival? Can you think of ten things which the festival could give in return for a sponsorship or donation which would be attractive to sponsors and donors?

INFRASTRUCTURE: There is no professional theatre in Verbier and the VF must build a temporary structure each summer. There is a shortage of offices, rehearsal rooms and hotel rooms for festival activities and for the development of future activities. What are the risks facing the VF in the short, medium and long term by staying in Verbier? What would be the risks of deciding to move the festival to another location?

MARKETING: The Festival struggles to remain visible outside of the short period before and during the festival. What creative ideas do you have to get the media interested in the festival outside of this period? What other actions could the Festival undertake to remain “top-of-mind” amongst its existing and potential audience members? How can we ensure that the festival remains among the “Must Attend” events in the summer cultural agenda amongst opinion leaders and other VIPs?

ORGANISATION:  The Verbier Festival is a Charitable Foundation with a budget of CHF 7,8 million and 14 permanent staff.  An overseeing board of 13 members meets 6 times per year.  In your opinion, what is the best model of governance for the Verbier Festival ?  Where should responsibility lie for strategic decisions and for operational decisions ?

 The Academy Board: Bob Boas, Karl Dannenbaum, Martin Engstroem, Bernhard Hahnloser, Frans Helmerson, James Peterson, Costa Pilavachi, Doreen Tabor
Christian Thompson (right, pink shirt)

Several stakeholders (staff, board, Amis&Devleopment Board) of the Verbier Festival were represented at the final presentations on 12 May 2011 by Philippe Calame, Stephen de Heinrich, Martin Engstroem, Georges Gagnebin, Kim Gaynor,  Guido Houben, Jean-Claude Marchan, Yves Paternot, John Porter, Dororthy Yeung and myself.

Thank you to both teams of the case study for their high commitment!  The document with the solution of both study teams can be downloaded.

* Christian Thompson is Academy Director & Special Projects of the Verbier Festival

The Lorange-Verbier Festival Case Study