CEO Magazine MBA Rankings: Results

Dear reader

You might remember that I am not the biggest fan of MBA rankings. However, magazines like the US CEO magazine never fail to impress me when they put our institute on a top position.

I am therefore delighted  to share with you that our Lorange Institute of Business ranked Tier One in the magazines MBA rankings.

CEO Magazine TIER ONEI want to emphasise: it was not me, but my team which achieved this success. You may may download all the rankings. Just click on the cover of the December issue featuring Jack Welch.

CEO Magezine December 2013
So, many congratulations to my team! Thank you for your permanent efforts!

Yours,
Peter Lorange

 

 

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Weiter Sprung in der Bildung: in 2 Tagen soviel lernen wie in 5

Liebe Leser

Vieles hat sich verändert beim Lernen – und in der Lernpädagogik allein während der letzten Jahre. Manche erinnern sich bestimmt noch an die Zeit, als der Unterricht eine “One-Man-Show” war. Und auch daran, wie oft man den Faden verloren hat im Unterricht. Das Ergebnis ist denn auch mager: man lernte weniger, als man sollte. Schlimmer noch: als man gekonnt hätte.

what's the best teaching method?Bildung in den “guten alten Zeiten”

Die Zeiten haben sich geändert. Wir – und ich spreche jetzt nur vom Lorange Institute of Business – bieten Weiterbildung an, bei der in kürzerer Zeit mehr gelernt wird.

Das ganze baut auf der verstärkten Einbindung der Studenten und Kursteilnehmer auf, die dabei auch ihre praktischen Erfahrungen aktiv austauschen. Natürlich geschieht nicht alles in Gruppen. Grundlagen erarbeitet man sich am besten von zu Hause aus und nutzt dabei die Vorteilbe des CBS, des Computer Based Support. Auf diese Weise wird im Unterricht auf einmal viel Zeit frei, um die wirklichen Schlüsselprobleme zu disktutieren, zu lösen – kurz: zu lernen.

Wir setzen auf diese Methoden:

Seminarräume vs. Auditorien

Der Unterricht findet bevorzugt in Seminarräumen statt. Mit einem ebenen Boden und runden Tischen sind sie das Gegenteil von Auditorien und eigenen sich besser für eine Gesprächskultur als Auditorien im Theaterstil mit Sitzreihen.

 

We use both forms, still - but what would you prefer?

Wir nutzen Seminarräume und Auditorien. Was bevorzugen Sie?

Gespräche vs. Frontalunterricht

Im vorliegenden Fall sind die Professoren dynamisch eingebunden, statt zuvorderst hinter einem Rednerpult zu stehen. Sie dozieren vielleicht 20 Minuten über ein bestimmtes Thema. Nicht mehr. Die kognitive Forschung weist schon länger darauf hin, dass ein signifikanter Konzentrationsabfall nach 20 Minuten Frontaluntericht eintritt. Der Dozent zeigt einige Slides, auf denen die zentralen Dilemmas für die Diskussion dargelegt werden.

Die Teilnehmer sitzen zu maximal sieben Personen nach einer bestimmten Sitzordnung (es sollen nicht Freunde oder Studenten aus derselben Firma zusammensitzen), und diskutieren nun die Thematik für weitere 20 Mintuen.

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Ken Low, CGI Group“Mir passte die Ausgeglichenheit von ‘Vorlesung’ und pragmatischen Gruppendiskussionen. So lernte ich nicht nur von den Spezialisten, sondern auch von Gleichgesinnten, das heisst vom Teilen von Ansichten, Erfahrungen in einer sehr wirkungsvollen Art.” Ken Low, GCI Group

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Offene Diskussionsrunde

Schliesslich wird der Unterricht mit einer offenen Diskussion abgeschlossen – wieder während 20 Minuten. Ein solches Unterrichtssystem funktioniert nicht mit hunderten Teilnehmern. Die maximale Klassengrösse liegt bei 35 Teilnehmern, also 5 runden Tischen. Während dieser offenen Diskussion notieren die Dozenten Ideen, Inputs, Fragen etc. auf Flipcharts oder White Boards und werden von dort von den Studenten übernommen – am einfachsten geschieht dies heute über ein allen zugängliches, digitales Dokument (also mit einem “shared doc”, das in der Cloud ist).

Resultate in 2 statt 5 Tagen

Vorläufige Versuche mit diesem pädagogischen Ansatz sind in der Tat sehr vielversprechend. Es sieht so aus, also ob man das, wofür man früher fünf Tage einplante, heute in zwei Tagen durch ist!

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“Ich war sehr angetan vom Shipping Markets Workshop. Die Zeit wurde auf sehr effiziente Art genutzt und ich werde im kommenden Jahr wieder daran teilnehmen. Der Wissens- und Erfahrungsaustausch mit gleichgesinnten war extrem positiv.” Alexander Jönsson, Reederei Zürich AG

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Die Folge: Führungskräfte profitieren

Führungskräfte sind vielbeschäftigt, und haben je länger desto weniger Zeit. Vor allem sie begrüssen diese neue Weiterbildungsmethodik. Wir vom Lorange Institute of Business Zürich sind hier Vorreiter.

Herzlich Ihr,
Peter Lorange

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Torben Janholt Just Water“Grossartig! … Mir gefällt das neue Format!” Torben Janholt, Just Water

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Lawyers, Is It Worth Getting an MBA ?

Dear reader

I am often asked: what is the pay-off for an Executive MBA?

The answer is simple. Should you have no or only basic knowledge in business administration and want to enter management, the skills you acquire during your MBA are extremely valuable to understand how to run a business.

MBA for lawyersLawyers, Is It Worth Getting an MBA

A more specified version of the pay-off question is whether it is worth for lawyers getting an MBA. My answer is the same but you might be more interested in what lawyers say who have made their MBA.

In this brochure provided by Association of Corporate Counsel

the Association of Corporate Counsel, two lawyers describe their situations and motivations prior and after the MBA in a, in my opinion, interview worth reading.

–>> Click the brochure to download it.

Yours,
Peter Lorange
Peter Lorange, Lorange Institute of Business

How do you choose to invest?

Dear reader,

Have you ever thought about how you take a decision before you invest in a project?

Risk investment

From an analytical perspective it is no longer possible to understand the erratic markets movements. To understand the underlying psychology of investments is therefore becoming a key element of day-to-day decision-making.

On June 11 and 12 you will gain an understanding of behavioral finance, and its implications on various risks.

Jeffrey Satinover is teaching behavioural finance on
11.06.2013 – 12.06.2013

Sign up for this 2-day course. One of our innovations is the modular structure. You can book each module of the master program individually. Should you start an Exc. MBA, the fee is reimbursed and the ETCS points will be credited.

Kind regards,
Peter Lorange

P.S.  Some time ago, Jeffrey gave us an inteview. You’ll find it here below. A german version of the interview is available here (as PDF download): Interview Jeffrey Satinover

Money is like water: it always takes a line of least resistance.  Where are the global capital assets flowing to?

I will be evasive: Global capital assets are for the most part NOT flowing, but, to continue the analogy, are being dammed by doubt. Corporations all over the world are sitting on huge cash hoards. The question is rather: To where will these assets flow once the dam bursts as financial dams always do? And–is there enough fundamental value whence it will flow to justify the influx, or will a new bubble be created? Most likely a mix of the two possibilities. However, regarding Switzerland, more capital is flowing into Switzerland than a country of 8 million can accommodate

Where do you see Switzerland in the shifting and changing financial markets?

Switzerland has an extraordinary opportunity–again this century as once before in the last–to benefit itself and the world economy both through its industries and because of its intact civil society. It can and should play a prominent role as a neutral haven for business–while being aware, and properly savvy about what a prize it is.

Switzerland has been under huge pressure by various countries, including the U.S. This has more to do with the tradition of American protectionism than with moral. America is protecting it’s own tax havens.

I doubt this has anything to do with “protectionism” in the political sense but–as I think you are getting at–simple self-interest. However, that self-interest, in my opinion, is being improperly calculated by both the present and prior US administration. The amount of tax revenue it has received from the pressure it has exerted is trivial. And it is not the Swiss who are hurt: It is also large numbers of “small” Americans who have never been involved in tax evasion.

Why should a country like Switzerland give up a competitive advantage like the banking secrecy. It protects predominantly the privacy of individuals from greedy fiscal authorities and not tax exiles.

It shouldn’t. But this has always been a tension in the nature of Switzerland: It is small, but because of its efficacy plays a disproportionately important role in economic affairs–a point of pride and of caution. It is subject to pressures from larger countries.

Let’s talk about investment banking. As a financial center, Switzerland must offer both, asset management and investment banking. Will regulations (Basel III and others) really “tame the beast”? And are these regulations really necessary from a banking and financial perspective?

The “beast” can never be tamed as it lies in the heart of man, as novels, fairytales and epic poetry so much more clearly explain than can regulators! Regulations necessarily limit previous excesses, not newly devised ones. I have written an essay with Didier Sornett about it (** “Taming Manias”).

Some investment banker lost huge amounts of money. Are they victims of the market or is it a sign that not even specialists have a clue how to handle the intricacies of the market?

Neither. These kind of trading frauds are remarkably common. The problem is that once “Risk Management” is quantified and automated–I say this teaching the subject myself at the Lorange Institute of Business!–the largest risks are commonly ignored: Human risk. Senior management should actually KNOW the people they have made responsible for billions of dollars of other people’s money. If they can’t know them, they should become smaller. Losing a huge amount of such money is simply the most painful route toward becoming smaller.

A final word about speculative operations on falling prices and economic downturns. This sounds very weird in the ears of ordinary people. Do you see a counter movement to this bad but widespread habit?

Speculating and short sales are not bad. They are a necessary and important part of how markets function. Remember: If regulations prohibit open speculation, clever investors will find indirect and hidden ways of accomplishing the same. Having said that, it is of course true that one may put in place regulations that mitigate the risks–for example, larger reserve requirements for investment banks under certain circumstances.

*Jeffrey Satinover, M.D., Ph.D., is the Managing Director of Quintium Analytics, LLC. He is responsible for the trading strategies employed by the firm’s advisees and partnerships. He was previously Director of Research at Von Kohorn Research and Advisory, Inc. in Westport, CT.

Dr. Satinover is Distinguished Professor of Science and Mathematics at The King’s College in New York. He is a Visiting Scientist at the Swiss Federal Institute of Technology, Department of Management, Technology and Economics in the Chair of Entrepreneurial Risk. He taught at Harvard, Yale and Princeton.

** Taming Manias. J.Satinover and D.Sornette. In Governance and Control of Financial Systems A Resilience Engineering Perspective. Edited by Gunilla Sundström, Deutsche Bank, Germany and Erik Hollnagel. Institute of Public Health. University of Southern Denmark. Denmark (Series : Ashgate Studies in Resilience Engineering)


Social Media: Where’s the Beef?

Dear reader,

faculty member Gordon Adler ** is a communications specialist and has been in the business for many years. Recently he published an article in the GAA magazine „News+More“ (alumni) on social media and posted it in his blog.

With his friendly permission we quote his blog post and include the mentioned article as pdf download. Thank you, Gordon!

Yours,
Peter Lorange

Social Media: Where’s the Beef?

by Dr. Gordon Adler

Many companies are using social media. Some are leading the way:

Others throw money at it, but they haven’t figured out how to use it well. I’m  no exception. I can talk a good social media game, but truth be told, I’m not sure what works and what doesn’t.  So, what should we do?

I tried to answer this question in a short article I published in News & More, the GAA Alumni Network magazine:  Social Media: Big Buzz, Big Budgets, But Where’s the Beef?

Here are three things you need to do to get started:

  1. Learn the basics
  2. Align your social media strategy with your communication strategy
  3. Measure returns on your social investment

Seems to me you can’t be in it for short term gains. Social media is a long game. You’ve got to be committed and consistent.

*******

** Gordon Adler is a communications expert who earned a Doctorate of Business Administration in Corporate Strategy Communication with distinction at the University of South Australia. He has been a Guest Lecturer at the Graduate Institute of Geneva, IMD and the Swiss Federal Institute of Technology (ETH) and was the director of the International School Bern for several years. He now shares the experience he gained as director of communications at IMD Lausanne and in other positions, through Adlerway, his own consulting company for strategic management and communications, and as a teacher at Lorange.

Leadership for Motivation

Dear reader
just a picture I’d like to share with you from a workshop during the 2-day-module (part of the Executive MBA and all Executive Master of Science programs) called “Leadership for Motivation”.

As I tend to say: Leaders are born. They are not made. Nevertheless, even true leaders can progress. For success has never prevented leaders to become better.
We train future leaders and prepare them for the tasks of the future. We, that means: our faculty member Hermann Fischer.

Hermann is a Business Psychologist based in Geneva and currently Managing Partner of BPI. He specializes in leadership development and change management within multinational organizations, focusing on individual and teams. And, finally, he is teaching our leadership module.

 

 
Kind regards,
Peter Lorange

New University Partner in the U.K.

Dear readers,

The future of the University of Wales, a partner institution of the Lorange Institue of Business, had come into question following Welsh government proposals to rationalise the structure of higher education in Wales. It was compounded by scandals involving courses validated by the University of Wales at outside bodies at in the UK and overseas.

The university was a federation of institutions across the Principality, and its constituent parts will now go their separate ways. Two – Newport and Glyndwr, in Wrexham – will become independent universities, while Swansea Metropolitan will merge with Trinity St David, based in Lampeter and Carmarthen.

The new merged college will operate under the royal charter of Trinity Saint David, which dates back nearly 190 years. This new merged Swansea Met-Trinity university will inherit the Lorange Institute of Business’ master programs.

The UoW validated our Master’s programs; the validation was a warrant that our degrees were recognized in the countries of the European Union. So far, the Lorange Institute of Business Zurich is not affected at the moment.

I will provide you with more detailed information as soon as possible.

Yours,
Peter Lorange

Visionary technology for the good of the patient

Dear reader,

Medtronic is a leading company in medical technology providing lifelong solutions for people with chronic pain.  Medtronic was founded in 1949 as a medical equipment repair shop by Earl Bakker. Since then, they have grown into a multinational company that uses technology to transform the way debilitating, chronic diseases are treated.

Their first life-changing therapy was a wearable, battery-powered cardiac pacemaker. Over the years, they adapted additional technologies for the human body, including radio frequency therapies, mechanical devices, drug and biologic delivery devices, and diagnostic tools. Today, their technologies are used to treat more than 30 chronic diseases affecting many areas of the body.

The latest editon of the “Think Ing.”-magazine portrayed innovation in medical technology, including an interview with Heiko Visarius, Business Director Spinal, Medtronic. Dr. Visarius made his MBA in Horgen at our predecessor institution:

“When I became CEO of Medivision, I realized that I quickly faced the limits of my engineering studies: lack of knowledge in human resources managment, budgeting, marketing where the reasons why I decided to make an MBA.”

Click the thumbnail image to read the full interview:

Bärbel Schwertfeger about the MBA of the Lorange Institute

Dear reader

Bärbel Schwertfeger is one of the two-three journalists worldwide with cutting-edge insights regarding MBA programs.

Bärbel Schwertfeger, Spiegel Journalistin über Karriere-Themen im KarriereSPIEGEL und SPIEGEL online. Bärbel Schwertfeger gilt als Autorität im Bereich der höheren Weiterbildung (post-graduate education) und Themen wie dem MBA und dem Executive MBA. In Ihrem Blog hat sie auch schon mehrfach über das Lorange Institute of Business geschrieben.Bärbel Schwertfeger

With her deep commitment to top quality, and to full transparency regarding how such programs are to be presented to participants, we in the business school field are deeply thankful to Bärbel Schwertfeger for her promotion of quality. Her actions and suggestions always have strong impact on how the best-of-practice is evolving. Bärbel Schwertfeger is the leading expert regarding MBA programs – and therefore she is being listened to!

Half a year ago she published the following article about our AMBA-Accreditation. The Association of MBAs is an international impartial authority on postgraduate business education and accredits MBA programs at 168 schools in nearly 70 countries.

click and read

2011 Global MBA Rankings

Dear reader,

we all now too well the famous quote by Winston Churchill, to never believe a statistic, unless you forged it yourself.

Some say the same is true for rankings. Honestly, there are many rankings. Banks are ranked. Univeristies. Airports. And Business Schools as well.

Of course, we aprreciate the good ranking. But according to my understandnig, it is important to move on and not to rest on our laurels.

MBA RANKINGS – 10-11

Klick the link to read the article (it’s a pdf).

Kind regards,
Peter Lorange