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Las escuelas de negocios son, probablemente, el segmento más dinámico de la educación superior y, actualmente, experimentan la transformación más rápida de su historia. Algunas de las tendencias más destacables para 2006 en el terreno de la formación en dirección de empresas son, por ejemplo, que la competencia entre distintas escuelas de negocios aumentará como consecuencia del proceso de globalización del sector y de la entrada de nuevos jugadores. El factor más relevante que impulsa esta globalización es el aumento de alumnos que quieren estudiar en el extranjero. Número que crecerá exponencialmente. El MBA volverá a entrar en una espiral de crecimiento y las escuelas de negocio tendrán una oferta más diferenciada. Dos instrumentos claves para promover la movilidad transfronteriza de estudiantes son la mejora de la información sobre la oferta internacional y el desarrollo de instrumentos de financiación –becas y créditos al estudio-. Para el año 2010 se espera que el número de alumnos que estudien carreras universitarias fuera de sus países exceda los 5,8 millones, según el Institute of Internacional Education. Continue reading "El dinamismo y nuevo impulso de las Business Schools" 
Junio 20, 2006 In a marketplace where even the smallest organisation can conduct business on an international stage, the MBA has rapidly become one of very few universally recognised qualifications. But how are these three prized letters helping to make workplace diversity a reality in the new global economy? As the first rule of warfare is to know your enemy, so the first rule of business is to know your customer. Easy enough perhaps when your customer lives around the corner and looks and sounds just like you. Somewhat more difficult when they speak another language, come from a totally different cultural background and live on the other side of the world. Welcome to business in the age of the internet. For many organisations the key to this simultaneous challenge and opportunity has been almost blindingly simple – the development of genuinely diverse workforces that mirror the customer base and consequently understand its increasingly diverse needs, aims and requirements. Take, for example, the case of (...) the pharmaceuticals giant, Eli Lilly, According to the company’s Rafael Fernandez, “We’re acutely aware that we need to reflect the diversity of our customer base in our own staffing in terms of colour, culture, age and gender. And, for a company like us that operates in 146 countries around the world, it’s particularly important to reflect, not just domestic diversity, but diversity on a global scale.” While commitment to workplace diversity may have originally been a US-based initiative, it is now starting to spread worldwide. Deutsche Post World Net, for example, has been working on the issue since 1995 and now has its own in-house director of diversity, Susanna Nezmeskal, while another company with German roots, Siemens, has introduced diversity training into its management development programmes. Not surprisingly, major business schools have enthusiastically spread their net to produce the MBAs who will lead this diverse workforce into a bright new business future. (...) The alumni association of Spain’s IE-Instituto de Empresa, for example, has members in 85 countries. And the strategy of broadening the student base certainly appears to be paying off. “We specifically target schools with a high proportion of international students,” says Rafael Fernandez, “to ensure we are drawing not just from a local but from an international pool of MBAs.” Continue reading "The case for workplace diversity"
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