Full-time MBA - Four platforms

New! Changes to degree programmes


Professor Nigel Roome, Full-time MBA Programme Director: “We all recognise that the world has become more dynamic, turbulent and interconnected. Events like the credit crisis and environmental challenges remind us that businesses are not islands – they’re part of systems. Demands on managers are changing. Traditional skills are still required, but also new ones. It’s increasingly important not only to be able to lead but also to contribute to high-performance, international teams. We’ve looked at what’s needed to equip people for the future as well as the present.

“It’s important to know that we’re constantly improving our MBA programme. Students who graduate before these changes are introduced don’t have a completely different programme. What we’re doing is building on our traditions and strengths; our values haven’t changed at all. However, the rebranding process is an opportunity to review our course design and to draw more attention to the relevance of our approach to the future demands on managers.”


“As far as knowledge acquisition is concerned, we’ve re-organised our courses into four platforms to enhance coherence – one platform deals with the financial resources of a company, another with organisational aspects and human resources, a third with creating future value and the fourth is about how to cross boundaries inside an organisation and with other sections of society. Apart from changing the structure, we’ve also standardised each course to 15 or 24 hours with few exceptions.

“To enable students to personalise the programme to their own interests or ambitions, we’ve introduced a series of elective courses (3x15 hours). They can pick separate courses or combine them into a track – entrepreneurship, professional services, the financial sector, sustainability or the European outlook on business. These are organised in Brussels and are taken with executive MBA students, offering great new opportunities to network.

“Personal and professional development is a more integral part of the curriculum and focuses on leadership capabilities, career development and international management. For example, we have a course on managing across cultures where students experience how different cultures respond to similar situations. This helps them as they move through the programme, working with students from different nations. It also complements our immersion programme in China. Until now, we hadn’t adequately addressed the implications of the fact that China and Belgium are on opposite sides of the globe and that the role of business in development varies in different parts of the world. We now have a new course on this very topic.

“As before, students focus on integrating and applying knowledge in the last six months of the programme. This stage involves teams and labs, and includes strategic thinking, an integrated business lab and a Knowledge-in-Action project – a consulting exercise for a company or organisation. And finally, there’s the Giving Something Back project. This has been extended to include social enterprises as well as non-profit organisations. Here, the emphasis is on bringing managerial know-how to unconventional organisations, as these will become more important in the future business landscape.”


September 2013

Previous  Overview  Next

& Rankings

Equis Association of MBAs AACSB Financial Times