“While getting an EMBA degree requires dedication, time, and resources, the experience is highly rewarding for mid-level managers who aspire to top executive roles.”


this amount may turn out to be peanuts in the long run. Holloman also has sponsors among fellow students and teachers at the univer- sity. Te combined force of venture capitalists and equity partners means that the high enrolment fee could be recouped quickly if stu- dents use the knowledge and connections he gained from the EMBA programme to good effect.


The EMBA class Top universities, such as MIT and the London Business School, try to bring together like-minded, driven individuals who can share their wealth of experiences. Te average class size is 120, so there is plenty of networking to be done among the EMBA students. Alumni are also able to stay in touch after the programme has fin- ished and build on what they have learned together. Te clichéd phrase ‘it’s not what you know, but who you know’ rings true in this instance to some extent. Te mix of professions that can be found in a lecture theatre of an EMBA programme is second to none, heterogeneously speaking, and results in ‘cross-functional per- spectives’ and ‘productive collaborations’, according to Ivy Exec, a recruitment service in New York.


A senior management curriculum During the EMBA programme experience, students learn various soft skills as well as the ‘bigger picture outlook’ according to Clifford Brown, EMBA alumnus at Oxford University. Soft skills integrated into the management setting later constitute the working style of the EMBA graduate. Te EMBA degree enhances not only managerial skills but also leadership qualities that can be applied anywhere in the world. In addition, EMBA programmes are based on a fairly balanced framework that aims to limit static online learning and involve more dynamic experiences for students. Executive MBA programmes offer a mix of research, lectures and


practical experience. Te University of Edinburgh 's EMBA programme consists of core modules including strategic marketing, leadership and responsibility, creative strategy and modelling business. Apart from that, there is also a strong focus on economics and business theory. Te op- tional modules are limited and are based on similar subjects, so the course is not for those looking for a broad perspec- tive. It is rather designed for those who aim to learn and practise particular skills and who have a detailed under- standing of how certain business or financial models work. Tose taking C-level management courses, the highest


level, are tasked with coordinating their business and their workers while also maintaining private equity endorse- ments. CEOs need to be taught how to balance these as- pects and many more so that their companies can thrive. If they can’t do that, they are likely to lose control of their workforce and shareholders leading to the collapse of the company. Te set modules of the EMBA programme deal with these prominent issues and give advice on how to cope as a leading executive. While getting an EMBA degree requires dedication, time,


and resources, the experience is highly rewarding for mid- level managers who aspire to top executive roles. It can also be an asset to those who are already in high positions, as they can immediately turn theory into practice in their workplace. Equally, for those looking to branch out and try something new, the programme offers a safety net in the form of advice, resources, and connections. As Janet Dawson, currently studying an EMBA at Oxford University, observes, the EMBA programme enables you to ‘ask better questions as much as it gets you to come up with the answers yourself ’.


This article is by Advent Group and is included in the 2016-2017 annual Access MBA, EMBA and Masters Guide under the title “Kings and Queens”. An online version of the guide is available.


www.focus-info.org FOCUS The Magazine 23


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