With nearly two decades of experience in business education, Lisa has worked¬†with business school professionals to develop their portfolio of programmes both degree and executive education.
Assignments are fundamentally about growth and positioning, and ensuring that degree programmes are offering the best possible learning experience in terms of format and curriculum along with aligned activities. These assignments have covered the spectrum of the education value chain: from marketing/recruitment & admissions, through to¬†delivery, quality assurance, and career services.
Lisa’s consulting activities also include alumni community development through governance, club development, and initiatives designed to engage alumni and build lifelong relationships.
Case studies of consulting assignments include:
London Business School ‚Äď 2007 onwards
I have consulted to LBS for degree programme reviews since 2007. There is a cyclical process to review each degree programme in turn to ensure their structure, content, supporting processes are delivering programmes that remain top ranked in the world. The process involves competitive analysis, marketing positioning, curriculum and structure review, and developing new initiatives. I was involved in reviewing the entire portfolio in 2007, which led to the creation of the Masters in Management programme, and a repositioning of the Sloan Leadership programme. Subsequent reviews included the FT MBA and Masters in Finance programmes, and a review of the entire elective portfolio, which is offered to all students on post-graduate programmes from MBA to MiF, EMBA (London and Dubai), EMBAGlobal/EMBAGlobal Asia to Sloan Fellowship Leaders programme. Most recently I undertook a review and benchmarking of course credit across the entire degree portfolio, in advance of the UK’s Quality Assurance Agency for Higher Education (QAA) visit.
The FT MBA was a particular challenge. It involved a significant review and analysis across multiple dimensions of learning activities. Not only the balance between core and electives but also understanding the possibilities for ‘global’ learning experiences, leveraging organisations in London, and how to attract and convert women onto the programme.
London Business School ‚Äď 2008-2009
Together with Prof Julian Birkinshaw, then the Dean of Programmes, and later a wider team, we developed the concept and strategy for creating and launching the pre-experience Masters in Management degree for students from any discipline with a maximum of 1 year‚Äôs post-graduate work experience. This project involved working with senior leadership and stakeholders to ensure the programme was accepted and delivered to the highest quality. The first cohort of students was targeted at 60-70, launching with more than 100. The programme added more than ¬£1.8 million to annual revenues. In addition to developing the programme, I was involved in marketing, recruitment and admissions, particularly interviewing participants.
(London School of Economics/HEC Paris/NYU Stern)
With the management of the TRIUM EMBA transferring from Stern to the LSE, and a new Executive Director in place to manage the programme, I was asked to provide a comprehensive competitive analysis reviewed against the top 15 FT-ranked Schools. Further assignments focused on student survey analysis, and an initiative to showcase team projects to the TRIUM community.
AALTO EE ‚Äď 2013-2014
Acting as project manager, my role was to initially negotiate, and then develop and launch, with the European partner, Aalto EE, Finland, a high quality, international EMBA in Tehran. While local programmes existed, this EMBA was highly differentiated for its use of international faculty, practical and theoretical pedagogical approach, and accredited by triply accredited Aalto EE. Involvement included developing the program syllabus, identifying faculty for core electives, financial modelling, developing recruitment/admissions plan, working with external marketing/PR partner, developing infrastructure and programme management procedures, acting as liaison between Aalto and IBS, advising the IBS Academic Advisory Board, trustees and sponsors.
SA√ŹD Business School, University of Oxford ‚Äď 2013
This project involved benchmarking against the top 20 FT-ranked Schools, in parallel with internal review on performance ratios. Gap analysis suggested various opportunities, as well as consideration of retiring programmes that were not performing. Further work continued with interviewing all Business School professors for their interest in executive education teaching and potential programme ideas.
Undisclosed Business School ‚Äď 2013 ongoing
This Business School wished to expand its executive education offering to offer a suite of open enrolment programmes. As a ‚Äėstart up‚Äô work is on-going to identify market positioning, differentiation in offering, and to build a network of corporate contact and identify suitable degree alumni to target as ideal participants for the first iterations of programmes. A holistic strategy is being developed to ensure sustainability in the future portfolio and achieve return business.
Imperial College Business School, London – 2013
Imperial’s executive education is a small but thriving area of the Business School. Amongst various marketing showcase writing projects, I have undertaken for them, they were looking to update their website to better market to their target audiences. The review benchmarked a range of leading and specialist Business School’s website across multiple¬†dimensions.
London Business School ‚Äď 1996-2010
Engaging with alumni has become more of a priority in Europe, amongst Schools who realise that alumni are their best ambassadors when it comes to student recruitment and fundraising. Assignments included: market research, competitor analysis, developing communications and lifelong learning initiatives, events and other programmes and projects to encourage alumni to build a lifelong relationship with LBS.
IMD – 2012-2013
IMD looked to strengthen the governance of its alumni community and club structures. I was asked to develop an overall governance framework and a Clubs Governance and Events Handbook. The latter was to encourage Clubs to better plan their events and ensure they were of the highest quality in terms of speakers, as part of a larger campaign to encourage greater engagement.