Vol. 49, No. 7
Getting Value from Executive MBA Programs Another Option: Corporate EMBA Programs
One way to increase control over the content and requirements of the executive MBA (EMBA) program is to partner with a university. "Some companies have brought MBA programs in-house and with this greater control over program content and delivery," says Jeffrey Pfeffer, a professor at the Graduate School of Business at Stanford University in California. "There is good value received. The EMBA needs to be part of an integrated HR strategy with respect to employee development and retention."
For instance, Lockheed Martin Systems Integration-Owego in Owego, N.Y., began offering an on-site EMBA program in 1997. Since then, 65 employees have graduated, and 20 are expected to graduate this year.
"We tailor a curriculum for that organization," says George Bobinski, associate dean at the School of Management at Binghamton University in Binghamton, N.Y. "You cover the same tools and topics [as a regular MBA], but you might emphasize certain areas more or less as they are relevant to their business. Students can do projects that are relevant to their business."
Lisa Gross, EMBA graduate and HR training and development manager for Lockheed Martin, adds: "The curriculum is an intense 21-month, 56-credit program. Students take 18 multidisciplinary courses. Upon completion, employees graduate with a full MBA. All costs associated with the program are funded by [the company]. The program teaches management concepts and skills to employees, while focusing on Lockheed Martin-centric issues and business drivers. Course work is completed on the employees' own time."