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Building a bright future

International Consultancy Week in Dublin

Typing down a reflective essay could take a great deal of time! And why not? After all I was scrupulously penning down a yearlong journey of my MBA at Cass Business School that concluded on 22nd January this year. Collecting my degree as a Full-time MBA with Distinction in the presence of my cohort of qualified MBAs and Executive MBAs from Cass Business School, family, friends and other postgraduates from City, University of London was truly a proud moment. The Reception party organised by the School was equally quintessential.

From classroom lessons to leadership training week at Royal Military Academy at Sandhurst and Digital Innovation elective that included a notable Design Thinking seminar at Stanford University in San Francisco, Cass MBA proffered a plethora of experiential learning at each stage of the programme.  Some of these learning experiences culminated into great successes and were directly entered in my resume. Working with the C-suite as a Strategy Intern at a London-based travel company and as an external MBA consultant at a health-tech company for my International Consultancy week (arranged by Cass in Dublin) are a few to list. The icing on the cake for me was getting a chance to learn about the different industries in which these companies operate.

People make the difference. Cass Business School made me feel this much more than I had thought. The school’s fantastic academic staff assisted me round the clock for all official activities, well-qualified professors offered exceptional teaching in core MBA subjects and welcomed after class discussions; and well-trained external faculty from iOpener Institute offered personality development workshops on when and how to lead and follow teams. Jorgen Sundberg’s session on ‘How to Build a strong and an attractive LinkedIn Profile’ and David Ohrvall’s ‘Crack the Case’ session were truly skilful and elucidating to leverage my professional profile.

To top it all, MBA classes were a complete fun with an energetic cohort of 70+ people from 23 countries. How could I miss bringing up here ‘The Great Cake-Baking Event’? It was the most frenzied way to learn strategy while baking cakes in groups. Besides giving weight to group exercises, the Cass MBA geared me to look at the business world with a unique lens through its Business Mastery Project. My project demanded understanding of concepts from several subjects – strategy, operations and digital innovation and the MBA programme had underpinned this right in the first half of the course year with its four learning blocks of 12 subjects and 6 electives where I covered all managerial subjects from HR to Corporate Strategy.

Study tour in San Francisco

For obvious reasons (MBA fun – activities, classes and exams), time flew very fast in those 12 months but that same clock ticked unrushed at the very end of the programme aka the job-hunting process. To make this process seem quite effortless, Cass Careers department provided me with copious amount of guidance and motivated me how to key-in my tech experience with management studies for various consulting roles. I’d like to give a special thanks to Laura Levy, MBA Relationship Manager for this! Starting with getting my resume and cover letters apt for these roles to preparing me exhaustively for assessment and partner rounds, the team helped massively before I accepted a role in a Big Four professional services firm in London. Ever since I’ve been on the job, the combined learning experience of the MBA networking events as well as the classrooms sessions of Digital Technologies and Business Innovation, Operations, Analytics and Corporate Strategy have been immensely useful.

Cass FTMBA is a fast track MBA in its complete sense. It opens up a whole new set of interesting alumni benefits, such as attending one free elective per year, which is rarely offered by other business schools. It has brought a great opportunity for me to learn something purely for my own personal interest or curiosity. Just last week, I started studying an elective on fast track venturing. As my learning continues – be it on a new role, project or industry, I look forward to build a positive future in the business world!

Finally, we graduated!

Prerna Thitme
Full-time MBA, 2018

 

What to expect from an EMBA at Cass

What made me choose Cass?

Located in the heart of the City of London, I chose Cass Business School, not only due to the reputation of the high-calibre leadership team on the Executive MBA course, but the opportunity to be part of a fantastic network of professionals and leaders represented both on the course and the alumni.

My background prior to joining Cass is predominantly as a professional chartered accountant. I have previously represented clients in financial services, biotechnology, life sciences, manufacturing, hospitality and agriculture. I have worked with FTSE- and AIM-listed global companies as well as SMEs. Currently, I am the Group Financial Controller for an offshore hedge fund based in the U.S. and Cayman Islands. In pursuing an MBA, I am looking to take my career to the next level and continue building my network internationally.

This is my insight into what to expect in the first few months on the Cass EMBA program.

Shivan Bhatt and fellow EMBA students

 

The first term

As the first term comes to an end, we have completed our first six modules, covering strategy, finance, accountancy and business analytics to name a few. The cohort has established its newly formed groups, working together to complete numerous and challenging assignments set out at a frantic pace by our well-seasoned lecturers.

During case discussions, the mix of backgrounds, expertise and diversity across the cohort is clear, with conversations often drawing on experience from different industries and world markets. This can often lead to heated debates, particularly where there is more than one correct answer or approach. Whereas some of us approach an issue with cold logic, others prefer to use intuition, but the true answer lies somewhere in between. This does, however, benefit the cohort as a whole as it enables us to learn from one another and my fellow MBA candidates have taught me so much already.

By December the MBA is in full swing, with high expectations for the January exams adding to the pressure. As the Christmas period approaches, we connect with our mentors who are recent EMBA alumni and have been in our shoes. We discuss successful revision strategies, and the mentors share insights into the upcoming examinations, students and alumni coming together as peers to utilise all available resources to maximise our potential.

The Christmas break is warmly received by the cohort, giving us time to reflect on all our learning from the past three months in the run-up to the exams. On our return, peer support increases, an environment of constructive learning emerges, with teams organising revision sessions, mentoring one another on an individual basis and preparing for the first big test in only a matter of weeks.

The exams pass by at the usual, frantic EMBA pace, leaving us looking back, reflecting on where the first month of the year has gone. The end of January brings us to our first week-long break since starting the course. Many take the opportunity to celebrate together in the city, before the ‘achieving your potential’ away weekend set up by the Cass careers team. The weekend comprises of two days of self-reflection on our current careers, an evaluation of our core strengths and team-building activities. The weekend ends with executive coaching sessions with external facilitators to focus us on what we want to take away from the EMBA experience.

Looking ahead

The EMBA has already provided each member of the cohort a new, wider network of professionals, with an array of opportunities for the future. We are all extremely excited for the second half of the year, particularly our group consultancy project to Colombia in July. Given the achievements of the first half of the year, this too one would assume, will be just around the corner…

 

How four female fund managers broke the glass ceiling

I knew when I made the decision to study for an MBA, I’d be required to take on challenges that would feel uncomfortable. I expected that the structured path on the course would guide me through, and over, certain obstacles. I wanted to face barriers head on, and improve upon them.

Kylie Poole

In my role as a sales and marketing executive I was used to speaking in front of small groups of people when giving product demonstrations, or meeting new customers for the first time at one-on-one events. I felt relaxed and in control in those types of engagements. But I wasn’t regularly required to speak to much larger groups of people.

My sister, who’s an excellent public speaker, told me that preparation and practise were the keys to success. With that in mind, I was both excited and extremely nervous about the prospect of running an event for the Cass Global Women’s Leadership Programme which would require me to mediate a panel, in front of a large audience.

On the one hand, it was a huge honour. I’m so proud to be involved in a programme that’s asking tough questions and looking to improve female involvement at all professional levels. On the other, I knew it was unchartered territory – what if I lost track of time or struggled to help conversation flow amongst the panellists?

The good thing about hosting a panel is that actually, the stars of the show are your panellists. They do most of the talking and it’s their insights that make the event special. The difficult thing is that you can’t over-practise – you don’t know which direction the conversation is going to go in, and you have to stay flexible.

On the night, I got to the premises quite early – I wanted to see the space in the room and get in a few more run-throughs. By that point, I’d practised my introduction and questions many times over. I was trying to concentrate on the pace and tone of my voice when speaking – I naturally speak quite quickly and knew I had to deliberately slow that down.

Kylie Poole hosting the Global Women’s Leadership panel

I met the fantastic panellists for the first time about 15 minutes before the event began. I was lucky enough to be hosting four seasoned and highly experienced women from the fund management industry, who’d also grown together in their careers, becoming great friends. Their warmth, obvious rapport and intellect had a very calming effect – we were already talking amongst ourselves about some of the topics I was due to bring up and I could see how engaging and knowledgeable they were.

Once the crowd had arrived, there were about 50 people in the room. Some of my friends and my partner had come to support me. When I gave the introductory speech, I tried to picture speaking to them. The rehearsals I’d done in preparation paid off – I was familiar with the script and was able therefore to devote my concentration to remembering to speak in a deliberate, relaxed manner.

The panellists were as I’d expected them to be – absolutely brilliant. The chemistry between them was fabulous – one of my friends after the event commented that it was like being a fly on the wall as four friends from a fund-management version of Sex and the City talked to each other at dinner. It felt intimate, and genuine.

Time seemed to fly by and on reflection, I can remember four messages the most clearly – I’m sure for people in the audience there’d be other topics that resonated. Each point I think is inspiring and helpful to both men and women.

Dagmara Fijalkowski emphasised the importance of practise and preparation for workplace engagements. After she said this, her friends on the panel described her as the most prepared person in the room, despite her vast knowledge and many years of experience. Dagmara explained that she still puts hours of thorough research and rehearsal into all of her presentations. This may at first sound like common sense, but I found it reaffirming to hear how hard work and determination can still often be a differentiator.

The second point I remember highlighted was the importance of following and choosing paths in your career that lead towards what you’re passionate about. This was raised by Jane Lesslie who’s had a fascinating journey into fund management from journalism, through government service and economics. She pointed out how hard it is to lack confidence when talking about a topic you love, or lack motivation in an area that invigorates you.

This discussion of how careers can grow, develop, and flourish over time lead us to talk about the multi-career life. The panel challenged the audience to put less pressure on themselves about whether or not they were exactly where they wanted to be in their careers at this exact moment. They highlighted how every step contributes unique learning, and that it’s all part of a longer career journey.

Global Women’s Leadership scholars

Lastly, the panel described that despite fund management’s reputation as a male oriented career (backed up with a consistent under-representation of female talent applying at entry levels), it doesn’t at all live up to the image of shouting and bravado on trading floors. Instead, it’s a measured, calculated, research-oriented environment where everyone’s performance tends to be measured in a meritocratic fashion (long term returns).

Once I’d brought the panel to a close, I went out into the reception area and could see pockets of people energised by the event, expanding on the conversation amongst themselves over drinks. I knew I’d achieved a personal milestone with the type of public speaking I’d just done, but I was almost happier to see the inspiring effect the event had had on the audience. For that mostly, we and Cass have the star panellists to thank.

Competitive advantage at Cass

Competitive advantage

Three months into the Executive MBA programme, a flurry of deadlines passed and now the frenzy of exam revision. The Strategic Leadership module with Professor Elena Novelli was a real highlight of our first term. Each lecture divided into theoretical concepts and rigorous application to an industry or company case study. Professor Novelli’s choice of case studies (wine, travel and online dating) certainly made the content stick.

My group chose to assess Nvidia’s competitive advantage. With my gaming experience limited to Donkey Kong and handheld games (now museum exhibits), Nvidia’s graphic processing units were revelatory. But sometimes not ‘knowing’ an industry can lend itself to objectivity. After mastering a slew of four-letter acronyms, I was gripped by this story: Nvidia leverage their GPU dominance to create strong footholds in complementary markets, such as data-centres, artificial intelligence and ADAS (that is Advanced Driving Assistance Systems – I now suspect those acronyms are a device to beat word-counts).

Over the short Christmas break, I headed to the in-laws in Sydney. At Bondi Icebergs bathing pools, I realised I had begun to integrate the EMBA content, as my fellow lap swimmers became a metaphor for competitive advantage. One well-aged Iceberg swimmer, who has swum for decades without a wetsuit, moves out of the mainstream to carve his own niche in a side lane. The MAMIL (‘Middle-Aged Man In Lycra’) then emerges as the dominant incumbent, powering up and down the pool in front crawl, competing at speed. New entrants with ‘Ironman’ caps and waxed chests signal their emergent prowess – you have to be bold to enter their lane. Others extend the technological frontier with hand-paddles and flippers. With aspirations to swim the bay, I needed coaching in new techniques to cope with the surf conditions.

What is Icebergs’ business? Swimming, the original core proposition, draws a key customer segment from the community. But in the summer months, the tourists arrive – intent on snapping their requisite selfie at the famous pool boost gate receipts. Yoga, gym, a cafe, massage and swimming school provide additional revenue streams. The pool entry price is a modest $7, whereas a poolside soy flat white will set you back $5 – a significant cross-sell.

The EMBA is creating the space and honing the skills to sharpen my professional competitive advantage. A career break for kids and the dive-in confidence that comes with taking time out, tempted me to compete on cost. Early discussions with the Careers Teams refracted my past experience through a new prism, revealing a consistent theme: innovation of commercial roles in organisations and industries points of change. A theme that will be explored further at the Achieving your Potential retreat.

What of Cass’s competitive advantage, then? Consistent performance in the MBA rankings is reassuring. When I applied, the real pull for me was the proximity of the campus and faculty to the City of London. The Cass faculty regularly work with industry, so discussions are always current and the Cass brand well-respected externally.  Those lecturers we met in the first term prioritised dialogue and debate. Time to catch my breath before the next wave of revision!

#LeadingTheAdventure

Hannah Gilbert
Executive MBA (2020)

 

A ki(Cass) MBA!

Everyone is at some stage of their journey – they are either beginning a new chapter, ending one or going through the climax of theirs. For some, it could be a mixture of all these.

After having worked in the travel industry – yes, Cass MBA has a very diverse set of students, ranging from backgrounds in baking to dentistry – for a few years, I jumped ship to apply for the MBA in search of a fresh challenge. With Block 2 about to finish, I can safely say that the experience has been nothing less than eye-opening, sometimes jaw-dropping and a little nerve-wracking.

As we near our first lengthy break, you can start to see the changes the full-time MBA has already made in a short span of three months. Self-awareness would be one aspect of the immersive experience, where you get time not only to reflect on who you are but what you want to be.

Realising where you are and where you want to be

The programme will challenge you to step out of your comfort zone, but it does so in a way that makes you less frightened and more excited by the opportunity. It is competitive, but in a collaborative way. It can become stressful, but not in an unhealthy manner.

Presentations at the end of Block 1 are more likely to reveal to you how you work under pressure – trust me, it is very different compared to how you normally perform day-to-day tasks – and how collaborative you will be with your peers in stressful situations.

When there are huge stakes involved or when it concerns other people, I can be a bit scared of taking responsibility, which is understandable since I have never been in an outright leadership role in my professional career. But this is where Cass has been amazing. It lets you adapt and experiment. It lets you focus on what you want, but also enables learning in areas you thought were beyond you.

An example would be the presentations during the integration week. I preferred working in the shadows, stepping back from presenting in front of 70 people. However, what it taught me was that here is where I could experiment and learn in a safe environment. Hence, I was more than willing to take on the challenge when it was presented to me again in Block 2. I never realised that I would change so soon. But the drive was building up and went into full throttle as the transition began.

With my risk-taking and confidence moving in the right direction, I was selected as President of the Women in Business Society as I looked to focus on extracurricular activities as well as use the platform to expand my network and take on a leadership role for the first time.

At the same time, the programme is designed in a balanced fashion. It lets you experiment and is highly rewarding, but doesn’t let you get too comfortable either. While we may choose friends in our lives and who we hang out with at work, team members are often assigned. At Cass, you will be assigned to a group, to function and work on deliverables. It may need getting used to since there will be no outright leaders although everyone would be trying to make a mark one inch at a time.

As dynamics work out, and you feel settled, Block 3 and 4 will present themselves to ensure you stay on your toes. The change helps you increase your adaptability while ensuring that productivity doesn’t take a hit.

Courses and the revelations

During the immersive integration week, studying individual companies and the problems they face takes you back when the course Organisational Behaviour was being taught. During the lectures you may feel you know quite a bit about the topics before you realise that major companies are often faced with the same issues. Why, then, are such topics and issues not treated with respect?

This course was one such step into the realms of cruel truths that one takes for granted. Lectures and personal reflections throughout those 16 hours were interactive and taught more about engagements at work than years of experience would. This is why an interactive course was much more important than just a theoretic one and Cass ensured it was delivered that way.

Why Cass is highly ranked

One particular trait of a good graduate programme is how it helps you gather more self-awareness and, in my case, workshops on different skills taught me more about my strengths and weaknesses than long-time friends and family members would have.

For example, I know I immerse myself in self-doubt and this causes me to be short of confidence. The situation is made worse when I do not get feedback, which is often the case in academics and everyday life. However, the experience at Sandhurst, where we engaged in physical exercises to achieve common goals as a team, taught me the importance of self-reflection and it did wonders for my peace of mind, even as the body ached.

While I have always thought of myself as a good follower, the experience also taught me more than a thing or two about my leadership abilities – a path I want to work on for future career progression. My team members showed confidence in my abilities even when I didn’t. This helped to combat my self-doubt.

The future path

It may sound daunting and challenging as I type it, but I want to be able to build productive teams and successful products. My aim is to harness potential and create products that are innovative and make a positive impact – yes, I am aiming for a career in product management.

I hope that I can work towards inclusion in the workplace as well as the gender balance cause.

While I may have said that I ‘think’ a few weeks ago, I can now safely say that I know I am on the right track in developing my interpersonal skills, while gaining technical knowledge related to my field of interest during the electives and my BMP.

The MBA programme is inspiring and engaging, to say the least. It lets you go beyond your boundaries – something that limits us all our lives before we discover that we can push ourselves.

Lina Rahmanian,

Full-time MBA (2019)

Chat with Lina on Unibuddy to find out more about the course.

You will NEVER think the same way again

‘Tis the season of winter warmers, twinkly lights and Strategic Leadership on Cass Business School’s Executive MBA (EMBA) programme.

As I sat in a coffee shop, sipping my Choca-mocha-glitter latte ― the trendy hot drink this season ― with my fluorescent highlighter to hand, I began to read the case study for my next class with Professor Novelli.

The cold Cola war

Reflecting on last week’s case study, there was more to the Pepsi and Coca Cola war than I’d first thought.  The analysis, the controversies – it  astounded my brain cells! Most importantly, it undermined my conviction that there was a difference in taste between the two drinks – a bubble-bursting moment! Oh, how I was learning new things at every moment on this EMBA!

As my mince pie was served, I pondered what had compelled me to spend nearly £10 on a fancy-pants latte and mince pie. Was it the experience of sitting in a cosy chair, of having a place to read? The quick customer service? Or the brand?

As I continued sipping away at this costly warmth, I noticed this coffee shop had a new layout. The counter was now split into two sections. Now there was a Click-and-Collect service for coffee― how millennial! I was reminded of Dr. Kocabasoglu-Hillmer’s Operations Management class. Responding to consumer trends is key to business and this coffee shop had clearly adapted to changing market trends. Customers no longer tolerate waiting in long queues, so now they just download an app, place their orders, pay online, walk in and collect: ingenious!

I was intrigued, also, by how they forecast their inventory. They were selling many Christmas delights, so what effect did these new additions have on the supply chain? How did they source their coffee beans? Was the company sustainable for the next 10 years? What was their CSR (Corporate Social Responsibility) policies? All these questions were buzzing around, so I Googled whilst munching the mince pie.

Later, as Michael Bublé greatest hits came to an end, I took my final sip and concluded my reading of the case study. I prepared to go to class, looking forward to seeing my cohort.

Coolest cohort

At present, we are forming friendships, enjoy debating in class, and the plurality of characters and characters and backgrounds is stimulating. Everyone has their own idiosyncrasies: whether it’s the chocolate rice cake connoisseur, the skateboarding CEO, the passionate Greek or the cyclists with their love of sushi and pension funds. We learn from each other’s interests, heritage and worldviews. An MBA is not easy; sometimes you can feel overwhelmed. But with mutual support and such a wealth of viewpoints, hardly any challenge feels truly insurmountable.

In Professor Novelli’s class, as I waited for my lecture to begin, I reflected that a few months into the MBA. It was evident that my studies were already paying-off. After taking my place in that coffee shop, I realised that my entire outlook on the world had now changed.

Nushma Malik
Executive MBA (2020)

Going beyond theory: Putting my Cass MBA into practice

A trip to the library is a very good way to learn different theories about one field. On an MBA, this is magnified as myriad fields are studied in a very short span of time. In the blink of an eye, you have finished three modules and you have a new set of tools at your disposal.

The bad thing about theory? It is quickly forgotten if it’s not put into practice immediately. That’s why you should make any reasonable effort (and more) to apply the theory you learnt to your day-to-day work. It will not only reinforce the concepts you’ve learnt, it will help you deepen your knowledge in the areas you are interested in and provide immediate returns in your career.

A good way to exercise this is to identify existing problems in your work and apply what you’ve learnt to solve them, or at least to flag the problems and propose a course of action. This proactive approach is always welcomed from companies (and most welcome if you work for yourself) as it shows your willingness to take the lead in improving the area you are effecting.

Managing change

At work, I am experiencing first-hand a transformation process of an R&D-focused, fast-paced startup becoming a commercially ready engineering company capable of fulfilling moderate to big orders from utilities.

Before starting the MBA, this process might have looked scary to me, but I now understand what I should look for during this transition, how to anticipate foreseeable problems and be prepared to step in when required.

Applying the concepts learnt in Organisational Behaviour and Operational Management, I can help the company in its course to establish a robust supply chain to process the customers’ orders and shape the organisational culture moving forward.

Establishing the supply chain proved to be an easier process in the sense that it is driven by qualitative comparison of different partners, although establishing the criteria to be applied is key for a swift, overall process. Understanding concepts like reducing waste in the processes, establishing a Corporate Social Responsibility framework and Just-In-Time manufacturing helped us approach this task with a very clear idea of what the outcome should be and be confident in the result that will be obtain.

Overcoming resistance

Created as an engineering startup, the recruitment efforts (so far) had been focused on boarding people capable of working with minimal supervision, with a high degree of creativity and flexibility to react to changes in the environment.

Transitioning into a fully-fledged engineering company able to serve orders of thousands of units to utilities in a highly-regulated market presents several problems apart from the mere logistics and certifications. Typically people that thrive in an R&D setup are not equally fitted to working to tight-deadlines, deterministic, streamlined mode that is normally required to fulfil medium volume orders.

The transition period is the most delicate. Hiring enough personnel to create a completely new division to handle the operations – while the original team remain focused on R&D – is not really an option until the orders are received and cash flows generated.

Keeping balance

This limitation forces us to divert the existent resources into these new tasks, which are more tedious, and the current workforce feels less motivated to work on them. Balancing these tasks and R&D activities is important so as to keep morale high while attaining targets. In the longer term, there will be hires to carry out the bulk of the delivery and support activities, but for the next few months we will be busy keeping the current staff able and willing to perform these tasks.

Organisational Behaviour is a major enabler to understand the psychology and team dynamics. It doesn’t provide you with a universal recipe to handle all (or any) situations; rather, it opens your mind to better analyse each situation and know what the different theories say about them and what the pitfalls are, so you can be prepared to react if something doesn’t work as you expected. It did make a huge difference for me when I had to face these issues.

Alberto Perez Sanchez
Executive MBA (2020)

A top-tier Block One experience: Baking to learn strategy

Blink and you’ll miss it. That’s Block One – finished! I am still asking myself: “Where did the time go?”. We all put in a lot of hard work studying, but it is not only about the academics, there have been many skills to learn along the way, and the Cass Full-time MBA has a few unexpected ways of teaching those skills to us …

1. The Great Cass MBA Bake Off

For our Strategy module, we step outside the classroom for a baking competition. Yes, you read that correctly. We have been given all the ingredients, now it’s up to us to put them together and make something from them.

This is the general idea at least. In practice, we are given too many of some ingredients, too few of others, and no recipe. We can seek advice from others, including a professional (though we would need to sacrifice some ingredients in exchange), and we can try to find additional ingredients and barter with the other teams.

An hour is a very long time to prepare a cake batter usually, but it feels much shorter when you do not know how to do it. So, this is where the skills come in, assessing what we need to do and how we can go about solving it.

We have:

  • Various ingredients, including lots of raisins;
  • Some vague memories of watching the Great British Bake Off – Cake Week;
  • Even more vague memories of watching family members bake cakes;
  • Seven people determined to bake the best cake Cass has ever seen.

I think it was the last asset that made the biggest difference. However, using all of these we worked out what type of cake we thought we could bake, what ingredients we didn’t need, what ingredients we did need and how to acquire the missing ingredients. There was just one thing missing – we weren’t 100% sure how much we needed of each ingredient, though we were sure it needed to be precise.

A key skill in teamwork is identifying expertise, and if you don’t have it within the team, seeking it out. We worked out the most valuable question we could ask, gathered up our spare ingredients to pay with, and spoke to the baking professional. Her guidance on quantities was the final piece of the puzzle. The team rallied together, furiously mixing ingredients, and writing out baking and decorating instructions.

 

I don’t know if Paul Hollywood would have given us a handshake, but happily our vision for a spiced fruit cake worked in the eyes of the judges.

2. Integration Week

We have been given all the ingredients, now it’s up to us to put them together and make something from them.

Hold on … I think I’ve heard that before … it sounds so familiar.  And it is. Except that instead of flour, sugar and raisins, we had Strategy, Accounting and Organisational Behaviour.  The team is given a consulting-style question on Monday and have to present the solution on Friday, using the knowledge learnt in the modules in Block One.  So, by the time the details have all been confirmed, we have three and a half days to identify the problems (there is never just one!), come up with options, pick one option as the ideal solution, explain how to implement it and its effects, and present.

The techniques to successfully complete this challenge were not so different from the Great Cass MBA Bake Off.  We had already picked our team coordinator (we choose a different team member for each project), and in the course of our research it quickly became clear which topic each team member would specialise in.

We came up with a plan, always making sure we were answering the key questions, challenging each other the whole time, so that when we presented, we could be confident and know that we could answer almost any question asked by our professors because we had asked it of ourselves.

3. Sandhurst

After Integration Week we all need a bit of fresh air and activity, which was ideal as we were off to The Royal Military Academy Sandhurst for three days. We were put into new teams and given new challenges, focusing on teamwork and leadership.

Understanding where the skills of our team lie was crucial during every challenge. Some of the challenges were practical, hands-on challenges, so it was the team members with good hand-eye coordination and balance, or strength and speed, who led us successfully completing all the challenges.  Some of the challenges were problem-solving, so our team members who could riddle out a puzzle led the way there.

But then of course there were the challenges that involved both the mental and the physical. On our last day we had a race, a bit like a mini-assault course. It poured with rain the whole time, but I have to say, the rain made it all the more enjoyable! The challenges round the course required us first to work out how to do it (cue puzzle team members) and then actually do it (cue hands-on team members).

One of the challenges was moving a ‘Tower of Hanoi’ – simply put, you have a tower of pots on top of each other, getting smaller as it goes up, and you need to move the tower from one spot to another. However, there are only three spots you can place a pot, you can only move one pot at a time, and a big pot cannot go on top of a small pot. A member of our team had seen this puzzle before, so with their guidance on what to move where and when, the other members formed a tag-team, sprinting in and out moving the pots one by one, so as soon as one person got back, the next person was off! The whole team pulling together.

I think the ‘Before and After’ photos for our time at Sandhurst speak for themselves.  In the ‘After’ photo, we may be muddy, soaking and exhausted, but we are wearing smiles even bigger than the ones in the ‘Before’ photo.  I expect this transformation will not be unique to Sandhurst during our MBA.

Rhiannon Ludlow
Full-time MBA (2019)

 

Chat with Rhiannon on Unibuddy to find out more about the course.

From Wardroom to Boardroom – Lessons in Leadership

“CEOs exist to LEAD, not MANAGE Companies”. Such words couldn’t have rung truer during the recent Cass Business School MBA strategy lecture with guest speaker Mr. Federico Minoli.

The former Chief Executive Officer of the esteemed motorcycle brand, Ducati Motor Holding S.p.A – Mr. Minoli played a decisive role in steering the company from the brink of bankruptcy to setting the foundation for Ducati to enjoy sustained, superior growth in 2001.

Key facets of Mr. Minoli’s management doctrine include, but are not limited to, leading with passion, a strong focus on research and innovation, along with an indomitable spirit to continually challenge existing paradigms. However, the key message of this briefing was that an organisation’s external growth is predicated on the fostering of a strong, unique company culture first.

Introducing General Holland Smith 

True to the overall Cass  ‘Leading the Adventure’ slogan, Mr. Minoli’s message and his leadership style recalls me to the four year contract I recently served as an officer in the US Navy.

As a veteran making the transition from the ‘Wardroom to the Boardroom’, Mr. Minoli’s experience and his message to the Cass MBA class shares various aspects with the leadership lessons of General Holland Smith.

General Smith

General Smith is revered in the Marine Corps as the ‘Father of Amphibious Warfare’ – bringing the US Marine Corps its own unique identity in the face of change and uncertainty during the Second World War.

General Smith grew as a passionate and committed leader within the ranks of the Marine Corps, during a time when the US Armed Forces were dominated by the ‘flag ranks’ of both the US Navy and the US Army.

These in turn viewed the US Marine Corps as a secondary, subordinate branch. General Smith challenged this subordination of the Marine Corps through not only his relentless advocacy for marines to lead amphibious assaults on foreign shores – but also through his strong demeanour, wherein he fostered a culture of intensity, motivation and camaraderie among the marines he led.

Whilst this aggressive advocacy and ‘unconventional’ strategy ruffled many feathers within the senior ranks of the navy and the army, these traits won General Smith the blessing of Fleet Admiral Chester Nimitz to create an ‘Amphibious Corps’.

This in turn helped the Marine Corps grow into a military branch of its own – with its own distinct leadership and organisational culture that in turn is centred on an overall strategy of taking any fight to the shores of enemy nations.

Although marines in modern America come from all backgrounds, ethnicities and cultures – they distinguish themselves every day through a commitment to the mission of the Marine Corps and a fierce loyalty to their brothers and sisters in arms.

Ducati’s ‘turnaround’ artist 

Similarly, Mr. Federico Minoli turned Ducati from a brand on the brink of bankruptcy within the motorcycle industry into a key player, with approximately ten per cent of the global market share at the time he left Ducati.

Whilst Ducati as a company was never lacking a strong product, the company in the past did not properly develop the brand image. Mr. Minoli decisively changed this for the better through the introduction of his ‘tribal’ company culture. Mr. Minoli envisioned the product of his company – the Ducati motorbikes as a ‘totem’, which would unite all the company’s customers through their loyalty to the Ducati motorbike.

Similar to the culture fostered in the US Marine Corps through General Smith – members of the Ducati ‘tribe’ come from all cultures and backgrounds, but are united in their passion for Ducati’s unique motorcycles.

These ‘tribal’ changes extended to the management ranks of Ducati – wherein motivation and a passionate commitment to the Ducati brand became traits that were screened in the hiring of potential managers.

This change in the management culture not only created a fierce loyalty to the company, but also empowered managers to serve as catalysts for positive change within Ducati. This in turn empowered employees of all ranks to work to become a part of something bigger than themselves.

Mr. Minoli’s strategy enabled Ducati to maintain its brand identity after it was acquired by Volkswagen Group in 2012. Despite being considered as an ‘underperforming’ brand by the company and talks of sale following Volkswagen’s diesel emissions scandal in 2015, Ducati has successfully proved its resilience to forced external changes through the strength of the ‘Tribal’ culture developed by Mr. Minoli.

This overall message of building a strong internal culture in order to grow an organisation is not a novel, nor a groundbreaking concept in the context of an MBA education.

However, as MBA students at Cass Business School, the examples and the legacies of both these outstanding leaders will continue to inspire my classmates and me to be catalysts of positive change as we enter the business world as leaders.

Written By: Oliver Yogananthan
Edited By: Bilal Ahmad, Nathan Griffiths, Cai Ling Soh and Tom Wooltorton.

Submitted on behalf of the Cass Full-time MBA class of 2018

Cass MBAs consulting in Colombia

There’s an old adage which goes something along the lines of ‘Jack of all trades, master of none’.

For the past year I’ve felt a little bit like said above. Drastic life changes, meeting new people, learning things which have little relevance to old Claire etc etc. It’s almost like undergrad, but on a different planet where everyone speaks using interpretive (and extremely cool) dance.

The International Consultancy Week was a chance to showcase everything we’ve learnt for the past year. As its name would suggest, it’s a week where we worked on a business strategy project within a diverse range of industries, designing solutions for business development issue.

It was essentially going to be a week of hell, with the addition of a small holiday on the back. In Colombia. In their winter.

The cohort were divided into groups which were pre-auctioned, and I managed to land the most awesome group consisting of Lizzy, Kylie, Dipen and Pascal. Our company were a ‘small’ coffee producing company called Cafetal De La Trinidad (CDLT), who were looking to access the international market post ‘Colombian crisis’. Previously, CDLT were one of the largest producers in Colombia, dating back to the early 1900s. After a hiatus, they were back in the market with their first harvest of high quality coffee due in August. Our duty was to offer advice and consultant them on the international market.

Anna and Alejandro have to be two of the most impressive, persistent and slightly mental people I have ever met. With over 400 hectares of land, the farm has an undeniable spread of lush landscape and potential. Their plan is simple; producing high quality coffee using the very best techniques. As an aside, do you know how much WORK it takes to create a simple cup of coffee?

Here are 10 steps for all us novices out there:

  • 1) Plant coffee tree/s in vast amounts.
  • 2) Pray for rain (or wait on a horse–and preferably not being eaten by said horse)
  • 3) Wait for two years (preferably here, in a comfortable hammock).
  • 4) Pick berries.
  • 5) Depulp in big machine.
  • 6) Do some technical stuff.
  • 7) Wait some more time whilst beans dry.
  • 8) Do some more technical stuff.
  • 9) Pray again (pose for pictures)
  • 10) Celebrate your first green bean harvest!

 

(There are quite a few more steps before, during and after this, but those are semantics)

Another thing no one actually tells you in business school is how incredibly hard it is stepping outside of your comfort zone. Everyone may have their own specialist remit, but when you’re trying to consult to people who have been in their industry for years – you have a large chance of getting caught out pretty quickly. Which is why it’s incredibly important that the clients you acquire have the graciousness to accept your views and thoughts. That shows business and human acumen.

And to pay homage to my fellow ICW’ers: here are a few shout outs that I must mention:

Laura – thank you for putting up with me #RoomieFromHeaven

Adam – Hope you saw a GP back in London.

Pascal – thank you for being my spirit animal.

Greg – #RunRussianHorsieRun.

Ola AKA David Bailey #ThankYou.

For everyone who came to ICW (and I’m sorry I didn’t mention you all – I ran out of word count) – thanks for being awesome; you really are and you really were all the best memories I have.

And for those of you who didn’t come, here are some pictures for you to enjoy!

  • Saturday: Long day...
  • Saturday: Long night...
  • Sunday: Started by praying for a good week...
  • Followed by a tour
  • You can take the man out of Malaysia...

 

Claire Georgeson
Executive MBA (2019)

 

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