Tag: Executive MBA (page 1 of 2)

Breaking the Social Class Barrier

Holding an Economics degree from City, my interests have always been skewed toward quantitative subjects. I was anxious to start my EMBA core modules on topics such as Organisational Behaviour. Little did I know that I would learn the mathematical formula that I now use to explain my ambitions during these lessons. In a simplified form, Vroom’s Expectancy Theory of Motivation states that an individual’s drive to pursue a goal is a function of two variables: 1) the strength of her or his desire to fulfil that goal, and 2) the probability that it will actually happen. It looks like this:

Another subject that wasn’t previously on my radar was our module on Corporate Social Responsibility (CSR), but my interest in the topic has flourished. For our CSR coursework, we were asked to analyse BlackRock Chairman and CEO Larry Fink’s annual letter to S&P 500 CEOs. In his 2018 letter, Mr Fink called on companies to take a more active role in addressing societal issues and also emphasised the importance of a diverse board.

This prompted me to browse the C-suite composition of the largest banking institutions in the world. I found that banks continue to make progress on diversity of gender, ethnicity, industry experience, and country of origin. When taking a closer look at the early life and education of randomly picked board members, a pattern emerged. Despite the characteristics that make them unique as individuals, most appeared to have privileged backgrounds that led them to receive similar education. How could they possibly not surrender to group think if they attended the same handful of universities and grew up within the same networks?

The reality is that social class is the ultimate barrier to break and that has nothing to do with gender or nationality. The probability component of Vroom’s formula is important in determining people’s motivation to pursue certain careers. Wealthy people with good contacts will have a greater probability to be successful, hence they tend to be highly motivated individuals.

Natalia Lopez

I cannot remember my childhood friends and I dreaming of going to university let alone becoming a chairperson, or a CEO. That is because, just like thousands of teenagers today in Britain, we had zero perceived probability to achieve these goals. Sadly, society labelled us as lazy but we were just a demotivated bunch of youngsters.

With an extraordinary influence on our global economic and political system, financial institutions are increasingly becoming a dominant force directing the world. How can they take decisions that are in the best interest of people if their boardrooms understanding of society’s struggles comes from an economics textbook?

In my opinion, a truly diverse team is one that is made of different social classes and this is something most corporations are getting wrong. Luckily, the desire component of my Vroom’s formula is bigger than a mountain for which I am highly motivated to achieve my goals. We need to show people like my younger self that it is possible to make their dreams come true. This is not just because equal opportunity is a hardly debatable subject but because, without them, the world is missing out.

Natalia Lopez, Executive MBA 2020

The Cass London Symposium: New Directions

When the theme of “New Directions” was set as one of the cornerstones of the Cass London Symposium, minds in the UK were focused on Brexit and the uncertain future of the capital, but speakers and attendees took the theme in their stride.

The London Symposium is now in its fifth year. Whilst it was initially launched for students ordinarily based outside of London, many London-based students now also attend the week-long programme to gain insights on their home city and some of the brilliant business minds within it.

The beauty of an MBA is learning from diverse industries and cultures. The beauty of the London Symposium is to bring those industries and cultures together in one of the most diverse and open cities in the world.

London Symposium Cohort – April 2019

The week started by looking back over the history of London through the eyes of the late Lord Mayor Charles Bowman, the 690th person to hold this position. The trip back in history highlighted how modern-day problems will be a minor blot in the landscape— a message we heard several times during the week.

The enigmatic Vernon Hill took us through the meteoric rise of Metro Bank, a success story following the outstanding success of his previous venture Commerce Bank in the US. Vernon and his team have certainly delivered new directions for the UK banking industry: when he launched Metro Bank in the UK, it was the first new bank to hit the UK high street in over 100 years. In the short time he was on stage, Vernon created a new fan club with dozens of students queueing for autographs of his book!

One of the starkest (but most accurate) messages of the week came from René Carayol – adapt or die – among other short and sharp messages on themes such as agility and innovation. The speakers were fantastic and their presentation styles were interesting to observe. We have long been taught not to rely on PowerPoint and witnessing great examples of the Ted Talk style approach in action was inspiring.

René Carayol – motivational speaker/coach

 

Day two was no less frenetic and covered how technology is taking over the planet, both in our professional and personal lives. For example, EY covered how Artificial Intelligence will undoubtedly take over some professional industries within our lifetime , and more so for our enjoyment the advance of creative visual effects was examined by the CEO and founder of Framestore. Hearing Sir William Sargent speak was one of the highlights of the week for me. He is an incredibly modest man despite creating one of the world’s largest CGI behemoths with a starting team of only four in Soho in the 70s. Now, he divides his time between different branches of the 2,500 strong company across multiple continents. Branding and customer service were addressed during the sometimes light-hearted and sometimes serious approaches of Rebecca Robins (Chief Learning and Culture Officer at Interbrand) and Matt Watkinson (author of award-winning “The Ten Principles Behind Great Customer Experiences”).

Sir William Sargent – Framestore

I greatly enjoyed the link of alumni involved in the programme. No less than four presenters were Cass MBA graduates, which is a testament to the draw of Cass and its network.

The varied locations were also a big plus of the programme. The Symposium brought us from the depths of the Tate Modern to the Royal Institute of Great Britain and the National Gallery. The week included 16-odd backstage passes to some of London’s greatest companies ranging from a 300-year-old insurance institution in the heart of the City to a Premier League football club.

My personal favourite visit was a curated tour and presentation from the property and real estate company Cushman & Wakefield. Their analysis of the regeneration of the King’s Cross area was a perfect embodiment of the week’s “new directions” theme. As pretty much a no-go area less than 15 years ago, it has now magnificently transformed into a campus-style hangout for tech giants Google and Facebook, while providing inviting public spaces too. I was also intrigued by their discussion about the future of real estate and their suggestions as to what companies will need to do to survive and thrive, pivoting their way through one of the City’s oldest industries. I took particularly detailed notes here seeing as I work in the real estate industry!

Model of ‘Pancras Square’, with the new Google HQ on the right. C&W

Embracing authenticity was discussed by alumna and successful entrepreneur Davinia Tomlinson, who launched rainchq with the vision of empowering millions of women to take control of their financial future through education, qualified advice and events. Charlie Guenigault, one the heroes who confronted the London Bridge terrorist attackers, was one of the most emotional presentations I have ever experienced. He delivered an uplifting message of overcoming adversity. As an unarmed police officer, Charlie put himself in the face of danger to help others and received five stab wounds in the process. I was privileged to shake his hand afterwards and to be able to say “thank you.” These kinds of discussions remind you to appreciate what is truly important and determine what your values are as an individual.

Bank Underground station – new central line tunnel

 

As one of the “locals,” I was hoping to experience more of the city that I have called home now for the last decade, and I was not disappointed. Seeing first-hand the external realities that future leaders will face opened my eyes. The week ended with two extremes: deep in the underground tunnels of the future extended Bank station (literally creating New Directions) to high above the City in Heron Tower for the closing celebration. Rather aptly for me, in a past life I was involved in the construction of the building. They were kind enough to let me back in to reminisce on a week well spent, reflecting on the contacts and connections made.

Find out more about the speakers here.

Diversity, Inclusion and Leadership at Cass

Nina and her cohort

My MBA experience is coming to an end. I am about to graduate this summer. Reflecting back, I can only say that my experience was mad – good and bad and crazy and intense and really like a roller-coaster. But I wouldn’t have changed it for anything, it was exactly how an Executive MBA is supposed to be. Except, my class had a higher proportion of men to women. Let’s talk about diversity and inclusion for a minute.

I am a proud recipient of the Women in Business Award by Cass. A few of my cohort members are. My school is extremely supportive of female leadership starting from a female dean, female board members and offering many scholarship opportunities to women applying to various programs. As with many schools, during the application process we are given an opportunity to apply for a multitude of scholarships, and us women have an opportunity to go for the diversity awards. Like in many boardrooms, business schools seem to struggle to entice working women to join the classroom part-time on top of their full time careers as professionals, and most likely even fuller time careers as mothers and wives. Therefore, many business schools will offer various awards to supports future female leaders and our prospect achievements in our individual fields. What a tremendous opportunity for us, but are we discriminating men? Who cares, you are thinking, women have been discriminated for years, it is our time to rise and shine!

#CassWomen

Hey, I don’t disagree. Give me an opportunity to shine and I’ll take it, nobody can stand in my way. Except, I don’t see the world with ‘men vs women’ eyes. I see an opportunity to grow personally and professionally, perhaps competing against other people, but their gender doesn’t bother me. I see an opportunity to shine, not because I am a woman, but because I have a unique perspective, and unique experience and knowledge that I bring to the table. That is what others should see too. Those that are incapable of seeing past my gender are not worthy of my time, and certainly organisations that recruit me because I am a woman and they ‘lack female leadership’ are not the places I would fit in. Not because I don’t bring a female touch to anything I do, trust me, I am emotional and I don’t hide those emotions, but that is also my choice. These are not the places for me, mostly because they care that I am a woman, and don’t care that I am an experienced professional. That is where I want equality.

I recently read an article in which a personality scientist states that if you are a woman and you popularly ‘lean-in’ you will become a dysfunctional leader. This scientist further states that most people have little insight into their leadership talents, and those that believe that are the best leaders are in fact the most incompetent leaders lacking self-awareness. Statistically, those leaders are most likely to be men – whether women have chosen a different path, chose to stay at home or were just not interested in leading, we are still working in a male dominated business environment. So if we are to lean in, and mimic the behaviours of these dysfunctional leaders, won’t we become dysfunctional as well? That is not my goal. My goal as female leader is to be humble but also to utilise my strengths: communication, passion, endurance, emotional intelligence, empathy, the ability to listen and connect, and the ability to think about my bigger picture, but also to think about the picture of the people I touch and bring on the path with me.

Nina Kerkez (Modular Executive MBA, 2019)

Malala Yousafzai, a young Pakistani education advocate, who at the age of 17 became the youngest person to win the Nobel Peace Prize, is a true inspiration in leadership for me. She has overcome adversity, she is standing up to her rivals and she is overcoming diversity, whilst fighting for girls to pick up the books and pens, and get the education that they deserve. There are many things we could all learn from Malala, but as I talk about diversity and inclusion, in words of this wonderful woman it is important for us to remember: “Dear brothers and sisters, I am not against anyone… There was a time when women social activist asked men to stand up for their rights. But, this time, we will do it for ourselves. I am not telling men to step away from speaking for women’s rights rather I am focusing on the women to be independent to fight for themselves.”

So, in my view, my MBA class was extremely diverse containing people of all genders, many races and nationalities, and many professional backgrounds. It consisted of a group of 38 amazing individuals, each and every one of us unique in our own way. We have learned from each other and built relationships that will last us a lifetime. Perhaps, I am finding it harder than I thought to be at the end of this journey. But those connections built in the two years of classroom activity, travel and, let’s face it, pub activity together, give me the feeling that this is not quite the end.

Post-study drinks

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…

 

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)

 

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)

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)

 

Why I went back to school (and chose the Cass MBA)

My long-term professional goal is to become the CEO of a large financial institution. For that reason, I spent some time researching common traits leaders possess that have climbed up the corporate ladder.

I found that they are all driven, hardworking people that have persevered throughout adversity but the commonality that truly stood out, is that at some point of their lives they all made a decision that transformed the course of their careers.

I knew that I shared these traits with them; however, I was yet to take that life-changing step that would put me on track to fulfil my ambitions. Doing an Executive MBA was that next life-changing step to take, so here I am, on track and ready to squeeze every opportunity on my way up.

My journey before Cass

My name is Natalia Lopez and my dream has not always been to score that top job in the banking industry. In fact, I left school in Spain without qualifications and, having landed in the UK without speaking a word of English, the minimum wage was the first thing that I learnt in this country.

Today I am part of the FX trade technology team at a global custodian bank in Canary Wharf. Given a set of requirements, I configure clients to trade FX products across a number of platforms, carry out test trades and ensure the system architecture is correctly set up to allow the flows.

So, you might be wondering how did I end up having such a cool job in an expanding industry and, more importantly; why is it that I would like to become a CEO? I will reveal all in the next post.

Having obtained an Economics degree from City, University of London, and mentoring for the University, I have worked closely with Cass Business School students for three years. This meant I have been aware of the School’s great reputation for a long time; therefore, I decided to attend MBA related events to explore their programmes (on a side note, this is something I highly recommend if you are thinking of applying for a programme).

First day jitters

I have to be honest though, even after accepting my offer I still felt a bit nervous when I was on my way to the recruitment events. But after five minutes of interacting with the incredible bunch of people that makes up my cohort, I was certain I was in the right place. Have you ever had that feeling? It is great.

During the first week, we were allocated into teams that we would be doing projects with. Sally, Saj, Gemma, Ahmed, Mike, Guillaume and I are Team Cook. We come from different backgrounds which is perfect as each one of us brings something different to the table. We have only been working together for a few weeks but I already know we are going to smash it through the next teaching block.

That is us having a great time at the welcome dinner. I am on the second right 😊

The day after the welcome dinner, we had a masterclass on mind mapping and speed reading. I took this as a hint of the workload we will be given! In only a couple of weeks I have already attended a two-day workshop on presentation skills and another on executive presence (to be continued), both of an excellent quality. So far, I have signed up for Insights into Leadership and the Executive Media workshops, which I am looking forward to it!

I wonder how I will feel when I read back to this blog in two years’ time. At the moment, all I know is that it is going to be a very exciting time in my life and I am going to enjoy every moment of it.

Executive MBA (2020)

OMG it’s been over two months since I started my Executive MBA

OMG it’s been over two month already…

The week long Executive MBA induction started off with having our photos taken, doing workshops that introduced and taught us a great many tips on how to survive the upcoming year, sitting in on an executive presence workshop, nicely rounded off with an induction dinner at the impressive Bleeding Heart restaurant. Oh and let’s not forget Sunday morning’s workshop on mind-mapping.

It was already the start of week two and I needed sleep, a week’s worth of laundry was waiting and I needed a hot dinner that was not a Pret A Manger sandwich.

Here I was thinking I was only committing my part-time MBA to two days a week, but it felt far more than that. A realisation hit me; this was the lifestyle change I had heard about, one that I had expected but wasn’t quite prepared for.

Organisation is key!

Week two started off with our Organisational Behaviour module, taught by Queens Park Ranger supporter Professor Cliff Oswick. The dynamic and captivating Professor brought to life the human and competitive nature of teams and the likelihood of dating Leornado Dicaprio via Vroom’s expectancy theory.

On week three we had our Accountancy and Finance lecture, and for the accountants amongst the cohort, it definitely seemed like telling them to ‘suck eggs’. But for the majority, it was the stretch that they had warned us about; this one was the down dog you would do in yoga – rather painful at first but you knew it had its benefits.

By week four my cohort was beginning to look like one big happy family – hanging out at the coffee station during the 20 minute break where the canteen offered hot dinners. But it wasn’t all frivolous chatter; we already had coursework on the horizon.

One thing for sure is, while working your day job and doing the Executive MBA, you are definitely challenged in a way you never would have thought. It’s one of those challenges you want to overcome with a big smile on your face.

Why I hear you ask? Because you eagerly want to learn from one of the UK’s best business schools that will nourish you and equip you with a skill set needed to reach your goals. You are among a diverse range of people selected from different fields and walks of life, all coming together like a fruit salad. Individual, colourful and some fruitier than others – but that’s what’s so wonderful about the Executive MBA.

Nushma Malik
Executive MBA (2020)

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