ft 2010 mba rankings

7/31/2019 FT 2010 MBA Rankings

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Business

Education

GlobalMBAakig2011

J A n u A ry 3 1 2 0 1 1

www.ft.com/bsiessedcatio/mba2011

Opeigdoos

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CONTRIBUTORS

LINDA ANDERSON is the FTsdeputy business education editor

ANDREW BAXTER is FTspecial reports senior writer

VINCENT BEVINS is an FT

contributor DELLA BRADSHAW is

the FTs business education editorTOM BRAITHWAITE is the FTs

Washington-based business andpolitics correspondent

SIMON CAULKINis an FT

contributor WAI KWEN CHAN is theFTs business education online content

developer CHARLOTTE CLARKEis the FTs business education

researcher THOMAS ESCRITTis an FT contributor

JAMES FONTANELLA-KHANis the FTs Mumbai-based online

editor JENNIFER GEORGE isdean of Melbourne Business School

GREG GORDON is an FT contributorEDWIN HEATHCOTE is the FTs

architecture critic MICHAEL JACOBS

is the FTs business educationstatistician JOE LEAHY is the FTs

Mumbai bureau chiefRACHEL MORARJEE is an FT

contributor DIVYA NARENDRA is aJD-MBA student at Northwestern

University CHRIS NUTTALL is the

FTs technology correspondentBERNARD SIMON is the FTs

Canada correspondent

IAN WYLIEis an FT contributor

Special reports editor

Michael Skapinker

Business education editorDella Bradshaw

Editor

Hugo GreenhalghLead editor

Jerry AndrewsArt director

Sheila JackVisual consultant

Ed RobinsonProduction editor

Riaan WolmaransCommercial director, EMEA

Dominic Good Head of business

education Elli PapadakiAccount manager

Sarah Montague Publishing

systems manager

Andrea Frias-AndradeAdvertising production

Daniel Lesar, Daniel Scanlon

O N T H E C O V E RIllustration by Neil Webb

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GLOBAL

MBARANK ING

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26F T . C O M / B U S I N E S S E D U C A T I O N / M B A 2 0 1 1 | 3

4 F R O M T H E E D I T O R

6 U P F R O N T

News and views: the cost of an MBA, learningon iTunes, free executive education and more

8 I N T R O D U C T I O N

Time to innovate: traditional MBA providers

face growing competition from the internet andthe developing worldMeet the dean:Ajit Rangnekar of the IndianSchool of Business in Hyderabad

1 3 O N M A N A G E M E NT

A better kind of change: Simon Caulkin arguesfor a new way of implementing change

1 5 D E A N S C O L U M N

Ethical leadership: Jennifer George ofMelbourne Business School on the lessons to belearned from the theories of Ren Girard

1 6 T H E B I G I N T E R V IE W

Positive thinking: Eric Kacou, an MBAgraduate, author and business analyst, on making

a dierence in the worlds poorest societies

2 3 S T U D E N T V I S A S

UK business schools wary: Ian Wylie on howan immigration crackdown in Britain could aectschools global recruitment

2 6 A R C H I T E C T U R E

Outside the box: Edwin Heathcote tracks the

architectural transformation of business schools

3 3 R A N K I N GGlobal MBA ranking 2010: methodology, school

profiles and Michael Jacobs analyses the data andpresents this years table

4 2 S P E C I A L R E P O R T

Degrees of choice:writers from around theworld examine the demand for MBAs in their

regions, as well as the impact on jobs markets andthe careers of MBA graduates

7 6 T E C H N O L O G YSpeaking in tongues: Chris Nuttall takes stockof the latest language translation technology

7 8 H O P E S & F E A R S

Window of opportunity: Divya Narendra goesfrom social networks to business school

Contents

ILLUSTRATION:RAYM

OND

BIESINGER;PHOTOS:BLOOMBERG;GALVANDEWEGHE

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A colleague here at the Financial Times is always

rather relieved when recruiters return to businessschool campuses to hoover up MBAs. The reason is simple:she shares a name with an alumnus from a top European

business school wh o also works in the media. When jobs

are scarce, she receives phone calls and e-mails from unem-ployed graduates asking for help.

They want to know what sort of opportunities for MBAsare available at the FT. Who should they contact aboutgetting a job? What background informationcould she give them that would benefit them

in an interview? Some of the more ambitiousstudents think she can help them get a job atPearson, the FTs parent company.

A few are particularly blunt: will she helpthem get a job? And some are particularly

rude. Just who are you? one aronted MBAasked when she told him that she was in noposition to help.

I do not imagine she is the only person

placed in such a predicament. Use the net-work is the business school mantra in tougheconomic times. And students do. But howethical is it? Just where do you draw the line?

As business schools drag themselves outof the recession for which MBAs in highplaces have been roundly blamed deans

are promising that the future leaders theyeducate will be ethical, promote high moral standardsand have character.

The highly ranked schools are those that espousethese views more than most. Yet one of the reasons thataspiring managers are prepared to pay so much to study

at a top business school is access to the network.In fact, analysis of the questionnaires completed by

more than 9,000 alumni of the top MBA programmes in2007 those surveyed for the FTs 2011 ranking showed

that networking was the third most important reason given

for studying for an MBA, after increased earnings (themain reason) and the education itself. Networking,

it seems, is more important than being promotedor changing jobs or careers.

It is also the goal most often achieved:

95 per cent of respondents who valuednetworking said it had worked.

Of course, at some level anyone whoworks for a reputable company will

need to deal with the sort of dilemmamy colleague faces as a matter of

course from the ambitious motherat the school gate who thinks two

weeks work experience in a well-known company will do wonders for

her reluctant sons university applicationto the newsagent who, when he hands over yournewspaper in the morning, explains that his

nephew has been unemployed for more than a year anddesperately needs a break.

Most companies, like the FT, should have all sorts

of rules in place to prevent this kind of nepotism. Sorry,you say loudly, holding your head high, but your company

only allows students on work experience if they meetcertain criteria.

Things get a little stickier, though, if you know theperson well. Just how far do you go to help a friend get

a job? Provide the name of the human

resources director? Yes, willingly. Writea character reference? Er, no.

The problem with MBA networking is

that you have never even met the people whoare asking for help. As my colleague pointsout, they are strangers. Does the fact that

they went to the same university as you meanyou should help them?

That is bad enough. But something more

sinister is happening at some of the reallybig recruiters the investment banks inparticular. Groups of alumni working in the

banks often take it upon themselves to coach

MBA students from their alma mater whohave applied for jobs there. Some even taketime out a Saturday, for example to groom

students for interviews, prep them on the

appropriate answers and fill them in onthe company background so that they

can seem better informed.Of course, not only does this give

these graduates an unfair advantage,but it also prevents their peers f rom

smaller or less well-known institu-tions from getting a foot on theladder, no matter how talented they

are. Perhaps more importantly,is recruiting people from

similar backgrounds andwith similar values good

for a company? Or doesit stifle critical thinking

and change?As for my colleague,

she points out that thereis at least one advan-

tage to her non-existentMBA. She receives in-

vitations to social

events organised bythe alumni associa-tion, and she says:

They certainly knowhow to party.

PHOTO:CHARLIEBIBB

Y

Use thenetwork is

the business

school mantrain tougheconomic

times.But howethical is it?

4 | F T . C O M / B U S I N E S S E D U C A T I O N / M B A 2 0 1 1

From the editor

DELLA BRADSHAW


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6 | F T . C O M / B U S I N E S S E D U C A T I O N / M B A 2 0 1 1

ront

EVERY IDEAhas its day. Morethan a decade after the

concept of lifelong learning becamecommon parlance in business schools,deans are beginning to put their money where

their mouths are, oering MBA students theopportunity to return to school long after theygraduate. Whats more, its free.

The University of Pennsylvanias Wharton

School was the first to oer free executiveeducation courses to alumni once every seven

years after graduation. The Haas School of

Business at the University of California Berke-ley, San Francisco, is following suit, oeringMBA students the opportunity to return to the

school to study for two days within five years of

graduation. Any subsequent course or addi-tional days are discounted by 15 per cent.

We really wanted to instil the behaviour

of lifelong learning, says Whit-ney Hischier, assistant

dean of executive learn-

ing at Haas. The MBAis just the beginning.

Berkeley will oer

the deal to all its alumni full-time, part-time and

executive MBA and for any ofthe schools open-enrolment programmes.Hischier says a fair number of courses are justtwo or two and a half days in length.

One of the first deans to moot the idea of

free executive courses for MBA alumni wasGlen Urban at MIT Sloan School of Manage-

ment, about 15 years ago.

He proposed a vouchersystem to enablegraduates to buy

executive courses.Such schemes con-

solidate loyalty among

alumni, and, as Hischier pointsout, MBAs are good students to have

in executive programmes. Theyregraduates of our brand, she says.

Nearly 70 per cent of alumni who took out loans tofund their MBAs are still in debt more than threeyears after graduating, an FT survey has found.

The poll of alumni around the world who gradu-ated in 2007 revealed that the total bill for anMBA then averaged $132,600, including livingcosts, interest on loans and loss ofearnings while studying. Takinginto account inflation and fee

increases, the cost faced bystudents starting an MBA in2011 will be higher still.

Of the 1,370 graduateswho completed the poll thismonth, 63 per cent borrowedmoney to fund their studies.On average, they ended up

indebted to an average of54 per cent of the total costof completing the degree.

More than three years aftergraduation, 69 per cent of alumni who tookon debt had yet to finish paying it o, and morethan a quarter still owed 60 per cent or more of

the original loan.But in spite of the high cost and subsequentdebt, most alumni felt the MBA had been goodvalue. When asked to rate the worthof their degree from one to five,where five meant extremelyvaluable, the average scorewas 4.4. There was little

variation among alumni,regardless of the cost of theprogramme or debt levels, and56 per cent gave their degree arating of five.

Poll

TICKET

TO LEARN

MBA WORTH THE COST, SAY GRADUATES


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Financial Times MBA 2011

The top 25 full-time global MBAprogrammes *

Rank School name Weighted

salary

(US$)**

1= London Business School 145,776

1= University of Pennsylvania: Wharton 171,551

3 Harvard Business School 170,238

4= Insead 147,883

4= Stanford University GSB 183,260

6 Hong Kong UST Business School 133,334

7 Columbia Business School 163,407

8 IE Business School 149,584

9= MIT Sloan School of Management 158,387

9= Iese Business School 131,890

11 Indian Institute of Management, Ahmedabad 174,440

12 University of Chicago: Booth 151,373

13 Indian School of Business 134,406

14 IMD 145,846

15= New York University: Stern 138,865

15= Yale School of Management 146,959

17 Ceibs 126,315

18= Dartmouth College: Tuck 155,020

18= HEC Paris 122,828

20 Duke University: Fuqua 136,563

21= Esade Business School 125,346

21= Northwestern University: Kellogg 143,365

23 N ational University of Singapo re Schoo l of Business 100,456

24 University of Michigan: Ross 137,189

25 University of California at Berkeley: Haas 144,790

Foo no es

* See MBA ranking, p36, for criteria. ** The average alumnus salary three years aftergraduation, with adjustment for salary variations between industry sectors.

F T . C O M / B U S I N E S S E D U C A T I O N / M B A 2 0 1 1 | 7

Michael Jacobs | Della Bradshaw | Wai Kwen Chan

TOP

25

MBA ELECTIVES USED TO BE ALL ABOUTfinance or accounting. Now, diversity is the name of

the game, with ethics, the environment and entre-

preneurship prominent among the latest elective courses.HEC Paris has launched a course on combating corrup-

tion that focuses on ethical decision making. Meanwhile, atDartmouth Colleges Tuck School of Business in New Hamp-shire, you can study congressional hearings and testimony

lest you should be called to Capitol Hill (hopefully not for agrilling of the type faced by BPs Tony Hayward, below).

The University of Chicago Booth School of Businesssclean-tech lab elective lets students undertake a project

involving green technology. On MIT Sloans business ofwater elective, you can visit Singapore and China to study

the challenges surrounding water supply.NYU Sterns luxury marketing 2.0 explores the impact

of new technologies on luxury goods and how they are mar-keted, and at Chicago Booth, students can opt for the build-

ing internet start-ups elective taught by entrepreneurs.Jake Cohen, dean of the MBA programme at Insead,

advises students to consider a range of electives. The experi-ence could open their minds to areas of work they have

never thought about, he says.

EXPLORE NEW FRONTIERS

A DIGITAL LEAP

I

T IS NOT JUST THE BEATLES THAT HAVE TAKEN

to Apples iTunes digital entertainment store. Insead is

the latest top business school to join iTunes U, the tech-nology companys education content provider.

Video lectures, interviews and research will be availablefree of charge on the iPhone, iPod and iPad.

Insead is not the first to see the appeal: Duke Universityin the US was an early adopter of the technology, and in

Europe, HEC Paris and Sad Business School in Oxfordare enthusiasts. The appeal of free education is obvious tostudents, but for schools the investment is as likely to be

allocated to the marketing budget as to that for research.Inseads material is well suited to iTunes because the

school with campuses in France, Singapore and Abu Dhabi is accustomed to using technology to enable distancelearning, says Ilian Mihov, management professor. Its con-tent will be available in English, Chinese and Arabic.


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For Monisha Varadan andJcm Vele, lfe t qutew tey evge t we teyelle te ie MBa jut

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tgete, ug cue ege t etfycmpe pe f buy-ut. nw tey vectucte bue pl, e pvteequty cptl put te le t pc-

tce. Te el tet f te MBa we yu gbck t te el wl t tet yu leg,y Vele, fme bke cultt.

altug te umbe e tll mll, gwg pecetge f MBa gute e

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tme

vaeTraditional MBA providers have to adapt in theface of online learning and growing numbers ofschools in developing nations. ByDellaBradshaw

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b u s i n e s s e d u c a t i o n | 9

Selling point: theSingapore campus of

Insead, whoseone-year MBA

involves study ontwo campuses


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1 0 | f t . c o m / b u s i n e s s e d u c a t i o n / m b a 2 0 1 1

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Although many business

schools are poised for change,conservative forces may yetmean they become complacent

Sally BlDean, Kellogg School of Management,Northwestern University, US

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M e e t t h e d e A n

Ajit Rangnekar ofthe Indian School of

Business speaks to

James Fontanella-Khan


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f t . c o m / b u s i n e s s e d u c a t i o n / m b a 2 0 1 1 | 1 1

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View a video interview with

the dean at www.ft.com/

businesseducation/mba2011


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photomontage:RussellbiRkett;image:alamy

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Settingoneself ona

predeterminedcourse inunknown watersis the perfect wayto sail straightinto an iceberg

SimonCaulkinA better kind of changeDevising a road map for revolution is a futile exercise: once the

process is set in motion, no one can control the consequences


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PHOTO:CORBIS

D E A N S C O L U M N

B U S I N E S S E D U C A T I O N | 1 5

R

EN GIRARD IS A MAN WITH ECLECTICinterests and a razor-sharp mind. Althoughhe began his academic career in history,he soon made his mark in the discipline

of literary theory, and from there rangedthrough the fields of anthropology, linguistics, semiotics,theology, ethics and philosophy.

Girard left his native France in 1947 at the age of24, initially for only a year, but has since made theUS his home. He earned a PhD from IndianaUniversity and, during his long career, has publishedmany influential books in French and English, including

Deceit, Desire and the Novel: Self and Other in LiteraryStructure, Things Hidden Since the Foundation of theWorldand Violence and the Sacred.

I had the pleasure of learning from, and gettingto know, Girard while I was a student at StanfordUniversity. His theories have proved a potent lensthrough which to view the dynamics of workplaces,communities, human relationships and choices. Anyone

who grasps them can become a more eective andethical manager.

The foundation on which Girards reputation isbuilt is his insistence that human desire is not intrinsicbut mediated, or mimetic. In other words, we do notwant things purely from a place within ourselves; we

want things because someone else wants them oralready has them.Imagine two pairs of jeans that are identical, except

that one bears a famous label. Why will consumers paytriple or more for the labelled clothing?

They may want to be more like the attractive modelwearing them in the promotional picture, but theywill gain no additional benefit except for the knowledgethat others will desire those jeans more. Thus theyperpetuate the desire for that label among those whoenvy them.

Successful branders and advertisers have long beenmanipulating these factors. But an understanding ofthis dynamic is not only useful for selfish ends. It isalso an important mechanism for understanding andmanaging many aspects of human behaviour, not leastthe dynamics of the workplace.

Before we consider the workplace, however, wemust follow Girard to his second big idea. Whathappens when this mimetic desire swirls uncheckedaround a community?

First, the smaller and more insular the community,

the more the people within it become similar.Our own interests and tastes (themselves productsof earlier communities) are minimised, buried andeventually forgotten as we are homogenised into thecommunal set of desires.

This is why small, isolated towns, and even smallcompanies, tend to develop such eccentric cultures.

Second, this escalating homogeneity inevitably spiralsinto conflict and violence, because soon everyone iscompeting for the same things. The community couldthen splinter but instead tends to regroup and refresh its

unity by focusing all of its violence on a scapegoat oneelement within the community that it names and drivesout. A season of peace then follows, until problemsresurface and the search for a new scapegoat begins.

Oce politics may often be seen as an attempt toidentify a new scapegoat, but shrewd managers should

be alert to these dynamics and their own role in them.Senior managers in positions to which many others inthe workplace aspire should be particularly alert to the

way they are shaping workplace culture to be an exten-sion of their own behaviour.

Girards reasoning is particularly challenging withinthe context of ethical leadership, which he moves fromthe simple sphere of making decisions in line withpersonal values to demonstrate the inevitability ofcultural creation: that ethics (as a set of desires) cannot

be strictly personal but are necessarily communal andinevitably imposed on one another. Thus leaders must

have a clear ethical vision and be willing to reflecton and reform the morality of the culture and

systems they lead.Likewise, at Melbourne Business Schools

Centre for Ethical Leadership we do not acceptthat ethical leaders are simply those who actethically. They must also understand andinternalise their moral values, apply them inboth simple and dynamic contexts and be able

to influence the world in which theyoperate. These individuals can

lead others to be ethical and canshape cultures and systems tofoster ethical behaviour.

To be a leader in this last

sense requires a profoundunderstanding of howcultures operate. Beingan ethical leader meansidentifying the dynamics ofmimetic desire and scape-

goating in an organisa-tion and thwarting their

negative eects.Before they manage

anything else, managers

manage people (not leastthemselves). A careful studyof Girardian anthropology can

help them avoid many traps.

The writer is dean of MelbourneBusiness School

Senior managersshouldbe alert

to the way theyare shapingworkplaceculture tobe anextension of theirown behaviour

Jennifer GeorgeThedemands of ethical leadershipThe theories of Ren Girard hold valuable lessons for managers

who wish to understand the dynamics of the workplace


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PositivethinkingEric Kacous CV takes in a topMBA, helping to rebuild Rwanda,and a Davos Young Global Leadercommendation. Now he wants toshare the lessons with the rest of thedeveloping world. ByAndrewBaxter

1 8 | B U S I N E S S E D U C A T I O N

ERIC KACOU HAS MADE HISmark in an environment that is

a world away from the plushexecutive oces to which manyMBA graduates aspire.

In doing so, the 35-year-old has helped

transform a country clouded by a dark historyinto one of Africas new bright hopes.

Ten years ago, at the request of Rwandan

president Paul Kagame, Kacou was involved

in the launch of the Rwanda National Innova-tion and Competitiveness programme, along

with Michael Fairbanks, the developmentexpert and author.

The initiative is credited with helping the

country revive its private sector and boostthe competitiveness of export sectors such as

tourism and coee following the 100 days ofgenocide in 1994.

After two years away studying for his MBA

at the University of Pennsylvanias WhartonSchool in Philadelphia, Kacou returned toRwanda and took over leadership of the pro-

gramme, remaining in charge until last year.The world is taking notice of Rwanda

as a beacon of hope in Africa, says Kacoutoday. Key to the country s transformation,

he believes, is the nature of its leadership anda focus on home-grown and entrepreneurialsolutions to its problems.

Kacous experiences in Rwanda are at theheart of his new book*, which encapsulates

what he sees as his mission in life: to equip

entrepreneurs and the leaders of the worlds PHOTO:GAlVANDE

WEGHE

1 6 | f T . C O m / B U S I N E S S E D U C A T I O N / m B A 2 0 1 1


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Well equipped:Kacou found that anMBA complemented

the experience he hadalready gained as a

business strategist


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poorest societies with the mindsets and toolsto thrive at the bottom of the pyramid the

largest but poorest socio-economic group and create prosperity for their societies.

Born and raised in Cte dIvoire, Kacous

first trip outside Africa was to study at HECMontreal in 1993. After attending an exchangeprogramme at Essec in Paris in 1995, hegraduated in 1997 with a BA in business and

was hired by Monitor Group, an internationalstrategy consultancy.

Three years later, he was part of Monitorscountry competitiveness team that was spunout with backing from venture capitalists as ontheFrontier, later becoming OTF Group.

One of Kacous first assignments with thenew company was to help develop a nationaltourism strategy for Rwanda.

By 2002, however, he had spent five yearsas a business strategist serving both low-income nations and corporations, and wasready for a dramatic change, both in terms of

personal growth and his professional impact.He says: While my experience was exhila-

rating, I found my toolkit wanting. Going back

for the MBA was a way to bridge the gaps.Kacou appreciates the learning experience

of an MBA programme. I think its very

important, he says, because it gives you a

sound understanding of dierent domains ofbusiness such as finance and marketing.However, he says that is just the tip of the

iceberg in terms of the overall benefits of histwo years at Wharton, with three aspects inparticular that stood out.

The first key lesson he learnt was the

importance of asking the right questions.In the business world, it is very easy to

find the answer to any problem if you frame

the problem right, he says. Most people

dont have the luxury of doing that, so theycan miss the real issue and fail to answer

their question.Acquiring this ability during his time at

Wharton has been critical to his subsequent

career, he adds.A second and closely linked benefit is the

ability to think in a systematic way. You seethe world literally as an ecosystem, in which

the context fosters some mindsets that drivesome actions, and they lead in turn to specific

outcomes, he says.This way of looking at the world is detailed

in Kacous book, where he dissects what hecalls the survival trap, a vicious cycle preva-

lent in markets at the bottom of the pyramidin which businesspeople and leaders apply thesame solutions to solve problems.

Einstein said the definition of insanity isto do the same thing over and over again andexpect a dierent result, says Kacou. Beingstuck in the survival trap is a predicament

most individuals, businesses and countries inthe developing world face.

The third benefit of the MBA programme,he says, was that it allowed him to hone his

leadership skills.Leadership is the ability to function with

people who are unlike oneself to achieve a goal

of mutual benefit, he says. And when I sayfunction, its about being eective, whether[colleagues] have dierent training, cultures

or mindsets.Perhaps illustrating the influence of system-

atic thinking, Kacou rattles o a host of otherreasons why the Wharton MBA attracted him

its international alumni network, for one.When I matriculated, Wharton had more

than 600 alumni from Africa I think the first

alumni out of Africa graduated from Wharton

in 1953, he says.He has exploited this network extensively.

Since graduation, he says, I have visitedabout 25 countries and in every one I used the

Wharton network. Whether it was opening

doors or making connections, my Whartonaliation helped.


Theory andpractice: theUniversity of

PennsylvaniasWharton School;

Kigali inRwanda (left)

PHOTOS:GETTY;COR

BIS

In the business world, it is

very easy to find the answerto any problem if you framethe problem right

T h e b i g i n T e r v i e w


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PHOTO:GALVANDE

WEGHE

T h e b i g i n T e r v i e w

I want to help bring the right

mix of capital and insights toentrepreneurs, managers andleaders across the continent

Strategist: Kacousbook encouragesbusiness leaders

to think in anew way and

exploit dierentopportunities

Whartons leadership in academic circleswas also important. Most Wharton faculty are

global thought leaders in their area of exper-

tise, he says. In most disciplines, includingfinance, healthcare, marketing and entrepre-

neurship, it is ranked among the top schoolsin the US and globally.

Finally, the school struck him as one that

was particularly involved with its students,tailoring courses to suit their interests andinvolving them in the curriculum.

Last year, Kacou was named as one of

the World Economic Forums Young GlobalLeaders a mark of recognition from the

Davos organisation of potential high-flyers.Having resigned from OTF last June, heis back at school, completing a year-longMason Fellowship in public administration at

Harvard Kennedy School of Government andpreparing for the next stage of his career.

His immediate focus after leaving OTF

was to complete the book, his first. Some ofwhat he learned at Wharton provided theraw material that, when mixed with business

case studies and his experiences working inRwanda and other developing countries,shaped the insights in the book. It aims to help

businesses find opportunities at the base ofthe pyramid and encourages leaders to thinkabout business in a new way. An example

is Kacous concept of intelligent capital recognising that businesses in the developing

world need new skills and mindsets along with

dollars if their strategies are to succeed.With the book written, Kacou aims to

start a new chapter in his career this yearwith a venture of his own. His commitment

to supporting Rwandas ongoing metamor-

phosis remains strong, he says, but nowI want to help bring the right mix of capital

and insights to entrepreneurs, managers andleaders across the continent and other low-income regions.

* Entrepreneurial Solutions for Prosperityin BoP Markets: Strategies for Business and

Economic Transformation(Pearson Prentice Hall, $29.99)


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uK chool wryof w rlA government crackdown on immigration could aectinternational recruitment of MBA students. ByIan Wylie

We are beingseen as an

immigration

problemwhen weare actuallyan exportsuccess

PHoto:CorBis


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S T U D E N T V I S A S


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The British government

is just going to make thingsvery dicult for the countryshigher education sector

automatic working visa for a period of twoyears that they can extend by a year if needed.

As you can imagine, this is an important

incentive for international students to cometo Canada, says Jonathan Khayat, associatedirector of recruitment and international

development at McGill Universitys DesautelsFaculty of Management in Montreal.

In the US, graduates who studied on an

F-1 student visa can work for up to 12 monthsunder the Optional Practical Training scheme.Pulin Sanghvi, director of the Career Manage-ment Center at Stanford Graduate School of

Business, says he has noticed an increase in thenumber of international students returning totheir home countries soon after graduation, but

puts this down to opportunities resulting fromdynamic economic growth in their countriesrather than US visa policy.

Last month, the Australian governmentannounced a reviewof its student

visa rules anda package ofmeasures

to help reverse the decline in international

student applications. My overall impressionis that our government intends to providemore generous conditions from July 2011 to

allow international students in specific fields ofstudy to spend time after graduation workingin Australia, says Christopher Adam, associate

dean of Sydneys Australian School of Businessat the University of New South Wales.

We have certainly detected enthusiasm

from our international postgraduate studentsfor an opportunity to seek some Australian

work experience after they graduate, he says.According to Prof Adam, two-thirds of the

60 students who enrol in the schools MBAprogramme each year are from other coun-tries, and 60 per cent of its graduates find

long-term employment in Australia.In Europe, too, business schools are view-

ing the UK situation with perplexed delight.

In the short term, this will inevitably lead tomore students applying to Europe rather thanthe UK, says Mark Thomas, associate dean of

Grenoble School of Management in France.The fact that both Germany and France are

vying for the third spot in terms o f interna-tional recruitment means they are unlikely to

change their policies in the immediate future.I fear the British government is just going tomake things very dicult for the countrys

higher education sector, which, until now, hasbeen very successful indeed.

Several UK business schools have asked

Mishcon de Reya to lobby the government ontheir behalf, says Patsalos. The law firm hasalready acted for multinational employers,

persuading the government to exempt intra-company transfers from a cap on migrantnumbers. The government could readily finda workable compromise that addressed its

mandate to reduce immigration numbers whilesafeguarding Britains position as a major edu-cational destination of choice, she says.

Compromises such as a one-year workvisa linked to a higher minimum salary wouldaddress the governments concerns, she adds.

The UK Border Agency has a good trackrecord of listening and responding to businessconcerns, and we hope that it will do the same

on this occasion.PHOTO:GETTY

On the move:

new visa rulesin the UK could

see internationalstudents optingto choose schools

in Europe


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Counterpoint totradition: ChapmanGraduate School of

Business at FloridaInternationalUniversity in Miami

photo:h.G.

Esch


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Outside

the boxDesigns by the worlds foremostarchitects are transformingbusiness schools from sterileconstructions into a compellingarchitectural landscape.ByEdwinHeathcote


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Photo:foSter

+PartNerS

The architectural languageof business schools does nothave to belong to the worldof corporate campuses

Model oftransparency:

Lord Fosters

design for Yalesnew School of

Management

ARCHITECTURE


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The world is awaitingan outbreak of top-end,

elegantly conceived, well-designed business schools

Models: FrankGehrys design for

Sydney Universityof Technologys

business school;David Chipper-

fields design forHEC Paris (above)


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Global MBA

ranking 2011The Financial Times 13th annualleague table of business schoolsreveals a stronger jobs marketill

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1 0 | B U S I n e S S e D U C A t I O n

B e n e f i T s o f A n M B A

What are the most compelling reasons to gain the qualification?

i n T r o d u c T i o n

shag th pzLondon Business School and the Wharton School top the MBAranking, with more changes lower down. ByMichael Jacobs

Last yearsWhartongraduates foundit easier to geta job than theirpeers from 2009

Why study an MBA? Importance andachievement of alumni aims

Source: FT data

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xisig orgaisaio.

Gaiig promoio wi

a curr mployr was

boomof lisof

sudsaims, wi a

scor of 4.0. Cagig

obs, owvr, scord

a avrag of 7.8.

As wll as raig

ir rasos for doig

a MBA, alumiwr

askdo idica

wic aims y ad

ralisdas a rsul

of ir sudis.t

succss ras wr

ig. Mor a 90 pr

c of os survyd

rpord a y

ad icrasd ir

arigs ad cagd

obs or v carrs

afr complig

ir MBA.

Similar proporios

of rspods ad

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of workig ad

ovrall maagm

dvlopm.

erprurial

spiriwas i sorr

supply.Ovrall, alumi

placd a avrag

imporac raig

of 4.8 o sarig

a compay as a

raso for goig o

busiss scool.

ta said, o i

four alumi rpord

sarig a busiss

afr graduaio.

MJ

er mre er lclly emplyed cuer-pr. W verge lry rugly

$143,800, erl wrkerpy ger by mre

$7,000 (ee mp, pge 54).i pe e dmce

e p ree cl, ere mveme elewere e ble.te hg Kg Uvery

scece & teclgy cue rpd ce. i eered erkg umber 17 2008

d brke e p 10 lyer. nw x plce. iee clebed. te Brcel-bed cl eer e

p 10 yer, rked j w Mitsl scl Mgeme.

te id iue Mgeme,

amedbd, e ge-plced ewcmer.impreve lry d, b erm everge ree yer er grdu ($174,440)d cree erg llwg e MBa

(152 per ce), ebled debu umber11. tee d re ce w er keyrkg merc iiMa lum p e l r

creer prgre, meure cmpre

ude jb le bere d ree yer ercmpleg er MBa.n

thejOB

mark for MBA

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ur for br las

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gard from busi-ss scools i is

yars Ft rakig.

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83pr c foud o

wii r mos

of graduaio.I is a

icras of 3 prc-

ag pois compardwi 2009 busill

dow o 2008,w

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skig MBAgradu-

as wr mployd

wii 12 wks.

tr iso lackof

carrs guidac avail-

abl o would-b MBA

suds. Opicof

advic wor cosidr-

ig isvalu ofa

compay irsip.

Amog classof

2007, survyd by

Ftaspar of

2011 rakig,

wo-irds of rspod-

s compld suc

a placm as par

of ir programms.

Wil profssioal

xpric acquirdis a obvious bfi,

may gaid mor

a us somig

oadd oir CV.

Rougly 65 prc of

irs wr ord a

obby ir os com-

pais, adarly alf

accpd or.

Aalysis of gradua

ob ils bforadafr a MBAsows

clar progrssio.Of

alumi survyd,

60 prc wrmor

sior r yars afr

graduaio aw

y sard MBA.

narly 73pr c of

pr-MBA suds

cos profssioal

from a lis ofob ils,

bu r yars afr

graduaio, is um-

brsrako 35 pr

c i favour ofmor

sior obils.

MJ

The HongKongUniversityof Science &Technologycontinues itsrapid ascent

Increased earningswere

foremost in students mindswhen choosing to completeanMBA, aswas career change

MBA alumni job titles

Source: FT data

Per cent

Before starting MBA Three yearsafter graduation

President/MD/CEO

Other board member

Other director/VP

Partner

Department head

Senior manager/executive

Professional

Other

5.2

1.4

0.8

3.2

8.1

72.6

13.4

11.5

2.8

9.2

30.4

35.4

4.8

0.7

Job market more welcoming to MBAgraduates from the class of 2010

rAnkinG


36/80

1 2 | B U S I n e S S e D U C A t I O n

Financial Times MBA 2011The top 100 full-time global MBA programmes

Footnotes

* KPMG reported on the results of obtaining evidence andapplying specified audit procedures relating to selected surveydata provided for the Financial Times 2011 MBAranking forselected business schools. Enquiries about the assurance

process can be made by contacting Michelle Podhy of KPMGat [email protected]. The specified audit procedures werecarried out between October and November 2010. The audit

date published denotes the survey for which the specified auditprocedures were conducted.

** These schools run additional courses for MBAstudents forwhich additional language skills are required.These figuresare included in the calculations for the ranking but are notrepresented on the table to avoid confusion.

Although the headline ranking figures show the changesin the survey year to year, the pattern of clustering among theschools is also significant.A total of 210 points separate the top

school from the school at number 100 in the ranking. The top10 schools, from the London Business School and Universityof Pennsylvania:Wharton to Iese Business School, form theleading group of world-class business schools.A total of

Alumni career progress Diversity

2011 2010 2009 3 years School name Country Audityear*

Salarytoday(US$)

Weightedsalary(US

$)

Salarypercentageincrease

Valueformoneyran

k

Careerprogressran

k

Aimsachievedrank

Placementsuccess

rank

Employedatthreem

onths

(%)

Alumnirecommend

rank

Womenfaculty(%)

Womenstudents(%

)

1= 1 1 1 London Business School UK 2010 146,332 145,776 132 57 11 2 41 91 (97) 4 24 28

1= 2 1 1 University of Pennsylvania: Wharton US 2008 175,153 171,551 123 89 33 32 11 84 (96) 2 19 40

3 3 3 3 Harvard Business School US 2008 170,817 170,238 116 87 22 51 32 90 (100) 1 22 36

4= 5 5 5 Insead France/Singapore 2009 147,974 147,883 108 4 18 14 44 82 (97) 7 14 33

4= 4 6 5 Stanford University GSB US 2010 182,746 183,260 115 98 9 17 20 92 (97) 3 19 39

69 16 10 Hong Kong UST Business School China 2011 133,334 133,334 142 16 36 31 52 69 (90) 50 25 34

7 6 4 6 Columbia Business School US 2009 167,366 163,407 117 97 17 28 23 90 (86) 6 18 35

8 6 6 7 IE Business School Spain 2009 142,894 149,584 136 28 4 82 49 91 (90) 29 33 29

9= 8 9 9 MIT Sloan School of Management US 2009 158,353 158,387 121 88 10 54 16 89 (96) 8 22 35

9= 11 12 11 Iese Business School Spain 2009 133,338 131,890 138 65 3 8 25 94 (97) 17 18 24

11 Indian Institute of Management, A hmedabad India 2011 174,440 174,440 152 2 6 1 94 14 97 (100) 10 12 7

12 9 11 11 University of Chicago: Booth US 2007 152,370 151,373 109 95 55 26 1 89 (100) 9 15 35

13 12 15 13 Indian School of Business India 2011 132,352 134,406 187 39 28 66 35 98 (99) 28 15 28

14 15 14 14 IMD Switzerland 2009 145,539 145,846 89 6 5 1 2 83 (100) 15 10 23

15= 13 10 13 New York University: Stern US 2008 138,398 138,865 119 91 34 40 10 86 (97) 11 16 36

15= 16 19 17 Yale School of Management US 2008 151,451 146,959 133 79 41 6 30 90 (97) 20 19 37

17 22 8 16 Ceibs China 2011 118,514 126,315 155 46 43 48 69 92 (95) 40 13 37

18= 13 13 15 Dartmouth College: Tuck US 2008 155,732 155,020 113 90 56 3 15 93 (99) 13 21 35

18= 18 29 22 HEC Paris France 2008 123,287 122,828 106 36 14 4 66 89 (84) 27 27 26

20 20 22 21 Duke University: Fuqua US 2008 136,248 136,563 107 93 68 22 9 77 (100) 16 18 30

21= 19 18 19 Esade Business School Spain 2009 124,572 125,346 128 40 2 41 45 82 (98) 35 29 31

21= 22 21 21 Northwestern University: Kellogg US 2008 143,777 143,365 100 100 27 19 7 88 (96) 5 19 31

23 35 Nat ion al Un ivers it y of Si nga pore Sch oo l of Bu si ness S in gapore 2 006 10 0,4 56 100,4 56 14 0 3 5 5 3 6 2 64 93 ( 82 ) 5 6 31 33

24 28 23 25 University of Michigan: Ross US 2008 134,208 137,189 104 78 37 39 4 78 (95) 14 23 30

25 28 31 28 University of California at Berkeley: Haas US 2007 143,538 144,790 87 85 47 2 3 6 87 (100) 12 30 30

26 21 17 21 University of Cambridge: Judge UK 2007 135,475 137,199 101 18 20 18 55 74 (89) 4 3 10 26

27 16 20 21 University of Oxford: Sad UK 2008 134,667 132,905 102 19 30 42 73 71 (92) 30 15 24

28 38 38 35 SDA Bocconi Italy 2008 110,829 110,186 123 12 32 71 59 88 (90) 51 40 33

29 40 32 34 Manchester Business School UK 2010 115,544 116,100 111 48 13 27 70 80 (84) 39 33 23

30 36 34 33 Cornell University: Johnson US 2008 140,454 140,273 107 92 46 16 13 81 (98) 25 25 29

31 33 29 31 UCLA: Anderson US 2008 136,906 137,726 106 77 45 53 34 81 (90) 19 17 31

32 41 41 38 City University: Cass UK 2007 124,006 124,006 90 15 15 67 56 97 (99) 61 27 39

33 27 24 28 Nanyang Business School Singapore 2011 104,952 104,952 121 25 23 85 85 82 (98) 76 32 26

34 26 35 32 Cranfield School of Management UK 2008 128,608 132,059 89 5 8 7 4 2 96 (84) 37 28 24

35 36 32 34 Australian School of Business: AGSM Australia 2011 123,520 123,520 99 31 12 1 1 75 82 (97) 83 26 20

36 2 5 2 6 2 9 Rot terdam Sch oo l of Man agem ent , Era smu s Un ivers it y Ne th er la nds 2 011 107, 573 107, 969 91 23 4 2 3 5 6 5 87 ( 90 ) 4 8 17 2 9

37 32 39 36 Imperial College Business School UK 2008 115,563 115,563 92 21 29 37 48 77 (94) 62 26 35

38= 34 24 32 Emory University: Goizueta US 2010 120,796 120,835 105 80 66 30 21 87 (99) 36 22 31

38= 38 40 39 Georgetown University: McDonough US 2010 126,500 127,539 108 94 54 9 40 88 (90) 45 24 28

40 43 44 42 University of Maryland: Smith US 2010 110,931 110,931 105 73 69 76 60 81 (93) 66 26 23

41= 24 27 31 Lancaster University Management School UK 2008 110,526 110,526 95 11 19 44 72 71 (88) 74 25 30

41= 31 27 33 University of Virginia: Darden US 2009 130,082 130,788 102 82 60 12 5 83 (100) 18 22 29

41= 34 51 42 Carnegie Mellon: Tepper US 2009 127,018 127,078 100 96 48 47 24 83 (99) 26 19 25

44= 44 53 47 Rice University: Jones US 2008 117,812 117,812 104 81 82 34 22 84 (99) 54 21 36

44= 54 57 52 Texas A&M University: Mays US 2008 108,435 108,435 116 8 78 13 39 93 (100) 46 34 22

46= 45 47 46 University of Toronto: Rotman Canada 2010 100,176 98,760 87 66 84 64 78 89 (95) 22 27 32

46= 49 47 47 University of Western Ontario: Ivey Canada 2008 104,586 104,327 97 33 59 57 28 92 (93) 24 26 32

46= 52 55 51 University of Illinois at Urbana-Champaign US 2010 102,947 102,947 121 5 4 92 36 63 82 (93) 71 22 32

49= 52 49 50 University of Texas at Austin: McCombs US 2010 118,422 119,298 93 68 57 21 33 9 0 (93) 21 29 33

49= 54 49 51 York University: Schulich Canada 2009 86,844 87,849 94 32 71 68 95 84 (94) 31 28 35

36 | F t . C O M / B U S I n e S S e D U C A t I O n / M B A 2 0 1 1


37/80


fgur n brat how

th rntag ah

rtron ontrbut to th

ovra ranng

Audt ar Idicas h mosrcyar haKPMG audid

h school,applyig spcifid

audi procdurs rlaig o

slcd daa providd for h

Fts MBA rakig.

saar todath avrag

alumussalary hr yars afr

graduaio. (th 2011 rakig

survyd h MBAclass of

2007.) Icluds alumus salary

daa for h curr yar adh o or wo prcdig yars,

whr availabl.th figur is

nOt usd i h rakig.

Wghtd aar (20) th

avrag alumus salary oday

wih adjusm forsalary varia-

ios bw idusry scors.

Icluds daa for h curr

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ig yars whr availabl.

saar rntag nra(20) th prcag icras

i avrag alumus salary from

bforh MBA ooday as a

prcag of h pr-MBA sal-

ary. Icluds daa for h curr



Vau or mon (3) Calcu-

lad usig h salaris ard

by alumi oday, cours lgh,

fs ad ohr coss,icludig

h opporuiy cos of o work-

ig for h duraio of h cours.

carr rogr (3) Calcu-

lad accordig o chagsi

sioriy adh sizof h

compay alumi ar workigi

owvrsus bforhir MBA.

Daa for h curr yar adh

o or wo prcdig yars ar

icluddwhr availabl.

Am ahvd (3) th x

o which alumi fulfilld hir

goalsfor doiga MBA.

pamnt u (2)

Alumi who usdh carrs

srvic a hir busiss schools

wr askd o rak is civ-

ss i hir job sarch. this

figur icluds daa for h

curr yar ad h oor wo

prcdig yars whr availabl.

emod at thr month(2) th prcag of h mos

rc graduaig class hahad

foud mploymor accpd

a jobor wihi hr mohs of

graduaio.th figur i brack-

s is h prcag of h class

for whichh school was abl o

provid mploym daa.

Aumn rommnd (2)

Alumihad oam hr busi-

ss schools from which hywould rcrui MBA graduas.

th rakigis calculad accord-

igo h vos for ach school.

Icluds daa for h curr



Womn aut (2)

Prcag of fmal faculy.

Womn tudnt (2)

Prcag of fmal suds.

Womn board (1) Prcagof fmal mmbrsof h

advisory board.

intrnatona aut (4)

Prcag of faculy whos

ciizship dirs from hir

coury of mploym.

intrnatona tudnt (4)

Prcag of suds whos

ciizship dirsfrom h cou-

ry i which hy arsudyig.

intrnatona board (2)Prcag of h board whos

ciizship dirs from h

coury i which h busiss

school is basd.

intrnatona mobt (6)

Calculad accordig o whhr

alumi workd i dir cou-ris bforh MBA ado

graduaio, ad whr hy ar

mployd oday.

intrnatona xrn (2)

Wighd avrag of four criria

ha masur iraioal xpo-

sur durig h MBA.

languag (2) numbr of

xra laguags rquird o

complio of h MBA. Whr a

proporio of suds rquirsa furhr laguag du oa

addiioal diploma, ha figur is

icludd i h calculaios bu

o prsdi h fialabl.

faut wth dotorat (5)

Prcag of faculywih a

docoral dgr.

fT dotora ran (5) Calcu-

lad accordig o h umbr

of docoral graduas from ach

busiss school durig h pashr yars.exra pois ar

giv if graduas ook up faculy

posiiosa o of h op 50

full-im MBAschools of 2010.

fT rarh ran (10) Calcu-

lad accordig o h umbr

of faculy publicaiosi 45 aca-

dmic ad praciior jourals.

Pois ar awardd o h busi-

ss school a whichh auhor

is currly mployd.th oal

is wighd forfaculy siz.

T A B l e k e y

41 points separate LBS and Wharton from Iese.The second

group is headed by the Indian Institute of Management,

Ahmedabad, which scored 69 points more than Lancaster

University Management School, leader of the third group. The

fourth group,which includes schools ranked from number

74 to 100, is headed by Purdue University: Krannert and

University of Strathclyde Business School.

Idea generation

Womenboard(%)

Internationalfaculty

(%)

Internationalstudents(%)

Internationalboard

(%)

Internationalmobilityrank

Internationalexperience

rank

Languages

Facultywithdoctorates(%)

FTdoctoralrank

FTresearchrank

Rankin2011

16 85 92 60 2 11 1** 98 23 7 1

8 37 34 66 43 33 0** 100 2 2 1

48 37 34 21 5 2 59 0 92 14 1 3

17 90 92 80 8 5 2 97 17 10 4

17 38 41 25 56 15 0 92 4 8 4

39 8 8 93 94 19 9 1 100 19 14 6

10 62 46 35 49 57 0** 97 7 10 7

23 54 87 82 31 34 1 93 6 9 62 8

13 32 51 60 51 25 0 100 11 19 9

28 4 9 80 90 3 4 1 100 48 70 9

30 0 8 0 42 81 0 96 55 92 11

13 37 44 38 65 50 0** 96 8 4 12

5 21 5 55 35 77 0 100 n/a 81 13

16 98 100 81 1 46 1 100 n/a 67 14

10 49 35 16 59 31 0 100 5 13 15

24 31 33 17 72 35 0 97 35 33 15

17 65 42 50 50 22 1 96 n /a 76 17

17 31 40 12 55 38 0 100 n/a 22 18

7 65 83 41 5 13 1** 99 47 33 18

10 39 39 41 74 28 0 99 20 3 20

25 19 85 90 12 17 1 82 6 6 89 21

8 45 34 10 70 16 0 9 5 6 8 21

17 59 88 17 9 12 0 97 51 43 2 3

20 31 29 17 5 8 44 0 94 3 6 24

9 44 42 9 61 30 0** 100 9 5 25

19 52 94 55 11 70 0 96 52 51 26

30 56 95 32 4 56 0 97 3 2 51 27

21 29 67 64 22 43 0 88 1 2 62 28

23 35 93 23 14 19 0 89 1 70 29

16 33 31 27 6 4 42 0 89 6 5 33 30

20 3 2 37 12 88 45 0 92 2 4 16 31

43 58 77 57 3 3 29 0 96 4 2 62 32

22 61 87 56 17 61 0** 90 7 0 62 33

23 44 82 33 20 68 1** 80 37 86 34

14 61 78 27 18 18 0 95 72 67 35

24 37 93 21 10 14 1 100 13 39 36

36 79 70 55 46 75 0 95 3 3 54 37

18 19 36 7 68 76 0 93 68 19 38

12 24 28 16 63 62 0** 94 n/a 43 38

16 29 46 7 48 97 0 98 38 10 40

31 34 94 38 26 69 0 89 16 76 41

21 13 33 9 73 58 0 94 79 43 41

16 40 37 5 87 53 0 95 10 48 41

19 23 31 4 82 86 0 93 n /a 14 44

24 1 7 19 0 83 72 0 81 57 33 44

41 72 42 53 39 65 0 98 18 16 46

14 56 23 27 57 66 0 91 27 38 46

21 11 37 0 85 87 0 97 4 9 33 46

10 28 27 2 89 64 0** 86 21 22 49

22 70 69 52 3 8 21 0** 99 73 16 49

rAnkinG

Financial Times MBA 2011


38/80

Financial Times MBA 2011The top 100 full-time global MBA programmes

Footnotes

* KPMG reported on the results of obtaining evidence andapplying specified audit procedures relating to selected survey

data provided for the Financial Times 2011 MBAranking forselected business schools.Enquiries about the assurance

process can be made by contacting Michelle Podhy of KPMGat [email protected] specified audit procedures were

carried out between October and November 2010. The audit

date published denotes the survey for which the specified audit

procedures were conducted.

** These schools run additional courses for MBAstudents forwhich additional language skills are required.These figures

are included in the calculations for the ranking but are notrepresented on the table to avoid confusion.

Although the headline ranking figures show the changes

in the survey year to year,the pattern of clustering among theschools is also significant.A total of 210 points separate the top

school from the school at number 100 in the ranking.The top10 schools, from the London Business School and University

of Pennsylvania: Wharton to Iese Business School, form theleading group of world-class business schools. A total of

Alumni career progress Diversity

2011 2010 2009 3 years School name Country Audityear*

Salarytoday(US$)

Weightedsalary(U

S$)

Salarypercentage

increase

Valueformoneyra

nk

Careerprogressrank

Aimsachievedrank

Placementsuccessrank

Employedatthree

months

(%)

Alumnirecommendrank

Womenfaculty(%)

Womenstudents(%)

51 57 56 55 Vanderbilt University: Owen US 2009 114,567 115,194 105 75 25 24 31 83 (94) 52 12 25

52 48 46 49 University of Rochester: Simon US 2011 111,226 111,226 110 64 77 46 51 73 (92) 86 17 31

53= 63 52 56 Melbourne Business School Australia 2011 111,621 111,621 77 37 44 52 88 88 (91) 68 31 27

53= 72 74 66 University of California at Irvine: Merage US 2011 101,495 101,495 113 5 9 97 55 54 82 (100) 82 40 23

55= 74 80 70 Durham Business School UK 2007 101,181 101,181 89 7 35 72 96 82 (84) 81 25 32

55= 87 75 72 Vlerick Leuven Gent Management School Belgium 2011 105,484 105,484 87 3 61 79 91 65 (95) 85 31 37

57 95 McGill University: Desautels Canada 2009 92,937 92,937 97 51 96 83 87 93 (97) 41 28 25

58 42 37 46 Warwick Business School UK 2010 109,311 109,311 66 22 38 61 98 96 (88) 34 38 31

59 63 Pennsylvania State University: Smeal US 2007 110,085 110,085 88 53 52 10 18 76 (97) 49 20 38

60 89 71 73 University of Cape Town GSB South Africa 2007 140,896 140,896 76 1 31 73 92 82 (99) 93 31 35

61 94 97 84 Hult International Business School US/UK/UAE/China 2010 107,079 107,079 87 41 16 58 99 80 (100) 99 22 29

62 46 45 51 University of North Carolina: Kenan-Flagler US 2011 112,324 114,650 88 62 75 4 5 36 79 (97) 23 23 27

63 67 95 75 Wisconsin School of Business US 2009 106,523 106,523 100 45 65 59 29 87 (100) 67 23 40

64= 57 60 60 University of Southern California: Marshall US 2010 116,624 116,448 86 99 50 29 27 88 (100) 42 29 27

64= 64 63 64 University of Iowa: Tippie US 2008 92,658 92,658 119 38 100 25 19 95 (100) 89 23 14

64= 89 76 76 Arizona State University: Carey US 2010 98,862 98,862 96 50 90 60 8 89 (100) 60 24 27

64= 93 Ipade Mexico 2006 96,729 96,729 139 47 6 87 3 100 (100) 72 9 23

68= 61 57 62 Boston University School of Management US 2008 104,796 104,796 99 74 67 75 67 86 (90) 44 26 3768= 67 67 67 Thunderbird School of Global Management US 2011 102,639 102,984 98 56 64 20 71 40 (85) 33 28 25

68= 75 83 75 Birmingham Business School UK 2007 97,119 97,119 87 13 39 97 89 96 (84) 89 2 6 31

68= SP Jain Center of Management Dubai/Singapore 79,607 81,512 106 9 79 92 38 100 (80) 75 37 20

72 67 80 73 Ohio State University: Fisher US 2010 100,191 100,191 95 61 62 81 58 94 (90) 59 25 32

73 57 60 63 Indiana University: Kelley US 2007 112,524 112,676 86 67 98 15 12 84 (100) 32 27 24

74= 51 41 55 University of Strathclyde Business School UK 2010 103,801 103,801 87 2 70 99 100 95 (62) 96 39 24

74= 54 80 69 Purdue University: Krannert US 2010 100,252 100,252 94 55 80 84 68 64 (93) 53 27 20

74= 47 89 70 Boston College: Carroll US 2009 111,114 111,114 83 63 76 49 53 88 (90) 55 35 31

77 Incae Business School Costa Rica 2006 89,212 89,212 106 52 21 89 47 47 (39) 73 10 30

78= 79 86 81 Wake Forest University: Babcock US 2010 108,520 108,520 110 70 87 63 46 92 (99) 70 27 17

78=98 99 92 University College Dublin: Smurfit Ireland 2007 105,354 105,354 72 10 72 33 90 100 (90) 97 25 29

80= 67 67 71 University of South Carolina: Moore US 2010 91,297 91,297 93 60 93 65 62 82 (87) 89 23 36

80= 71 77 76 University of Notre Dame: Mendoza US 2008 108,256 107,914 101 76 73 77 57 76 (98) 64 24 22

80= 82 71 78 University of British Columbia: Sauder Canada 2011 88,894 88,894 72 42 51 9 5 61 83 (94) 58 14 2 6

83 80 University of California, Davis US 2011 100,875 100,875 93 58 99 69 79 93 (100) 88 42 35

84= 99 89 91 Babson College: Olin US 2008 113,392 113,392 85 84 26 56 86 84 (100) 38 25 30

84= 91 Eada Spain 90,881 90,881 86 20 7 43 97 83 (71) 97 33 45

86= 78 67 77 University of Washington Business School: Foster US 2010 107,118 107,118 7 3 71 89 38 37 80 (100) 65 27 34

86= College of William and Mary: Mason US 2004 98,238 98,238 102 49 91 86 74 70 (100) 78 29 28

88= 96 70 85 SMU: Cox US 2010 103,150 103,150 89 86 83 5 50 67 (99) 57 28 23

88= 89 92 90 University of Edinburgh Business School UK 2010 102,068 102,068 64 27 49 78 94 86 (97) 84 33 32

90 87 B ra df ord School of M anage me nt/T ia sNimba s

Business School

UK/Netherlands/

Germany

2007 84,274 84,274 81 14 24 98 8 3 94 (79) 92 28 24

91 83 92 89 Brigham Young University: Marriott US 2008 99,557 99,557 102 44 74 74 26 87 (100) 47 8 19

92 Pepperdine University: Graziadio US 2006 100,000 100,000 103 72 94 88 80 6 3 (85) 94 21 3 6

93 University of Georgia: Terry US 2009 101,750 101,750 82 43 88 93 81 78 (96) 7 7 29 30

94= 77 63 78 University of Florida: Hough US 2011 93,317 93,317 85 34 95 90 76 66 (89) 69 19 30

94= 57 Leeds University Business School UK 2010 95,498 95,498 70 29 63 80 93 90 (71) 79 21 29

96 Politecnico di Milano School of Management Italy 74,184 74,184 94 24 85 9 6 84 69 (96) 100 2 3 44

97 Georgia Institute of Technology US 2004 105,000 105,000 60 69 58 50 43 94 (99) 62 14 31

98 IAE Business School Argentina 2006 72,797 72,797 82 17 40 70 77 78 (100) 87 8 42

99 Kaist College of Business South Korea 98,927 98,927 74 83 81 100 17 100 (100) 95 13 30

100 97 EM Lyon Business School France 2009 89,246 89,246 53 30 86 91 82 86 (73) 80 27 23

38 | F t . C O M / B U S I n e S S e D U C A t I O n / M B A 2 0 1 1


39/80


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M e T h o d o l o G y

Bin t scnsCharlotte Clarke explains how the ranking is compiled

41 points separate LBS and Wharton from Iese.The second

group is headed by the Indian Institute of Management,Ahmedabad, which scored 69 points more than Lancaster

University Management School, leader of the third group.The fourth group,which includes schools ranked from number

74 to 100, is headed by Purdue University: Krannert andUniversity of Strathclyde Business School.

Idea generation

Womenboard(%)

Internationalfaculty(%)

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Internationalboard

(%)

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Internationalexperience

rank

Languages

Facultywithdoctorates(%)

FTdoctoralrank

FTresearchrank

Rankin2011

10 14 23 3 84 79 0 100 76 31 51

15 36 55 33 62 93 0 84 61 61 52

31 72 90 6 15 37 0 100 78 62 53

16 30 30 11 53 85 0 98 54 54 53

39 66 85 39 40 49 1 93 50 86 55

17 22 86 100 7 91 1 93 74 81 55

16 77 61 26 2 9 27 0** 96 67 48 57

19 56 80 19 2 3 26 1 97 15 54 58

19 21 39 0 75 89 0 85 39 27 59

17 31 34 30 28 7 0 62 77 92 60

10 48 91 80 6 1 0** 66 n /a 92 61

10 30 27 34 69 47 0 86 3 4 39 62

17 23 16 0 96 63 0 92 71 51 63

11 30 22 15 86 80 0 80 41 27 64

19 21 19 3 71 94 0 91 58 54 64

11 27 24 0 60 100 0 88 31 31 64

8 17 9 25 92 3 1** 33 n/a 99 64

10 38 37 8 78 55 0 87 4 4 54 6823 30 55 34 36 36 1 89 n/a 70 68

52 36 93 59 32 84 0** 85 22 76 68

25 100 100 100 13 39 0 43 n/a 92 68

12 20 27 4 80 23 0 86 28 22 72

21 23 28 28 79 67 0 79 43 27 73

33 33 97 33 16 60 0 72 40 76 74

11 38 50 3 77 95 0 98 30 43 74

3 17 34 8 93 82 0 88 60 22 74

12 45 61 75 45 8 1 88 n/a 92 77

13 8 30 2 94 83 0 91 n/a 86 78

17 44 47 56 30 48 0 97 63 70 78

13 18 27 6 47 2 0** 86 62 48 80

12 10 18 5 95 40 0 87 n/a 39 80

25 68 45 16 21 20 0 100 29 21 80

20 29 25 7 97 90 0 100 n/a 54 83

14 20 49 11 66 73 0 80 n/a 81 84

33 36 93 38 24 51 1** 36 n/a 99 84

18 19 18 12 67 41 0 88 36 39 86

13 8 33 0 81 88 0 90 n/a 76 86

12 27 23 5 91 71 0 91 n/a 54 88

42 39 96 25 34 32 0 89 4 5 81 88

41 30 94 6 25 74 0 86 56 81 90

10 2 13 1 98 78 0 86 n/a 67 91

14 6 24 0 54 52 0** 81 n/a 8 9 92

17 15 18 0 90 99 0 92 64 43 93

31 21 20 0 99 98 0 94 59 27 94

22 31 79 56 44 96 0 84 2 6 70 94

31 3 80 69 41 10 1 57 4 6 89 9 6

7 27 13 2 76 92 0 88 53 22 97

3 31 57 41 37 54 1** 53 n/a 9 2 98

9 16 6 28 100 6 0** 88 2 5 92 99

11 51 68 89 27 24 0** 99 75 70 100

r A n k i n G s


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Top for finance

Rank School name

1 New York University: Stern

2 University of Chicago: Booth

3 University of Pennsylvania:Wharton

4 Columbia Business School

5 London Business School

6 University of Rochester: Simon

7 Boston College: Carroll

8 University of Illinois at Urbana-Champaign

9 Rice University: Jones

10 Indian Institute of Management,Ahmedabad

Top for interna

ft 2010 mba rankings

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