Mastering Business Analytics: The real MBA for career success, Step-by-Step
Shortly, we'll explain in detail our three-fold focus. Specifically:
1. How hard-science-types* in business/industry can best leverage their analytical backgrounds.
2. We'll address the same for relatively recent (read: post 1990) MBA degree holders.
3. How business/industry IT/CompSci-types can escape IT-hell. (What's that, you're happy with your career to date and your career prospects?!?)
Welcome. You’re analytically highly skilled and recognized as being brighter than the average bear. You've achieved a degree of success, but you're sure that you'd rise quickly through the ranks ... if you only got the chance. Okay, here's your chance. Do you really want to take an active role in directing and building your career?
If you have a hard-science* background and are willing to spend brief periods thinking VERY hard, we have a fairly straightforward approach to help you build your career. It's as easy as that.
You know the difference between the two, but you may be currently finding the latter more useful than the former. That's too bad. Business (all business) is nothing more than an n-space portfolio of assets waiting to be operationalized as a system of PDE's.
Costs, for instance, are most usefully contemplated as rates-of-change. So, given a number of related rates in a system, mightn't it make sense to start thinking in terms of Euler/Lagrange? Initially, BTW, we'll encourage you to avoid black-box solutions by using more transparent alternatives**. We have far better and easier ways for you to proceed.
All business questions above the lowest rank have broad (horizontal) business implications. So, no, the brand of paper towel dispensed in the loo isn't a biggie, but how one chooses to expand ones product portfolio, for instance, cuts across marketing, design engineering, finance, operations, IT ... and virtually everything else. Nearly every decision has brand implications; nearly every decision has financial implications ... and so it goes.... By recognizing the horizontal "dimension," analytics immediately becomes "messier" and even solutions become more "challenging." Our take, high-order dimensionality is conceptually familiar; what's all the fuss?
Okay, what it is and what it's not. You will not be probing spherical harmonics (etc), but you'll undoubtedly recognize similarities between mathematical physics PDE's and modeling business matters. Probably most importantly, you'll learn how to gain buy-in for your ideas ... and YOU; the trick is in how to structure and communicate your findings. (Hint: Never save your "best reason" for last. You're NOT writing a murder mystery or trying a case in court!)
You'll be creating models to probe issues ranging from product design to funding (financial portfolio) alternatives. Unlike the norm in MBA programs, you'll be urged to ask all manner of difficult questions -- questions that others have been "taught" cannot be answered so should not be asked. You are not going to get anywhere with a silo-centric perspective. Academics -- those never-held-a-job faculty -- invariably quash (sometimes politely, sometimes not) questions to avoid having to admit that they don't know the answer. No surprise, that. When all one has is a hammer, everything has to be dealt with as a nail.
That's not the way to further YOUR career. You'll learn to ask and GET answers to real-world questions both within a vertical framework (a department, a product, a market) but, also, within the greater framework (a product group, a division, a corporation, a global market).
You'll learn to achieve just that. It's straightforward, but it's far from easy. We don't offer easy answers, but, if you're willing to spend a little time thinking VERY hard, we can help you. However, we warrant that you will come to think differently about business in general and strategy in particular. In large measure, this change in perspective will stem from being able to "see more than the numbers, by seeing more in the numbers."
Please respond to the following in a few short, declarative sentences:
Most students find that some of the underlying material seems familiar. However, pulling the pieces together invariably proves novel. Within the first hour, you'll produce a model probing questions few businesses can determine.
Technical aside: Some of what we're currently doing, in both real-world consulting and academic theoretical research, entails relativistic modeling of business portfolios, which is to say, tensor analysis. We only get into such areas, however, in our financial engineering modules.
* Please, don't kid yourself. If you breezed through baby-calc but caught C's in multivariate and ODE's, this is NOT for you. If you already have an MBA and reasonable analytical ability, however, we do have an alternative for you, too. If you have an IT/CompSci background, we have a track for you; if you can deal with multivariate calc AND can program (as in C++/Delphi, though, in a pinch, VBA will do) AND can do database programming, you are absolutely "golden."
** In our core modules, you'll be encouraged to think mathematically but to express yourself graphically. Unless you're very lucky, the people that you'll have to convince are (at least relatively) numerically-challenged. You want to avoid making them feel stupid. Okay, here's some quant-jock humor: In business, the third derivatives of position tend to occupy corner offices. In the financial engineering courses, you will find strong numeric methods to be a big help as is being able to program in C++ or Delphi.