Why it makes good business sense for schools to earn their accreditation

A recent report by Bloomberg Businessweek found that the number of smaller business schools accredited by the Association to Advance Collegiate Schools of Business (AACSB) — many of them based outside the U.S. — has skyrocketed in recent years. The article noted that online education and changing demographics may put some business schools out of business in the years to come, particularly those schools without strong reputations.

Smart Business spoke with Andre van Niekerk, Ph.D., dean of Woodbury University’s School of Business, about accreditation and the state of business schools in 2014.

What is required to create and sustain effective academic programs in business? 

First and foremost, it’s essential to achieve and maintain high standards. With less than 500 undergraduate and graduate students in our School of Business, it’s a legitimate question how an institution like ours can compete against business schools with student bodies that number in the thousands and endowments many multiples of that of our entire university.

Woodbury recently completed a seven-year quest to achieve AACSB accreditation, a status conferred on fewer than 5 percent of business schools worldwide. The accreditation process proved to be an education in its own right. While it’s still quite fresh, it’s already evident how the experience can transform the way a school thinks about its future and about professional education in general.

How has it made a difference, and how do you see it playing out in the future?

Accountability is as vital in business as it is in education, which is why the accreditation process is such a strategic step for any professional school. Our school’s mission is to cultivate the distinctive talents of each student to prepare future leaders of business who communicate effectively, act ethically and think globally.

The model of values-based and ethically driven business education is predicated on building lifelong relationships and networks that will aid students’ future success and provide them with the tools to be effective and valued members of society. The accreditation process can play a significant role in helping schools understand how to apply their mission to today’s global business environment.

Robert Reid, a former dean of James Madison University’s College of Business — and now chief accreditation officer at a nonprofit — recently told Businessweek that the growth in AACSB-accredited schools is ‘a reasonable proxy’ for interest in management education.

What does accreditation mean to the business community?

It means that businesses can count on that school to deliver consistent quality across the board. Accreditation mandates standards that touch virtually everyone and everything at the school — students, faculty, curriculum, alumni. At Woodbury, the accreditation process dovetails nicely with quality improvement measures that are now part of our school’s DNA, a direct result of President Luis Calingo’s experience in quality management.

Since 1997, Calingo has served as a member of the Board of Examiners of the Malcolm Baldrige National Quality Award, the country’s highest award for quality and performance excellence. Although the accreditation process began several years before his arrival at Woodbury, the systems his administration has put in place allow the school to maintain these high standards.

How receptive are companies to business school graduates, especially MBAs?  

Businesses want to work with students whose standards are as high as their own or higher — that’s a big reason why we wanted to raise the bar.

The student experience — small class sizes, one-on-one mentoring, opportunities for coursework in a variety of disciplines — is what sets our School of Business apart, and why graduates from this kind of environment remain so attractive to employers.

For both graduates and undergrads, accreditation immediately finds its way onto resumes and CVs, increasing both the value of the school’s business degree and the appeal it has to companies.


Insights Executive Education is brought to you by Woodbury University

Why the ability to sell your idea is a key component to achieving success

Passion can be contagious, but it’s not always that simple when it comes to taking the idea in your head and transforming it into a strong business model. You have to do more than get others excited about the company you want to build. You need outsiders to believe that they can become a valuable part of helping you make your dream a reality.

“Truly great entrepreneurs communicate their vision so well that they are able to persuade others, including employees, investors and customers, to join them,” says Anuradha Basu, Ph.D., director for the Silicon Valley Center for Entrepreneurship at San José State University.

“That’s really important because in today’s world, particularly for millennials who like to feel they are doing something valuable, it’s not all about the money. They want to feel like they are contributing to and doing something for a project that is going to help change the world.”

Smart Business spoke with Basu about what makes entrepreneurs tick and why that knowledge is helpful even if you’re not on a path to start your own business.

Can you learn to become an entrepreneur?

Few people were born with the gift to build a business. There are a lot more people who have some kind of interest or talent for entrepreneurship, and have other skills that need to be developed.

Entrepreneurship can be time- consuming, requiring a lot of hours and hard work. If you want to succeed, you have to be willing to put in that time. But if it’s something that you really enjoy doing, that’s typically not a problem. If you are passionate about your idea and you believe in it, you are willing to put in that effort to make it work. Even if you fail, it can be a huge learning experience.

How do entrepreneurs overcome the financial challenges of starting a business?

Try not to focus on the money that you need. When someone invests in an idea or a business, they are also investing in the entrepreneur. They are seeking reassurance that you have the fortitude to overcome the inevitable challenges that will come about as you build your business.

Often, an entrepreneur’s first idea will not work. If an investor does not believe that you have a solid backup plan in place to deal with this scenario, why would they invest their own valuable dollars in your proposal?

Focus on making connections with people who would have an interest in what you want to do. Build relationships, get people engaged in what you want to do, demonstrate that you have the ability to execute your plan, and secure customer validation.

Do what you can to reduce the uncertainty with potential investors and get them thinking about the opportunity. Once you’ve done that effectively, the money will come.

How has the mindset of young professionals changed?

We did a project last year looking at what it is that attracts students to companies. Students were shown three different job descriptions and asked which of those they would choose. They chose the job that involved getting more responsibility and sounded more challenging. The company’s reputation didn’t matter as much to them. Today’s young professionals don’t mind joining a startup if they feel they are going to have a more interesting ride.

Why is learning about entrepreneurship valuable for non-entrepreneurs?

Not everyone who takes a course about entrepreneurship has to become a company founder.

It’s a skill that teaches you how to deal with uncertainty and think outside the box to solve problems. If aspects of a project or goal are unclear, how do you find a way to make decisions? It’s a mindset that can be helpful at multiple levels in an organization.

Entrepreneurship is not just about finance, marketing or legal issues. It’s about team-building and leading people across all those functions. You have to see how everything connects to find innovative solutions to problems. That makes you a better employee and entrepreneur.


Insights Executive Education is brought to you by San José State University

Why today’s workforce needs liberal arts educated critical thinkers

Critical thinking is a major component of business for innovation, product services, manufacturing processes, business models and more, which all create value for customers.

As a matter of fact, in a survey conducted by the Association of American Colleges and Universities, nearly all employer respondents said a demonstrated capacity for thinking critically is more important than the undergraduate preparation of a job candidate, says Luis Ma. R. Calingo, Ph.D., president of Woodbury University.

Other skills valued over the degree type are being able to communicate clearly and solve complex problems.

Smart Business spoke with Calingo about the importance of critical thinking in business today, and how a liberal arts education can help develop those skills.


Are there areas where critical thinking may fall short in corporate America?

The most important contribution of critical thinking is innovation in the workplace. It’s a prerequisite.

The second would be improving processes and systems by having people working in cross-functional teams to find better ways to accomplish tasks. For instance, at Woodbury University, we created a cross-functional team to look at the entire student experience. After identifying five distinct processes, we looked for opportunities to streamline those processes. Creating that type of opportunity requires a lot of creative and critical thinking.


How does a liberal arts education help nurture critical thinking skills?

The main function of a liberal arts or humanities education is to prepare students to be citizens of a democratic society. Without people with a liberal arts background, the world is filled with narrow and technically trained workers, not complete citizens who think for themselves.

According to the Bureau of Labor Statistics, baby boomers who were born between 1957 and 1964 held an average of 11.3 jobs from age 18 to 46. That suggests to universities and colleges that we are educating students for jobs and careers that do not yet exist. Those jobs and careers will use technologies and solutions that have not yet been invented to solve problems that society has not yet recognized. Students need skills that can be used for many things, rather than one discipline.


What’s your response to: “The only thing a liberal arts degree is good for is working at McDonald’s”?

A book by University of Chicago professor Martha Nussbaum, “Not for Profit: Why Democracy Needs the Humanities,” lays out a good argument for why humanities are central to our society. You need people who criticize tradition and authority, as well as understand the significance of another person’s sufferings and achievements, to have a functioning democratic society.

Liberal arts teaches different aspects of human existence. For instance, philosophy is probably one of the best ways to learn critical thinking skills that help you reason out your choices. And if you study philosophy, where do you eventually go? Maybe you become a lawyer.

As another example, if you study and participate in the creative arts like music and dance, it fosters certain skills like empathy that allow you to imagine the challenges other people face — people unlike ourselves.

Even countries that have traditionally linked higher education to national economic gain, only training people for specific professions, like Singapore and China, are starting to recognize the importance of having more creativity and critical thinking skills in their populations.


News, social media, entertainment, politics, etc., are becoming narrower. How does this factor into the argument that the workforce needs broad skills like the ability to think critically, communicate and solve problems?

With today’s information overload, people are looking for summaries and others to interpret data for them. In fact, some executives buy services that summarize books for people who do not have time to read. It’s like an executive version of CliffsNotes.

Information overload and using summary data is happening throughout society — including with business leaders. This trend just highlights the importance of being able to think critically for yourself.


How to encourage employee wellness and increase workplace contentment

Satinder Dhiman, Ph.D., Ed.D., associate dean, School of Business; chair and director, MBA Program; professor of management, Woodbury University

Satinder Dhiman, Ph.D., Ed.D., associate dean, School of Business; chair and director, MBA Program; professor of management, Woodbury University

Workplace contentment, fulfillment or wellness may be intangible, but it will affect the growth and success of your business. When it’s present, there are obvious, unmistakable signs, says Satinder Dhiman, Ph.D., Ed.D., associate dean of the School of Business, chair and director of the MBA Program and professor of management at Woodbury University.

“When you go into an organization, you can almost smell it,” he says. “Being highly fulfilled takes a conscious decision; it’s not something that just comes about.”

Businesses have less absenteeism, turnover and stress leave when employees have a sense of belonging, enhanced contribution, and more engagement and trust.

Smart Business spoke with Dhiman about how to encourage highly fulfilled employees.

Why do executives need to be concerned with workplace contentment?

A recent Gallup survey found that 47 percent of employees feel disengaged, and when that’s the case it will affect the bottom line. People just going through the motions are more likely to be absent and leave the company. There also are about, depending on the survey, 17 to 20 percent of employees who are positively disengaged.

Organizations are not just numbers, and you don’t want to pursue profits in an unbridled manner. Remember that businesses are about people.

What are the characteristics of highly fulfilled employees?

These employees have a sense of ownership and commitment. They focus on what is right, are generally more appreciative and concentrate on making things work. They are aware of their contribution to the organization and know how it adds to the bigger picture.

This then leads to high emotional intelligence. They are in better control of their own feelings, so they are better equipped to deal with the feelings of others. And better interaction leads to greater trust, which is the glue holding things together.

Research shows corporate communication failure happens not because the message was wrong, but because it was interpreted wrong. There was distrust of the messenger.

How can management increase workplace contentment?

A great employer will inspire employees through actions, not just words or slogans. To achieve this, approach employees in a holistic manner, appreciating all skills and abilities. There’s a joke that at his retirement party, an employee said, “For 40 years you paid me for my hands; you could have had my brain for free.” Also, strive to create a culture of appreciation. Instead of catching people doing something wrong, catch people doing something right.

Fulfillment engages the body, mind and spirit. So, take a genuine interest in employees’ well-being and what is happening with their emotional makeup. You want to help employees attain their dreams — send a few staff members to a local conference, provide tuition reimbursement or be flexible on hours to allow them to go to class.

If employers support employee education, many fear employees will gain skills and leave. However, in addition to being more productive while working for you, think of the economy as a whole. You hire people who have been trained elsewhere. Your employees gain skills and go elsewhere. There is no real gain or loss.
Of course, bonuses and pay raises don’t hurt in terms of building trust and appreciation.

Why is personal fulfillment so important?

Workplace fulfillment is more likely when employers and employees are fulfilled in their own lives. It trickles down.
Attaining personal wellness comes from self-knowledge or understanding your purpose in life, as well as selfless service. Once those two pillars are in place, certain mental habits or gifts contribute and help create a sense of self-fulfillment. They are:

  • Pure motivation.
  • Gratitude.
  • Generosity.
  • Taking a vow of harmlessness.
  • Acceptance.
  • Mindfulness.

By focusing on each of these habits, you can create personal fulfillment. And, by sharing it with your employees, achieve organizational well-being.

Satinder Dhiman, Ph.D., Ed.D., is an associate dean in the School of Business; chair and director, MBA Program; and professor of management at Woodbury University. Reach him at (818) 252-5138 or satinder.[email protected]

Book: More on this subject can be found in Satinder Dhiman’s new book, “Seven Habits of Highly Fulfilled People: Journey from Success to Significance.” Find it on Amazon.com.

Insights Executive Education is brought to you by Woodbury University

Changes to lease accounting are coming. Are you ready?

Gerald Weinstein, Ph.D., CPA, Professor and chair, Department of Accountancy, John Carroll University John and Mary Jo Boler School of Business

Gerald Weinstein, Ph.D., CPA, Professor and chair, Department of Accountancy, John Carroll University John and Mary Jo Boler School of Business

Any business that leases anything for an extended period of time — generally, more than one year — will be impacted by a proposed new accounting standard.

“This may appear arcane to some, but the new rules will have a major impact on the reported financial position of many companies. It has been estimated that this may add hundreds of billions of dollars to the existing liabilities on businesses’ balance sheets nationwide,” says Gerald Weinstein, Ph.D., CPA, a professor and chair of the Department of Accountancy at the John Carroll University John and Mary Jo Boler School of Business.

“Therefore, it is likely that your firm’s financial statements will be affected. At a minimum, expect to see changes in the ways in which leases are being conceived of for recognition and measurement purposes,” says Weinstein.

Smart Business spoke with Weinstein about what the proposed accounting standard would do and how businesses can prepare for the change.

What do you need to know?

Under existing Generally Accepted Accounting Principles (GAAP), leases that are in essence purchases of all of the inherent value of a leased asset are capitalized. Capitalization requires both that the leased asset and related liability for future lease payments be recorded onto the balance sheet. GAAP dictates use of four indicators, any one of which is considered evidence of a so-called capital lease.

Leases that do not meet at least one of the four criteria are operating leases, and are not capitalized. Operating leases are accounted for by expensing the lease payments as they accrue. An example is leasing an office inside an office building owned by another entity.

An operating lease is generally favored by businesses, as it makes the accounting simple in that it avoids recording the liability and depreciating the underlying asset. Further, not booking a liability can improve a company’s debt related ratios. Users, however, would prefer to know about all liabilities the entity has and hence want these liabilities booked. These cross-purposes are being resolved in the proposed standard by essentially requiring all leases to be capitalized.

What will the new standard change?

What defines a lease as a capital lease is changing under an exposure draft (ED) issued jointly by the Financial Accounting Standards Board (FASB) and the International Accounting Standards Board (IASB) on May 16, 2013, and the four indicators noted above will no longer apply. Everyone will be affected if this becomes a final standard in 2014.

All leases, with one exception, would be recognized with a lease liability for the present value of the payments, which must be made over the lease term. As lease payments are made, the effective interest method is to be used to accrete the liability. An asset would be reported and written off to expense over time.

The ED defines the manner of write-off. It depends on the type of asset of which two are defined. A Type A asset is personal property whereas Type B is generally real property. Type A assets are amortized on a straight-line basis unless another method better represents the pattern of use. For Type B leases, the amortization would be the difference between the annual straight-line expense and the interest incurred on the liability.

The most notable change in terms of the direct financial impact is that what has previously been accounted for as an operating lease will now be treated as if it were an owned asset, even if title to the asset will never transfer to the lessee. An office suite leased inside an office building would be accounted for as a balance sheet asset and subject to annual amortization.

What is the exception?

Lessees can elect a policy wherein leases with a maximum possible lease term including options to renew of 12 months or less, are accounted for using a method like that currently available for an operating lease.

How is a leased office akin to an asset purchase?

Leases are being redefined as a contract that conveys the right to use an asset for a period of time in exchange for consideration. The contract must depend on the use of an identified asset and convey the right to control its use. The use of the asset can be either explicit or implicit, such as the lease of a floor of a building. ‘Right to control use’ is slightly different from existing GAAP, which calls it the ‘right to use’ an asset. 

Why should you care about recording such a lease as an asset?

Companies should be concerned because booking the asset also means booking the liability. For most businesses, this will have a negative impact on solvency ratios, including debt to assets and debt to equity. This change in the standards could cause your bank loans that have covenants requiring certain solvency ratios to go into technical default.

What can you do to be ready?

Companies should determine which leases they have that will now need to be capitalized, prepare pro forma financials, and determine the impact your solvency ratios. If the new accounting rules cause your debt ratios to deteriorate, consider contacting your lending institution to see if you can re-negotiate the covenants.

While the final standard may undergo some tweaking, changes to lease accounting have been in the works since 2005 and professional accountants expect the standard to be finalized in its current form. The comment deadline on the ED is Sept. 13, 2013.

Gerald Weinstein, Ph.D., CPA, is a professor and chair of the Department of Accountancy at the John Carroll University John and Mary Jo Boler School of Business. Reach him at (216) 397-4609 or [email protected]

Insights Executive Education is brought to you by John Carroll University

Common misconceptions that could derail would-be entrepreneurs

Mark Hauserman, director of The Muldoon Center for Entrepreneurship

Mark Hauserman, director of The Muldoon Center for Entrepreneurship

Without question, entrepreneurship is the hottest thing going today. Rarely will you pick up a paper or magazine that does not either feature a fabulously successful entrepreneur or talk about some of the literally hundreds of programs or courses being offered to help you become that entrepreneur.

But, what is it really? In part the interest is a reaction to today’s younger generation – 75 percent of high school seniors do not want to work for a large organization. This is a reaction to the re-engineering of American business that has taken place during the past 20 years. These young people have seen the impact on their immediate families and they want to do something that will afford them more control of their lives.

Educational institutions, ever mindful of changing demographics, have jumped on the band wagon. The Internet revolution and the many successful IPOs of Web-based entrepreneurial firms have heightened the visibility of entrepreneurship. There is an increasing interest in entrepreneurship among the general population, but particularly among younger adults. As a result, colleges with formal Entrepreneurship centers have grown from a handful in 1990 to more than 200 today.

Smart Business spoke with Mark Hauserman, director of The Muldoon Center for Entrepreneurship, about common myths about entrepreneurship and what traits are common in successful entrepreneurs.

Are entrepreneurs necessarily young men and women?

You may be surprised to learn that a recent Kauffman Foundation research study revealed that the average age of the founders of technology companies in the U.S. is a surprisingly high 39 — with twice as many over age 50 as under age 25. With the average life span increasing and more ‘necessity entrepreneurs,’ those who start businesses because of the scarcity of job availability at existing companies, being created every day, this number will probably increase.

When you gain experience, you probably know a lot about a lot of things. If youth is the answer, why are so many venture capitalists over 50? And most of the better ones are over 60. Don’t short change your experience. Investors get a lot more comfortable if they know you have been around the block a couple of times.

How is entrepreneurship learned?

The best start for an entrepreneur is to gain experience. This often means working for a company that may not have the biggest buildings on the block, but has an entrepreneurial attitude and will challenge you to spread your wings and continually take on new tasks.

While all jobs consist of ‘things you must do,’ the better businesses are also continually looking for better ways to serve their customers and markets. Every business owner responds to ideas that will make the company more money. You may not think you are an important cog, but the owner will sit up and take notice when you offer better solutions to the existing business strategy.

Don’t be afraid to make mistakes. I have heard Edward Crawford, Chairman of Park Ohio and self-made entrepreneur, say that the common denominator in entrepreneurship is failure. Not every idea you have will be a winner, but people will respect you if you get up after being knocked down and get back in the game.

The younger entrepreneurs get it. A healthy 44 percent of young entrepreneurs feel that business failure is perceived as a learning opportunity.

How will you know when you have arrived?

In most cases, there was no ‘grand plan.’ The entrepreneur just started working and as they solved more and more problems, work became fun. The classic sign of an entrepreneur is they cannot let it go. Unlike the idea in the popular culture that they are looking for the big score, they love what they do.

I played golf with a guy a couple of years ago who had just been offered $8 million in cash for his company. I am afraid I jinxed the deal when I asked him what he was going to do in a month after a long vacation and a shopping spree; no answer and ultimately no deal. He was only 42 at the time, so he will eventually sell, but it was way early and he was having too much fun.

Mark Hauserman is director of The Muldoon Center for Entrepreneurship. Reach him at (216) 397-4572 or [email protected]

To learn more about the Muldoon Center and our programs, visit: www.jcu.edu/Muldoon.

Insights Executive Education is brought to you by John Carroll University

How buying ads on Google can give small companies big results

Yi He, Ph.D., assistant professor, Department of Marketing & Entrepreneurship, College of Business and Economics, California State University, East Bay

Yi He, Ph.D., assistant professor, Department of Marketing & Entrepreneurship, College of Business and Economics, California State University, East Bay

With a Google search, there are two sets of results — paid and organic.

Yi He, Ph.D., assistant professor in the Department of Marketing & Entrepreneurship, College of Business and Economics, at California State University, East Bay, says her advertising management students were surprised to see how many people click on the paid ads.

Her students participate in the Google Online Marketing Challenge, where they are given $250 to run a three-week online advertising campaign for a business or non-profit, which is developed using Google AdWords and Google+.

This type of search engine marketing (SEM) truly benefits small companies.

“For smaller companies, in the past, there was no way to compete in the conventional media with big companies. Now, they can differentiate themselves using SEM, just by spending their advertising dollars in a relatively cautious manner,” she says.

Smart Business spoke with He about why small companies are turning to SEM.

Why is SEM so important today?

Most Internet users don’t want to remember a website URL. Eighty-five to 90 percent of people are guided to websites by search engines, such as Google. Also, people usually just look at the first five or 10 search results, and many of those are advertisements. So, once you start running ads, you generate more ways to reach Internet users.

How are SEM and conventional advertising different?

With conventional advertising, print and broadcast, it’s hard to measure whether your ad campaign was effective. However, everything is measurable with SEM — you can calculate how much ROI is generated from every advertising dollar spent.

Conventional advertising also requires a specific set of skills. But a business owner can run a SEM campaign by opening a Google AdWords account and be up within minutes. It may not be a great campaign, but it’s not like creating a TV commercial.

How does SEM differ from Facebook ads?

With SEM, the only way to target ads is geographically. So, a San Jose restaurant owner can specify that he or she only wants the ad to show up for a ‘Thai food’ search in a 15-mile radius from the downtown San Jose area. Google doesn’t charge for the number of times the ad shows up, or the impression, but by cost-per-click. With Facebook display ads, ads can be targeted by age, gender, marital status, interests, education level, etc., and are charged by both the click and impression.

On average, of the 10,000 times a Facebook ad shows up, only five people click on it, because in a social environment you don’t want to be interrupted to buy something. With a search engine, people are looking for a solution to a problem. A search result, whether organic or paid, is like you’re in a retail store and someone offers a helpful recommendation. With Google’s marketing challenge, my students can get a click through rate (CTR) that is 100 times higher than the Facebook average.

Why is SEM more useful for small business?

Smaller businesses typically aren’t as visible on the organic results or with the extremely popular keywords. But they can run a SEM campaign to generate Internet traffic and increase visibility. There’s no entry barrier, too, so they can get started right away.

SEM also can help figure out demand. For example, one student ran two ad campaigns for a local Chinese restaurant and discovered that ‘Chinese dining’ was not popular in either impressions or CTR. However, ‘Chinese takeout’ led to more people clicking the restaurant’s website and calling, which increased takeout orders dramatically.

What ethical concerns come up with SEM?

We don’t know exactly what data companies have on consumers, and what they do with it. All impressions, clicks through and transactions can be tracked. For example, you might go to a website to look at a few items but not purchase anything, and over the next few days you see similar items on your Internet pages. In addition, some argue that precisely targeted results deprive people of the total available information.

Public policymakers have been pushing to protect consumer information with something like the ‘do not call’ list. A ‘do not track’ list would enable people to sign up to keep their Internet Protocol addresses from being recorded.

Yi He, Ph.D., assistant professor, Department of Marketing & Entrepreneurship, College of Business and Economics, at the California State University, East Bay. Reach her at (510) 885-3534 or [email protected]

Insights Executive Education is brought to you by California State University, East Bay

How a MBA program changed a physician’s outlook

Dr. Brandon Koretz, associate professor, clinical medicine, David Geffen School of Medicine at UCLA

Dr. Brandon Koretz, associate professor, clinical medicine, David Geffen School of Medicine at UCLA

It would be nice to be able to have the philosophy that you can’t put a price on health, but the reality of rising costs in the health care industry means that approach can’t work.

“As a country, we can’t continue to spend 20 percent of our gross domestic product on health care without making sure we’re getting the best possible value,” says Dr. Brandon Koretz, associate professor of clinical medicine at the David Geffen School of Medicine and student in the Executive MBA Program at the UCLA Anderson School of Management.

Koretz says before entering the MBA program he had a tendency to spend whatever it cost to provide a valuable resource.

“My perspective was, ‘let’s get it.’ Now I understand that every dollar spent on one thing is a dollar that is not available for something else. I understand more fully the trade-offs and their implications,” he says.

Smart Business spoke with Koretz about the MBA program and the perspective it has given him on the health care industry.

Why were you interested in the MBA program?

I’m a geriatrician by training and care for Medicare patients. I also work at an academic health center and teach others how to provide care.

Medicare is at the cutting edge of financial changes in health care, and there’s a need to provide the best possible care at the most reasonable price; I need to understand the financial principles to ensure that is occurring. My Hippocratic oath isn’t just a promise to the patient in front of me, it’s also an obligation to be a good custodian of resources provided by society, which is paying for that patient’s care.

How has the program changed your views regarding the health care industry?

It’s given me another tool set to use when considering problems, a perspective I didn’t have before. In medical school, I didn’t have a finance or accounting class. I’m now a much more informed decision-maker when making budgets.

I’ve been able to bring business principles back to the people I teach. UCLA’s medical school is great about training doctors to understand up-to-date scientific literature, but we not only need to provide technically good service, we also need to meet patients’ emotional needs. If you’re rude, patients aren’t going to come back or may not follow your medical advice. So I’ve initiated discussions about things like wait time and how it can be improved. In years past, doctors would say, ‘That’s not my job.’ But, of course, it is; evidence is being accumulated that shows clinical outcomes are better when there’s a stronger connection between patient and doctor. A conscious focus on service can strengthen these connections.

How does the Anderson experience differ from other MBA programs?

What’s amazing at Anderson is how it is a community of learners. There’s an incredible diversity among students. Faculty can walk me through the fundamental concepts of finance while teaching people who work in the finance industry. Students are also sensitive to that diversity, and a person with a financial background will help me during a break when there’s something I don’t understand. There’s no ego or shame involved. People tutor each other — one group came in weekends on their own time and set up a series of tutoring sessions for students who didn’t understand accounting.

The expression I hear is, ‘At Anderson we take care of our own.’ Everyone works together to ensure the best possible learning experience. I’ve been able to develop a broad network of people in many industries. One project involved gathering information about the travel industry. Using resources at Anderson, a dozen interviews were set up within days. When it comes to Anderson, whatever else you’re doing stops. We really take care of each other.

Dr. Brandon Koretz is associate professor, clinical medicine, David Geffen School of Medicine at UCLA. Reach him at (310) 206-8272 or [email protected]

Insights Executive Education is brought to you by UCLA Anderson School of Management

How UCLA’s MBA program prepared a Marine for his post-military career

Juan Rose III, MBA candidate, UCLA Anderson School of Management

Juan Rose III, MBA candidate, UCLA Anderson School of Management

U.S. Marine Corps Capt. Juan E. Rose III lets his military experience provide perspective when considering the task of balancing work, school and family life.

A student in the Executive MBA program at the UCLA Anderson School of Management, Rose’s leadership qualities earned him a John Wooden Global Leadership Award Fellowship. At the award ceremony, he was asked how he manages his busy schedule.

“When I met Pepsi CEO Indra Nooyi, she said, ‘You’re a Marine on active duty in San Diego, you go to an Executive MBA program in Los Angeles and you have a family in Murrieta, Calif. How do you do this?’ I commute 40,000 miles a year and I’m working hard and learning every single minute. But my Marines and I are not getting shot at, so it’s OK,” Rose says.

Smart Business spoke with Rose about the MBA program and how it’s helped prepare him for entering the business world when he leaves military service.

Why did you enter the MBA program?

After 10 years of active duty, I’m looking to transition to the private sector and I’m using the MBA program to couple the leadership experience I have with more technical knowledge.

I’m a financial management officer in the Marine Corps; however, finance in the private sector is for-profit, levering debt, and managing, maintaining and acquiring assets. As a government-certified defense financial manager (CDFM), I’m more preoccupied with safeguarding and disbursing public funds, while accomplishing the mission with minimal resources. Profit is never a conversation we have.

How does the profit motive change things?

Profit stresses people in completely different ways. I’ve been afforded the opportunity to work as a consultant recently, and I’ve been working with a couple of clients as a student. I am learning every day that people manage risk in order to maximize profit; Marines manage risk in order to save lives. It still seems to me that if you focus on your employees — an invaluable asset — while managing risk, profit maximization will be a result.

To me, profit just changes the perspective. When you’re managing life or death situations, losing money is not as important. As a leader you can then focus on learning from the mistakes to ensure you and your team don’t allow that to happen again. The complexity of defense financial management in the military comes from the environment and the mission, not the application of financial assets.

When you start using debt and trying to maximize profit at all costs, there are a lot of strategies and different ways to do that. That’s what I am trying to obtain from the MBA program and so far it’s exceeding all of my initial expectations.

What type of job will you seek after graduation?

I’m leaning toward management consulting. It will give me the opportunity to work in teams and continue to learn about industry as a whole in several different arenas.

It’s important for me to bring value to a company that values its people and affords them the opportunity to be intellectually challenged. My No. 1 priority is to work in a company that gives back somehow.

My long-term goal is to be a professor and to continue to coach, mentor and inspire people. The most important part of what I’ve accomplished over the past 10 years is coaching, mentoring and inspiring Marines to exceed their own expectations.

I look at some of our professors who sacrifice and take time to do that for us. They are able to manage their professional aspirations and personal lives, while also continuing to educate us. That’s what I’m passionate about — paying forward what was done for me.

Juan E. Rose III is a MBA candidate at UCLA Anderson School of Management. Reach him at (760) 458-7408 or [email protected]

Insights Executive Education is brought to you by UCLA Anderson School of Management


How to keep ERP projects from exceeding budgets and timelines

Dr. Zinovy Radovilsky, Professor of Management, College of Business and Economics, California State University, East Bay

Dr. Zinovy Radovilsky, Professor of Management, College of Business and Economics, California State University, East Bay

When all is said and done, companies are generally satisfied with their new software, but their experiences are hardly a ringing endorsement for enterprise resource planning (ERP) endeavors. Among the 246 firms that completed an ERP installation within the past year, implementation exceeded budget 56 percent of the time and only 46 percent were completed on schedule or earlier, according to data from Panorama Consulting Solutions.

“The scope and complexity of ERP implementations makes forecasting treacherous,” says Zinovy Radovilsky, Ph.D., interim chair and professor of management for the College of Business and Economics at California State University, East Bay. “While cost overruns can’t be eliminated, they can be managed with the right tools and tactics.”

Smart Business spoke with Radovilsky about avoiding delays and budget overruns when tackling ERP projects.

Why do ERP projects often exceed budget? 

An inexperienced project manager and a lack of historical data for enterprise-level software initiatives often result in inadequate cost estimates for items like these:

• Employee training — The most underestimated expense, since employees have to learn a brand new system.

• Integration and testing — Connecting ERP to other software programs is costly.

• Customization — Increases initial programming and configuration costs, as well as the price tag for future upgrades and fixes.

• Data conversion — Including the cost of migrating existing data to the new system.

• Data warehousing upgrades — Often needed to support daily operations post-ERP.

• Consulting fees — When something goes wrong, consulting costs run wild.

Don’t underestimate the impact of large-scale implementations on productivity. Activate one module or function at a time instead of taking a big bang approach, and offer short doses of virtual training and online tools to keep productivity high while employees get up to speed. When people can’t do their jobs the old way and haven’t yet mastered the new way, they panic, and the business goes into spasms.

What are some simple steps to keep ERP projects on budget?

First, select a qualified project manager who has extensive experience with ERP implementation and updates. Next, incorporate risk management into the budgeting process by considering every possible problem and starting with a rough order of magnitude (ROM) budget followed by a more accurate, and typically higher cost, budget estimate and finally, a definitive estimate.

Involve key managers and stakeholders in the budgeting process to ensure the estimates aren’t biased. Then, update the budget as the project progresses, using an earned value (EV) analysis approach that compares cost data to a baseline, to track your performance. Prevent misfires and crashes by conducting comprehensive load testing — using testing software and real users — before the system goes live. Finally, resist the urge to customize every little feature. Instead, choose an ERP system that supports your current business processes or use the standard functionality.

How can executives ensure the financial performance of ERP projects?

Keep employees energized by communicating a clear vision for where the system will be after the initial phase and at various intervals down the road by sharing project updates. Be realistic in setting goals and estimating how much change your organization can absorb, because a major software initiative requires stamina and commitment.

Use a software tool to collect actual data, and then periodically review project milestones, budgets, resource allocation and time/materials bookings to spot opportunities to boost ROI or reduce costs. A software tool is the only way to know exactly where you are in the project, how much time and money you’ve spent, and to forecast the cost and timeline for the entire project.

Remember, you can’t eliminate cost overruns, but they can be managed with the right tools and leadership.

Zinovy Radovilsky, Ph.D., is interim chair and a professor of management in the College of Business and Economics at California State University, East Bay. Reach him at (510) 885-3307 or [email protected]

Website: Learn more about the College of Business and Economics at California State University, East Bay.

Insights Executive Education is brought to you by California State University, East Bay