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27-05-2025
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Are These The Best Business Programs For Managers?
Stanford GSB's MSx program has among the most experienced cohorts in graduate business education, with an average 12.5 years experience in the workforce 'Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.' It is twenty years since Canadian academic, Henry Mintzberg, wrote Managers, Not MBAs, his bold critique of how managers are educated. He argued that leaders cannot be created in a classroom, they arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience. 'The MBA trains the wrong people in the wrong ways with the wrong consequences,' Mintzberg insisted. 'The problem today is that the analytical side is overemphasized, especially in MBA programs, which teach mostly that. They give the impression that managing is all about analysis. Even case studies, which are detached from reality, make it seem like you can manage by reading reports and making decisions in a vacuum.' He called for a more engaging approach to managing and a more reflective approach to management education. Mintzberg also outlined how business schools can become true schools of management. Professor Henry Mintzberg: 'You're not supposed to ask those questions of an academic, because we're not supposed to do anything about anything. But eventually I got embarrassed, so I said, 'Okay, I'd better do something'' The award-winning Cleghorn Professor of Management Studies has been teaching for the past 56 years at the Desautels Faculty of Management at McGill University. It was here that in 1996 he co-founded an alternative management program called the International Masters Program for Managers. The IMPM is a modular, international program based at McGill and four other business schools around the world. It is different from an MBA, Mintzberg says, because it accepts a different type of student, and different from the standard EMBA because of its heavy emphasis on reflection. In a previous Poets&Quants article, THE MBA For the Anti-MBA Crowd, Mintzberg says he founded the IMPM partly out of embarrassment. He was visiting business schools to talk about flaws in their MBA programs, and people started asking him what he was actually doing about it. 'You're not supposed to ask those questions of an academic, because we're not supposed to do anything about anything,' he jokes. 'But eventually I got embarrassed, so I said, 'Okay, I'd better do something.'' So he created the IMPM. Students on the program are older on average than MBA students, with an average of 11 years of management experience already. During each module, across Canada, Japan, Brazil, India and the UK, students are given time to reflect on what did and didn't work, keeping a journal of these reflections. Many feel as if they themselves have written an entire management book. But the IMPM is not the only program that has a more experienced cohort. Stanford Graduate School of Business and MIT Sloan both provide a full-time alternative for mid-career professionals. Students entering the Stanford MSx have on average 12.5 years of work experience, while 80% of the MIT Sloan Fellows are between 30 and 40 years old. Phoebe Park, co-founder of Sabi Partners LLC, began the Stanford MSx after 12 years in the workforce. 'It was important to me to be in-person and on-campus with faculty and classmates to optimize my experience and learnings and to build strong connections,' Park says. 'As a mid-career professional, I also valued program format and the ability to devote one uninterrupted year to my academic, professional, and personal enrichment.' Phoebe's classmates had successful start-ups (and scale-ups) with exits, had run government pension funds, and had overseen global distribution and logistics operations for multinational companies. 'Whether it was ice cream, cyber intelligence, Covid vaccines, or aerospace, the colorful experiences of our cohort provided an unparalleled platform for learning and collaboration.' In contrast to full-time MBAs, which often focus on core business fundamentals like finance, operations, and marketing, these programs concentrate on engaging in deeper discussions on high-level decision-making and personal growth, often with flexible learning structures that allow them to balance professional responsibilities. Networking is also a crucial component, with cohorts composed of professionals from diverse industries and geographical backgrounds. MIT Sloan Admissions Director Dawna Levenson: 'SFMBA students take advantage of this program to reflect and build upon the type of leader they want to be and leverage the flexibility of the program's course and extracurricular offerings to advance or pivot their career with a focus on making a positive impact.' Why would experienced leaders and successful mid-career professionals need a Sloan Fellows MBA when they've already achieved so much in their career? For Dawna Levenson, assistant dean of admissions at MIT Sloan, the Sloan Fellows MBA program is a great option to consider for those who are ready to explore a different path, and put ideas into action. 'The opportunity to step away from the working world for one year allows SFMBA students to fully immerse in a global network of peers to learn from, and experiment with different courses and industry interests, in a supportive environment,' Levenson says. Morgan McCray, a senior business operations manager at Ford Pro Charging, had considered business school earlier in her career, but it was only when she was in the Sloan Fellows classroom that she realized how important it was to her to be surrounded by classmates with a greater level of experience. 'It means a lot to hear from the CFO sitting next to you, and from everybody else that you need to fill an organization with. It's just a different conversation. You can always read a book on the mechanics of a function, but the living experience of seeing it on good days, on bad days, of things that go behind the scenes in all sorts of industries is just invaluable.' Candidates entering the program have an average of 15 years of workplace experience, which for Levenson is a great time to think about the next stages of your career. 'SFMBA students take advantage of this program to reflect and build upon the type of leader they want to be and leverage the flexibility of the program's course and extracurricular offerings to advance or pivot their career with a focus on making a positive impact.' Assistant Dean of Admissions and Financial Aid at Stanford Graduate School of Business Erin Nixon: 'MSx students are eager to learn and want to make the most of the year on campus, so they are highly engaged academically. In the most recent class, more than half have advanced degrees. MSx students have a high degree of intellectual curiosity and that shows up every day in the classroom and beyond' So is bringing richer experience into the classroom the secret to addressing Mintzberg's lifelong critique? The MIT SFMBA, IMPM, and Stanford's MSx are tailored for mid-career and senior executives, typically with 10 to 15 years of experience. These seasoned professionals aren't seeking to build their CVs, but are looking for technical and advanced expertise. 'Faculty appreciate the SFMBA students' breadth of knowledge as seasoned professionals, and the examples shared over their journeys that they bring to the classroom' highlights Levenson. 'They can draw from first-hand management experiences over the course of their career and share insights about different course topics that provide diverse perspectives to enrich class discussions.' For David Cavey, vice president of operations for software development company Trilogy, unique experiences and programs are far more valuable than a cookie-cutter degree that everybody else has. 'I go to school to learn and become a better leader, manager, and colleague — an MBA only offered half of that. With half the learning coming from the cohort, not just the professors and lecturers, the IMPM was the perfect hybrid. The learnings I get from other seasoned executives are invaluable.' And faculty love the experience of their students, too. 'On average, Stanford MSx students have well over a decade of real world, professional experience and most have led complex projects, teams and/or organizations,' explains Erin Nixon, assistant dean of admissions and financial aid at Stanford GSB. 'Faculty are enthusiastic to teach our students because they have many examples of successes and failures to share during class discussions. This year's MSx class includes students from 26 different countries around the world. They work across 32 unique industries, and 44% hold Executive titles. Nixon says that students learn from each other as much as they do from faculty. 'Having subject matter experts as classmates adds to the richness of the educational experience. 'MSx students are eager to learn and want to make the most of the year on campus, so they are highly engaged academically,' she continues. 'In the most recent class, more than half have advanced degrees. MSx students have a high degree of intellectual curiosity and that shows up every day in the classroom and beyond.' Participants become part of a diverse group of accomplished peers. Alumni of the IMPM are invited to annual gatherings, expanding their network further, and can also to retake elements of the program later on, with a whole new cycle of classmates. Becoming an MIT Sloan Fellow means joining an alumni network of 4,000 Fellows, that the school describes as high-impact, low-ego leaders. And alumni of Stanford's MSx join the alumni network of over 30,000 Stanford GSB alumni and 230,000 Stanford University alumni across the globe. By focusing on seasoned professionals, these courses provide an extraordinarily rich, more contextualized learning experience. For Henry Mintzberg that is poetry in management. 'T.S. Eliot wrote in one of his poems that 'We had the experience but missed the meaning.' This program is about managers getting the meaning of their experience.' 'I originally saw reformation as three steps, but I've come to realize it's really just two,' Mintzberg reflects. 'The first step is engaging yourself…personal engagement. The second step is action. And by action, I don't mean occupying Wall Street or protesting because Trump was elected. That kind of action doesn't necessarily address the real issues at hand — it's reactive, not proactive. The kind of action I'm talking about is more substantial; it's aimed at addressing the behaviors behind those problems.' With greater experience comes a deeper understanding of when and where help and coaching are needed; naturally, with more years in management, participants are not looking for doors to be opened, but applicable solutions to actually problems they face on the daily. As a result, all three programs are highly practical. The MIT Sloan Fellows is fully customizable, allowing participants to tailor the program to best suit their profession. Stanford's MSx offers additional support through its LEAP program (Leadership Evaluation and Action Planning), which provides a comprehensive assessment of how the learnings can be applied. Meanwhile, the IMPM incorporates reflection essays, managerial exchanges, and company visits, giving participants the chance to apply their insights directly within a business context. This practical, experiential approach, combined with opportunities for global exposure and direct engagement with business environments, sets these programs apart from the more academic focus of traditional MBAs. 'It's very different!' insists David Cavey. 'Traditional management education focuses on the business disciplines, which every manager should already know via previous education or on-the-job learning. The IMPM goes further and challenges us to apply our knowledge to complex situations with the guidance of an international cohort and faculty from every corner of the globe. Traditional education is always there, and can be learned in any MBA/traditional program worldwide, but it is very rare to find a program that offers the practical and innovative approach of the IMPM.' 'It challenges us to be far more reflective, to develop personally, and to think deeply about where we can provide the most value in our organizations.' Is it never too late to change lives and change the world? 'In one word: Never!' exclaims Stanford GSB's Erin Nixon. 'This program is a wonderful opportunity for experienced professionals to take a year to learn, redefine themselves and explore what is possible.' See the next page for an interview with Erin Nixon, Stanford's Assistant Dean of Admissions and Financial Aid, and graduates of the MSx program. See page 3 for an interview with MIT Sloan's Dawna Levenson and recent Sloan grad Morgan McCray. See page 4 for an interview with graduates of the IMPM. Stanford's Erin Nixon: 'The motto of Stanford GSB is 'Change lives. Change organizations. Change the world.' And that change starts with you. We teach students to be both analytical and intuitive, and encourage them to be bold in their thinking. Many classes are co-taught with tenured professors who bring their groundbreaking research into the classroom, and executives who share their experiences from the business world' Poets&Quants reached out to Erin Dixon, assistant dean of admissions and financial aid at the Stanford Graduate School of Business. Here are her thoughts on what to expect from the MSx program. P&Q: How would you describe the Stanford MSx Program, and who is it best suited for? What would you say are key differentiators? Nixon: Stanford MSx is a one-year master's degree in management for experienced mid-career professionals at Stanford Graduate School of Business (GSB). The Stanford MSx Program is specifically designed for professionals with at least eight years, and on average almost 13 years, of work experience who want an immersive, full-time program. Stanford MSx differentiates itself by combining the best elements of full-time and EMBA programs. More accelerated than a traditional full-time MBA and more intensive than part-time EMBAs, the MSx Program offers a customized year of transformation and growth within the vibrant ecosystems of Stanford GSB and Stanford University. MSx students live and study on campus for one academic year, and join an global cohort of experienced professionals. The program provides knowledge, leadership skills, and a powerful network to those who want to accelerate career growth, consider a career pivot, or explore entrepreneurship. The Stanford MSx Program curriculum — taught by best-in-class faculty — is rigorous and flexible. Core classes provide you with business fundamentals and electives allow you to tailor your learning to your goals. Classes leverage hands-on experience, real world insights, and thought-provoking coursework. Due to the experienced makeup of the cohort, students also participate and learn from each other. Beyond the core, students can customize their coursework with a slate of 130+ electives at Stanford GSB. Students can also take classes at any of the other six schools at Stanford (Law, Medicine, Engineering, Sustainability, Education, Humanities and Sciences). The ability to tailor the academic and co-curricular experience makes the Stanford MSx Program uniquely suited to help each person accomplish their professional and personal goals. Students also enjoy an incredible array of opportunities such as executive coaching, career workshops, speaker series events, networking sessions, student clubs, and social activities. The Stanford MSx experience is holistic – our students learn to expand their mindsets, think boldly, grow as leaders, build their community, and refine their personal and professional goals during their time on campus and beyond. While the individual experiences may vary, one thing is consistent; virtually all of the alumni say this program is transformative. P&Q: Why would experienced leaders and successful mid-career professionals need the Stanford MSx when they've already achieved so much in their career? Nixon: Students who are interested in the Stanford MSx Program often want to advance their careers, make a pivot, or explore entrepreneurial aspirations. Regardless of which path students identify with, the MSx Program will provide valuable coursework, skill sets, leadership development and a strong network to reach the next stage of their career. All MSx students have demonstrated career success and share a mindset that taking an immersive year to learn, reflect and refine their goals is a great investment in their future. Many students pursue pathways they wouldn't have otherwise considered. Our Career Management Center partners with students to help clarify their career goals, and provides valuable resources, support and coaching to help them reach their aspirations. In the words of one of our alums, the MSx Program isn't just a business school, it is a life school. Our students come to campus with big dreams, but they leave with even bigger dreams and the confidence to achieve them. Stanford MSx students P&Q: How does the program help students develop the soft skills needed to be successful business leaders, such as communication, collaboration, and emotional intelligence? Nixon: The motto of Stanford GSB is 'Change lives. Change organizations. Change the world.' And that change starts with you. We teach students to be both analytical and intuitive, and encourage them to be bold in their thinking. Many classes are co-taught with tenured professors who bring their groundbreaking research into the classroom, and executives who share their experiences from the business world. The program also offers executive leadership coaching and communication coaches for all MSx students. Stanford GSB is renowned for leadership courses and opportunities for students to work on their communication and soft skills. One of the most famous classes at Stanford GSB is 'Interpersonal Dynamics' or better known as 'Touchy Feely'. In this course you examine how you interact with others, take risks to increase your influence, and explore how your ideas and behaviors impact others. Courses like Strategic Communication, Winning Writing, Leading with Values, Essentials of Strategic Communication, Leadership Demystified and Political Communication are some additional examples of the courses offered. Stanford's MSx curriculum helps students become more effective and empathetic leaders with a richer understanding of how they can influence and inspire others to achieve great outcomes. Stanford GSB fosters a highly collaborative environment where students are encouraged to support their peers, work in teams, and raise everyone up. P&Q: Why are faculty so enthusiastic to teach MSx students? Nixon: On average, Stanford MSx students have well over a decade of real world, professional experience and most have led complex projects, teams and/or organizations. Faculty are enthusiastic to teach our students because they have many examples of successes and failures to share during class discussions. This year's class includes students from 26 different countries around the world! Students learn from each other as much as they do from faculty, and having subject matter experts as classmates adds to the richness of the educational experience. MSx students are eager to learn and want to make the most of the year on campus, so they are highly engaged academically. In the most recent class, more than half have advanced degrees. MSx students have a high degree of intellectual curiosity and that shows up every day in the classroom and beyond. P&Q: Is it never too late to change lives and change the world? Nixon: In one word: Never! This program is a wonderful opportunity for experienced professionals to take a year to learn, redefine themselves and explore what is possible. It is a personal and professional investment. Phoebe Park, MSx Class of '23, is co-founder of Sabi Partners LLC P&Q: What led you to pursue the Stanford MSx at this point in your career? PARK: With a decade of professional experience and one technical graduate degree under my belt, I was seeking an opportunity to focus on my skills in leadership, management, and strategy. I was also eager to gain exposure to various forms of entrepreneurship, from start-up to scale-up to building a business within a large organization. P&Q: What were the key factor(s) in choosing the right program for you? PARK: It was important to me to be in-person and on-campus with faculty and classmates to optimize my experience and learnings and to build strong connections. As a mid-career professional, I also valued program format and the ability to devote one uninterrupted year to my academic, professional, and personal enrichment. Finally, since I came to the program with specific objectives, it was critical to be able to curate my course selection with electives that were aligned. P&Q: Tell us about the learning experience. Did it make a difference to share the program with classmates who typically have more than 10 years of professional experience? PARK: Yes! Dialogue in the classroom was always lively and centered around real-world situations and experiences. Pre-GSB, my classmates had successful start-ups (and scale-ups) with exits, had run government pension funds, and had overseen global distribution and logistics operations for multinational companies… and this is just to name a few! Whether it was ice cream, cyber intelligence, Covid vaccines, or aerospace, the colorful experiences of our cohort provided an unparalleled platform for learning and collaboration. P&Q: What is the most beneficial thing you learned about yourself from the MSx? PARK: Melinda French Gates spoke at Stanford's 2024 graduation, and this quote perfectly captures my greatest learning… 'Remember that once the wave learns to call itself by a different name – once it realizes it is not just a wave, but it is water – it becomes free to take on new forms.' My collection of life experiences, personal and professional, will not restrict me, but will continue to lead me to new, exciting possibilities. P&Q: How did the career management center work with you to achieve your professional goals? What were some of the skills that you saw most improvement with? PARK: The career management center did a great job of providing immediate, actionable sessions upon arrival to campus during our summer quarter. These were valuable to me, because they provided a forum to collect feedback, reflect upon prior professional experiences, and set intentions as we all kicked off a very impactful year ahead. In addition, I worked very closely with the Center for Entrepreneurial Studies, which is geared more towards start-up and entrepreneurship through acquisition career paths. P&Q: What would you say are the three highlights of the experience? PARK: People, people, people! (1) Classmates — An incredible collection of individuals from around the world that have become lifelong friends. (2) Faculty — Esteemed entrepreneurs, operators, and business leaders that devote their time and energy to teaching and mentoring the next generation. (3) Alumni Network — My time on-campus was only the beginning! Since graduation, I have built strong local connections in my home city and joined a Virtual Women's Circle with alums spanning all graduation years. P&Q: What surprised you the most during your time in business school and what advice would you give to others considering the Stanford MSx? PARK: Surprise: The incredible strength of the entire GSB community and the meaningful personal and professional relationships made through the MSx Program. Advice: Enjoy every minute, because one year flies! The GSB is an incredible place to explore so many different opportunities … It is the 'ultimate playground' for those in business with constant opportunities to take in content and collaborate with others. However, at the same time, it's important to remain disciplined and focused around accomplishing your unique set of objectives, which very well may change during your one-year journey. Take time to learn, reflect, and reprioritize along the way. Jerónimo E. Garcia De Brahi, MSx Class of 2017, is CEO at Grupo FOREM P&Q: What led you to pursue the Stanford MSx at this point in your career? GARCIA DE BRAHI: When I began the Stanford MSx program, I had amassed over 16 years of diverse professional experience, leading teams and managing complex projects across various industries and countries. I had the privilege of working with multicultural teams, which provided me with invaluable insights into different business practices and cultural dynamics. While I had achieved significant milestones, I recognized the need to deepen my strategic thinking, enhance my leadership capabilities, and broaden my global perspective to effectively navigate the evolving business landscape. The Stanford MSx program offered the perfect blend of rigorous academics, comprehensive leadership development, and a vibrant network, aligning seamlessly with my aspirations to drive impactful change within my organization and beyond. Additionally, the opportunity to share classes with MBA students was a crucial factor in my decision. Engaging with peers from different generational backgrounds and diverse professional paths enriched my learning experience by exposing me to a variety of perspectives and innovative ideas. This intergenerational exchange of visions and strategies was instrumental in enhancing my ability to lead effectively. The program's focus on collaborative leadership and emotional intelligence further empowered me to refine my leadership style. Upon completing the program, these diverse insights and enhanced leadership skills proved invaluable as I transitioned into the role of CEO, enabling me to foster a more inclusive and forward-thinking leadership approach within my organization. P&Q: What were the key factor(s) in choosing the right program for you? GARCIA DE BRAHI: Several key factors influenced my decision to choose the Stanford MSx program. Firstly, the program's one-year, immersive format was perfectly aligned with my goal to focus intensively on my personal and professional development. Committing a single year allowed me to dedicate myself fully to acquiring the skills and knowledge necessary to achieve a quantum leap in my career, positioning me to take on more significant leadership roles and drive transformative change within my organization and along my career. From a family perspective, the one-year commitment was also a crucial consideration. It provided an ideal timeframe that balanced my professional aspirations with my responsibilities at home. Additionally, dedicating this year to the program allowed my family to share in new experiences and support my growth journey together, strengthening our bonds and creating memorable moments as we navigated this transformative period. Another pivotal factor was the incredible supportive community at Stanford. The collaborative and nurturing environment fostered by faculty, staff, and peers created a space where I could thrive academically and personally. The sense of camaraderie and mutual support within the Stanford community not only enhanced my learning experience but also provided a robust network of professionals who continue to offer guidance and inspiration long after completing the program. In summary, the combination of an intensive one-year focus on self-development, the harmonious balance with family life, and the unparalleled support from the Stanford community made the MSx program the ideal choice for advancing my career and achieving my long-term goals. P&Q: What is the most beneficial thing you learned about yourself from the MSx? GARCIA DE BRAHI: The most beneficial thing I discovered about myself during the MSx program was my ability to embrace vulnerability as a strength in leadership. Initially, I thought that being a strong leader meant always having the answers and maintaining a confident facade. However, through heartfelt discussions and collaborative projects, I realized that showing my true self — acknowledging my uncertainties and being open about my challenges — actually built deeper trust and stronger connections with my team. Building on this foundation, the program enabled me to further develop servant leadership principles. I strengthened my ability to lead by serving others, focusing on the growth and well-being of my team members. This approach not only increased motivation and engagement but also fostered a more positive and supportive work environment. Self-awareness was another area where I saw significant growth. The MSx program encouraged deep reflection and provided tools to better understand my strengths and areas for improvement. This heightened self-awareness has allowed me to lead with greater intention and authenticity, ensuring that my decisions are aligned with my core values. A significant aspect of my growth was the incredible experience of being part of a diverse cohort of 90 individuals from 35 different nationalities. This rich diversity exposed me to a multitude of perspectives and cultural insights, enhancing my ability to navigate and lead in multicultural environments. Collaborating with such a varied group broadened my understanding of global business practices and reinforced the importance of inclusivity in leadership. Active listening became a cornerstone of my leadership style through the program. I honed my ability to truly listen to my colleagues, valuing their perspectives and ideas. This skill has been especially important in managing multicultural and diverse environments, where understanding different viewpoints fosters innovation and collaboration. By actively listening, I am able to make more empathetic and informed decisions, ensuring that everyone feels heard and valued. Taking on the role of class president was another transformative experience, a real honor, and an incredible opportunity to give back to the cohort. In this role, I focused on supporting my peers and fostering a collaborative community. This responsibility honed my organizational and communication skills and deepened my commitment to empowering others. Leading initiatives that benefited the entire cohort taught me the value of putting others first and the profound impact of collective effort. Moreover, I dedicated myself to maintaining these connections beyond graduation, facilitating ongoing communication, and creating platforms for continuous support and collaboration. These efforts ensured that the bonds we formed during the program remained strong, allowing us to continue growing and inspiring each other long after the MSx journey ended. Lastly, the MSx program reinforced my commitment to strengthening diverse cultures within an organization. I came to deeply appreciate how diverse teams bring a wealth of ideas and solutions that drive creativity and resilience. By prioritizing diversity and inclusion, I ensure that our organization remains dynamic and capable of thriving in an ever-changing global landscape. In essence, the MSx program didn't just enhance my professional skills; it transformed me personally. Embracing vulnerability, practicing servant leadership, increasing my self-awareness, honing my active listening skills, and fostering diverse environments have all been pivotal in shaping me into a more connected and effective leader. These strengthened qualities have not only enriched my life but have also enabled me to lead my organization with greater empathy and vision. P&Q: How did the career management center work with you to achieve your professional goals? What were some of the skills that you saw most improvement with? GARCIA DE BRAHI: The Career Management Center at Stanford was instrumental in helping me achieve my professional goals. From the beginning, the CMC provided personalized coaching that clarified my decision to return to Mexico and advance within my current company. They assisted me in developing a strategic career plan tailored to my aspirations and circumstances. Through targeted workshops and one-on-one mentoring, I significantly enhanced my strategic communication and negotiation skills. These improvements enabled me to articulate my vision more effectively and secure key agreements essential for my role as CEO. Additionally, the CMC focused on developing my executive presence, which has been vital in establishing authority and confidence in high-level meetings with stakeholders and board members. The networking opportunities facilitated by the CMC allowed me to connect with alumni and industry leaders, expanding my professional network and opening doors for collaboration and growth. Moreover, the CMC emphasized leadership development, helping me refine my ability to lead diverse and multicultural teams effectively. Importantly, the CMC also helped me develop the skills necessary to give career advice to others. Through training and resources, I learned how to mentor and support my team members in their own career paths, fostering a culture of continuous growth and development within my organization. Upon returning to Mexico, I applied these enhanced skills to implement innovative initiatives and drive significant growth within my organization. The support and resources provided by the CMC were essential in accelerating my career trajectory and equipping me with the tools needed to excel in my CEO role. In summary, the Career Management Center was essential in refining my strategic communication, negotiation, leadership skills, and my ability to mentor others, enabling me to lead my company with greater effectiveness and confidence. P&Q: What would you say are the three highlights of the experience? GARCIA DE BRAHI: One of the most profound highlights of the Stanford MSx experience was sharing this transformative journey with Daniela, my wife, adventures companion and life partner. Having her by my side not only provided unwavering support but also deepened our bond as we navigated the challenges and triumphs of the program together. This shared experience strengthened our family and created cherished memories that continue to inspire us both personally and professionally. Another significant highlight was the expansion of my perspectives. The MSx program challenged me to think beyond my existing paradigms, encouraging me to embrace diverse viewpoints and innovative ideas. Engaging with peers from various backgrounds and industries opened my mind to new possibilities and strategies, equipping me with the insights needed to lead effectively in a rapidly changing global landscape. This broadened outlook has been instrumental in driving strategic initiatives and fostering a culture of continuous improvement within my career. Lastly, the program facilitated the formation of lifelong bonds with incredible individuals. Collaborating with a cohort of passionate and driven professionals from around the world enriched my experience immeasurably. These connections went beyond mere networking; they became a supportive community of friends and mentors who continue to inspire and challenge me. The camaraderie and mutual respect we developed have provided a foundation for ongoing collaboration and personal growth, making these relationships some of the most valuable outcomes of our time at Stanford. In essence, the Stanford MSx program was not only an academic and professional milestone but also a deeply personal and family journey. Sharing the experience with Daniela, expanding my horizons, and building enduring relationships with remarkable individuals have collectively shaped me into a more empathetic, visionary, and connected leader. These highlights have left an indelible mark on my life, empowering me to lead day by day with greater passion and purpose. P&Q: What surprised you the most during your time in business school and what advice would you give to others considering the Stanford MSx? GARCIA DE BRAHI: What amazed me most during my time in the Stanford MSx program was the profound sense of humanity and connection that defines the community. From the very first day, we (my wife, Daniela, and I) were welcomed into a network of passionate individuals who genuinely cared about each other's growth and success. This deep camaraderie fostered an environment where collaboration flourished, and every interaction was both meaningful and supportive. A standout aspect of the program was its unwavering emphasis on social impact. Stanford GSB's motto, 'Change Lives. Change Organizations. Change the World,' was not merely a slogan but a driving force that infused every facet of the experience. I was continually inspired by initiatives and projects aimed at creating positive societal change, reinforcing the belief that business leadership should contribute to the greater good. Additionally, the program's steadfast commitment to nurturing both entrepreneurship and intrapreneurship was truly inspiring. Stanford GSB doesn't just advocate for innovative thinking — it actively breaks down the barriers that often stifle new ideas. Whether aspiring to launch a startup or drive transformative change within an established organization, the resources and mentorship provided empower you to push boundaries and realize your vision. The entrepreneurial spirit was tangible throughout the program, with countless opportunities to engage in projects addressing real-world challenges. This vibrant environment nurtured my ability to think creatively and act boldly, whether by launching new ventures or spearheading innovative projects within my company. The encouragement to pursue ideas with meaningful societal impact was both empowering and motivating. Moreover, the exceptional leadership development resources available were a game-changer. The diverse classes and immersive experiences offered unparalleled opportunities to refine my leadership skills. From interactive workshops to hands-on projects, every resource was designed to cultivate not just strategic thinking but also emotional intelligence, adaptive leadership, and effective communication. The emphasis on communication taught me how to articulate my vision clearly, listen actively, and engage my team in meaningful dialogues. I highly recommend crafting your course path to fully leverage these resources — actively participate in leadership seminars, seek out mentorship opportunities, and engage deeply with experiential learning projects. These elements were instrumental in shaping my ability to lead with empathy, vision, resilience, and inspiring clear communication. Through this process, I learned not only to lead effectively but also to inspire others to reach their full potential, creating a ripple effect of positive change. My advice to those considering the Stanford MSx Program is to fully embrace the incredible human connections and the collaborative spirit that define the community. Dive into the entrepreneurial and intrapreneurial opportunities available, and don't hesitate to challenge the status quo with your ideas. Focus on how you can leverage your leadership to make a tangible social impact, aligning with the program's mission to 'Change Lives. Change Organizations. Change the World.' By doing so, you will not only transform your own career (and life!) but also contribute to creating a better, more innovative, and socially responsible world. The Stanford MSx program serves as a catalyst for both personal and professional growth, and its supportive, forward-thinking environment will inspire you to reach heights you never thought possible. NEXT PAGE: An interview with MIT Sloan's Dawna Levenson and recent Sloan grad Morgan McCray. See page 4 for an interview with graduates of the IMPM. MIT Sloan Fellows Class of 2025. MIT photo P&Q: How you would describe the MIT Sloan Fellows MBA, and who is it best suited for? What would you say is a key differentiator? Levenson: The MIT Sloan Fellows MBA (SFMBA) is a full-time, 1-year MBA program for mid-career professionals with general management experience looking for a dynamic, action-oriented learning environment. SFMBA students are a global community (over 40 countries represented) of individuals who are interested in learning and supporting one-another in their personal and professional growth. This program is well-established, as the oldest degree offering at MIT Sloan, soon to celebrate its 100th anniversary, and continues to focus the science of management, data-driven decision-making, and innovation through an entrepreneurial lens. P&Q: How does the program help students develop the soft skills needed to be successful business leaders, such as communication, collaboration, and emotional intelligence? Levenson: Leadership development is embedded into the SFMBA experience through mentorship and coaching, as well as a customizable curriculum: Executive Career Coaching: a diverse team of coaches are available for one-on-one and team meetings to help students identify their strengths and develop their vision for future impact as leaders. Students can decide if they want to work with one coach consistently or meet with various coaches for different insights. 360° Leadership Survey: starts in your first semester, an in-depth assessment of your leadership style that students build upon throughout the program and is paired with the executive coaching sessions Elective courses such as: Strategic Leadership Communication (exclusively for SFMBA students), Leading in Ambiguity, Power & Negotiation, and many more. Student Committees specifically for the SFMBA students provide opportunities to organize and lead co-curricular activities that enhance the cohort experience. SFMBA students actively participate in the 80+ Sloan student-led clubs, as well as 500+ MIT clubs, research centers, and case competitions with peers across the Institute. P&Q: Why would experienced leaders and successful mid-career professionals need a Sloan Fellows MBA when they've already achieved so much in their career? Levenson: The SFMBA program is a great option to consider for experienced leaders and successful mid-career professionals who are ready to explore a different path. The opportunity to step away from the working world for 1 year allows SFMBA students to fully immerse in a global network of peers to learn from, and experiment with different courses and industry interests, in a supportive environment. SFMBA students take advantage of this program to reflect and build upon the type of leader they want to be and leverage the flexibility of the program's course and extracurricular offerings to advance or pivot their career with a focus on making a positive impact. P&Q: Why are faculty so enthusiastic to teach MIT Sloan Fellows? Levenson: Faculty appreciate the SFMBA students' breadth of knowledge as seasoned professionals, and the examples shared over their journeys that they bring to the classroom They can draw from firsthand management experiences over the course of their career and share insights about different course topics that provide diverse perspectives to enrich class discussions. P&Q: What do you think employers most appreciate when they see a Sloan Fellows MBA on a candidate's resume? Levenson: A Sloan Fellows MBA on a candidate's resume signals to employers that this person is courageous and intentional about making a lasting global impact with the work they do. A Sloan Fellow is forward-thinking and does not shy away from challenges, but rather faces them head-on with curiosity and openness. They also appreciate that Sloan Fellows lead with humility and integrity, and ensure every voice is heard. P&Q: What led you to pursue the MIT Sloan Fellows MBA at this point in your career? McCray: Three to five years after school, you should be thinking about business. I knew at about that time that if I wanted additional training, that was the type of training I wanted. I wasn't going to be a doctorate. I wasn't going to be in the medical field. I wasn't going to be an attorney. This was the kind of training that I wanted. I did enough research to also know that it was going to be MIT or nothing. So, then it was a matter of when. And I just kept putting it off, I think, for obvious reasons of, 'Wow, it's a lot to give up a salary.' I always knew the training would be valuable, but every time I sat down to write an essay about why I wanted it, I didn't think I was in a position to articulate what I wanted out of it other than to train. It really felt like one of those moments where preparation meets opportunity; I had the experience I needed to have in the workforce to sharpen my perspective on what I wanted in my future, but I didn't really have a trigger point until the pandemic forced me to say, 'You said this was important to you.' I said to myself, 'You chose this place, let's see if they'll choose you.' And so I applied, and I got it. P&Q: What were the key factors in choosing the right program for you? McCray: MIT Sloan is best in class for world-class operational training, which was perfect for me. Every new experience I've had has taught me a lot, but I didn't have a way to compare that progress against any standards. Business school stayed in the back of my mind as a way to gut-check myself, to figure out if I was doing things right, or if I'd just been lucky. MIT Sloan was always the dream. I knew I could test my experience and understand what I didn't know, and with MIT as the North Star, I could figure out what areas still needed improvement. I wanted that confirmation, and Sloan could provide it. P&Q: Tell us about the learning experience. Did it make a difference to share the program with classmates who typically have more than 10 years of professional experience? McCray: It meant a lot to be in a classroom with such experienced people. There's one level of understanding when you're first introduced to a concept, but it's different when you're learning from someone who's lived it. Having a CFO talk about hiring from a strategic perspective, or a senior executive discuss filling an organization with talent brings the conversation to a level you can't get from a textbook – you can always read about the mechanics of a function, but the insight you get from those real-life experiences is invaluable. Being around people with years of experience amplifies every topic. My classmates had seen all aspects of their industries on both good and bad days. I knew that going in, but I didn't fully appreciate how important it would be until I was in the classroom. Equally important were the faculty. In my opinion, the faculty for the Fellows program are some of MIT's best. Many are tenured and bring a unique mix of research and practical expertise. Faculty members were actually the ones who helped me make my career shift through introductions and investment in my success—more than I'd experienced with any other career services. P&Q: What is the most beneficial thing you learned about yourself from the Sloan Fellows MBA? McCray: I learned two key things: how to trust myself and how to protect a learning-first mindset over an achievement mindset. Going back to business school at this stage of my career was about validating or disputing my self-understanding, to see if my strengths and weaknesses were really what I thought they were. MIT's high standards gave me clarity and confidence in those areas, and I felt I could check that off against a trusted system. Shifting to a learning-first mindset was huge. Focusing on learning as an internal goal, rather than just achieving, was a powerful lesson for me. That is something I would love to wake up and do every day with people that are bringing their best ideas to the table. Q: How did the Career Management Center work with you to achieve your professional goals? What were some of the skills that you saw the most improvement with? Morgan McCray: Career management at MIT Sloan isn't just about the people, it's also about the tools. Career planning began right from orientation and didn't stop. Not everyone has the 'perfect' timing for a career transition, and some people were still finishing up their previous roles as they started the program, while others were fully immersed. I found that the more I talked about my ideas and engaged with classmates and faculty, the better prepared everyone was to connect me with the right to opportunities or people in the most relevant field. Similarly, the more I spoke and engaged, the more I was able to learn about the world connecting others and the spaces I'm not meant to be in. P&Q: What would you say are the three highlights of the experience? McCray: The people, the faculty and the culture. First, learning alongside people who had such diverse and rich professional experience made every conversation more valuable. Second, the faculty were more than just instructors—they connected us with people in the field and made career shifts possible. For example, we had a tradition where we'd prank every professor on their last day. MIT Sloan is known for its 'hacks,' and we made it our own by pranking professors. One professor, who loved Diet Coke, would have his TA run out to grab him one if he didn't have it before class. So, for the last class, we made a pyramid of a couple hundred Diet Cokes on his desk. He walked in, and it was a great send-off. Moments like those show how special the bond was in our class. Third, the Sloan culture itself — it's very supportive, but also fun. P&Q: What surprised you the most during your time in business school, and what advice would you give to others considering the MIT Sloan Fellows MBA? McCray: For advice, I'd say time isn't something you should factor into the decision. If you're clear on who you are, what you want, how you think, and have a sense of how you can contribute, then consider this program. Ignore age or timing. This is an intense one-year program designed for those who already have substantial experience and are ready to go deeper, faster. The core difference between the traditional MBA and the Sloan Fellows MBA is that, in the Fellows program, you've had enough experience to do this faster. You're not here to test out a new industry. You're here to learn quickly and apply immediately. Many of us made major transitions through the program by using coursework and independent studies to build evidence for our new roles. It's about being clear on your own needs and committing to the experience fully. NEXT PAGE: An interview with graduates of the International Masters Program for Managers. P&Q: What motivated you to participate in the IMPM? Mara Flores: I had two main motivations when I chose this program: first, to develop more soft skills to better fulfill my role as a leader in the organization — with my team, my colleagues, and stakeholders — and second, to have an enriching international experience in universities around the world, with people in managerial positions from different countries and cultures. I love to work with passion and to make an impact on the community that surrounds me, which I feel is the same spirit of the IMPM. The five mindsets capture the essence of a leader, and each module is about learning through experiences, as well as readings and lectures. For me, IMPM is about developing the abilities needed to be more conscious while completing each task individually, as a team, or as an organization; learning from each other and having the tools to improve ourselves, our jobs, and our lives. IMPM is about people working with people. Mara Flores: 'For me, IMPM is about developing the abilities needed to be more conscious while completing each task individually, as a team, or as an organization; learning from each other and having the tools to improve ourselves, our jobs, and our lives' David Cavey: After completing a traditional business degree, I didn't think returning to school for more business education would be helpful or a good use of my time — so I immediately entered the workforce (and loved it!) Traditional MBAs repeat much of the 'core' of an undergraduate business degree, so the thought of repeating what I had already learned was nonsensical. After a while in the business world, I started to yearn for something more – education, experiences, or a combination of the two. The IMPM was recommended to me by a retired McGill prof and it seemed like the perfect fit and exactly what I was looking for. Unique experiences and programs, to me, are far more valuable than a cookie-cutter degree that everybody else has. I go to school to learn and become a better leader, manager, and colleague –an MBA only offered half of that. With half the learning coming from the cohort, not just the professors and lecturers, the IMPM was the perfect hybrid. The learnings I get from other seasoned executives are invaluable. P&Q: How do you think the IMPM compares to other management education programs? David Cavey: It's very different! Traditional management education focuses on the business disciplines (which every manager should already know via previous education or on-the-job learning). The IMPM goes further and challenges us to apply our knowledge to complex situations with the guidance of an international cohort and faculty from every corner of the globe. Traditional education is always there (and can be learned in any MBA/traditional program worldwide), but it is very rare to find a program that offers the practical and innovative approach of the IMPM. It challenges us to be far more reflective, to develop personally, and to think deeply about where we can provide the most value in our organizations. For people who don't have any traditional business education, I would argue that an MBA is still very valuable, but if you have learned the 'core' of the learnings in an undergraduate degree or on the job as a seasoned executive, the IMPM is the better choice. Andriy Klepikov : At a certain stage in our careers, we start looking for changes—whether it's a job or role change, within or outside the organization, or finding new ways of working. I was hungry for out-of-the-box thinking and for exploring new horizons. It's worth mentioning that while managing a large organization, I didn't have formal management education, but I didn't want to go 'back to school' for a traditional MBA, even an executive one. So, for me, IMPM was a perfect match. It was also an organizational decision — IMPM was seen as the best tool for organizational transformation. Over ten of us from around the world—members of the International HIV/AIDS Alliance (now Frontline AIDS) — attended several cycles, coming from Ukraine, India, Zambia, Uganda, the Philippines, Peru, Vietnam, and the UK. Within the Alliance, the IMPM cohort became 'agents' of transformation, both in our own organizations and across our global partnership P&Q: What specific topics or themes discussed in the course so far do you believe were crucial for the challenges currently facing your cohort? David Cavey: 'It is very rare to find a program that offers the practical and innovative approach of the IMPM. It challenges us to be far more reflective, to develop personally, and to think deeply about where we can provide the most value in our organizations' Mara Flores: We discussed foundational topics that will never go out of date, such as culture and values, ethical responsibility, finances, strategy, negotiation, communication, and team building. But we have also addressed some of today's pressing challenges, like artificial intelligence and climate change. I believe that all these themes are useful for better understanding our organizations, but, more importantly, for developing a more critical approach to the problems we face every day. IMPM is more about cultivating a way of thinking and reflecting on the realities within the company than about becoming a specialist in any one topic. For me, it has been very valuable to learn about the importance of listening and asking the right questions. Andriy Klepikov: Although I graduated 15 years ago, for me, IMPM is not a memory or the past; it's my present, something that helps me keep going. Since the beginning of the full-scale Russian invasion, my Ukraine-based organization, Alliance for Public Health, not only sustained operations but actually expanded its scope to meet emerging humanitarian needs. Through the lens of my IMPM experience, we have navigated unprecedented circumstances where traditional management doctrines fall short, and where value-based leadership serves as a guiding compass. My three leadership lessons in wartime are: prioritize agility and responsiveness to needs, delegate and build trust based on the team's strengths, and find a careful balance between safety and risk-taking. Currently, my IMPM cohort is focusing on the broader issue of climate change. The planet can survive without humans, but humans cannot survive without the planet. Climate change must be framed not only as a cause of specific negative outcomes but as a self-destructive trajectory for humanity. This requires urgent counter-action. P&Q: Have there been any positive interactions with other participants that stood out to you so far? Any long-lasting connections? Andriy Klepikov: 'Through the lens of my IMPM experience, we have navigated unprecedented circumstances where traditional management doctrines fall short, and where value-based leadership serves as a guiding compass' David Cavey: Absolutely! While having a very international group of participants can be daunting at first, it has led to some very unexpected friendships and deep connections that I will cherish for a lifetime. Although we have only completed 2 of the 5 modules thus far (over about 20 intensive days), I feel like I have been friends with some of the people for years. It's rare to get very like-minded people in the same room – and even rarer to travel the world with them and experience the IMPM together. Mara Flores: Absolutely. I have had the opportunity to do my managerial exchange, which is an incredible opportunity. It is amazing how much you can learn by observing others and exchanging points of view. IMPM requires people to talk and exchange ideas, it is the main idea of the small groups in class. Each day you can interact with people from different backgrounds and industries, which is how you enrich your own way of thinking. I loved a particular session where we discussed the culture in each organization, through the lenses of each country. I also enjoyed visiting companies in teams and analyzing together the problems that were explained to us; even though we came from different backgrounds, we could understand business and people. I can say that I have true friends in my group, and that trust is being built. Andriy Klepikov: Since completing the IMPM 15 years ago, our Cycle 12 group has stayed in regular contact. We've met in person in China, the UK, Uganda, Ukraine, Germany, and Canada, as well as through special Zoom meetings where we organize additional IMPM modules focused on reflection, personal development, and emerging issues. This group offers a unique platform for friendly, development-oriented advice from professionals who know me and have followed my professional growth over time. One piece of their career advice was to consider joining boards, and I have since joined several, which became a pivotal step in my career. I moved into truly global roles, representing civil society from over 100 developing countries as a Board member of the Global Fund to Fight AIDS, Tuberculosis, and Malaria — the largest donor organization in this field, raising and investing over US$5 billion annually to combat deadly infectious diseases, address injustices that fuel them, and strengthen health systems. This role gave me opportunities to interact with top-level policymakers, directly conveying key messages to leaders such as Justin Trudeau, Emmanuel Macron, and Joe Biden. The post Are These The Best Business Programs For Managers? appeared first on Poets&Quants. 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Forbes
14-05-2025
- Business
- Forbes
What Product Managers Can Learn About Culture From Japan
Rocky Sharma is Investor at The Procurement School. 2x CEO, 3x Head of Product. Stanford GSB alumnus. Product managers play a critical role in a company. Customers experience the company's culture through its products—and product managers shape that experience through their behaviors and decisions. Hence, product culture is extremely important, as it can impact not only a company's products but also teams and business outcomes. I believe product managers can learn a number of lessons by examining Japanese culture, which I experienced through a recent trip to the country. People in Japan tend to follow an unwritten commuter culture. For example, in many parts of the world, people often wear bags on their backs or shoulders on public transportation, but this can sometimes cause inconveniences if the bag keeps poking others due to it being out of sight for the wearer. I noticed many commuters in Japan, however, wore their bags to the front, which kept their things in their line of sight and minimized inconvenience to other passengers. When you commute via local trains in some cities, there is often a lot of noise, with people playing music, eating, speaking over the phone and cracking jokes with their friends. As part of Japanese train etiquette, I've found that riders generally don't talk on their phones and speak at low volumes to respect other passengers. Additionally, on train platforms in many metro cities, I often see people who do not honor the yellow safety lines that are placed as a barrier when train doors open and close, which is dangerous. But in Japan, I noticed commuters largely respected this boundary, and some even politely raised their hands to prevent others from breaking the rules. Lastly, in some regions, when people are in a hurry and trying to catch a train or get off, commuters don't always follow the allocated lanes for walking while climbing stairs or escalators. However, I noticed this wasn't the case in Japan; many commuters did not show signs of hurry and followed defined lanes at the stairs and escalators. A healthy product culture in a company needs to follow similar practices. It is not just what is written in policies, nor is it just how you behave when the boss is around. Product managers should hold others accountable when proper procedures or product culture are not followed. That defines real culture. The first violation should be a gentle reminder. The second violation could be a genuine warning. The third violation may need to be about separation. Otherwise, this could negatively impact business outcomes. Food is treated as a visual medium in Japan. Just like jewelry stores display items in showrooms to attract shoppers, many Japanese restaurants display replicas of their dishes outside to attract diners. I also noticed that many Japanese shops provide a pre-packed wet tissue or warm towel complimentary for customers who are buying snacks or food, and most dine-in restaurants have a mesh bag at each table to cater to the comfort of people dining in. This is in contrast to restaurants I've visited outside of Japan, where diners with shopping bags or handbags might need to keep their things on the table or in a seat, which can make the experience congested. Apart from focusing on local delicacies, many Japanese establishments also offer their own take on non-Japanese foods to cater to tourists or locals who crave their home country's cuisine. Product managers can learn a few things from these examples of Japanese culture, mainly that culture should not be enforced. Rather, it should be experienced at every touchpoint. Every member of a product team—starting from the head of product management all the way to product interns—should demonstrate the product culture. This ensures the culture becomes part of the work-life experience. Processes, systems and policies should be ingrained into the DNA of employees, the product and the organization. This is again directly aligned with business outcomes, as constant slips can impact the product team's morale. Japan's culture also highlights the value of taking a customer-centric approach, as well as prioritizing agility and empathy. Like how many Japanese food establishments provide wet tissue, a mesh bag at tables or non-Japanese food options, a product management team must be able to cater to differentiated needs. Otherwise, they risk customers not engaging with the company. In most places where English is not the first language, English-speaking travelers might struggle when trying to communicate with locals, which can lead to friction. In Japan, I observed many local businesses use technology to bridge language barriers. I also saw differences in sales tactics. Negotiation while purchasing is a standard occurrence in many parts of the world, wherein you haggle with the shops about a better price. In Japan, I found shopping establishments to be forthcoming with their best price, so there was no room for negotiation. Additionally, in some shops and malls around the world, you might encounter salespeople announcing deals and pushing for attention to attract shoppers. By contrast, I found salespeople in Japan often stood straight with a smile on their faces and looked attentive. If someone needed help, the staff would step in naturally and provide quality customer service. Actions like this can boost culture. Even in moments where a consumer doesn't directly interact with a salesperson—like using a vending machine, which is very common throughout Japan—companies make the experience memorable through unique offerings, like cake inside a can. From a product management standpoint, I believe one of the key lessons leaders can learn from Japan is that culture is not automation. Rather, it's about how you use technology to create memorable experiences for customers, employees and investors. This requires emotional connection, the human touch and expertise. Ultimately, I believe product managers can take inspiration from Japan's transportation, food and shopping culture. Product managers should remember that building a strong product culture requires more than setting a few rules; members of product teams must also hold one another accountable, demonstrate the culture in everything they do and use technology to build memorable experiences for customers. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Time of India
08-05-2025
- Health
- Time of India
AI meets the scalpel: The promise and prematurity of AI in healthcare
Saleh Dadkhahipour is an Iranian-born MBA student at Stanford Graduate School of Business, focusing on AI, business, and economic development. With a consulting background and experience across three continents, he is passionate about leveraging technology to drive economic transformation and foster cross-cultural collaboration. LESS ... MORE 'Healthcare in the US will likely get worse before it gets better,' said Amit Garg, Managing Partner at Tau Ventures, as we wrapped up our fireside chat on Stanford GSB's campus. The comment landed with a quiet finality, not alarmist, but precise. Garg, a seasoned venture capitalist focused on AI and digital health, wasn't hedging his bets. He was diagnosing a system with chronic ailments, from administrative bloat to perverse financial incentives, and forecasting a painful course of treatment. His view is one I increasingly share. As an MBA student immersed in innovation and entrepreneurship, I'm surrounded by peers building the future of healthcare. Yet even the most promising technologies seem to run headlong into a legacy system engineered more for reimbursement cycles than patient outcomes. The dysfunction we live with The US spends over $4.5 trillion annually on healthcare, more than any other country by far. Yet our outcomes trail peers across every major health metric. Why? Because the system isn't designed to deliver care; it's designed to navigate itself. Patients, providers, payers, pharmacy benefit managers, and policymakers operate in a web of misaligned incentives. Physicians drown in paperwork. Hospitals battle reimbursement codes. Innovation struggles to find oxygen in a space starved of interoperability and obsessed with liability. As Garg put it, 'Too many players benefit from the status quo.' The hope: What AI can actually do For all the dysfunction embedded in today's healthcare systems, artificial intelligence offers the most credible path to transformation. Its potential isn't theoretical anymore, it's unfolding in labs, clinics, and codebases around the world. Here's what AI is already doing: Diagnostics: Tools like DeepMind's AlphaFold or PathAI are now detecting diseases with a level of accuracy that sometimes exceeds trained physicians. In radiology, AI-assisted models have improved early cancer detection rates by up to 30% in clinical trials. Drug discovery: Companies like Insilico Medicine and Recursion are compressing drug development timelines by simulating molecular interactions and optimizing clinical trial design. The average cost of bringing a new drug to market is over $2 billion, AI may soon slash that. Surgical support: Robotic and AI-assisted systems are now guiding surgeons in real time, enhancing precision and reducing complications. In orthopaedics, for instance, AI tools can predict post-surgical outcomes based on thousands of prior cases. Admin relief: Clinicians spend nearly half their workday on paperwork. AI is increasingly automating billing, transcription, and prior authorizations, freeing up time for patient care. A recent study found that 90% of doctors cite administrative burden as a major cause of burnout. Personalized medicine: By analyzing genomic data, lab results, and patient histories, AI enables tailored treatment plans that outperform standardized approaches. This is especially promising in oncology, where individual responses to therapy vary drastically. These advances are not just tools, they're becoming the infrastructure for a new kind of healthcare. But like all infrastructure, they must be embedded into systems that function. That's the real challenge. The Reluctant Testbed A few weeks ago, I was speaking with a venture capitalist on Stanford's campus who put it bluntly: in most sectors, you can launch a 'good enough' product, iterate fast, and let the market be your testing ground. But in healthcare, 'good enough' is never good enough. The stakes are too high; lives are quite literally on the line. This has profound implications for founders and funders alike. Health-tech start-ups often face longer development timelines, complex regulatory approvals, and resistance from hospitals or providers who demand not just innovation but certainty. It affects how teams are built, how capital is raised, and how motivation is sustained across what can feel like a marathon of clinical trials, FDA filings, and institutional gatekeeping. At GSB, I've seen students build beautifully engineered health products, only to find out their biggest challenge isn't the tech but the trust. In this industry, the minimum viable product isn't just code; it's clinical proof. Before It Gets Better Still, Garg is clear-eyed. 'We are near the peak of inflated expectations,' he recently wrote, referencing Gartner's famous hype cycle. 'But we also fundamentally believe that the plateau of productivity will lead to tectonic shifts.' Those shifts won't come easily. In the US, we may see more burnout, deeper inequality, and slower adoption before the gains of AI and digital health reach the average patient. But ignoring these tools would be malpractice. Because when an algorithm can catch what the eye might miss, when a doctor gets hours back from the clutches of bureaucracy, and when a village gains access to care through a screen, that's not just technology. That's a system beginning to heal. And maybe, just maybe, it's worth the pain of getting there. Facebook Twitter Linkedin Email Disclaimer Views expressed above are the author's own.
Campaign ME
30-04-2025
- Business
- Campaign ME
reflections on a Stanford GSB case study
Stanford Graduate School of Business selects companies that redefine industries, scale sustainably, and set new benchmarks for success. Aleph was the subject of a recent study titled Aleph: A Collaborative Advantage, which provided an in-depth exploration of how trust, innovation, and strategic execution built a company that is bridging the global digital divide. Digital advertising has often been defined by volume and scale, where the focus is on platform size and audience reach. However, the Stanford GSB case study, Aleph: A Collaborative Advantage, invites us to reconsider this approach, specially in emerging markets like MENAT by considering the value of prioritising the opportunities we unlock for businesses, creators, and communities across the world, which is at the core of Aleph's mission, and particularly relevant to MENAT's dynamic landscape. This region, with its unique blend of tradition and rapid modernisation, stands at the forefront of not only digital transformation but digital revolution. Aleph's approach, as detailed in the Stanford study, is not just about providing access; it's about building a sustainable ecosystem that fosters growth and innovation. In MENAT, we see firsthand the transformative power of digital inclusion, where businesses are not just adopting new technologies, but are reshaping their identities and creating new opportunities. Aleph has been present in MENAT for more than 20 years (previously Connect Ads) pioneering the digital advertising industry in the region with a geofootprint covering 15 markets through 8 strategically located offices spanning the region from the Atlantic Ocean to the Arabian Gulf. Being part of this as Aleph's MD in MENAT, and I think I can speak on behalf of our entire MENAT teams of more than 180+ digital advertising experts, makes us proud, proud to be part of this great legacy, proud to play a role in empowering, advancing and developing our region and its great people. We see Stanford GSB Case Study, Aleph: A Collaborative Advantage as a testament to the value we bring. To put it simply, it is a confirmation that we are definitely doing something meaningful here. Our journey continues and is defined by several key principles: decisive decision-making, unwavering persistence, a strong belief in our mission, and a clear vision for the future of digital growth in emerging markets. These principles are not just abstract concepts; they are the driving force behind our expansion, our partnerships, and our commitment to our clients across MENAT. As the Stanford case study illustrates, our focus on education, financial solutions, and localised support is crucial for navigating the complexities of this diverse region. Here are some key takeaways and highlights from the Stanford GSB case study, 'Aleph: A Collaborative Advantage,' that are particularly relevant to our region: Building sustainable ecosystems: Aleph's approach is about creating ecosystems that foster growth and innovation. This is particularly important in MENAT, where building a robust and sustainable digital infrastructure with an eye on human capability building and upskilling is crucial for long-term economic development. Aleph's approach is about creating ecosystems that foster growth and innovation. This is particularly important in MENAT, where building a robust and sustainable digital infrastructure with an eye on human capability building and upskilling is crucial for long-term economic development. Empowering entrepreneurs: The case study emphasizes Aleph's commitment to empowering entrepreneurs, a vision that strongly resonates in MENAT, where there's a growing drive to support local businesses and innovation. Transformative power of digital inclusion: The study highlights the transformative power of digital inclusion. In MENAT, this is evident in how businesses and people are adopting new technologies and reshaping their identities, leading to new opportunities and growth. The study highlights the transformative power of digital inclusion. In MENAT, this is evident in how businesses and people are adopting new technologies and reshaping their identities, leading to new opportunities and growth. Strategic focus: The case study also underlines the importance of education, financial solutions, and localised support, which are key to navigating the diversity and challenges of the MENAT region. The MENAT region holds immense potential, and we are committed to unlocking it by providing businesses with the tools, knowledge, and connections they need to thrive in the global digital landscape. This case study is proof that our approach is not only effective, but also transformative. It inspires us to continue pushing boundaries, to keep innovating, and to work tirelessly to ensure that the digital future is accessible to all. By Mohamed Megahed, Managing Director, MENAT, Aleph
Forbes
19-04-2025
- Business
- Forbes
4 Ways Gen Z Can Build A Brand To Avoid ‘Career Apocalypse'
Gen Z can't seem to get a break. Their negative stereotyped reputation seems to follow them like ageism follows older employees or sexism follows female employees. They are criticized for having too many rules, refusing to comply with corporate demands, being oppositional and lacking etiquette, reliability and flexibility. And now Gen Z graduates are facing limited job prospects from massive tech layoffs, AI competition and DOGE's ripple effect. Despite these limitations, though, some leaders are convinced that Gen Z can stand out if they build a strong personal brand in the hyper-competitive job market. Gen Z is entering a hyper-competitive job market, battling limited openings. On top of that, hiring managers have targeted them with a bum rap because they bring a fresh, yet controversial perspective to the modern workplace. Gen Z advocates for flexibility, work-life balance and mental health wellness. But 45% of hiring managers declare the younger generation is the worst to manage. Other managers complain that Gen Z is stressing them out and they would fire them if they could. I spoke by email with Robert E. Siegel, lecturer at Stanford GSB. He points out that, as workplaces evolve, it's a miscalculation to assume that younger generations will naturally adopt the work habits of their older colleagues. Siegel mentions that Gen X led the email revolution. Millennials embraced texting and smartphone-based messaging. Gen Z prefers Slack and real-time collaboration tools."The reality is, adaptability--not static expertise--is the key to long-term career success," he concludes. Other leaders also are speaking up about the generational divide. As young graduates are looking for job stability more than their dream job, critics are chastising the doubters, 'Stop vilifying Gen Z and focus on the value they bring to the workplace.' Concerned leaders are convinced that Gen Z faces a "career apocalypse" while trying to find employment with limited openings. Gen Zers are being ill-advised to "be professionally mean' to climb the career ladder. But experts believe this digital native generation can achieve more by building a strong personal brand in the hyper-competitive job market. I spoke with Sharat Potharaju, CEO of Uniqode to discuss how Gen Z candidates can strengthen their personal brand online and offline to avoid a "career apocalypse." Potharaju told me that AI-aided hiring and competitive recruiting practices make it harder to stand out and leave a lasting impression. In 2025, standing out in a crowded job market is essential whether you're a seasoned worker trying to future-proof your career or a Gen Z graduate entering the workforce for the first time. Potharaju encourages Gen Z to consider how they can stand out from the pack. 'Building a strong personal brand that bridges in-person and digital connections is a way to go beyond the credentials on a resume and help candidates amplify their professional value,' he says, adding that there are four strategies Gen Z can use to build a strong personal brand that resonates with hiring managers. 1. First of all, Potharaju urges candidates to make sure their unique value proposition defines who they are, what they stand for and what makes them stand out in terms of their professional reputation. 2. He emphasizes that a personal brand starts with a positive and authentic first impression, and in a digital-first world, that initial encounter can happen online or offline. 'Whether attending an in-person interview, participating in a networking event, posting on LinkedIn or creating an online portfolio, it's important to maintain a consistent, memorable and impactful image across every interaction.' 3. Potharaju recommends that Gen Zers elevate their networking and create lasting impressions with digital business cards (DBCs). 'A DBC can tell a candidate's unique story and expertise by linking to a personal statement, portfolio and social media handles,' he notes. 'DBCs also enable users to create multiple versions of a card to cater to different networking opportunities. Access to all of a candidate's assets and contact information from a customized DBC enables easy and effortless follow-up interactions.' 4. With so many people networking and looking for career opportunities, Potharaju contends that Gen Z candidates can stand out with follow-up interactions. 'A short, professional follow-up message within 24 hours of an initial meeting can reinforce the impact of a first impression. Share any relevant materials and reference a detail from the initial conversation to show engagement.' 'A personal brand is more than just credentials,' Potharaju explains, 'it's how a candidate can stand out with their value proposition, build a lasting connection and amplify their professional reputation.' He is convinced that Gen Z can stand out with hiring managers by setting the tone with a strong first impression, creating a consistent and authentic image and demonstrating expertise with a digital business card.
