Tag Archives: Business Education

Personalised, Digitally-enhanced Student Experiences at Imperial College Business School

Joёl McConnell, Executive Director of Marketing, Recruitment and Admissions at Imperial College Business School explains how they are enhancing student learning
Joёl McConnell, Executive Director, Imperial College Business School

Engineers in Business Fellowship has been awarding Sainsbury Management Fellows MBA scholarships to talented engineers with leadership potential for more than 35 years.  Our awardees attend the top international business schools in the world where they acquire a first-class business education.  Fourteen business schools are partners of the Sainsbury Management Fellows (SMF) scholarship scheme and we are delighted to be starting a series of articles contributed by these schools.  We are commencing with Imperial College Business School in London, the most recent to join the SMF scheme.  Joel McConnell, Executive Director at Imperial explains how the school is using digital technology to enhance student experiences.

What an unusual year it has been for students, staff and faculty at Imperial College Business School! Resilience has been key, but Imperial College Business School has made important investments under the broader context of COVID-19 that will benefit MBA students for years to come, and particularly in the area of digitally-enhanced student experiences that align with the broader benefit of studying at the business school of leading STEM-focused university, based here, in London.

Imperial College Business School aims to be at the forefront of personalised, digitally-enhanced student experiences
Today Imperial College Business School is firmly focused on the broader disruption happening in the graduate management education (GME) landscape and the various sectors where our graduates go on to work after they complete their degree with us.  We know that recruiters are demanding new and different leadership skills, which has only been accelerated by a change in processes and how people and organisations interact – especially under the extreme circumstances of a global pandemic.  Finally, we aim to amplify the student transformation and leadership journey as well as capitalise on digital innovations led by the Marketing, Recruitment and Admissions teams, our Careers and Student Life teams, and our award-winning Educational Technology (EdTech) teams as well.

Imperial College: An End-to-End Candidate Experience from Day One
The Marketing, Recruitment and Admissions (MRA) teams at Imperial College Business School provide an integrated candidate experience, from the moment a potential applicant registers their interest with the school, right through to when they step into our classrooms. Once a candidate has decided they want to study on one of the school’s programmes, they will have a highly interactive experience as they work to complete their application, the admissions process, and then enrol with us as well.  Under the pandemic, the MRA teams have made big investments in marketing automation platforms and CRM systems, with leading technology partners, that allow the teams to provide more personalised support, and we’re actively piloting new tools that will allow these teams to have the most effective technology stack in place so that candidates can complete their onboarding process as seamlessly as possible. 

A Full Support Package to Complement MBA Programme Delivery
For those candidates who obtain an offer to study the MBA programme at Imperial College Business School, joining the programme is just the first step.  This past year our Careers and Student Life teams have focused increasingly on integrating Digital and smart tools, virtual experiences, and technology that directly supports candidates as they prepare to return to the workplace upon graduation. We now make LinkedIn Learning available to all MBA students, so our students can top up their programme content with additional training in more technological skills such as C++ or Python for example.  Another great example is how we work with a company that leverages AI and Machine Learning to help candidates evaluate how their career profile matches their target job characteristics, and understand the strengths and weaknesses of their profile, and then we complement this tool with 1-1 appointments with dedicated career consultants to ensure our MBA students develop an action plan to reinforcing their profile and better meet their expected career outcomes.

EdTech and Learning Analytics for Optimal Student Outcomes and Programme Delivery
Imperial College Business School is working to better understand how MBA students are learning, and how the institution can make continued, neuroscience-based investments in the most impactful EdTech possible, which will help the programme delivery teams deliver optimal outcomes for our students. Under COVID-19, our EdTech teams have led key investment programmes that have seen our lecture theatres become more interactive, in a way that has allowed for the delivery of the MBA programme in multi-modal format – something that has been crucial to manage the uncertain environment this past year, but that will also allow for a more dynamic student experience in the future, that allows students to pursue multiple interests at once.  Finally, the EdTech Lab at Imperial College Business School works closely with our parent university infrastructure dedicated to instructional design and delivery, and other areas of the college such as the Department of Mathematics on a pilot project related to unsupervised machine learning to learning data.  Imperial College takes a research-based approach to EdTech, and MBA students benefit directly from this.

The Sainsbury Management Fellows Opportunity
Imperial College Business School is one of the newest partners to the Sainsbury Management Fellows programme, which is managed by the Engineers in Business Fellowship (EIBF).  As the business school of Imperial College London – a leading STEM university in the UK and top-ranked internationally as well, we actively welcome engineering graduates who wish to complement their previous studies and professional experience with an MBA from Imperial.  The fellowship is a unique opportunity as graduates not only become part of a national network aimed at connecting top engineers in the United Kingdom – which includes career and entrepreneur mentoring, but by completing the MBA degree at Imperial College Business School, you also become part of the business school’s alumni network of some 19,500 professionals, but also of the broader university that has 200,000 graduates located in some 190 countries. So, if you think you might qualify for a Sainsbury Management Fellowship, don’t wait, and apply for one of the fellowships, and the MBA degree at Imperial College Business School. 

Joël McConnell leads the Programme Marketing, Student Recruitment, Admissions as well as CRM, Data, and Insights teams at Imperial College Business School.  A graduate of the MBA and several other postgraduate degrees and certifications from leading business schools such as Saïd Business School (University of Oxford), IE Business School, IMD, and the Booth School of Business (University of Chicago), today Joël is also actively engaged in cross-college initiatives related to technology programmes and equality, diversity, and inclusion (EDI).  He has also been an active participant and leader in IEEE events and activities across Europe as well.

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as a stepping-stone towards a business leadership career, visit our MBA scholarship application page, you could be awarded a £50,000 scholarship. 

How an MBA Helped A Nuclear Energy Engineer Become A Business Leader at Google – SMF Samarth Sharma, Head of Partnerships for EMEA App Developers at Google

SMF Samarth Sharma at INSEAD Graduation

SMF Samarth Sharma is pictured far right

Born in Tezpur, a small town in a developing region of northeast India, Samarth experienced a unique multi-cultural childhood. Growing up in the remote region, there was very little to occupy this young boy with big dreams.  When his father, a civil engineer who built bridges for a living, got a posting in Paris and announced the family would be moving there, Samarth – aged eight – had no idea what to expect. Fast forward to today, and Samarth is Head of Partnerships for EMEA App Development at Google, in no small thanks to a Sainsbury Management Fellow MBA scholarship.  

 Samarth reflects on his journey, describing how his interest in engineering started and how the MBA helped him get to where he is today. 

The first spark of interest in engineering
When we moved to Paris, I was eight years old.  I had never seen tall buildings so imagine how I marvelled upon seeing the Eiffel Tower.  Perhaps the biggest change was the abundance of electricity in France and it got me thinking about the differences between the two countries.   When I learned that France used 80% nuclear energy, I became intensely interested in it.  How do you build a nuclear plant?  How is energy produced and stored?  If I could help bring energy to millions of people who, like me, never had reliable access to it, the world would be a better place.  I knew there and then, at that young age, that I wanted to become an engineer. That was the spark.

Building on that interest
I was fortunate in my early education to study the International Baccalaureate. I remember being around 16 years old, working on my diploma.  We had to do a project and a 4,000-word thesis on a topic that interested us.  As part of that project, I built a small wind tunnel because I was intrigued by how aeroplanes fly.  I built the tunnel with a cardboard tube and modelled the wings with straw and foil and set things up to find out at what angle the lift of the wings would occur.

So my passion for engineering started early and stayed with me. There was an Indian Prime Minister – Rajiv Gandhi – who studied at Imperial College London. I thought if I could follow in his footsteps and get there myself, it would allow me to get a good general understanding of engineering and then specialise in a particular field like energy or aeronautics.

Imperial College and the beginnings of a career
I was so fortunate to study at Imperial College.  To this day, I look back on the four years I spent there as some of the best years of my life. I was very studious!  Whilst many of my fellow students were out clubbing on weekends, I spent (most) of my Saturday evenings in the lab and loved every moment! Imperial College is strong in applied engineering, so for me, it was perfect, and it had extensive resources.  In my final year, when I did my masters’ degree in nuclear reactor technology, we even got to work on a mini nuclear reactor!

On graduation, I thought I would go straight into the energy sector, but I took a diversion. I had gone straight into Imperial College from my international school and found that many of my peers at Imperial had taken a gap year and had experiences that stretched them.  That got me thinking about doing a gap year.  With London being a centre of finance, Imperial College was one of the target universities for investment bank recruiting, and they vied for the top graduates.  Deutsche Bank offered me a one-year graduate program, and I thought working at the international bank would be an excellent gap year. Different from the norm, but I would expand my horizons and learn about the world of finance and business.

From bank internship to nuclear energy
Would you believe that I started my internship on the same day that Lehman Brothers failed – what an initiation!  Yet, despite the turbulence in the financial sector at that time, I had a great experience at Deutsche Bank.  It was a blessing in disguise for me because I got to see an entire industry change in front of my eyes.  As part of the graduate program, I was seconded to New York to work on a large US automobile company’s restructuring.  I do not think I have ever learned so much in such a short space of time, aside from my MBA experience.

I learned that how you react to setbacks defines you as a person, particularly things out of your control like global financial crises. I also learned that the world of work is very different to university, where you solve problems in front of a computer.  Work is much more about people management and nurturing relationships.  Another key takeaway was the importance of delivering on promises and being dependable for your team and those around you.

When I began the Deutsche Bank graduate program, I had planned to work in banking for one year, and I stuck to that and left with a range of valuable new skills. Once I finished the graduate programme, I made plans to leave the bank – but where next?  Fortunately for me, at my graduation ceremony, Imperial College had awarded an honorary degree to a highly respected female business leader, Anne Lauvergeon, formerly the CEO of the French nuclear company, Areva.  Through a connection with Anne, I was introduced to Areva, gained an interview and was hired, enabling me to fulfil my dream of working for a world leader in nuclear reactor technology.

Working for a world leader in nuclear energy
My first posting at Areva involved working with one of the project management teams to build a nuclear reactor in China. I spent two years in China working as a Project Engineer on the critical path of a key project, identifying stopgaps with sub-suppliers.  When I came back to Areva in France, I was one of a few people who had a combination of finance and engineering experience, so I was asked to join Areva’s investment team to handle project financing of several projects.  Halfway through my seven years at Areva, I was asked by our UK CEO to build the UK team to work on major UK government projects (Hinkley Point nuclear power station and off-shore wind projects in the North Sea).  I managed negotiations with the British government and EDF, our chief supplier.  I was chief of staff to the UK CEO and helped grow the Areva UK entity from 20 to 200 people.

I reached a crossroad near the end of this project. With eight years of valuable work experience under my belt, I had to decide whether to continue in nuclear energy and build a long-term career at Areva or do something different and push onto the next level.

First encounter with an MBA
My first glimpse into what an MBA could do for me came when I met a friend, Chris Hughes, for a drink on a beautiful summer day in Paris.  He was in the middle of his MBA at INSEAD, and he talked about how transformative the experience had been for him.  He suggested that I do an MBA, but I told him it was out of the question – there is no way I could afford it!  Chris had an answer for that too.  He put me in touch with Cathy Breeze at Engineers in Business Fellowship (EIBF), a charity that helps engineers in their career development. Cathy told me all about the Sainsbury Management Fellows scholarship for professional engineers and the network of graduates who provide ongoing support for members.

I had to go through EIBF’s competitive application process, of course, but the chance of financial support spurred me on. I was invited to an impressive historical building in London for my scholarship application interview, part of which involved a short presentation. I had put a lot of effort into telling my story, my journey from Imperial College London to working on the Hinckley Point nuclear plant, but I was still nervous.  However, once I was in front of the panel, it dawned on me that having reached this stage, EIBF must have seen something persuasive in my written application; all I had to do was convey that passion in person.  I was delighted when they decided that I would be a good custodian of the SMF scholarship.  I chose INSEAD as my preferred business school and gained a place.  Being awarded the scholarship was genuinely life-changing for me. I will be forever grateful to Chris for introducing me to the idea and the charity.

A brief spell in finance
Before starting my MBA, I had the opportunity to work on a project at a leading VC firm in London called Index Ventures.  I had the time and wanted to try something new, and this experience taught me how much I enjoyed being an advisor to entrepreneurs and working in a fast-growing company. The energy sector is very stimulating but has reached a mature growth level (compared to say the technology sector).  It was then I realised that I wanted a very different future career.  I even started thinking about working for a company like Google and decided to spend my time at INSEAD figuring out how to break into Google.

Takeaways from INSEAD and the MBA 
I went into INSEAD with an open mind, ready to absorb whatever knowledge I could.  I wanted to learn more about the world of business, learn from my peers and see just how far I could push my career.  Looking back, Deutsche Bank set me up well on the basics of business; I understood how accounts worked and all the basic tenets of running a business.  The real lightbulb moment came when I realised that business is only really half of what you do on an MBA.  The rest is about your relationships with people, how to manage them and their expectations.  At business school, you are put into hypothetical situations, for example, acting as a CEO. You learn so much from role-playing. For me, learning hard skills was a small tick, whilst learning soft skills was a huge tick!

You also get time during an MBA to figure out who you are in a way that work does not allow. It is all about introspection, teamwork and learning from those around you.  Learning from such a diverse group of people with different backgrounds and different ambitions was a privilege.

One of the things that INSEAD taught me was how to connect with my inner self and find a higher level of patience.  It helped me realise that some things are outside of my control and to be okay with that. You can give your best, but even then, it might not be good enough.  Life will throw challenges at you, and if you keep thinking it is your fault, you will never succeed.  You have to take a step back, accept that there are things that you cannot control, and you have to let go and not take them personally.

INSEAD and the springboard into Google
The access and exposure you get to people from different cultural and professional backgrounds at INSEAD are remarkable.  While there, I worked as a strategy consultant on a so-called ‘moonshot projects’ for Google’s experimental ‘X’ division.  This was my first taste of life at Google, and I loved it.  Following my graduation from INSEAD, I did not take the traditional path of post-MBA careers in consulting or finance like many of my peers.  I knew I wanted a future at Google and was happy to carry on networking to secure an interview there. That interview came a few months later through networking with professionals associated with Google.  I was introduced to the leader of the strategy team for the EMEA business for the SMB (Small and Medium-Sized Businesses) sector at Google.

Since Deutsche Bank, I had a newfound respect for job creation and the volatility of the job market. My passion for helping small and medium-sized businesses scale-up was recognised and I was offered a role as EMEA Strategy & Operations Manager. It was a great fit and I had a fantastic experience.

After leading business planning for the entire EMEA region, I joined our Apps business to become Head of Partnerships for App Developers and manage Google’s third-party partnerships.  We are all spending so much time with apps these days – from gaming and shopping to education and socialising.  Many of those apps benefit from services from third-party players and it is my department’s job to grow successful partnerships with these players to help our customers expand their businesses.

Advice for engineers considering an MBA
Everybody’s circumstances are different but do not let financing an MBA be a limiting factor.  If you decide an MBA is right for you, you should apply for a Sainsbury Management Fellows scholarship.  It is also a good idea to let go of any preconceptions you have about people who do MBAs – they do not all go on to work for the likes of McKinsey or Goldman Sachs.  You will get far more out of an MBA if you keep an open mind and stay true to your ambition.  Another thing I would suggest is always trying to operate slightly outside your comfort zone, but never in your panic zone.  Continuously nudge yourself in new directions as this will help you to thrive.

Lord Sainsbury’s vision of getting more engineers into business organisations through the MBA scholarship scheme is a force for good.  Engineers can bring perspectives to business that other people might not have because engineers have built things their whole lives.  I am grateful to everybody who has helped me on my SMF journey – my family, Chris Hughes, Cathy Breeze, the interview panel that awarded me the scholarship and the SMF network that, to this day, is a valuable resource.

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as a stepping-stone towards a business leadership career, visit our MBA scholarship application page, you could be awarded a £50,000 scholarship.

How My MBA Changed My Career Journey – SMF Davina Patel

SMF Davina PatelDavina Patel is one of 385 professional engineers who have been awarded our prestigious Sainsbury Management Fellows scholarship to study an MBA at a top tier business school.   After gaining her MBA at London Business School, Davina has used her newly acquired business skills and insights as a catalyst towards an exciting new career.  Davina has taken time out to talk to us about her early passion for engineering, her MBA experience, her career and lessons learnt along the way.

What inspired you to become an engineer?
From a young age I was curious about the world around me, and I found science gave me answers to help satisfy that curiosity. I had an aptitude for maths and physics and some great teachers, it was only natural for me to gravitate towards these subjects at school. When it was time to pick university courses, I knew I wanted to stick with maths and physics, but I wanted a course that covered a variety of interesting subjects and one that was practical in nature to allow me to build skills that would help me explore and start my professional career. After many years of academic success, applying to university was my first real lesson that sometimes life doesn’t always go to plan as I didn’t get into my first-choice university.

Nevertheless you gained an excellent BEng in Mechanical Engineering & Aeronautics degree at Brunel University. Give us a snapshot of your university experience and first jobs.   
I decided to pick a ‘thick sandwich’ engineering degree which allowed me to spend one year on a work placement between my second and final year. I worked at Hawtal Whiting an automotive design and engineering services company where I gained experience in a very specialised area (finite element analysis), the best part of the experience was my direct interaction with customers working with BMW on some very cool product development projects.

I returned to university for my final year which specialised in Aeronautics, my favourite part of the course. I was flattered to be offered a PHD opportunity in flight mechanics, but after my year working, I had more clarity that I didn’t want to specialise in one area but wanted a broader experience across all of product development and manufacturing at aerospace companies – so I politely declined the offer. I remember stuffing envelopes with CV and cover letters applying to nearly every major aerospace engineering company. It was overwhelming to face rejection after rejection. I decided to take a ‘gap year’ after university to travel and take some time to think about what I wanted given maybe working in aerospace wasn’t going to happen.

I stumbled across a role at ebm-papst, a company that manufactured fans and motor products, it didn’t scream out dream job, but I liked the company culture and its people.

My first role was as an application engineer focused on driving sales of its standard products. Then I progressed to a project engineer working more intimately with customers managing a portfolio of product development projects. Being in such a small and informal company I was able to participate in other projects relating to quality and operations. In hindsight, it was a great first job; I was around some incredibly supportive and fun people and given the opportunity to be exposed to a variety of experiences.

Why did you decide to do an MBA?
Working at such a small company I was limited, as career progression went from application engineer, project engineer to business development manager, I had done two out of three and the third was purely an ‘on the road’ sales role which was not for me.

It was time for a change, I started applying for engineering consulting jobs and then it dawned on me I didn’t want to specialise in any engineering discipline. My exposure to broader aspects of operating a business excited me, I knew I wanted to learn more and have the time to explore other possibilities. My journey took me to London Business School, as soon as I walked through its doors, I knew it was the right place for me.

What are the stand-out learnings from your MBA?
It’s almost a given, but the MBA provided a phenomenal learning experience. It was great to look back on my time at ebm-papst and connect the dots on what worked well at the company (and why) and what could have been done better: how it managed its products, its operations and its people.

My London Business School experience gave me so much more:

First, finding my tribe. Nearly 15 years on and my closest and most cherished friendships are with those who I met because of the MBA. Not only are they great friends, they’re the best cheerleaders!

The MBA unleashed a newfound confidence in me. We all doubt our abilities and I was no exception. Being at one of the top business schools in the world I was surrounded by some of the best and brightest minds and the experience made me believe that with hard work and a learning mindset I could aspire to and be good at so many different things.

Finally, the exposure to a new world of possibilities. The MBA provided me with skills that could be applied to a variety of different industries and allowing (once closed) doors to open for me.

How has your MBA changed your career?
I had experienced very small engineering companies, post-MBA I wanted to experience a large and diverse engineering company where I could directly impact change.

I had 10 amazing years at Honeywell, performing mainly strategy and marketing roles of increasing responsibility working across various businesses. My experiences were so varied and exciting, and I got to do what I love; travel the world! Most importantly, I was around some incredibly supportive people who provided me with some great learning opportunities.

From day one I was pushed beyond anything I thought I was capable of prior to the MBA. Within a month I was sent to spend a week with a partner company to build a joint business plan. Within three months, I was asked to create and deliver a pricing presentation to 500+ internal audience with less than 24 hours’ notice.

My first roles were at Honeywell Process Solutions (automation control solutions to process industries), performing strategic marketing roles covering different geographies – strategic planning, go to market execution, pricing focus, joint venture business plans and then progressing to building and managing high performing teams in some high growth countries.

The most significant role and learning experience in my career to date was a broader role leading the transformation of a marketing organisation, it was a significant contribution to the turnaround of Honeywell’s Safety Products (personal protective equipment) business. I was given the opportunity to lead the organisation as I wanted to; I created a vision to inspire, a clear strategy to align, processes and tools to execute, I placed a strong focus on people and their development to drive the culture and deliver results.

In the process I was able to really understand the type of leader I am and the type of joy that work could bring. What we were able to achieve within two years was incredible, it was powerful to know I could affect positive and impactful change in people to do extraordinary things. Hearing the words from a team member “you changed my life” were humbling yet self-affirming words that will remain with me for life.

In my final Honeywell role, I was fortunate to get even broader business experience where I acted as a general manager leading the integration of two acquisitions in parallel. The measure of success was hitting the acquisition model targets and ultimately working myself out of a job by integrating each acquisition and transferring ownership into Honeywell’s Security and Fire business – nine months later, the integrations were complete.

After 10 years, it was time for a change and I was fortunate that a former Honeywell boss introduced me to Trimble. From the moment I met its most senior leaders and learnt about its culture I knew it was a place for me. I get to do what I really enjoy and am empowered to get it done. I led the inception, creation and launch of a new Trimble Marketing Framework for the company which provides a common language and approach through easy-to-use content to help people build valuable skills and capabilities to deliver customer value and exceptional business results.

How has the MBA influenced your thinking about business and leadership?
The MBA gave me exposure and a thirst to learn more about how a business operates and the skills required to do so. At Honeywell, I was given a tremendous playground to learn, apply and build these skills, as well as exposure to successful (and not so successful) leadership qualities and the opportunity to develop my own personal style.

An MBA was the perfect complement to an engineering background. At the very core of engineering people are finding solutions to problems, this principle can be applied universally to running a business. In engineering and business (from strategy/marketing to operations) you need to follow a structured, analytical approach to break a problem down into logical steps to solve it. And people are always at the very centre of everything to get things done.

You are now part of the SMF Alumni.  How do you benefit from being part of this network? 
My decision to do an MBA came first, I was fortunate to learn about and grateful to benefit from the SMF scholarship after I had started the course. Being part of the SMF network, it’s comforting to know there’s a vast group of people you can reach out to if you ever need advice or guidance. It provides lots of opportunities to support a variety of activities and initiatives. I was fortunate to spend a couple of years as a Visiting Teaching Fellow working with the engineering department of a college in London, through a series of introductory talks and coaching sessions with the students, I tried to share the possibilities that a career in engineering could bring to them.

As an engineer who took stock and went to business school to further your career, what advice would you give a young engineer at a similar crossroads in their career?    
As I think through my experiences, career and what I’ve learnt along the way, I would like to share these thoughts with anyone at a career crossroad or bump in the road:

  1. Don’t get too fixated on big brand companies and job titles. Think about the experiences you want in any next challenge in terms of building upon existing experiences as well as thinking about new ones you want (or need) to be exposed to. Then see which companies and roles can tick your experience boxes.
  1. Look at company culture and the quality of its leaders and people, the variety and depth of experiences and level of empowerment you will be afforded. As much as you focus on identifying industries and types of companies you’re interested in, be clear on what you’re not interested in. Make sure you’re in an environment doing work with people you can enjoy every day.
  1. Always have a learning and continuous improvement mindset. As you invest (time and money) developing your skill set, don’t forget to invest in developing your mindset. Make sure you take on challenges that make you sweat a little as they tend to provide the greatest learning and development opportunities.
  1. Be clear on your own personal brand and what you want to be known for, and make sure every interaction and piece of work delivers on your brand promise. Think about how to differentiate yourself from the crowd (skills and talents you possess vs. what you need to acquire). Be the person who gets things done to a high standard; think about what work, results and behaviours you want your name attached to.
  1. Find your tribe/s and your own cheerleaders because there are many times you will have a lack of self-belief. Mentors and great teachers are important, but sponsors are key; those people who recognise your potential (even beyond what you think you’re capable of), who advocate for you, expose you to growth opportunities and give you the space to achieve great things. And never forget, you need to be your own greatest cheerleader!

Finally, remember that things don’t always go to plan; you will face challenges, obstacles and undoubtedly fail at things. While plan A might not work out, there’s always plan B (and plan C).  Focus on the possibilities surrounding you in any given situation, always invest in the process and not the outcome.

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as a stepping-stone towards a business leadership career, visit our MBA scholarship application page, you could be awarded a £50,000 scholarship.

How Will the Pandemic Change Business Education?

Paul Kirkham, Researcher at Haydn Green Institute for Innovation and Entrepreneurship, University of Nottingham

“How will the pandemic change business education?”

It already has done and continues to do so. Other disciplines may long for a return to normal but the pandemic has changed our subject itself.  Business schools need to reflect on what I assure you will become ‘textbook examples’ to equip our students for a new reality.

Milton Friedmann held that only a crisis produces real change, and that those who manage that change best will be those who have viable alternatives to the status quo ‘lying around’ waiting for their moment.  We have seen this in the way that we’ve all been forced to adopt technologies and behaviours that have been around for a while but that we have resisted because they were difficult.

There’s a paradox at the heart of business. Good judgement comes from experience: experience comes from bad judgement. The way to resolve this is through deliberate practice in a space where all you spend is time. Experiential learning is all about imparting tacit knowledge – the soft skills that contrast with the hard facts that make up much of business education.

For around twelve years I’ve been involved with teaching modules that do this, emphasising teamwork, problem-solving and communication.  A pedagogical model that supports this is RASE.  We supply our students with resources – usually in the form of hard facts and theory; then we challenge them with an activity – often to work as a team to present a solution to a business problem; provide support through mentoring; then give feedback through evaluation.

Traditionally this sort of thing is delivered in the lecture theatre and the seminar room.

Then the pandemic came, and everything moved online.  For many universities this was done in a matter of days, largely because unlike schools the infrastructure was already in place – students have been submitting work electronically for years.  Extremely hard work and a bit frantic but a stopgap until the cavalry comes.

But maybe those of us who have been developing our teaching online for some years have found that our time has come.  Because it is possible to deliver experiential learning remotely. It doesn’t have to look like a TED talk, in fact it’s better if it doesn’t look like a TED talk.  Our resources – lectures, links, texts etc – are made available in advance (asynchronously); the activity happens in virtual breakout rooms; support comes from synchronous lecture engagement sessions and mentors visiting teams in their breakouts; evaluation takes the form of live online presentation, or increasingly a short video and one page document, sometimes with live Q&A.  We have found that given clear instructions and expectations students are able to engage effectively.  This year has seen such modules delivered to all our freshers, in two cohorts of over 150 at a time, to our international postgraduates and to MBA classes logging in from as far away as India, China and Australia . And to our delight we are finding that the standard of submissions is every bit as good if not better than ‘normal’. It’s too early to be certain why this should be, but some provisional conclusions are emerging:

There is a downside: it’s resource intensive, you can’t just cut and paste material or draft in extra bodies, and we miss the casual interactions of face-to-face and the excitement in the room so we look forward to resuming them in some form or other, but the benefits are enormous – for one it’s so convenient! We have been able to engage in numbers that we could never physically put together in one space at one time. This is especially true of ExecEd – so much easier to organise a half-day workshop when parking and lunch is taken out of the equation.

Moreover, there are some unique advantages:

  • Collaborating online allows every voice to be heard, not just the loudest
  • It’s genuinely global – if you’ve got a phone, you’re in
  • There is no hiding place online – every contact leaves a trace – students raise their game

Crucially, the realisation that this is the future – being able to work and collaborate online is going to be a key skill for businesspeople; the confidence that comes with having done it and the knowledge that you can do it better next time is the essence of experiential learning. And that goes for the teachers just as much as the students!

Our thanks and appreciation to Paul Kirkham, Researcher at Haydn Green Institute for Innovation and Entrepreneurship, University of Nottingham, for contributing this article.

How an MBA Helped my Transition from Chemical Engineer to CEO of Ceres Power


At a  young age Phil Caldwell’s passion for engineering was sparked by his sister who is a mechanical engineer and his brother who was studying physics at the time.  He then met a group of chemical engineers and was fascinated by the versatility of the discipline and his destiny was cast – he would study to become a chemical engineer and get a job that would enable him to work on interesting projects that would make a difference in the world.  But it wasn’t only the chemistry that fascinated Phil; from an early stage, he was drawn to business; how technology-based companies are grown into great businesses.   Now a Sainsbury Management Fellow, Phil Caldwell shares his journey from chemical engineer to CEO of Ceres Power, one of the UK’s leading clean energy  technology companies…

Early Education to Chartered Engineer
My interest in engineering as a potential career was sparked through family and friends in engineering during my teens, however, even at that stage I was more interested in the business side of engineering rather than a purely technical role.  At 18 I was fortunate to secure a scholarship from Imperial Chemical Industries (ICI) and worked for year in industry before university.  Being onsite at chemical plants was an eye opener for me and a great way to start my career, especially as I returned to ICI during my university summer breaks and had the opportunity to work overseas in the USA and Holland.

I went to Imperial College London to earn my degree in chemical engineering.  Studying at Imperial was great because they injected a lot of business into the course and we had access to Imperial College Business School as part of the curriculum.  I also had the opportunity to learn more about business by handling the management and business side of several student group projects.

After graduating, I was offered a fantastic opportunity to join ICI’s graduate scheme and work anywhere in the world that had a chemical plant – that was irresistible.   Initially I went into conventional engineering, but I was interested in getting into something that had a business focus and I learned about a small business unit within ICI which was selling electrochemical technology to companies outside of ICI.  I was successful at securing a position in this unit, so I deviated from an engineering path onto a commercial path.  I went from a technical service engineer, helping customers onsite, into business development, working on new sales for chemical plants globally.   That was my transition from traditional engineering into my first commercial role.  I travelled extensively working in China, Indonesia, Korea and India – and I was still only in my mid-twenties.  It was brilliant experience as I was expanding  my business knowledge and developing an understanding of different cultures, all whilst working to gain chartered status.

Pursuing a Business Interest
Back then, switching from engineering to commercial at ICI was not a natural process.  I recall a conversation with the head of engineering, expressing my desire to work in the commercial side of the business.  He explained that, as a rule, they hired engineering graduates from the likes of Oxbridge and Imperial to be engineers and looked to humanities graduates for commercial roles and if I deviated from the traditional engineering path it would have a negative impact on my progression.  This made no sense to me, surely it would be beneficial to have engineers who understand technology working in commercial roles.  It spurred me on in my goal to combine business with engineering, but at the time I wasn’t sure how to go about it.

Discovering the MBA
As I got more involved in the commercial side of the small business unit at ICI, I started to feel that certain tools were missing.  For example, I did not fully understand the financial aspects of the business and felt that, if I wanted to continue down this path, I needed to add a business qualification to my toolkit. During this time ICI was undergoing significant change as it split into different parts divesting several businesses and was no longer the blue-chip company I joined.  After eight successful years it felt the right time to make a change and pursue my passion for business.  I decided the best way to do this was to get back into education and, specifically, do an MBA.  Fast forward a few months and I had secured a Sainsbury Management Fellows MBA scholarship and was on my way to IESE  Barcelona.

Spring-boarding to a New Career
There was a huge emphasis on entrepreneurship in the MBA at IESE. I found the best courses for me were Entrepreneurship,  Finance and Strategy, which really resonated with my passion for business and filled significant gaps in my knowledge.  The MBA as a whole was a time of reflection for me and I had to think hard about whether I went back into a major corporation.  The MBA qualification made me very marketable as an employee and I had brilliant offers to work for big companies, but one of the things I learned about myself while studying the MBA is that I wanted to do something more entrepreneurial.  This was inspired by the courses taught, the exposure to business cases and learning how to finance start-ups.

So, I turned down the safer job offers from the major corporations and took on a position in a small fuel cell company, Intelligent Energy, where I felt I could make a real difference.   At that time not many people knew about fuel cells, but because of my previous electrochemical technology experience at ICI, I understood the potential of this technology and felt that this experience combined with my newly acquired business skills, would enable me to make a valuable contribution at Intelligent Energy, an exciting new venture.

The Journey to Directorship
Intelligent Energy was a spin-out from Loughborough University.  I remember being at one of the Sainsbury Management Fellows alumni dinners and mentioning the opportunity at Intelligent Energy and the other Fellow said to me, “It’s certainly not a safe option, but there will  never be a dull moment.”  He was right!  Like many tech start-ups, managerially it was quite disorganised at times with huge ambition and high growth along with significant downsides and the usual challenges of a tech start-up.

It was challenging but having the MBA behind me was a great help.  I had the theoretical knowledge of how a company should be financed and run and this enabled me to help with financial management and investment strategies.  From a blank slate, I set about establishing joint ventures with partners including Suzuki in Japan and Scottish South Energy.  I progressed to the role of Commercial Director, grew the team and increased the top-line revenue.  I enjoyed the 10 years I spent at Intelligent Energy, but it was not for the faint hearted as it went through significant highs and lows.  Having said that,  I wouldn’t change a thing about my time there;  the exposure you get to tough business challenges in a smaller venture is invaluable.

The Move to Ceres Power
Throughout my career, I had been aware of Ceres Power, another fuel cell company that had spun out of Imperial College London, which had started well but later fell on hard times. It ran out of money and the technology wasn’t working at that point.  While I was at Intelligent Energy, we had considered a possible acquisition, but the timing wasn’t right for various reasons.

Seven years ago, I was contacted by Engineers in Business Fellowship (which awards the SMF MBA scholarship) and informed about the CEO vacancy at Ceres Power.   The company was under new ownership and I was curious about the change in direction.  Was it a serious bid to turnaround the business for good, or a quick flip for profit?  I decided to apply for the position and meet with the new owners and was encouraged with what I learned.  They wanted to get the right management in, build the board, support teams, and finance the company to long-term growth and profitability.  I came away thinking here was an exciting opportunity – a chance to become a chief executive, run a business in its entirety, with a supportive board and shareholder base that would allow me to rebuild the company.

First Steps as a CEO
The turnaround at Ceres Power wasn’t easy.  At that point, it had reputational and morale issues, but underneath all of that it had exceptionally good people and great technology.  Right from day one, I could see the passion from the staff, and I thought that if I could set a clear vision and lead, people would follow.  Step by step, we changed the strategy towards partnering with large international organisations, just as I had done at Intelligent Energy.

The first thing I did was open a Japanese office because that is the biggest market for fuel cells.  We invested in the core technology, worked hard to secure partners and as we started to build business with commercial partners, rather than just internally focusing on technology development, people started to believe.  Once we secured our first major partnership, it was easier to get the second and the third and it grew from there.  Our first partner was Honda, followed by Nissan, Bosch, Cummins and more. Today Ceres is working with world-leading partners to embed its SteelCell® technology in mass-market energy products for the commercial, residential and transportation markets, bringing cleaner and cheaper energy to society to address climate change.  That purpose of applying cutting edge technology to address climate change is an incredibly powerful motivator for our people!

I have been CEO at Ceres for seven years and, in that time, we have grown from 50 to 350 people, increased the value of the company from £50 million to more than £2 billion and recently secured Bosch and Weichai Power as strategic investors in the company each with approximately 20% shareholdings.

Value of an SMF Scholarship
Engineering is like a language, it’s a skillset and disciplined approach that is used consistently by our partners globally no matter which region or culture they operate in. It gives you an understanding of what it takes to develop products, run projects, deal with technology and understand complex issues.  These skills never leave you. If I didn’t have an engineering degree, I could not run an organisation of 350 scientists and engineers.  What I felt was missing all those years ago at ICI, where the gap between the engineering and commercial areas of the business is not the case at Ceres. The engineering and commercial and business side at Ceres are all closely linked.

That’s what makes Engineers in Business Fellowship (EIBF) so special – it’s getting engineers into business.  I strongly believe that, like myself, most engineers need rounding out with business skills.  We are so tuned into critical thinking that we need exposure to business, risk, finance and entrepreneurial skills, otherwise we will tend to play it safe.  The SMF MBA scholarship helps to get engineers into boardrooms, running businesses, generating income and creating jobs – that’s powerful.

The MBA scholarship made a huge difference to my life and career.  Being able to leave my job at ICI and go to business school, without having to worry about financial support or debt, was invaluable.  Winning the scholarship was also a huge confidence boost; it was validation that I was doing the right thing.  Being able to draw on the SMF network post-graduation was also useful.  I may have found out about the Ceres CEO position separately, but it was the contact at EIBF who first alerted me.  One could say that I wouldn’t be where I am now without the SMF scholarship and the connections in the network.

Advice to Engineers Considering Business Education
Whether or not you do an MBA, it is important to develop commercial and business skills no matter what job you are doing.  Choosing a high growth sector is likely to provide more future opportunities than a conventional industry path with little or no growth and gaining exposure to the business side of the organisation at an early stage will open doors to new ways of thinking and new opportunities.  The MBA is a personal decision because it is a big investment, but it has incredible rewards too.  It may sound like a cliché, but you literally step off the treadmill and do a big assessment of your life and career and go into a whole new chapter.  It takes you to new places and you meet amazing people many of whom you stay in touch with for life.  It really is a life-changing experience.

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as a stepping-stone towards a business leadership career, visit our MBA scholarship application page, you could be awarded a £50,000 scholarship.

From Engineer to Entrepreneur: How an MBA Helped Change My Career Trajectory – SMF Chris Hughes, Founder of Wilfred’s Aperitif

SMF Chris Hughes has always been an engineer at heart. As a child he spent many happy hours in his parents’ basement workshop designing and building things – he enjoyed the process of creating solutions to problems. At just 11 years old, he built a ping pong pick-up device from wood and a levy system to avoid having to manually pick up the ping pong balls himself. One of his creative inspirations was Leonardo da Vinci (he was an avid reader of comics featuring da Vinci), which gave him an early understanding that engineers are innovators, people who create rather than fix things. Chris said, “The idea of innovation excited me. Looking back, I guess engineering was always a natural path for me.” Chris takes up his story…

Becoming a student of engineering
“I did Mechanical Engineering at Imperial College London with an Erasmus year in Lyon, France. After graduation, I wasn’t sure how I was going to use my engineering degree because there are many different routes you can pursue with an engineering degree. My third-year project at Imperial was designing an artificial heart valve, but my internship in France was working in R&D on high-speed trains. These are such different aspects of engineering, yet both interested me greatly. When I graduated, I took a year out and travelled to Argentina where I worked for a charity and learned to speak Spanish. It was a great time to reflect and think about my future and I decided that I would like to do a job that allowed me to travel and to build on my experience in the rail industry. I started applying for engineering jobs in the UK and abroad and a golden opportunity presented itself at the Japanese company, Hitachi, inventors of the high-speed bullet train. I couldn’t pass up the chance to work for such an innovative company and, possibly, the chance to work in Japan.

Starting a career as an engineer
“The Japan dream would have to wait for a little while. When I started my 5-year stint at Hitachi, the company had just expanded into the UK and had a 30-strong team in Ashford in the UK. This provided excellent experience and knowledge of how Hitachi was run. Because the UK team was small at the time, I shared an office with key decision-makers including the MD and even brushed shoulders with the CEO. I was entrusted with assignments that would normally be out of reach for someone of my level of experience at that time. I always had a hankering to work where the trains were being built and persuaded my superiors to post me to Hitachi in Japan. I was the first UK engineer to move to the Japanese business on a semi-permanent basis and it was fantastic.

“In just under a year, I was back in the UK managing the coordination between Hitachi Japan and Hitachi UK. It was around this time I started to take a keen interest in the business operation, rather than focusing purely on the engineering side of things. Being so close to the team in the UK, and then mediating between the UK and Japan while helping to handle customers, gave me a real insight into how to nurture and develop a business. I started to think about whether I could I have a bigger impact in an engineering company if I had a stronger business background to help make big decisions. This is when the prospect of doing an MBA entered my mind.

The Move to an MBA
“By that time, I had also become a Chartered Engineer, an important career milestone for me. I felt like I had achieved so much, and it would be a good a time to explore other possibilities. I first heard about MBA courses through some of my friends who were studying MBAs at the time. It sounded like something that could open doors for me and get me more involved in the world of business. Hitachi kindly offered to support me through a part-time MBA, but I wanted to make a huge leap, transitioning from a pure engineering role into a management one. I felt it was best to get a formal business school education, so I started researching schools and the application process. The only real concern I had was how to fund the MBA. I couldn’t believe my luck when I got speaking to a stranger on a train who also happened to be an engineer. She worked for the Royal Academy of Engineering and mentioned the SMF scholarship and the generous MBA grant. Getting the scholarship wasn’t a given, but if I could get the grant it would remove the financial worry of doing an MBA. I got through the scholarship application process and not long after that, in 2015, I was awarded a £30,000 SMF scholarship and I was on my way to INSEAD.

Doing an MBA at INSEAD
“My time at INSEAD was enlightening. I learned the basics of good business acumen, from marketing and strategy right through to finance and accounting. It gave me real insight into how business works, how people think and how organisations behave as a collective enterprise. I learned that business is about more than numbers; it’s very much about people.

“As an engineer, you tend to want to fix every individual problem you encounter. But business is different and managing people can be unpredictable. There’s a discipline I learned about at INSEAD called ‘Design Thinking’ which takes a human-centred approach to business. You start with a human problem, and then you work back to find a solution to fix it. This approach works well with engineering, once you identify the human need and establish problems and barriers, you can apply an engineering solution.

“During my MBA, my passion for innovation was reinforced. I went into my studies thinking I would do a management role in an engineering business when I graduated, but I met so many amazing people and saw so many different perspectives. It felt like another world of opportunity was opening up to me. Instead of going back to engineering after graduation, I went to work with an innovation company called What If, something I might never have had the confidence to do without the MBA.

How Wilfred’s Non-Alcohol Aperitif was Founded

“I worked at What If for two and a half years following my MBA, which allowed me to hone my innovation, prototype testing and business skills. Armed with this knowledge and my MBA skills, I had the confidence to branch out on my own and create Wilfred’s Non-Alcoholic Aperitif, my first business venture.

“Like most young people, I enjoyed the occasional alcoholic drink with friends. But as I got older, I became less interested in alcohol, to the point where I barely drank and would rather have alcohol-free drinks. It frustrated me that, aside from one or two instances of clever branding, no interesting non-alcoholic drinks had really made it into the mainstream. I decided to try and change that, which began with prototype testing.

“I started making drinks from scratch for my friends to try using ingredients from all over the world, such as English Rose, Japanese Hibiscus, Mate from Argentina. Increasingly though, I ended up using ingredients that were closer to home – rosemary, strawberries, raspberries – many from my mother’s garden. I had a formula to describe how I wanted the drink to taste, which is typical of an engineer or mathematician – that’s the way my mind works now. I would say making a drink is part science and part art; I’ve taken a very scientific approach to making Wilfred’s. Without a doubt, engineering has helped in ways you would not expect. Just three and a half months into the launch, Wilfred’s won the award for Britain’s Number One Non-Alcoholic Drink, as judged by the 2020 Great British Food Awards.

“There are many ways in which my business education, the innovation courses and experience have helped me in developing and launching Wilfred’s, ranging from understanding the intricacies of finance to marketing and scaling-up the business. Like most entrepreneurial ventures we had challenges along the way, for example, scaling from home batch to production batch involved trial and error to find the right production partner, and many months of work went into creating exactly the right brand. Even though I had adopted a “bootstrapping” strategy to finance the business in the early stages ultimately I decided to engage a branding specialist to perfect the design. The drinks industry is complex and highly competitive and getting the branding wrong would have set me back months. Understanding when to make these big decisions is vital and having a business education helps.

“Likewise, deciding on the channels to market is critical to success. Before the COVID-19 pandemic I had ambitious plans to sell to restaurants, bars and pubs and had some success, for example, Wilfred’s is available at the Hilton Lexington Rooftop Bar, but once lockdown came, I had to completely pivot to online sales via the website. Because I now have a good grasp of sales and marketing planning, I had already established a strong network of partners, for example, a reputable and cost-effective distribution centre which ensures that everything from the packaging to the delivery are perfect. I had also implemented a communications strategy, including traditional advertising and social media, to build a brand reputation, long before the product hit the market.

“I am at the start of an exciting journey. I am already looking at selling the product via channels like Not on the High Street and Yumbles, and the long-term goal is to get Wilfred’s into major supermarket chains, a goal that requires considerable work and relationship building with buyers. In a year or so, I will be looking at fundraising, something I would not have embarked on without the knowledge I gained through the MBA and working for What If. External investment will enable me to start bringing team members on board.

Value of the MBA
“The MBA has given me a much more strategic and structured approach to launching my business and has helped me make critical decisions at the right time, for example, changing from the original production company to a new one. Likewise, my engineering background helped me to deal with production issues we encountered with the first company. Having this knowledge allowed me to understand what the problems were, probably better than the people who were bulk producing the drink! I have been able to speak with people on an equal footing when it comes to technical areas such as pasteurisation and sterile filtration. In this respect having an engineering background has been so helpful.

Advice for Young Engineers Considering an MBA
“Doing an MBA was one of the best decisions I ever made, but it’s not necessarily the route for everyone. Think long and hard before making this decision, as MBAs are expensive. That said, even the process of considering it (or applying) can be extremely helpful in terms of thinking about your career. Just exploring the benefits of an MBA will focus your mind on what you want to do with your future, as well as the things you might want to steer clear of. If you really do want to open doors and take a sideways, upwards or altogether different step, an MBA is definitely worth doing. If I had not been awarded the SMF scholarship and done the MBA, I would not be where I am now – with my own business, winning awards and looking forward to a strong future for Wilfred’s.”

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as one of the stepping-stones towards a business leadership career, visit our MBA scholarship application page, you could become one of our successful awardees – today the individual scholarship is £50,000.

Why MBAs aren’t the only route to a good business education

MBAs v MScs

An MBA is one of the most highly respected and sought-after qualifications in the business world, and deservedly so. However, it’s important not to let the success of the MBA overshadow the incredible diversity of options available to you if you want to boost your career. The MBA has brand power on its side, and the title itself carries a great deal of weight, but as with all great brands there are always alternatives available that can be just as effective. A Master of Science (MSc) degree in business or management, for example, can be almost identical in all but name, and in some cases might even prove to be a better choice depending on your goals.

If you are torn about which route to take, or you are just beginning to explore your options for career-shaping further education, this article should help. We will take a look at MBAs and MScs in business, compare the two, and hopefully help with your decision-making process.

The difference between an MBA and MSc
The MBA badge is instantly recognisable on courses and programmes around the world, attracting candidates to some of the top universities and business schools. For most education providers, the MBA is a flagship programme due to its ability to attract excellent talent and command relatively high prices. These high prices are not usually too much of a barrier-to-entry for potential candidates, given that the ideal time to do an MBA is when you have already got a few years of industry experience under your belt. Some of you may even qualify for funding, scholarships or have an employer willing to invest in your future.

MBAs get a lot of glory, and with good reason, but that does not mean MSc options can’t be just as viable. MScs come in a variety of forms and might have different names in different places. Some education providers may refer to them as MAs or diplomas, but all business degrees will have a suffix, such as MSc in International Management or MSc in Business Management. Speaking from personal experience, when I did part of my MBA at SDA Bocconi, there was a course called MSc in Economics and Management, which was strikingly similar to an MBA but shorter in length. It was also cheaper and had a much younger candidate pool. All told, there are probably three times as many MScs in business than there are MBAs, providing younger candidates with more choice and flexibility in where – and what – they study.

In terms of scholarly output and benefits, there’s surprisingly little difference between an MSc and an MBA. MScs might not enjoy the ‘catch-all’ popular title of an MBA, and are often overlooked because of their diverse titles, but they often have remarkably similar content and leverage the same educational resources. For some of you, the MSc may even prove to be a superior choice. We’ll come onto that in the sections below.

The engineering management MSc
There are also specific options for those that wish to pursue an engineering career. Engineers are often the biggest single group participating in an MBA – which is testament to how good the combination of engineering and business is – but there are other options for those who don’t wish to pursue a broader career in business. After all, much of the content of an MBA is incidental to a career managing technical teams or processes.

Engineering management MScs tend to cover operations management, project management, leadership, and technical management. These convey skills on how to optimise operational environments, sometimes including manufacturing, and whilst they will also include a general business element, they tend to focus more on the technical and people management aspects of an engineering division of a company.

The question of affordability
As I mentioned earlier, the MBA is often pitched as a flagship programme at business schools. That’s because they are extremely lucrative and command high tuition fees, and they are in high demand. With an MBA, not only are you paying for a fantastic learning experience, you are also paying for a brand that has been cultivated over many decades. This is certainly worthwhile if you have already got some career experience and can afford it, but if you are at the very beginning of your career journey, it’s probably not the best move.

In fact, you could argue that an MSc is better value for money if you are just starting out in your career or want to start a business. After all, you are gaining access to the same faculty and business school brand for less money. MScs also tend to run over a slightly shorter period of time which is helpful if you want to get your business career going quickly. If you put in the work, MScs will not leave you any less prepared for the world of business. In some cases, an MSc might even be more advantageous, for example, if you are looking to pursue a specific area of business because the subject matter will be covered in great depth.

Let’s take a look at the difference in costs between MBAs and MScs in business. Currently, an MBA at Oxford University would set you back £63,000, Cambridge charges £59,000 and at Manchester University it would cost £44,000. To study an MSc in business at these universities would cost you £46,800, £38,400, and £14,500, respectively. These are significant price differences!

Which should you choose?
This obviously depends on your personal circumstances and goals, but there are a few key things to bear in mind. Remember, an MBA is designed for people who have already had some industry experience. If you take an MBA, you will be expected to draw on this experience and share it with classmates, using it as a springboard to develop your understanding of business. MBAs are usually longer than MScs and, as we have discussed, are more expensive. This makes an MBA a solid choice for someone with industry experience and the financial resources be that personal financing, a scholarship, or a supportive employer. In exceptional circumstances, a fresh university graduate might be able to leap straight onto an MBA, but it’s rare and not usually recommended.

MScs may not have the same awareness as an MBA, but what they lack in branding they more than make up for in the diversity of subjects and affordability. If you’re in your early twenties or at an early stage in your career, an MSc in business can set you up for a career in business, whether you want to work for a blue-chip or become an entrepreneur.

To summarise, an MBA is not the only route to success in business and management. Don’t discount a variety of MScs in business from excellent schools and universities just because they don’t carry the MBA brand, or you’ll miss out on some terrific opportunities to study at some of the best educational establishments. MScs in business and administration topics are usually shorter, more affordable and, crucially, more suitable for those at an early stage in their career. If that sounds like you, consider an MSc to develop your business skills and acumen.

David Falzani MBE is President of Engineers in Business Fellowship and a Professor of Practice in Sustainable Wealth Creation at Nottingham University.
Photo credit: Delmaine Donson

How an MBA Helped me become A Business Leader in the Energy Sector: SMF Busola Banjo, Business Development Manager at Siemens

SMF Busola Banjo

SMF Busola Banjo was born with an intensely curious mind.  At a young age, while her peers were playing with their toys, Busola would take hers apart piece by piece – much to her mother’s dismay – only to reassemble them.  It’s as if her path to becoming an engineer was being written from that tender age, even though she says her passion for engineering was not instant.

At school Busola’s gift for mathematics and science related subjects was recognised early.  She said, “In Nigeria, schoolgirls are actively encouraged to take an interest in engineering.  If you’re good at maths and science subjects you are nudged towards engineering regardless of gender.  Engineering was presented to me as an option more than other subjects because of my educational ability.  I didn’t fall in love with it right away, but I certainly grew into the role. So much so that I went on to study Electrical and Electronic Engineering at university, with more of a focus on the electrical element which helped guide my early career choices.”

Five Year ‘Itch’ Led to an MBA
After graduating from the University of Nottingham with a degree in Electrical and Electronics Engineering, Busola spent six years at Arup, a multinational professional services firm headquartered in London that specialises in engineering, architecture, and design.  Once again, her talents were recognised early on and she was on track to becoming a manager when she started to wonder what other options could be open to her.

“I started to get a bit of an itch and wondered if being in a purely technical role was right for me long term. I wanted to do more than just engineering and project management, so I started looking at different paths,” she said.

By this point, Busola was close to achieving Chartered Engineer status – a big milestone in her career – but then what?  She continued, “Do I go back to school to study?  Maybe take a course or two and see where it takes me?  At that point, I was lucky that friends started discussing MBAs.  I didn’t know anybody personally who had done one, but the more I learned about it, the more I was drawn to the idea.”

After attending a few business school fairs and events to learn more, Busola’s mind was made up; an MBA was the next logical step in her career.  She approached her employer at the time, Arup, and explained her life plan.  In a bid to retain her, they offered to put her on an accelerated path to management.  “I was delighted they wanted me to stay, but I also wanted to excel outside of a purely technical environment, make a move away from construction, and learn more about the managerial and administrative side of business, so I felt it was best to do an MBA.”

Busola set her sights on doing her MBA at INSEAD, a top international business school in Europe, to balance her technical expertise with career-advancing business administrative skills and was successful getting into her first and only choice business school!

MBA: Expectation Vs Reality
Figuring out your main reasons for doing an MBA and how it fits into your career plan is a huge part of the application process so Busola had to consolidate her thoughts on why she was pursuing an MBA and what she wanted to get out of it.  She continued, “During the application process I had to do a lot of thinking about why I wanted to do an MBA.  At the time, I was looking for a trifecta of change – different location, a new industry, and completely new role.  I wanted to pivot into real estate finance with a corporate developer, and thought my technical background combined with the MBA could get me there.”

In many ways, Busola got more than she bargained for at business school. For the first six months of her MBA, she focused on real estate finance with a firm view of what she was working towards.  However, speaking with her network of friends and colleagues at INSEAD, she began to realise that there were many different career options to explore.  “Gradually, I realised that I was limiting myself by being so focused on the original plan.  Throughout the MBA, my mind was opened to new opportunities – suddenly I could see myself working for the likes of Google or Facebook, or even moving into a completely different industry.” Despite never having considered retail as an option, Busola did a summer internship at Amazon which reinforced the idea that she could think more broadly about ‘what next.’

Into the Corporate World
Even before graduation from INSEAD, Busola was recruited to join Siemens, the largest industrial manufacturing company in Europe, with branches worldwide.  She joined the prestigious CEO* Program which provides a unique opportunity for potential future leaders to work on top level strategic projects and to learn what it takes to lead a global enterprise.  Busola said “The CEO* Program was the ideal launching pad for a successful career in general management in Siemens.  There was continuous exposure to top leadership as well as the opportunity to work on impactful business growth projects.”

By the time Busola completed the Siemens CEO* Program, with three job rotations in Zurich, Berlin, and Newcastle under her belt, she had switched to Siemens’ Energy business.  It was around this time that the company announced that the energy business would carve out and become an independent company. Busola was then given the opportunity to play a vital role in the carve out.  Three years into her career, she is a Business Development Manager, and today she is a key member in the carve out Project Management Office and currently runs the Post- Formation Office which handles legal requirements for a carved out German entity.  Every day, she works with colleagues all over the world (albeit remotely at the moment because of the COVID-19 pandemic), drawing from the business and leadership skills gained through both her past roles and her MBA to drive vital collaborations amongst diverse teams across the globe.

She said, “This was an opportunity of a lifetime. I will probably never again be in a position to have such in-depth understanding of the inner workings of a company as I have gained from working on probably the largest carve out in German industrial history.”

Biggest Takeaway from the MBA
Busola’s goal was always to complement her background in engineering with business administration skills.  At the time she was destined for real estate finance, but now that she is at Siemens, does she think she achieved what she wanted from an MBA?

“My engineering background definitely provided the right foundation for me to be where I am at Siemens right now and the MBA made all the difference.  When I look back to where I was in terms of my business knowledge before the MBA and where I am today, I’m amazed.  Previously, I knew so little about the commercial side of running a company because I was so technically driven.  Apart from understanding and being able to interpret company reports, I had also wanted to learn about strategy execution in management.  Now I have both these skills – educationally and professionally, they were the two biggest take-aways from my MBA. The gain was 100%,” she said.

Becoming Part of the SMF Network
Every engineer who receives a Sainsbury Management Fellows scholarship to do an MBA automatically becomes an SMF on graduation, with access to the SMF network and all the benefits it brings. What did Busola make of the scholarship?

“The SMF scholarship, which at that time was £30,000, was a tremendous help.   I had a reduced amount of debt after my MBA, which many of my colleagues weren’t fortunate enough to have.  Since graduating I’ve attended an SMF Annual Dinner and, along with other SMFs, was a mentor at an Engineering Leaders’ Scholarship training weekendThere’s always a lot going on and I try to contribute when I can.  I feel very reassured that if I ever need to draw on the network it’s there for me to tap into,” she said.

Words of Wisdom for Aspiring Engineers
There is still a lot of work to do to inspire girls to consider engineering as a career path, so to wrap up our interview we asked Busola for a few thoughts on women in engineering.  She said, “I would tell any female student wondering about studying engineering, not to be put off by what they may have heard about engineering.  It’s not that it isn’t difficult, but the rewards are great, in terms of the knowledge you acquire, job satisfaction and the impact you can make on society through your work.   For example, for two years I worked on projects to further develop Siemens’ large gas turbines services.  That work is helping to improve the reliability and efficiency of gas turbines that, eventually, will enable towns and cities to have more reliable power, thus supporting people in their homes and workplaces.”

Busola concluded, “Engineering is so broad it is easy to become overwhelmed, so narrow down your areas of interest.  If you like gadgets and electronics, consider Electronic Engineering; if you like to see how things can be dynamic and changed, maybe Process Engineering is for you. Break it down, look at your interests and link it to the relevant type of engineering.  Never be discouraged because engineering seems more difficult than it is.  And don’t let people dissuade you – even if you do not seem like someone who would naturally lean towards engineering, if it’s your dream, you can make it work!”
The SMF MBA Scholarship
If you are a professional engineer considering an MBA as one of the stepping-stones towards a business leadership career, visit our MBA scholarship application page, you could become one of our successful awardees – today the individual scholarship is £50,000.

How an MBA Helped an Engineer ‘Fly’ Higher: SMF Kyle Henderson, Senior Director, Licensing at Honeywell Aerospace

Kyle Henderson, Senior Director, Licensing at Honeywell Aerospace

Kyle Henderson’s passion for aeroplanes began as a youngster and it has travelled with him throughout his life.  This love of planes inspired him to become an engineer and subsequently to take an MBA at a top international business school, INSEAD, in order to take his career to new heights at Honeywell Aerospace, where he is now the Senior Director of Licensing.

In this profile, we learn a little about Kyle’s career and why he believed an MBA would be pivotal to his international career progression even though he was already on a great trajectory in the aerospace industry.  What did he gain from the experience?  How has the combination of engineering and business skills enhanced his work and career?

“When I was growing-up I felt the ‘wow-factor’ associated with aircraft, whether it be the huge, majestic air transport aircraft or the sleek and sexy military fighters.  I wanted to become an engineer so that I could be involved with aerospace and all those cool aircraft,” explained Kyle.

Early Career
Confident about his career path, Kyle began working in the aerospace sector before and during university and gained excellent grounding in a large blue-chip company, Bombardier.  Then, after graduating from Oxford University with an Honours Degree in Engineering, he joined the Airbus Graduate Development Programme, where he enjoyed rapid progression to a Project Engineering role, and later went on to lead a Customer Support Team as Project Team Leader and was responsible for 40 projects in Landing Gear Systems.  Another major project involved steering a partnership with a key overseas supplier to pioneer a thermoplastic composite aircraft structure that delivered significant weight saving, reduced parts count by 75%, saved EUR 10 million programme cost.

Kyle’s next blue-chip company landing was Fokker Aerospace in The Netherlands where he was Outsourcing Manager leading a cross functional team of eight.  Amongst his achievements were the creation of a EUR 18 million business-winning proposal and the outsourcing of an 8,000-man hour engineering work package with a previously untried Russian company that paved the way for substantial future cooperation.

At this point, eight years into his career, Kyle had worked in both pure engineering and programme management positions and had developed a keen interest in more strategic/corporate roles, and he wanted to steer his career in that direction. To achieve this, he knew that he needed additional skills and that an MBA would give him the formal business education to secure a senior management position and accelerate his career progression.

The Difference an MBA Scholarship Makes
 Kyle chose INSEAD for his MBA because he felt that its international footprint and culture were a perfect fit for the career he wanted to build.  He was so sure that it was the school for him that it was the only one he applied to, and despite the rigorous entry and language requirements, he was successful.  We all know that taking an MBA at an internationally renowned biz-school comes at a premium price, so Kyle was fortunate to get a scholarship to offset some of the costs.  He was invited to a Sainsbury Management Fellows’ (SMF) networking event by an old friend from his Oxford days and now an SMF, Chris Gifford, where he met other high-flying engineers who had gained an MBA with the help of an SMF scholarship.  Kyle got through the stringent application process and was awarded a £30,000 scholarship.

Kyle said: “Having the SMF scholarship was a massive safety net and allowed me to take the bold step of leaving a job with no return path on the table, as well as moving to a different country/continent and trusting that I would be equipped to find the next exciting step in my career without any unwelcome gap.”

From MBA to Senior Management
The MBA has had a transformative effect on Kyle’s career – straight out of INSEAD Kyle landed his first role at Honeywell Aerospace, in Prague in the Czech Republic, as Senior Strategic Marketing Manager responsible for setting the strategic direction and growing Honeywell’s business in Europe, Middle East, Africa and India (EMEAI). Three years later he moved to Honeywell Aerospace’s regional headquarters in Switzerland as Honeywell’s Global Business Manager and led the execution of aftermarket strategies for the entire Mechanical Product portfolio within the EMEAI region.

Leapfrog to the present and Kyle is based in Arizona in the US and is Senior Director of Licensing, responsible for driving Honeywell Aerospace’s global licensing strategy.  He leads a 15-strong outbound licensing team that licenses third parties/partners who require access to Honeywell Intellectual Property (IP), so delivering millions of dollars in revenue.

Kyle’s decision to gain key skills in strategy, marketing, finance and leadership, have enabled him to shine at Honeywell and springboard from one great opportunity to the next.  Asked how the MBA has helped him tackle business challenges, he said “As far as professional skills go, the marketing and strategy techniques I learned were the biggest pieces of ‘book knowledge’ I absorbed in my MBA.

“When negotiating a licensing deal – or any type of deal for that matter – the better informed you are, the better the outcome. One of the most important things to understand for any of my team’s licensing deals is how much value the technology or intellectual property we are providing will bring to the licensee. This typically involves understanding the market size and how the license will help them win more business than they otherwise would.  This market sizing and determination of value against a real-world ‘next-best-alternative’ is key Strategic Marketing 101 and is one of the technical skills my SMF-enabled MBA brought me.

“Whilst an MBA cannot deal with specific trends in an industry, the business framework afforded by an MBA helps one to understand and react to some of the key macro drivers in the aerospace sector, be that industry consolidation through M&A of the larger players or vertical integration by the large OEMs.”

Asked for an example of how his engineering experience helps in licensing deal-making, Kyle said, “Engineering is fundamental to our work.  Like most business transactions, a licensing deal is truly successful when both parties realise a real benefit from the activity.  As a technology company, the Intellectual Property that is the subject of Honeywell’s licenses is by its nature going to be technical.  As such, having a good grasp of how the IP will be used and the value it will bring to the licensee – something that my engineering background enables me to assess – is key to striking the optimum licensing deal.”

Apart from the technical knowledge gained through his MBA, Kyle also mentioned the importance of leadership skills.  Interestingly, in pursuing his passion to work in aerospace, being a leader had not dominated Kyle’s ambition, but leading teams has been an integral part of many of his roles, and he has thrived in this area.

Leadership Skills
He said, “There are many different types of leadership styles and all can be successful.  The softer, people skills are every bit as important a factor in being a successful leader as the technical management skillset.  As such, personality is important, and good leaders should not feel inhibited about letting their personality shine through at work.

“While I still like being close to the deals my team run, I have a strong team and can see how much more I can deliver with all of their industry knowledge and hard work.  I would be hesitant to go back into an individual-contributor role that could have less of a top or bottom-line impact.”

The SMF Network
The engineers who receive an SMF scholarship become Sainsbury Management Fellows (SMFs) on graduation and become part of the SMF network of successful business leaders who work in blue-chip and entrepreneurial organisations.  The SMFs use their combined engineering and business skills to help companies and the UK economy grow, as well as mentoring the next generation of engineers.  One of the key benefits of being part of the SMF network is the support that the alumni give each other – this ranges from advice on tackling business issues to discussing entrepreneurial investment strategies.

Kyle said that the SMF network has been a tremendous asset and a link to the UK: “Aside from the huge benefit of the scholarship, the SMF network has kept me close to my engineering roots as my career has developed.  Having lived internationally for the last 15 years, including all the time during and since my MBA, SMF has also provided a strong link back to the UK and home, and I hope to be able to maintain and grow that in the future, whether that is with a role back in the UK, or whilst staying International.”

Considering doing an MBA?
What advice would Kyle give to a young engineer considering doing an MBA, “Just do it!  It might seem like a big step to leave a secure job for the intense world of a full-time MBA – and it is – but if you’re ambitious and don’t mind the hard work, it’s a great way to take the next big step in your career, and possibly your life!

“I have always been motivated by wanting to achieve as much as I’m able to; never wanting to look back with regret and think ‘if only I’d taken that opportunity, or made the leap from something safe and secure to something new and exciting, then I could have done more’.  I am enjoying a fantastic international career whilst staying close to my passion for all that cool aerospace stuff!  I would definitely encourage other engineers looking to move into a more corporate role to take an MBA,” said Kyle.

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as one of the stepping-stones towards a business leadership career, visit our MBA scholarship application page, you could become one of our successful awardees – today the individual scholarship is £50,000.

How My MBA Helped Me Transform Management Consultancy Services: SMF Will Jones, Director UK & Ireland, COMATCH

Walking in his father’s footsteps, former management consultant and SMF Will Jones studied for his Sainsbury Management Fellows-sponsored MBA at INSEAD, an experience he describes as transformative.  “The year completely changed my life.  I was saturated with knowledge and exciting experiences.  Both the good and the tough times shaped me and enabled me to forge an amazing new career at COMATCH,” said Will.

Like all Sainsbury Management Fellows (SMFs), Will is an engineer (MEng), an area he was drawn to from an early age.  “My strength has always been around structured thinking and being very comfortable ‘playing’ with numbers and analysis,” said Will.   After graduating from Warwick University, he worked in China for four year as a Manufacturing Engineer before becoming a management consultant with PA Consulting Group and then, to develop his career, studying for a Masters’ in Business Administration with a focus on international business.

Will explained: “I wanted to become comfortable with the business landscape.  There is a steep learning curve when you enter commercial roles; if you go in totally cold it’s easy to become overwhelmed.  I saw the MBA as an opportunity to familiarise myself with business concepts prior to stepping into a more senior role where I would be expected to know about areas such as marketing and finance.

“I saw what the MBA did for my father’s career.  He worked across the globe in consultancy and was responsible for opening offices throughout Asia for one firm.  His international career enabled him to travel extensively and he speaks several languages.  From a personal perspective, 45 years after studying at INSEAD, he is still hanging out with people he shared experiences and bonded with at business school.  This definitely inspired me but, of course, there were other reasons for doing an MBA.

“In engineering education, you are taught structure and process which is invaluable for any profession. But to be successful in the most senior positions, you also need to communicate well and be able to build relationships and networks. The MBA teaches you these skills along with business skills which makes you very credible in the business world.  The MBA prepares you to deal with any situation or project that lands on you,” said Will.

After graduating from INSEAD, Will returned to management consultancy at Accenture Strategy Group. At that point, he was intending to work his way up the corporate ladder using his newly acquired business skills and acumen. But fate took a hand in his career trajectory when he was headhunted by COMATCH to build its UK office.  This position steered Will away from the traditional career path in consultancy into a cutting-edge business that combines his passion for consultancy with the fun of building a team, a client base, and a business.

A New Kind of Consultancy Venture
Will takes up the story: “COMATCH is a marketplace that aggregates both consulting talent and clients from across the world.  There are 10,000 consultants with diverse experience and background on the platform already, including some Sainsbury Management Fellows and friends I made whilst studying at INSEAD.

“COMATCH takes successful independent consultants who realise the strength of their abilities and connections – who want to work for themselves – and matches them with clients in need of this specific expertise. This enables consultants to work on projects they are passionate about and shape a lifestyle that suits them.

“On the client side, our consultants provide services that help to accelerate and transform established businesses and scale-ups alike. For example, if an SME wants to expand across Europe, COMATCH provides access to vetted top-tier consultants that they could not obtain directly through traditional routes.

“The scale of the platform is staggering, it enables us to work with clients globally whilst providing consulting support locally; it’s about matching the right skillset and work-style, combined with the best background, be it local expertise or global understanding. Even more interesting in these current times is that the consultants did not miss a beat, they are used to remote working already and that the clients are now less fixated on location. With the geographic shackles removed, clients can really benefit from receiving the best talent globally!

“What really excites me about COMATCH is the diversity and strength of the consultant network, the clients we get to work with, and that I feel I can bring significant benefit both sides. I frequently don’t have the answer to the client problem, but I know how to find it” said Will.

Will is responsible for building the UK team as well as developing client relationships and the independent consultant pool.  The latter involves a two-step vetting process, whereby applicants are screened and then approximately 40% go onto interview stage, where Will can get a deeper understanding of their career focus and working style. The relationship building process also includes regular new joiner events where consultants get to network.Director UK & Ireland

Will continued, “Building the UK office from scratch has involved many exciting challenges, from creating the goals, establishing the office and hiring a team of spirited people who share a vision for the success of the business and bring novel ideas to the table. I’m relatively good with people, I draw on what I learned at INSEAD to take a more holistic view, to feel comfortable in client conversations, and when I have to talk to our CFO about the P&L.”

Benefts of the MBA
The emphasis on leadership and communication skills during the MBA made Will realise it was one of his key attributes.  He explained: “My meandering childhood with my parents meant that I developed an ability to quickly build networks; connecting people and ideas was something that felt natural to me, but I never saw the value in it. It took comments and nudges from people at business school for me to see communication as a key strength in my character and something I should maximise.”

Asked to cite the greatest benefits of doing an MBA, it was not the ‘tool kit’ of technical business skills that Will highlighted, instead he talked about how he can deliver results and networking: “I realised that there is a lot of value that I can personally deliver and that I should not settle until I feel I am achieving these goals. Secondly, I value highly the diverse network of truly inspirational people who are only too happy to help if asked in the right way.

“INSEAD was an incredible learning and growing experience. No matter what the day, what the module, or how intensively I had to work, I always ended the day knowing that in some way I had developed as an individual.”

“Leaving business school is actually the start of an amazing journey, not only because I moved onto an unexpected new career, but also because I am now part of the Sainsbury Management Fellows network; a large group of interesting individuals who work across a breadth of industries.  We come together for organised events, can connect individually if we need help, and we also have the opportunity to meet young engineers as they look to advance their careers.  Many of these are mentored by SMFs.”

Inspring Engineers on an MBA Journey
Asked for any words of advice for a young engineer considering taking an MBA, Will said: “In a world that values marginal gains, this is one of the strongest gains you can add to your skills set; it will develop you on a professional and personal level. Anecdotally, every INSEAD Alumni who came to present on campus said something along the lines of ‘this will be one of the best years of your life’ and I couldn’t agree more!”

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as one of the stepping-stones towards a business leadership career, you could become be awarded a £50,000 scholarship.