MBA

In most businesses, the leadership team makes real decisions in a single room. It is where the leadership team decides which markets to enter, which margins to defend, which product to ship before it is fully ready, and which corners to cut to meet the quarter's targets. It is the room where strategy is actually implemented. Ethics almost never appears in that room. It lives somewhere else entirely: in a code of conduct document that no one reads again, in an annual complianc

A manager is given a familiar brief. Make the product cheaper. Also, improve the quality. Furthermore, ship it faster. Also, improve the service surrounding it. And please do all of these tasks without any additional budget or headcount. A week later, the plan is revealed, and it is a marvel of ambition: the team will reduce costs while increasing quality, accelerating delivery, and deepening service. Every arrow points upward. Everyone in the room is feeling good. The plan i

The first morning fantasies are always the same. A newly promoted or recently hired manager walks in to lead a team that they did not help build. One member had applied for the same position that the newcomer had recently obtained. Two others have been working together for a decade and share a shorthand and history that the new leader is unfamiliar with. Someone is quietly skeptical, while another is outspoken. And somewhere in the back of the new manager's mind is the age-ol

Almost every strong creative career includes a promotion that appears as a reward but functions as a trapdoor. The studio appoints its most gifted designer as creative director. The photographer whose images helped define the brand is asked to lead the department that creates them. The copywriter with the best instinct for a line receives a team, a budget, and a quarterly goal. The craft that earned the recognition is quietly set aside, to be replaced by a calendar full of br

There is a certain type of professional who excels at their job and quietly finishes it. The engineer who no longer wants to build the product but rather manage the company that produces it. The doctor is drawn to running the hospital rather than simply treating patients. The banker considering a move into technology, the marketer who prefers to shape strategy rather than execute campaigns, and the specialist who has mastered a craft and now seeks a broader perspective. Neith

Consider the final session of a company offsite. A team has been asked to present its year-long strategy, and the slide is displayed with pride. Increase revenue by 20 percent. Enter two new markets. Launch three products. Increase customer satisfaction scores. Improve retention. The entire room nods. In every visible way, it resembles a strategy: it is ambitious, specific, numerical, and everyone leaves the room energized. Yet nothing on that slide represents a strategy. It

In many businesses, marketing is a room down the hall. It is the team that creates the perfect logo, runs the advertising, manages the social accounts, and is called in near the end of a project to "package" whatever product the team has already decided to build. Everyone else, from finance to operations, engineering, and the corner office, regards marketing as someone else's responsibility, a specialized function to admire from afar but leave alone. And in many of those same

There is a new silence in many meetings. A manager asks a question that would once have taken an analyst two days to answer, and a machine returns a fluent, confident, well-formatted, many-response answer in about nine seconds. The chart is drawn. The summary is written. The forecast is produced. For anyone whose authority rested on being the person in the room who had the answer, this is a quietly destabilizing moment, because the answer has just become abundant, and abundan

Overall, the two-year option is a third cheaper than the one-year option, but both options qualify the same. Most people who begin to consider a master’s degree do so with the wrong number. They look at the tuition, compare it with their savings and decide if the number feels affordable. That’s a natural place to start, and it’s analytically backwards because for almost every working professional, tuition is not the largest cost of graduate school; time is. The economics of e

There is a moment most people who have sat in a budget meeting without a finance background will recognize. Someone puts a number on the screen, there's a debate about whether it's the right number and the meeting moves on based on a conversation that half the room didn't totally follow. No one admits to feeling this way. The proposal is accepted or rejected, and the manager who couldn’t follow the argument walks away having learned nothing except that he lost. The usual expl

After you get promoted, there is a particular silence. The announcement is made, the congratulations are received and then the new manager sits down at the same desk with a new title and realizes that no one has told them what the job is. They know more or less what their forerunner did. They sort of know what their manager’s after. What they don’t know, what almost nobody tells them, is that the work they were promoted for is different from the work they are now being paid t

Graduates of a serious postgraduate program often say that what surprised them was not a module. It was the people with whom this phenomenon is associated. This phenomenon is such a ubiquitous finding in alumni testimony that it has become a cliché, and clichés tend to be dismissed rather than examined. The assertion is a mistake here, because that claim turns out to be supported by a substantial body of research in sociology, economics, and organizational behavior, and under