©McGill University Vision – Faculty of Management “Global thinking that engages leaders in learning for life and gives life to learning.”

©McGill University Assumptions  Serious growth opportunity vs. “hobby”.  International programs provide privatization opportunity.  Everything we do must enhance the McGill Brand (e.g. MBA Japan).

©McGill University Colleagues: International mix of: Professors Mix of students InputsProcesses Outputs Definition – “International” Pedagogy: Teaching global material with multicultural perspectives Revenues: $ Fees generated “on the ground” internationally $ For international research projects Competitors

©McGill University International – Implications  Shift from “local” to “global” organization.  Move to high-growth, opportunistic orientation.  A change in how we do business.

©McGill University International – Issues (Opportunities)  Revenues: Opportunities for Professors and the Faculty to earn additional revenue.  Access to Global Network: Programs in Japan, China, Pakistan, Central and Eastern Europe, etc.  New Expertise and Credibility: NGOs, Health Care, Of ownership, etc.

©McGill University International – Issues (Challenges)  Distance: Managing programs in remote locations.  Dilution: Stretching the Faculty’s already thin resources, weakening local programs.  Quality: Keeping quality high, reinforcing the “Brand”.  Financing: Creating strong alumni/venture capital support.  Pedagogy/Technology: “Blended learning” process leveraging professors’ time.  Management/Governance: Freedom from interference from the University.  International Competition: Many universities actively globalizing.  Credibility: Creating a sound “track record” abroad.  Brand: Doing justice to the McGill Brand.

©McGill University International – Next Steps 1.Agree organizational structure with the University that provides elbowroom for growth. 2.Consolidate existing Faculty initiatives into an internal team forming the “International Consortium”. 3.Target niche opportunities building on Faculty strengths and prepare business plan for alumni to attract capital. 4.Develop pedagogical model based on “blended learning” and E 3 approach. 5.Launch 1-2 pilot Masters Programs (e.g. in China)