UCU Business School achieving accreditation with AMBA & BGA

UCU Business School achieving accreditation with AMBA & BGA

The business school challenge

UCU Business School, the business school of the Catholic University of Uruguay, a leading institution dedicated to educating purpose-driven leaders in business environment, faced the challenge of enhancing its regional reputation and assuring participants, faculty, and employers of its commitment to high-quality journey experience. The school also sought to build powerful links to already-established business schools who were already accredited. To achieve this, they sought prestigious accreditation from AMBA (Association of MBAs) and BGA (Business Graduates Association).

Solutions from BGA

Comprehensive Evaluation: AMBA and BGA conducted a rigorous evaluation of UCU Business School, assessing key areas such as curriculum quality, faculty qualifications, impact, and facilities.

Strategic Guidance: Throughout the accreditation process, the school received valuable feedback and strategic guidance from AMBA and BGA, helping them identify areas for improvement and align their programs with international standards. For example, it was identified that there was a need to increase participation of women in our faculty and PhDs profiles, with recommendations for additional training and support. The accreditation panel also suggested improving our output of research for industry needs.

Access to Networks: Accreditation with AMBA and BGA provided UCU Business School access to global networks of accredited institutions, creating opportunities for collaboration, faculty exchange, and student mobility. Since AMBA & BGA are common standards in our industry, reaching out to quality international institutions as part of our internationalization strategy is now possible.

Quality Assurance: The accreditation process emphasized the importance of continuous quality assurance, prompting the school to establish robust mechanisms for monitoring and improving educational outcomes. As such, we’ve developed metrics to measure how well we do against our own objectives and learning outcomes as a business school.

The impact

Enhanced Reputation: Accreditation with AMBA and BGA significantly enhanced the school’s regional and global reputation, making it a preferred choice for students seeking high-quality business education.

Concern for societal impact: The standards of AMBA and BGA certainly promote business schools to address the challenge of the social impact of their programs, through the actions of their programs, the values they promote in society, and how alumni graduates replicate them in their activities.

Increased Student Enrollment: The accreditation status attracted a larger and more diverse pool of students, leading to increased enrollment and revenue for the institution. Following BGA´s and AMBA´s standards UCU Business School will have a more diverse and plural cohorts.

Stronger Industry Connections: UCU Business School’s connections with industry partners and employers strengthened, resulting in more internship and job opportunities for graduates.

Faculty Excellence: The emphasis on faculty qualifications and research output improved the overall quality of faculty, enhancing the learning experience for students.

Continuous Improvement Culture: The accreditation process instilled a culture of continuous improvement within the institution, according with our values, ensuring that academic programs remained relevant and effective, promoting a purpose-driven leadership.  

Global Collaboration: Accreditation facilitated collaboration with other accredited institutions worldwide, enriching research opportunities and expanding international partnerships beyond Latin America.

UCU Business School’s journey to accreditation with AMBA and BGA not only met the challenge of assuring quality but also transformed the institution into a local leader in business education. UCU Business School, is the first in Uruguay to obtain BGA accreditation. The impact of this achievement is evident in the school’s reputation, enrollment numbers, industry connections, and commitment to ongoing excellence in business education.

Want to get in touch?

For questions about BGA membership, please contact:

Victor Hedenberg

Membership Director

Victor

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Advancing our university reputation, positioning, and networking

Advancing our university reputation, positioning, and networking

FEBRUARY 2023

Our achievement that we value much is the joint AMBA & BGA (2021-2026) accreditation of two Schools: Graduate School of Business and School of Hospitality and Tourism.

The business school challenge

“Any accreditation is a great tool for self-audit. The self-evaluation that AlmaU undergoes to prepare for the accreditation process and in the following accredited years enables our understanding of where we are in both the global and local market as far as accreditation is concerned – and of how well we align our activities with the international benchmark. To stay competitive and innovative and to either follow the latest business education trends or even lead in these trends, AlmaU is always seeking development in quality enhancement and internationalization through our accreditations. 

AlmaU has various inner processes for quality management and control, as well as several different types of external audits, including the national and international accreditations that we apply for. These help to evaluate our institutional and programmatic strengths, and address any weaknesses and problems. We view our joint AMBA & BGA accreditation of two of our schools (Graduate School of Business and School of Hospitality and Tourism) as a great achievement and one that we value highly.  

As we are in a period of growth in terms of our program portfolio and subject area expansion, the AlmaU Schools create and launch new programs in new subject areas regularly. The primary challenges the school needs to consider for its program portfolio include general competitiveness, best practices, international standards, and a strategy for continuous improvement. The services offered by AMBA & BGA as part of their accreditation process align perfectly with these growth strategies. 

Solutions from BGA

The BGA accreditation for AlmaU is a continuous process of alignment and compliance with international quality standards. We believe that BGA: 

Moreover, the merged processes of AMBA & BGA accreditations made it possible for AlmaU to use our budget wisely, but also to save time and increase the team’s efficiency and effectiveness while undergoing two accreditations at once. 

The BGA accreditation guided the AlmaU schools to implement positive improvements to the relevant programs and course learning outcomes, in line with the business school’s mission and vision. Moreover, in accordance with the recommendations made by the assessors, we have been able to begin the process of incorporating the responsible management concept relevant to the definitions of the United Nations sustainable development goals. 

Additionally, the BGA experts recommended organizing our program and curriculum review process in a formalized, cyclical manner and to increase the input from external stakeholders to ensure ongoing currency and relevance.  Following the recommendation, in 2022 all the programs’ curricula at Bachelor and Masters level was reviewed and updated. Also, the schools now incorporate impact metrics in their development plans that are supported by explicit action plans and are appropriately resourced. 

The impact

BGA accreditation has endorsed the Graduate School of Business’s status as the leading business school and major provider of MBA programs in the region of Central Asia.  In addition, the accreditation supported the Graduate School of Business in launching a new partnership with Antwerp Management School. 

For the School of Hospitality and Tourism, this was the first serious achievement in the field of accreditations. It opened new perspectives for the school and now more international partners recognize it and consider it a valuable partner. The school is already engaging in international partnership with prominent hospitality schools around the world (including Swiss Hotel Management School, Cesar Ritz Colleges Switzerland, and Hotel Institute Montreux). 

BGA accreditation helps us to assess the institution’s market position both locally and especially globally, to run academic and non-academic activity which follows trends and challenges for continuous improvement. The re-accreditation processes encourage and stimulate AlmaU to support and integrate best standards on all levels of governance and academic affairs. It provides consultancy in key areas such as consistency, strategic development, and quality of educational processes. The two accredited schools of AlmaU hope to grow with BGA accreditation, with a long-term strategic vision of becoming a globally recognized university excelling in teaching, learning, research by 2030. 

The BGA accreditation is also a tool for enhancing and advancing the university’s reputation, positioning, and networking. Standing in line with the world’s prominent institutions highlights the strengths of AlmaU and raises the visibility of its impact. 

Undoubtedly, the BGA accreditation has made positive change for AlmaU in the sense that it put us in order, made us consider and find a rationale for our numerous activities related to social responsibility and third mission.  

Want to get in touch?

For questions about BGA membership, please contact:

Victor Hedenberg

Membership Director

Victor

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The next logical step was BGA accreditation

JSBE Business School logo for case study

The next logical step was BGA accreditation

A lake in the shape of human footprints in the middle of a lush forest as a metaphor for the impact of human activity on the landscape and nature in general. 3d rendering.
DECEMBER 2021

‘JSBE has a long history in promoting sustainability. Therefore, BGA accreditation was a logical next step in work. Learning from the accreditation results, JSBE continues to promote responsible management and positive impact.’

The Business School challenge

Jyväskylä University School of Business and Economics (JSBE) has been a pioneer in sustainability education among business schools. Sustainable business has grown into a leading focus area of JSBE’s mission and is strongly connected with research and education.

JSBE, wanting to strengthen the school’s commitment to sustainability in teaching and research, was drawn to BGA accreditation because of its focus on responsible management and the UN Sustainable Development Goals (SDGs).

By the time of the BGA peer review visit, JSBE was preparing for a strategic review process to identify areas further to improve the school’s sustainability work. In addition, JSBE realised its educational offering needed to strengthen its connections to the UN SDGs and required international guidance on how.

Solutions from BGA

The panel commended the early establishment of the CEM Master’s programme in 1995. The business school has carved an enviable position building a flagship programme for JSBE and the university, encapsulating many of the school’s and university’s values and aspirations related to sustainability and responsible management.

Though impressed by the CEM programme and its interdisciplinary approach, the panel recommended that JSBE be bolder with the programme and advised the school to leverage the market opportunity to increase the programme’s scope and capacity. The recommendations included designing a part-time route for adult learners, opening the programme to two separate intakes instead of just one, and moderately increasing the class size. The panel suggested that JSBE leverage the increased capacity to establish itself as a thought-leader in the field of responsible management and sustainability in its mission and strategic objectives.

The impact

Results of the BGA accreditation have been of great help in identifying areas where to improve against the UN SDGs and general sustainability issues.

Following the accreditation, the school revised its strategic plan for 2021-24. Revised mission ‘JSBE – Supporting Competitive, Digital, and Sustainable Transformation in Business and Economy’ highlights JSBE’s continuing commitment to be a force for good in the society supporting transformation.

The school also added descriptions of sustainability content to all relevant school courses when renewing the curricula of all degree programmes for 2020-23. Currently, over 30% of JSBE’s courses at all levels, from Bachelor’s to Master’s, Doctoral and Executive MBA studies, include sustainability content.

Lastly, the schools plans to follow the panel’s advice to strengthen the sustainability content of studies further by deepening collaboration with partners who possess knowledge in areas outside of the business school’s expertise; this will be used to strengthen JSBE’s quality of research in the field of business and sustainability.

Want to get in touch?

For questions about BGA membership, please contact:

Victor Hedenberg

Membership Director

Victor

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Improving strategic alignment, enhancing leverage, and fulfilling the needs of a broader range of stakeholders

Faculty of Business, City University of Macau, China logo.

Improving strategic alignment, enhancing leverage, and fulfilling the needs of a broader range of stakeholders

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November 2021

‘Aligning the Faculty of Business with a vision to become agile, global, and oriented to serve businesses in the Greater Bay Area has been an emerging process and rewarding challenge’

The Business School challenges

The Faculty of Business, City University of Macau in China summarised its challenges into three primary areas; stakeholders, sustainability, and curriculum.  

Firstly, shifting the mindset of stakeholders has been the Business School’s most significant challenge on its path to internationalisation and accreditation. The School wanted to develop closer partnerships with enterprises in Macau and the Greater Bay area; specifically looking at building not just on links with local organisations (such as the various chambers of commerce and the Macau Forum) but also taking advantage of the School’s impressive and under-used network of alumni in the region, and across China. 

Secondly, sustainability, the Business School’s strategic goals placed more emphasis on instrumental and technical aspects. Measuring the impact of the School’s contributions to sustainability was an area that its leadership team wanted to be further enhanced and strengthened.  

In regards to curriculum, the Business School’s programmes were revised in 2013 to address the change in economy and business in Macau and China; this changed even more after the Covid-19 pandemic. As a result, the Business School felt that the curriculum needed to evolve, and new faculty members were required. The pandemic gave the School experience in remote teaching. However, it highlighted the need to add more online content to the School’s existing courses and develop massive open online courses (MOOCs) and self-study modules to supplement classroom and in-person teaching. 

Solutions from BGA

Business Graduates Association (BGA) recommended to The Faculty of Business, City University of Macau in China, define its priorities more effectively and develop a more accurate process to track its progress and impact in pre-defined areas of measurement.  

BGA pointed out the need to enhance support for students, careers, and alumni relations. It also recommended that the School focus on selected international partnerships; advance the impact of its research; revive junior staff development; and differentiate itself more in terms of its educational offerings. Additionally, the BGA team aided the School to understand the need to prioritise sustainability and soft skills, and was encouraged to attend the BGA conferences for networking opportunities. 

Accordingly, the School recognised and welcomed these recommendations as it provided added guidance to continue the path to transformation and growth.

The impact

Working with BGA has helped the Faculty of Business, City University of Macau to enhance its work with stakeholders. The School is currently developing strategic partnerships with universities in Zhuhai, China, to share resources and organise joint projects.  

At the 2019 AMBA & BGA Global Conference in Istanbul, the School initiated conversations with several other BGA member Schools. As a result, in 2020, the Faculty of Business, City University of Macau, signed a memorandum of understanding (MOU) with Shanghai University and started an exchange programme for professors in 2021. 

Additionally, the Business School is currently developing a start-up competition for students from universities in China and Portuguese-speaking countries to promote internationalisation and engage strategic partners. The School reached out to AMBA/BGA member Schools in China to join. 

Further results

Moreover, students are encouraged to apply for semester exchanges that the Faculty of Business has negotiated with Shenzhen University, Shanghai University, East China Normal University, the University of Granada in Spain, and Tunku Abdul Rahman University in Malaysia. The undergraduate students of the international business cohort programme were particularly well represented among successful candidates at the exchange programme.  

To improve capabilities, the School redesigned and increased resources for its junior staff development programme and defined a new strategy for the research centre, that focuses on priority research areas around growing industries within the Greater Bay Area.  

In summary, working with BGA has been a critical development for the Faculty of Business, City University of Macau, to improve strategic alignment, enhance leverage, and fulfil the needs of a broader range of stakeholders.

Want to get in touch?

For questions about BGA membership, please contact:

Victor Hedenberg

Membership Director

Victor

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Achieving positive financial results during critical times of the pandemic

The International Management Institute of St Petersburg, IMISP logo.

Achieving positive financial results during critical times of the pandemic

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October 2021

‘We became the first Russian business school to get BGA institutional accreditation. Many recommendations given to us in 2019 before the pandemic turned out to be quite relevant in the new conditions, when the number of strategic challenges that we had to face had increased dramatically.’

The business school challenges

The International Management Institute of St Petersburg (IMISP) considered the following business school challenges as the key ones:

Firstly, to focus on how to improve the visibility and communication of the school’s unique selling points, making those visible in the strategy and its communication to differentiate the school in the business education market.

Additionally, IMISP was looking to develop a more active international strategy and put a rigorous approach to reviewing potential international partnerships, and increasing expertise in online teaching, designing courses and compiling programmes in online learning and blended learning modes.

During critical times of the pandemic, the business school was striving to achieve more positive impact through the institution, students, alumni and faculty on the region’s community, society and economic values, and involving the school’s external stakeholders (alumni and corporate clients) permanently in various activities to strengthen its strategic position.

Solutions from BGA

After the peer review visit, BGA consultants concluded a report and offered several valuable recommendations regarding the challenges.

Addressing the first challenge for IMISP, the solution provided by BGA was to rely less on traditional marketing methods of ‘word-of-mouth’ or referral. Instead, was recommended to concentrate on targeting more personalised promotion and emphasising the business school’s unique selling points highlight the school’s flexibility, focusing on SMEs, pastoral care, smaller class sizes, and its intimate relationship with students and alumni.

As the business school has international aspirations, it was recommended not to neglect the latest international academic inputs and developments (particularly on emerging markets) and should strategically decide what would be suitable in the local context; this also concluded to carefully review existing plans and partnerships that needed to take place.

Integration of online learning for the school solutions was advised by analysing best practices of teaching online and developing a set of own courses and programmes fitting for online and blended learning delivery; the school should carefully increase the exposure of students to online formats without compromising the on-campus experience in both the EMBA and the executive education programmes.

The final recommendation, IMISP should create a coherent inventory of qualitative measurable impact of the institution; sustainability does not have to be ‘volunteering activities free of charge’ but should be the result of the institution’s core (and profit-making) activities.

The school should aim to harness the pool of alumni and representatives of corporate clients as guest speakers and advisors in return for building corporate relations, revenue generation, and funding sources. Therefore, it would be essential to consider how the school can formalise an active, structured alumni management system.

The impact

IMISP believes that the positive financial results of the school in the previous financial year are, to a significant extent, due to BGA impact on the business school activities and performance. Some of the recommendations provided by BGA were previously implemented during the pandemic or are still in process.

The school recruited a team of young and dynamic marketing and salespeople who introduced new approaches in commercial activities based on modern technologies and personalised communications with potential clients.

IMISP launched several short executive programmes for online delivery and increased online components in traditional programmes, making them closer to a blended format. In the previous academic year, it also launched Alumni Business Club as a community of active and loyal school graduates, meeting regularly for various activities at IMISP and delivering masterclasses to current students.

In the process, the school is currently developing a system of metrics to measure the institution’s positive impact based on the BGA Continuous Impact Model (CIM), and has reconsidered the list of international partners and is currently designing a few joint programmes with new partners in Asia and Europe.

Want to get in touch?

For questions about BGA membership, please contact:

Victor Hedenberg

Membership Director

Victor

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Strengthening the School of Management’s contribution to society through the development of a sustainability mindset

EAFIT University logo

Strengthening the School of Management’s contribution to society through the development of a sustainability mindset

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September 2021

'The main challenge of the School of Management at EAFIT University was communicating many of the ongoing activities and new initiatives in connection to the SDGs to more effectively share their impact with a broader range of stakeholders.'

The business school challenge


A key challenge for the School of Management at EAFIT University is contributing to society’s sustainable development, building on the reciprocal relationship with the community and a deep commitment to nurturing integrity, critical and strategic thinking, high-quality and impactful research, and social outreach.

This challenge implies working for human progress in the environmental, social, and governance (ESG) dimensions at the local, national, and global levels. 

Solutions from BGA


BGA suggested the School of Management at EAFIT University to implement the BGA’s Continuous Impact Model (CIM) and develop specific sustainability indicators. Precisely, to communicate its contributions more clearly to the following UN’s Sustainable Development Goals (SDGs): quality education; decent work and economic growth; industry, innovation, and infrastructure; reduced inequalities; partnerships for the goals.

The impact

The school enhanced its communications by developing the six dimensions of the continuous impact model and incorporating specific sustainability indicators linked to the school’s strategy, activities, and initiatives.

For example, the School of Management started sharing the number and content of academic research that contributes to the sustainable development of society; the number and types of study trips and special missions carried out by students to contribute to the sustainable development of the community; and the integration of the SDGs in activities with local and international organisations. Overall, these indicators have improved the school’s accountability capabilities, facilitating communication with faculty, students, alumni, and the broader community.

Achieving the BGA accreditation has allowed the School of Management at EAFIT University to strengthen an organisational culture that contributes to society by developing a sustainability mindset in students and alumni.

The school has been developing new programmes, research projects, teaching resources, and experiences that aim to create in students and alumni a lifelong commitment towards sustainability; this enables companies, NGOs, and public organisations to find in the school the motivation and support that can trigger their own contributions to the SDGs.  

Want to get in touch?

For questions about BGA membership, please contact:

Victor Hedenberg

Membership Director

Victor

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Striving to make management education more inclusive and accessible to all

School of Management, University of Braford logo.

Striving to make management education more inclusive and accessible to all

A heart-shaped lake in the middle of untouched nature - a concept illustrating the issues of nature conservation, bio-products and the protection of forests and woodlands in general. 3d rendering.
AUGUST 2021

Our School’s purpose is to widen access to quality management education that empowers people to make a difference to the community.

The business school challenge

One of the key challenges for the School of Management at the University of Bradford is to respond to the changing needs of learners and the business world and continuing to create a meaningful impact that makes a difference to their students and wider community. 

At the school, the commitment to ensuring all students achieve their potential and go on to achieve success, irrespective of their background is fundamental.  

Thus, there is a focus and need to allow more people to access the opportunities offered by the school; scaling business and community engagement initiatives; providing more diverse, work-ready talent for both small businesses and large organisations, bridging the skills gap and enabling businesses in the region and globally to access school resources and thereby supporting their development.  

The subsequent challenge is getting students to be equally committed to the mission and staying engaged with various programmes that have been developed to empower them, including participating in the existing skills development programme such as Career Booster workshops to enhance employability, seizing study abroad opportunities or taking on a job placement for a richer learning experience, and challenging themselves through business and community engagement activities to enhance transferable skills and confidence as well as to start building professional networks. 

Solutions from BGA

Diversity of the staff, alumni, faculty members and advisory board members is one of the school’s biggest strengths that needs further leveraging to the school’s advantage in overcoming the challenges.  

One of the solutions recommended from BGA for the school is to reflect on the existing initiatives alluding to the attainment of its goals and overcoming the challenges, that they are equally available for all and suit the demographic background of these students. A big pool of alumni and a great connection with local, regional, and central businesses, corporations, as well as private and public institutions are another strong suit that needs to be capitalised.  

The BGA’s Continuous Improvement Metrics (CIM) is a powerful tool that enables effective monitoring of progress in this aspect, hence having the potential to become one of the key instruments for the school.   

The impact

The BGA accreditation has influenced the School’s offering in many ways, including inspiring direction of travel as a School that is committed in making an impact on their students and the wider community it serves. Internally, the process has improved organisational buy-in and governance, especially with the use of CIM to track and monitor progress across different dimensions and the key priority areas.  

Externally, it has helped to enhance the quality of programmes as well as other initiatives offered, which has enriched the students’ learning experience and values that the School delivered. It also acknowledged that the support provided to the accredited School students and alumni (i.e., consultancy services and materials) for their professional and personal development are overwhelmingly positive, especially in helping them to secure employment as well as to grow their career.  

BGA has also broadened opportunities for members of the school to disseminate their research, enabling a far-reaching audience through webinars and magazine articles, putting the School in a much desirable spotlight.  

Want to get in touch?

For questions about BGA membership, please contact:

Victor Hedenberg

Membership Director

Victor

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