From CIO Insight: John Parkinson asks an important question — how well can business schools prepare their students to take leadership positions in information technology and innovation?
Graduate education emphasizes meta-learning, or the ability of learning how to learn. A successful master’s degree candidate has demonstrated that they understand and use the course material, and that they can continue to learn and grow as professionals and scholars.
The MBA degree program is fundamentally different from more specific degrees programs. I speak from experience — I earned an MBA as a full-time student at Rollins College in 1988, and I’ve been program chair of an MSIS program for the last 3 years. I also teach dozens of MBA and MSIS students every year. I have a bio page here.
MBA programs provide broad cross-training
An MBA program provides cross-training over several required topics (finance, accounting, marketing, management, law, technology, strategic management) and a handful of specific electives. However, some MBA programs have no electives at all. Other MBA programs have specific areas of interest, such as entrepreneurship, technology, or vertical markets.
A major part the MBA program’s value lies in the integration among the courses. As this is a master’s program, students must do the integrative work themselves, using the frameworks provided by their faculty. This represents the integration of functional areas into business, corporate, and enterprise strategies.
MSIS programs provide managerial and technical preparation
An MSIS program tends to focus on technical skills (telecommunications, software, hardware) and management skills (project management, knowledge management, strategic management). Again, the students follow a framework provided by the faculty as they integrate their knowledge.
If we treat IS as a functional area, and innovation as a process to be managed, the role of the IS professional is to help the organization deliver more value and effectiveness through technology and innovation.
Parkinson’s thesis — that deep scholars are difficult to find — has some merit. Many organizations select CIOs who have demonstrated management ability, but who have limited technological experience. These CIOs are expected to be “quick studies” as they master the technologies and processes that provide value in their organizations.
The MBA degree has often be derided as the “quick study” certificate. Because MBA students get only one or two classes in each of the core functional areas, they learn how to perform rapid analyses that may be sophisticated, but may also lack detail and rigor.
On the other hand, Herbert Simon pointed out that decision-making is usually constrained by the bounds of time, space, and our own cognitive abilities. Managers want to optimize, but they end up satisficing, or making do with less in oder to complete the task at hand. This Wikipedia article has more information and links about Simon’s work, and any good principles of management textbook should discuss Simon as well.
Information systems and technology allow managers to extract more precision and process more data in their everyday work. While IS professionals are essential to this task, they do not necessarily understand the strategic value of the systems they develop, implement and maintain.
In the end, MBAs depend upon IS professionals, and vice versa.
Pingback: Customer lock-in