Globalization of HBS, The

Tarun   Khanna; Rakesh  Khurana; David  Lane

Case | HBS Case Collection | November 2002 (Revised August 2004)

Globalization of HBS, The

by Tarun Khanna, Rakesh Khurana and David Lane

Abstract

Sets the stage for a discussion on the globalization of the MBA degree and variations on the idea that Harvard Business School (HBS) can play a role in shaping business education around the world. Describes the forces leading to greater convergence around the MBA degree as an important indicator of managerial competence and HBS's response to these forces. Provides background information on the globalization of the MBA degree, a history of the founding of the school, a history of various HBS international initiatives over the past 75 years, and the current challenges perceived by HBS administration in responding effectively to the forces of globalization.

Keywords: Business Education; Globalization; Education Industry; Boston;

Format: Print

23 pages

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Citation:

Khanna, Tarun, Rakesh Khurana, and David Lane. "Globalization of HBS, The." Harvard Business School Case 703-432, November 2002. (Revised August 2004.)

The case explores the strategic decision of global non-profit startup accelerator MassChallenge on whether to pursue a for-profit spinoff, discussing: (1) the costs and benefits of this decision, (2) how best to manage the risks of the decision, and (3) alternative pathways to ensure business sustainability and success.

Case | HBS Case Collection | July 2020

Super 30: Educating the Elite Poor

Prithwiraj Choudhury, Tarun Khanna and Shreya Ramachandran

In the summer of 2019 in New Delhi, S K Shahi and his daughter, Meenakshi, faced a difficult problem. India had 19 centers of their non-profit, the Center for Social Responsibility and Leadership. Also called the 'Super 30' program, this offered free training for India's rigorous engineering entrance exam, the Joint Entrance Examination, to 30 - or sometimes 50 or 100 - high school graduates, selected by merit. Shahi and Meenakshi ran these centers using the corporate social responsibility funds donated by large state-owned companies in India, and some private companies. They had been operational for over a decade, with alumni working in academia, top tech companies, and education, having graduated from India's best colleges. They now had a difficult decision to make: should they expand in large metropolis cities - New Delhi; Kanpur; Mumbai - that would attract talented youth from all over India? Or else, given India's remote geographies and uneven distribution of income and educational benefits, was it best to expand to these tough regions to help those who most needed it? An additional source of concern was the operational and logistical cost of running centers in different parts of the country. What was the best way forward: city or town, urban or remote? New Delhi or Kashmir?

Keywords: Education; Higher Education; Diversity; Nonprofit Organizations; Operations; Expansion; Geographic Location; Strategy; Decision Making; India;

Citation:

Choudhury, Prithwiraj, Tarun Khanna, and Shreya Ramachandran. "Super 30: Educating the Elite Poor." Harvard Business School Case 621-004, July 2020. View Details

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