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ESADE MBA City Monitor 2015

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According to the MBA City Monitor, an study published by ESADE's Director of Global Intelligence and Strategic Initiatives, Ivan Bofarull, Barcelona is the 8th most attractive city in the world and the 3rd in Europe for international MBA students.
ESADE's MBA City Monitor analyses the capacity of various cities to attract international MBA students. This study shows that students consider location to be the third most important factor in their choice of an MBA programme.

Ivan Bofarull, ESADE's Director of Global Intelligence and Strategic Initiatives.

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ESADE MBA City Monitor 2015

  1. 1. 1 MBA  CITY  MONITOR Ivan  Bofarull Director,  Global  Intelligence Barcelona,  Oct  2015
  2. 2. 2 Aknowledgment • I  want to thankDr.  Xavier  Mendoza  (ESADE),  who published “Business  Schools and  attractingtalent to Barcelona”  in  2008  (Paradigmes magazines,  issue #1,  Dec.08). • The MBA  City  Monitor,  although consideringa  methodologywith significant variations, has  been inspiredbyhis vision.  
  3. 3. 3 Sources  of  data • Financial Times  MBA  rankings  2013,  2014,  2015 • Bloomberg Business  Week MBA  rankings,  2014 • Financial Times  ranking  of  “top  MBA  programs for entrepreneurship”,  2015 • Economist Intelligence Unit (EIU)  “Hotspots 2025”  city report,  2013 • Global  Talent Risk report,  Boston  Consulting Group (BCG) and  World Economic Forum,  2011 • The 4  global  forces …  ,  McKinsey Global  Institute (MGI),  2015 • “The Second Machine  Age”,  E.Brynjfolsson &  A.McAfee (MIT),  2014 • “The Economic case  for welcoming immigrant entrepreneurs”,  Kauffman Foundation,  2015 • Google  maps • LinkedIn  
  4. 4. 4 Cities,  talent  attraction & MBAs
  5. 5. 5 Cities  and  talent  attraction • “The global  talent riskis growing.  Soon staggering talent gaps  will appear in  large parts of  the world threateningeconomicgrowth.  Economies will struggle”.  (BCG)   • “The roots of  talent scarcityin  the Western  hemisphere are  no  mystery:   populations are  ageing rapidlyand  educational standards are  insufficient.”   (BCG) • We will see competition for talent on an unprecedented scale.  Human   capital  is replacingfinancial capital  as  the engine of  economic prosperity.”   (BCG) • On top  of  that,  In  the Second Machine  Age,  competition for highly-­‐skilled talent will intensify(Brynjfolsson&  McAfee,  MIT) • “The US  will need to add 25  million+  workers to its talent base  by2030  to sustain economicgrowth.  Western  Europe:  45  million+.”  (BCG)
  6. 6. 6 Cities  and  talent  attraction • 50%+  of  the world’s populationlives in  cities,  which generate 80%  of  the GDP  worldwide.  (EIU) • Urbanization,  a  major disruptive force (McKinsey Global  Institute) • Global  hubs increasinglyinfluential:  decisionsmade from  a  city-­‐ perspective (for instance,  the case  of  the City  of  London,  Hong  Kong,   Singapore,…)  rather than a  country  or regional  perspective.  (EIU) • New  highly-­‐skilled,  creative,  global  class – Increasingly urban (Martin  Prosperity Institute,  U.Toronto) – increasingly mobile,  which increases city’s competition for talent attraction and   retention.  (BCG) • As  much as  American  cities capitalized talent mobilityin  the wake of  the Second World War,  a  question looms today:  which cities will capitalize on the global  talent mobilityflows after the Great  Recession and  the Dawn of   the Second Machine  Age?    (EIU)
  7. 7. 7 The  MBA  City  Monitor • Is  there  any  tool  or  actionable  metric  that  we  can   provide  for  cities  to  measure  their  ability  to  attract   global,  highly  skilled  talent?
  8. 8. 8 The  MBA  City  Monitor • Location &  MBAs have a  lot to do  with each other à Location is a  major driver  prospective students consider before applying to MBA   programs. • MBA  students &  alumni are  key for cities within a   context of  “global  talent risk”*:  top  MBAs are  a   unique talent platform cities can  tap for their economic growth. • Why not predicting a  city’s appeal  for talent with a  single  metric?:   How many top  international students are  doing an MBA  in  your city at  any time  of  the year?  
  9. 9. 9 The  MBA  City  Monitor.  Inputs. When it comes  to consider MBA  students/alumnia  talent platform for cities,   we should make two previous considerations: • Sample “Curation” – MBAs have to be  a  reliable,  “high-­‐quality”  source of  talent for the city.  We have taken the Financial Times  MBA  ranking  as  a  signal of  this quality à only programs ranked by FT   have been considered as  a  base  for our calculations.   • Size and  networkeffects – Volume is relevant to produce  network effects.  An extra  effort has  been put in  the calculations to include not only MBAs within specific city limits but in  a  metro  area and   beyond ,as  long as  the city is within a  2  hr.  driving distance.
  10. 10. 10 The  MBA  City  Monitor.  Inputs Definition of  the universe and  methodologyfor the purpose of  the MBA  City   Monitor: Criteria that have to  do  with “sample curation” • The MBA  program has  been ranked by the Financial Times  in  at  least one of  the last three editions of  the MBA  ranking • Full  Time  general  management program (not part time,  evening,   specialized,  and  other variations) • International  students (international mobilitypresumes  a  higher level of   commitment with a  specific destination)
  11. 11. 11 The  MBA  City  Monitor.  Inputs Definition of  the universe and  methodologyfor the purpose of  the MBA  City   Monitor: Criteria that have to do  with “size /  network effects” • Enrollments,  not intakes (BloombergBusiness  Weekschool profiles)   – Intakes would over-­‐represent cities with one-­‐Year MBA  programs. • Urban areas,  not strictlycity limits (for instance:  Oxford  and  Cambridge   add to London) – Max.  2h  driving distance according to Google  Maps (without traffic)
  12. 12. 12 The  MBA  City  Monitor.  Outputs • City  ranking  bytotal  international enrolled students • City  ranking  bytotal  international enrolled students(per  1  million citizens) – When it comes  to  enrollments per  1M  people,  only cities/metro  areas larger than 1M have been considered • Country  ranking  bytotal  internationalenrolledstudents
  13. 13. 13 The rankings
  14. 14. 14 The Top  10  Cities By international enrollment
  15. 15. 15 #10.  Raleigh-­ Durham,  NC International  enrollment:  630 Total  enrollment:  1,454 International  enrollment per  1M:  370 -­2
  16. 16. 16 #9.  Singapore International  enrollment:  677 Total  enrollment:  742 International  enrollment per  1M:  128 =
  17. 17. 17 #8.  Barcelona International  enrollment:  771 Total  enrollment:  873 International  enrollment per  1M:  143 *BCN  has  dropped  3  spots  in  the  ranking  because  Eada,  one  of  the  top  three  b-­schools  in  the  city,  has  not  been  ranked  among  the  top100  by  the  FT  in  the  last  3  years -­3
  18. 18. 18 #7.  San  Francisco   –San  Jose International  enrollment:  804 Total  enrollment:  1,548 International  enrollment per  1M:  125 +3
  19. 19. 19 #6.  Toronto   International  enrollment:  808 Total  enrollment:  1,384 International  enrollment per  1M:  145 +1
  20. 20. 20 #5.  Paris International  enrollment:  860 Total  enrollment:  911 International  enrollment per  1M:  83 +1
  21. 21. 21 #4.  London International  enrollment:  938 Total  enrollment:  1,042 International  enrollment per  1M:  63 -­1
  22. 22. 22 #3.  Chicago International  enrollment:  1,124 Total  enrollment:  2,661 International  enrollment per  1M:  118 +1
  23. 23. 23 #2.  New  York International  enrollment:  1,167 Total  enrollment:  2,693 International  enrollment per  1M:  61 =
  24. 24. 24 #1.  Boston International  enrollment:  1,637 Total  enrollment:  3,694 International  enrollment per  1M:  363 =
  25. 25. 25 Rank City International  MBA   enrollment 1 Boston 1637 2 NY 1167 3 Chicago 1124 4 Toronto 808 5 SF  /  Silicon Valley 804 6 Raleigh-­‐Durham,   NC 630 7 Philadelphia 572 The top  in  North   America *Only urban areas with: -­ 500+  intl’  MBA  students
  26. 26. 26 Rank City International  MBA   enrollment 1 London 938 2 Paris 860 3 Barcelona 771 4 Madrid 531 The top  in  Europe *Only urban areas with: -­ 500+  intl’  MBA  students
  27. 27. 27 The Top  10  Cities By international enrollment per  1M  population
  28. 28. 28 Rank City International   MBA  enrollment Int’  enrollment per  1M 1 Boston 1637 363 2 Raleigh-­‐Durham,  NC 630 315 3 Toronto 808 145 4 Barcelona 771 143 5 Singapore 677 128 6 SF-­‐Silicon Valley 804 125 7 Chicago 1124 117 8 Philadelphia 572 95 9 Paris 860 83 9= Madrid 531 83 The  top  10  cities by  international   enrollment  per  1M* *Only urban areas with: -­ 1M+  pop. -­ 500+  intl’  MBA  students
  29. 29. 29 Rank City International  MBA   enrollment x 1M 1 Boston 363 2 Raleigh-­‐Durham,  NC 315 3 Toronto 145 4 SF  /  Silicon Valley 125 5 Chicago 117 The top  in  North   America (x  1M) *Only urban areas with: -­ 1M+  pop. -­ 500+  intl’  MBA  students
  30. 30. 30 Rank City International  MBA   enrollment x 1M 1 Barcelona 143 2 Paris 83 2= Madrid 83 4 London 63 The top  in  Europe (x  1M) *Only urban areas with: -­ 1M+  pop. -­ 500+  intl’  MBA  students
  31. 31. 31 Top  countries
  32. 32. 32 Rank Country International  MBA   enrollment 1 US 10,202 2 UK 1,400 3 Canada 1,211 4 Spain 1,003 5 France 887 6 Singapore 677 7 China 527 Top  countries
  33. 33. 33 Takeaways • The US  is still the dominant country  in  the world when it comes  to attractinga  global  top-­‐notch MBA  population(close to 60%  of  total). • In  particular,  the East  Coast attracts 1/3  of  the global  top  MBA  population,   and  the Ivy League  corridor accounts for almost 20%! • However,  the San  Francisco  -­‐ Silicon Valley  area has  experienced the highest growth in  the last 3  years.  A  plausible  explanation is that MBAs increasinglyconsider workingin  start-­‐ups  a  main career option. • Outside of  the US,  the UK,  Canada,  Spain and  France  are  the leading countries,  while Toronto,    London,  Paris  and  Barcelona/Madrid  their key hub cities. • Emerging hubs in  Asia  still struggle to have a  relevant population of  this type of  international students (in  this program format). • For both cities and  countries,  the global  MBA  populationin  top  programs,   should be  one of  the targets  of  specific policy initiatives that help to   address the “talent risk”  in  the decades to  come  (see Appendix)
  34. 34. 34 Appendix (1) • In  2015,  Kauffman Foundation released a  major research on the impact of   immigrants into the American  entrepreneurial ecosystem: – 24  out of  the top  50  venture-­‐backed startups had at  least a  foreign-­‐born co-­‐founder – 40%  out of  the Fortune 500  founders were foreign-­‐born or son/daughter of  immigrant. • MBAs are  not a  majorityamongco-­‐founders (Inc.  Magazine)  but are   instrumental  in  makingstart-­‐ups  successful (hired for management team). – In  top  MBA  programs,  between 80%  and  100%  of  startups are  still operating three years after (Financial Times  “top  MBA  programs for entrepreneurship”). • In  Barcelona: – 40%  out of  Wired Magazine’s hottest startups (2014)  have a  foreign-­‐born founder. – 10%  of  top  MBAs start up  new  businesses. – 80%+  are  foreign-­‐born. – 80%+  are  still operating after three years.
  35. 35. 35 Appendix (2) • International  students in  top  MBA  programs can  be  instrumental  in  the configurationof  a  healthyand  robust entrepreneurialecosystem. – Foreign-­‐born citizens seem to  have incentives  to  give the “extra  mile”  when it comes  to   entrepreneurship or simply put,  are  more  creative because of  the “out-­‐of-­‐the-­‐comfort-­‐ zone”  context where they develop. – Top  MBA  students have specific abilities instrumental  for the success of  startups and  for entrepreneurial ecosystems to  thrive. – Local  governments should address specific policies to  tap into this talent base  and   facilitate this virtuous cycle to  happen.  
  36. 36. 36 @ivanbofarull