QS EXECUTIVE MBA RANKING 2021: MIP POLITECNICO DI MILANO’S EXECUTIVE MBA AMONG THE BEST IN THE WORLD

The School of Management of Politecnico di Milano takes 73rd spot worldwide and 31st in Europe, as per the Quacquarelli Symonds ranking published today

MIP Politecnico di Milano, the Graduate School of Business at Politecnico di Milano’s School of Management, again rated one of the best business schools in the world. QS Executive MBA Rankings 2021, published today by global higher education consultants Quacquarelli Symonds (QS), lists MIP in 73rd place out of 176 business schools worldwide for the outstanding quality of its Executive MBA, and it tops the list in Italy. In Europe, MIP is placed 31st out of 60 business schools. This year, QS has included the highest ever number of schools in its rankings, 35 more than last year, so this achievement is even greater, and the School has been firmly in the rankings since it first made its entrance in 2018.

On analysing the individual parameters used to determine the rankings, MIP has improved its score in employability and post-MBA salaries. The score given by QS in Career Outcomes (Promotions and Salary Increase) confirms the efficacy of MIP’s programmes in accelerating the professional growth of managers and entrepreneurs. MIP’s internal surveys show that, in 75% of cases, having a Master can lead to promotion, and post-MBA salaries rise by about 50% after three years. MIP also scored well in Diversity, and compared to 2020, more students from different nationalities are now studying at Politecnico di Milano’s Business School.

MIP’s Executive MBA also stood out for Employer Reputation, at 43rd place (19th in Europe) and for Thought Leadership / Academic Reputation, in 74th place (31st in Europe). The first of these categories measures how tens of thousands of employers in companies across the world rate the programmes, and the second measures the reputation of an MBA programme, according to the national and international academic world.

In the words of Vittorio Chiesa and Federico Frattini, President and Dean of MIP Politecnico di Milano, respectively: “The continuing inclusion of our school over the years in authoritative rankings such as the one published by QS is a formal endorsement of the high quality of our programmes, in this case our Executive MBA. The professionals and managers who take our courses understand that upskilling and reskilling are essential to help them emerge in today’s continuously advancing job market. The excellent results achieved this year in the QS Ranking are a great source of pride, especially as they underline the value of our reputation in the eyes of employers from across the world. The name and strength of the MIP – Politecnico di Milano brand are key elements in attracting all the many professionals who wish to invest in their lifelong learning. In the past few weeks, we have welcomed 80+ new participants to our Executive MBA lecture rooms, from a variety of positions and industries.”

Go to  www.topmba.com to see the complete QS Executive MBA Rankings 2021.

From the fisherman to the customer, via MIP: the case of Orapesce

The study on the food sector. The idea born on the beaches of Rimini. And then the support of MIP, followed by the choice of equity crowdfunding: Giacomo Bedetti, 2016 part-time EMBA alumnus, tells us about the origins of Orapesce, a digital fish market service.

Innovation was born in the classrooms of MIP. Evidence of this is Orapesce, a startup that operates in the fish market by offering its customers the possibility of purchasing fresh fish online that is delivered directly to their homes. «Analysing the performance of the grocery sector, it was evident that the growth of digital consumers in the food sector was a significant trend», explains its founder Giacomo Bedetti, 2016 part-time EMBA alumnus, telling us about the genesis of the project. «Then, talking to a fisherman friend in Rimini, the spark came that led to the idea».

MIP’s added value

Indeed, until the creation of Orapesce, «a digital fish market service didn’t exist», explains Bedetti. «It was an opportunity to be seized immediately, creating a business-oriented group». In the ideation phase, MIP played an extremely important role. «Being able to explore the potential of this idea during the Executive MBA programme I was attending was crucial. Alongside a strong motivational element, there was the contribution of Professor Antonio Ghezzi, who gave us the tools to read the business and the relative metrics. And then we were able to count on the support and experience of skilled professionals». A series of elements that contributed to an excellent start on the market: «The phase of project work for Orapesce ended in July 2018, and we posted revenue of 100,000 euros in 2019. An extraordinary result, that wouldn’t have been possible without the support of MIP».

Equity crowdfunding to boost communicative momentum

At this moment, Orapesce, after 14 months of activity, finds itself in an extremely delicate phase of its life. «It’s the hard reality of startups. Either you grow, or you die», explains Bedetti without mincing words. Growing means achieving significant numbers, and this is often tied to visibility. «It’s one of the reasons we decided to finance this business exploiting the equity crowdfunding model, that allows those enrolled to invest in innovative projects. We succeeded in bringing Orapesce on Mamacrowd, which in Italy is the best possible platform for this model». At end February, Orapesce on this platform raised 381% of the minimum set goal, for a total of over 300,000 euros. «But the economic factor isn’t everything», reveals Bedetti. «For Orapesce, Mamacrowd was a commercial showcase. It’s not easy to gain the attention of 100,000 contacts, instead in this way we were able to take advantage of a real flywheel effect».

Goal: become a marketplace

Those who have visited the site of Orapesce will have realized that it’s not limited to being a shop, but also proposes a series of contents to users. «Our goal in this stage is to establish a brand that sells fish. But this is only the first step», explains Bedetti. «What we really aim for is the strengthening of a marketplace that puts consumers and producers in contact. In our future development there is a model in which earnings will be based mainly on commissions on exchanges within this network». For this reason, the site is rich in interviews with chefs and fishermen: «We want to use the possibilities of new devices to offer a path to the consumer, and to establish a strong digital identity».

The importance of soft skills

And if within Orapesce the importance of digital goes hand in hand with that of logistics, we must not neglect the general management skills that allowed Bedetti to create this startup. «I’m not talking so much about hard skills, but of soft ones. I attended the Executive MBA programme as someone over 40, I already had a lot of experience behind me. I didn’t need another title, but I felt the need to improve myself. That’s why I chose this master’s programme. There’s nothing more valuable than soft skills: knowing how to negotiate, knowing how to build relationships, being a good leader, today, are essential skills for those who aspire to become a manager or an

Learning in pandemic times

The spring of 2020 came with some unexpected news: with the arrival of a pandemic emergency, everything needed to be changed.

All businesses, from manufacturing firms, small retail companies and even single professionals, had to review their way of operating in order to adapt to distance working. Normal life became familiarized, with major and minor difficulties, with the policy restrictions imposed by each government. And, of course, education has also been impacted by the necessity to deal with the impossibility of having face-to-face lessons.

The widespread concept of didactics includes three main components. Essential is the ability to transfer knowledge, including theories, principles, models and best practices. The student needs to understand the “know” of a specific subject, through personal study and direct clarifications. But then with the next step comes the “know-how” to apply the knowledge to cases and problems. It needs practice and exercises to build skills, considering hard skills relating to the subject but also soft skills, more and more important in today’s working environments. And once the topic is clear, you are able to apply, socialize with other students and practitioners, trial real cases and review them with professional and personal experiences where they have been already faced. In other words, create your demonstrable and recognized competences.

When switching from an onsite to a remote approach, considerations go beyond only being enabled to participate in lessons from home. It’s necessary to reformulate the way of explaining, teaching and helping the student to learn. It is surely a process that needs time to reorganize and to prepare the required tools. In this context, the i-Flex program makes its entry. By now, I have been following the i-Flex Executive Master in Business Administration at MIP for several months. The inherent concept of the i-Flex program conceived a learning path which would already be online, hence there has been minimal impact following the restrictions and changes imposed by the critical situation. The teaching combines tools, documents and videos which can be followed remotely in your own time, lessons via video conferencing with professors, series of additional webinars to improve learning and review concepts, forums where you can meet other students and professors in order to refine understandings, and so many other things.

Distance learning comes with additional benefits such as a customized path, extracurricular materials and insights, and a personalized schedule. Considering that “out of crisis comes opportunity”, what better occasion to appreciate what distance learning allows you to achieve?

“The Chinese use two brush strokes to write the word ‘crisis.’ One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger ̶ but recognize the opportunity.”

About the author
Vito Conversano

Student of the International Flex Executive MBA at MIP Politecnico di Milano.
Chief Information Officer @ San Marzano Vini SpA with extensive international experience in IT & strategic consultancy for fortune 500 companies. Creative, Curious, Travel lover. Passionate about discovering new concepts, learning continuously and developing new ideas.

What are the differences between an MBA and an Executive MBA?

difference MBA and Executive MBA

 

The Master’s programmes offered by the School of Management of the Politecnico di Milano differ in the seniority of the students (and thus also in teaching approach). But the objective is always the same: to create genuine business leaders

 

The Executive MBAs and the MBAs of the School of Management of the Politecnico di Milano are intensive Master’s courses with a specific focus on general management. The main objective of both programmes is to enable participants to develop the extensive managerial skills required to become a true business leader. The substantial difference between an Executive MBA and an MBA is instead the seniority of the course participants. An MBA is aimed at students and graduates who have between three and five years of experience, while an Executive MBA is aimed at those who have more than five years’ seniority, i.e. managers and professionals who want to improve their professional career in business.

 

New graduate or experienced manager? We have a Master in Business Administration to suit both

Antonella Moretto, Deputy Director of the MBA & EMBA area, explains that, in reality, the seniority found in Executive MBAs can even be much higher. “On an Executive course, the average seniority in the classroom is 13-14 years’ experience. This affects the teaching approach: given that we are talking about individuals with a great deal of experience, the objective is not only to transfer knowledge, but also to work a lot on brainstorming within the classroom, on opportunities for discussion, on heterogeneity. The expertise of the students themselves is a resource that we exploit.
Therefore, the level among participants is very high: you learn to read the current macrotrends in enterprises and in international scenarios, so that management figures can become more effective decision makers.

 

The teachers are managers with vast experience

Another difference concerns the figures engaged in the classroom. The traditional lessons of the MBA and Executive MBA are complemented by learning by expert and learning by doing activities. “The Executive MBA courses engage teachers who hold the top corporate positions, such as managing directors and director generals,” explains Moretto. “These are recognized leaders, with particularly advanced soft skills. This allows participants to build a valuable network, by learning from persons of recognized reputation.
The MBA course is similar but different. The principle is the same but the management figures involved are younger,” continues Moretto. “Their experience in the classroom can be an added incentive towards understanding how to reach the same objective. In addition, in the MBA courses, learning also involves role play: students can immerse themselves in simulated situations with complex problems that they have not yet had the opportunity of tackling in their everyday real work.

 

A sole objective: to create business leaders

Aside from these two aspects, the subjects covered and the objectives are the same. “Our MBAs and Executive MBAs cover all the specific issues on how businesses work. Students come to understand all the processes and the different functions. The objective is to understand how a company works, inside and outside, the main managerial decisions to be taken,” explains Moretto. “In both courses, the issues covered start from basic business economics, organizational issues, innovation management, process management, project management, strategy and finance. The objective is not to create a specialist in a certain area; on the contrary, we want to create a figure who has the ability to become a business leader and manager, who understands the whole of the company, who knows how to interpret the dynamics of all functions and can speak a transversal language. This manager will be able to communicate effectively with any stakeholder, any function, any actor inside or outside the company.

 

 

What skills do you acquire in an Executive MBA?

 

Making decisions requires critical thinking and a solid understanding of your field. Without forgetting personal relations skills, which, in the long term, can make the difference between a simple manager and a true leader of change

 

Few things give us more satisfaction than hearing from students who, after having attended one of our Executive MBA courses, contact us years later to tell us how relevant the skills they learned continue to be,” states Antonella Moretto, Deputy Director of the MBA & EMBA area of the School of Management of the Politecnico di Milano.
People who choose to follow an Executive MBA have high expectations. It is aimed at professionals with significant seniority, already established in the world of work and willing to sacrifice a considerable part of their time. It is therefore an important commitment as well as a real investment in the future. This is why it is crucial to develop managerial skills that can be exploited in the long term.”

 

The first skill is the critical thinking

But even before the skills, the educational approach common to all our Executive MBAs involves the development of a primary capacity: of all the course objectives, critical thinking is fundamental. “All the subjects covered by the Master’s course are tackled from this perspective,” explains Antonella Moretto. “Students learn to take decisions mindfully, thanks to a critical approach that enables them to analyse situations rapidly and thus find solutions to even the most complex issues.
This forms the essential basis for the actual skills: “We go from analysing and interpreting business procedures to the ability to draw up a business plan, read a financial statement, understand the dynamics of business and identify the channels in which investors may be found. But a particularly important aspect, from our point of view, is innovation management.
In international scenarios, competition is at its highest levels, fuelled in part by increasingly invasive digital transformation: knowing how to manage and exploit it is fundamental. “Innovation should be planned carefully. It cannot be implemented without having fully understood the existing dynamics,” warns Moretto. “Only on the basis of this expertise can you revolutionize existing projects, products and business models.

 

The soft skills of a competitive manager

Don’t imagine that, being a technical school, the Politecnico overlooks soft skills in favour of hard skills. Quite the opposite. The Future of Jobs Report, produced by the World Economic Forum in 2018, shows clearly that, in 2022, it will be precisely soft skills that will be the most in demand on the labour market, especially in those areas with a noticeably fast growing economy.
The MIP follows this path. “We have always believed in hard skills and continue to do so,” explains the Deputy Director of the MBA & EMBA area, “but it has been demonstrated that, in the long term, the difference between a manager and a true leader of change within your company is given by the ability to develop excellent soft skills.” Within this same context, these skills can branch out in multiple directions: “We go from the multicultural team management to team management in increasingly virtual environments, more traditional and also more emotional leadership skills. Not forgetting public speaking and time management. All these skills were once regarded as an added benefit, whereas today they are considered indispensable for anyone aiming towards career development.

The entrepreneur born on the benches of the MIP: the history of TMI and Stefano Urbani

For many of our students, the graduation ceremony is not just the launch pad for a new adventure. This was the case for Stefano Urbani, who laid the foundations for Medical Tourism Italy with the MIP Executive MBA. A project that has now become concrete.

As is appears from the name of your company, today you deal with medical tourism. How was the interest in this sector born?

It all started in 2012: at that time I was employed in the automotive sector and I was in Turkey for work. By chance, during that trip, I came into contact with a well-known ophthalmologist Azerbaijani, who introduced me to another aspect of Turkey, that of medical tourism.
Several patients from Germany, Switzerland and the United Kingdom, from the countries of the Gulf Cooperation Council and the area of the Commonwealth of Independent States, were choosing Turkey to treat diseases and undertake various types of health or cosmetic treatments.
In fact, when we talk about medical tourism, we refer to those people who go to foreign countries for improving their health or physical condition, for example, cosmetic surgery procedures, dentistry, cardiac surgery, oncology, transplants…

In Italy, this type of market was not yet developed – except for in an unstructured way. So, as I was interested above all in the social value that is the basis of medical tourism, or to offer to a patient the possibility of finding a solution to his problem not only in his country of origin but also abroad, I started to wonder if Italy too could be competitive in this market.

TMI is a project that has become reality thanks to the Executive MBA. How?

I am an Alumnus of Management Engineering at the Polytechnic of Milan and I chose the Executive MBA of MIP, the Business School dell’Ateneo, as a tool to deepen my idea.

In fact, since 2013, I started participating in B2B events and trade shows in Europe, Arab countries, Asia and the United States.
In this way I was able to increase my network and explore the ground with both foreign facilitators – who asked me for information about Italy as a possible destination – and with Italian hospitals – interested in understanding what medical tourism was.

It was during the EMBA that I laid the foundations for my project – TMI Incoming – which was also awarded as the best project work of my course at the time of graduation.
Moreover, this allowed me to meet some of the people who are now an active part of the project, then considerably enlarging the network leading to establishing contact with Dr. Cristian Ferraris of Assolombarda. Thanks to this contact, today TMI has produced the website “healthlombardy.eu”, with the objective of presenting in an institutional manner the Lombard health excellence in the global health tourism market. This work was for TMI the opportunity to develop a Minimum Viable Product – just like they taught me in the classroom! – For our current Italian virtual hospital project on which we are working thanks to the newly established capital of Medical Truism Italy Ltd (Turismo Medico Italia Srl ).

The search for the investor was a fundamental step for TMI. What were the challenges you faced and how did Cav. Lav. Nardo Filippetti influencing the development of the project?

I have to be honest, the search was not long. In fact, we came into contact with Cav. Filippetti shortly after the end of the journey with Innovits, an innovation laboratory in which we were accelerated at the conclusion of the EMBA and which allowed us to start the project on the benches of the MIP to be marketed.
This short research time, however, has allowed us to deal with some interesting challenges, above all the paradox that every startupper must face: the numbers!
In fact, investors often support an idea only when the business is considered “reasonable”, without considering, however, that an investment is necessary for the startup to reach that level, especially in sectors where the activities of Compliance & Legal, Cyber Security, Marketing and Communication have high costs.

Moreover, it was also an opportunity to understand who the right investor for TMI was. Therefore, when we contacted Cav. Filippetti in 2017, a visionary and successful entrepreneur in the hospitality sector who had been cultivating the idea of entering this market for years, he was ready to confidently communicate the vision, strategy and service of TMI.
In fact, respect for work and for people, creativity and intuition are the values that have characterized Cav. Filippetti during his entrepreneurial career and who are part of the project TMI.
Our investor, as well as President Lindbergh Hotels Srl (Ltd.), is also President of ASTOI Confindustria Viaggi and Vice President of Federturismo Confindustria. Those are prestigious institutional positions that give us the authority we needed, in addition to daily comparison that allows us to use his skills acquired over the years for the benefit of the project. Finally, I want to emphasize that his approach has been an industrial and non-financial investor, an extremely important element that allows us to think about the long term.

How do you feel as an entrepreneur? What are the things you have learned of the EMBA that guide you today?

My personal feelings changed following the establishment with Cav. Filippetti of Medical Truism Italy Ltd (Turismo Medico Italia Srl ) at the end of 2018.
If at the beginning I was moved by the enthusiasm and the desire to communicate my project to the world, today I am comforted by the trust the investor has given me, which has become a traveling companion in hard daily work.
However, sometimes, and as I believe it is natural, the right expectations of the investor can generate fear of not making it, but we must find the right balance without creating organizational stress.

For this I have elaborated the AI-KI-DO factor: thanks to the right balance between (Ai), Harmony, (Ki) Conjunction and (Do) Union, I try every day to guide TMI towards the achievement of the set objectives, eliminating the fear of failure , which I believe is human, with the gratitude of having had an opportunity!

The awareness of the present moment and the responsibility for my actions towards the project, and the people involved, myself included, allows me to manage the economic activity by assuming the so-called business risk with the right serenity.
All this is, evidently, built on the foundations of the EMBA, first of all those on organizational behavior, strategy, project management, decision making, marketing, communication and finance. These allowed me respectively to give structure to awareness, make long-term choices, manage individual development projects, make daily choices, sell, develop brand awareness, and finally take care of the ordinary administration.
Without forgetting the people who have characterized my journey, the professors I have met and the colleagues I have known.
Now our challenge will be to be able to industrialize the product, creating efficiency but keeping the quality and service levels extremely high, with a tailor-made approach for every single request. To do this, we are adopting a lean startup methodology with the aim of avoiding waste of resources, building a sustainable business and experimenting ideas with the creative process “Creation – Measurement – Learning” (Creazione – Misurazione – Apprendimento). This methodology is being taught during the master’s, too.

What advice would you give to those who want to launch a startup today?

To begin with I would recommend being honest with yourself, asking yourself questions so as not to get hurt later. Such as how innovative you are, if it’s the right time to launch it and if you have a good team. But also how to finance yourself and where to establish it.

Another tip is to talk about your idea to as many people as possible: it’s a good way to test the interest. Often, when I talk about medical tourism, I get several questions about it. This curiosity is a good sign.
Once received a positive feedback, it is good then to take the marguerite in hand and concentrate only on a few petals, focusing time and energy.

Launching a startup is an act of great responsibility towards others, towards those who believe in the project, so I can only encourage people to do what they love. Besides being a great sacrifice, which can only lead to success with passion and dedication.

At the end I advise you to bind yourself to the vision, not to the product or service.

The factors that influence a startup’s growth path are countless and sometimes not controllable; only by leaving the ego aside of the ownership of its own idea and putting the “own creature” in the conditions of going alone can one truly show that vision which is the flame that burns inside!

Politecnico di Milano: School of Management’s Executive MBAs among top 50 in the world

School up 10 places in the QS Global EMBA Rankings 2019 from 2018 – despite stiff and greater competition.  Up also in Europe: the School is 23rd out of 55 (from 26th out of 49)

The School has a great reputation among companies, and this creates real opportunities for our students to advance rapidly in their careers – professionally and in terms of income; its teaching body and facilities are excellent; it has concrete equal opportunity policies. These are some of the distinctive factors behind the success of the Executive MBAs at the School of Management of Politecnico di Milano. Up by ten places in one year in the QS Global EMBA Rankings 2019, this underlines their place among the best 50 in the world.

In its second year, this ranking identifies the best 134 MBAs for company executives across the world (119 in 2018). In Europe, the ranking lists 55 programmes (up from 49) and the School has climbed from 26th to 23rd.

QS Global EMBA Rankings 2019 examines a series of aspects relating to each EMBA programme, looking at them through the eyes of their students. This classification goes beyond simply considering the programme’s effect on the students’ careers or its reputation within companies, which are certainly of prime importance. It also explores how each class is composed, looking at diversity and professional experience.

In the words of Federico Frattini, MBA and EMBA Programme Director: “Gaining ten places in one year is an unmistakable signal that we are responding well to the needs of our executive students and the demands of companies – where our reputation continues to grow. Our massive effort to innovate our products, renewing their content and expanding our use of digital learning is clearly proving more than successful”.

Francesco De Lorenzis

 

Francesco De Lorenzis, EMBA candidate, is now CEO at Financière Fideuram SA in Paris. We jumped on the opportunity to collect and share his success story!

 

Why did you decide to do an MBA?

More than 10 years after graduating in “Economics of Institutions and Financial Markets”, I began to notice that the business world was undergoing a profound change. Here I felt the need to undertake an Executive MBA that would allow me a better understanding and a vision of the main challenges and decisions that a company has to face nowadays. Furthermore, the MBA could guarantee me, at the same time, a suitable language to interact with heterogeneous profiles.

 

How did your current position at Financière Fideuram come about?

My experience in Financière Fideuram has led me to develop a path of professional and human growth that has always been guided by the motto “you do your duty and then let others judge you“.
Always following my life motto, over the years, I have been asked to hold the role of Financial Controller and then of the Company’s Investment Manager.
During all these years, I have earned the trust and respect from my colleagues and Top Management and now I have been appointed to lead Financière Fideuram.
I thank Fideuram again for the opportunity and trust given to me: all my efforts will be aimed at satisfying the interests of the stakeholders.

 

What’s the most important lesson that you learned during your experience at MIP?

There is not a specific lesson but the continuous learning of a cross language of innovation and transformation. The ability to face, analyse and solve complex problems in a short time, looking for non-traditional solutions and developing lateral thinking. The constant training of skills development techniques for multicultural management of teams and contexts in which the company operates.

How are you applying your MBA learnings in your current role?

First of all, I’m working on myself, to be perceived by my colleagues not as a Boss but as a Leader.
Therefore, my personal challenges are: to set a strategic direction that is clear to all members of the Company; to encourage innovative ideas; to agree with colleagues on times and methods of working; to support and develop the skills of colleagues; to build a cohesive team able to face conflicts without being overwhelmed by them; delegating as much as possible to create a climate of trust and to empower; praise employees for the quality of their work by releasing feedback and then providing real career opportunities.

 

What advice do you have for others MBA candidates looking forward to climbing the ladder?

My advice is that if  you’re interested in an Executive MBA just to get a certificate to quote in your CV, you are wasting time and money.
The competition on the labor market is not only on the certificates but on the ability to manage ideas, innovate by talking as Leader with colleagues and top management.