Rising Popularity of Specialist MPhil Degrees Among Senior Executives

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JEREMY MAGGS: Today’s business leaders are navigating a landscape characterized by persistent disruptions, geopolitical tensions, technological advancements, and economic volatility. This scenario compels executives to make complex decisions that have far-reaching consequences.

Consequently, an increasing number are turning to specialized postgraduate education to expand their strategic perspective beyond the traditional MBA [Master of Business Administration].

The Gordon Institute of Business Science [Gibs] has created a series of research-driven MPhil [Master of Philosophy] programs specifically aimed at experienced executives who wish to enhance their analytical capabilities and strategic vision.

I’d like to welcome Dr. Jill Bogie, director of sustainability initiatives for Africa at Gibs and the lead faculty for the MPhil in Corporate Strategy. Jill, it’s great to have you here.

This topic is quite intriguing. Many executives already hold MBAs. What do you think drives the current trend towards specialized master’s degrees like the MPhil? Are they filling a void left by conventional business education?

JILL BOGIE: Thank you, Jeremy, for that thoughtful introduction. This is a question we began to investigate after launching our programs. The MPhil in International Business was introduced in 2018, followed by the MPhil in Corporate Strategy in 2019.

Initially, the MPhil in Corporate Strategy had around 65 to 70 students, and now enrollment has increased to 90.

Our experience has shown a significant demand for these programs. In hindsight, many students have mentioned how transformative the experience has been.

The MPhils provide a markedly different experience compared to the MBA. While the MBA caters to middle managers and those looking to expand their career options—many of whom are engineers—our MPhil programs target seasoned professionals aspiring to advance into senior management and executive positions.

The MPhil delves deeply into the subject matter. It challenges you to consider whether you aim to enhance your qualifications and enhance your understanding of multinational operations and international trade.

If that aligns with your aspirations, the MPhil in International Business is tailored for you.

The MPhil is an in-depth study of corporate strategy, centering on strategy rather than leadership.

We attract senior executives, including those in strategic advisory roles to the board, looking for more depth, structure, and diverse perspectives in navigating this complex world.

JEREMY MAGGS: Jill, we will discuss the details of these programs shortly, but I want to touch on the term “deep dive.” Recognizing that these programs are research-led, how does research training sharpen decision-making skills for senior executives in their organizations?

JILL BOGIE: This is an excellent point. Having been an executive for 40 years, I pursued a master’s degree in my 50s, and I was astonished by how much I gained. It’s one reason I teach research methodology; I think it equips individuals with critical skills for maneuvering through today’s complexities.

We live in a binary world—right versus wrong, taking sides. In such a scenario, understanding multiple perspectives is vital.

Grasping the complexities of our world requires depth, achieved through a structured approach.

Through the research process—both my own journey as an executive and for my peers at Gibs—we share a genuine enthusiasm for business. We need to value different viewpoints. Research allows you to explore a particular topic and employ various methods, whether through surveys or structured interviews, enhancing your comprehension of specific challenges.

Engaging in this research allows you to transcend binary thinking and consider how others perceive the world.

This research methodology encourages executives to not just articulate academic points but also to expand upon their existing business knowledge.

It demonstrates how academic inquiry can enrich your skill set in a manner that addresses critical questions that you, as a senior executive, care about.

JEREMY MAGGS: Your emphasis on “useful” is noteworthy, as some may argue that academic research often falls behind the fast-paced corporate world. It’s essential to align your programs with real business needs.

JILL BOGIE: You’re absolutely right. Even as I transition from business to academia, I find the traditional academic publication process frustratingly slow.

My top article took five years to see the light of day, which is why I prefer engaging with students differently.

The research component of our MPhil programs encompasses a nine-month project. The aim is to ensure it provides real benefits to businesses.

It’s not difficult for a business school to ensure that students address real-world challenges.

I remind my students, “Your objective here is to show that you can apply a structured methodology to your inquiries.”

As a business professional, I know you can discuss the significance of your topic for hours. However, we strive to create a structured learning environment that enables broader and deeper insights.

Thus, we steer clear of the traditional frustrations of academic publishing.

JEREMY MAGGS: Let’s revisit the key elements of your offerings. The programs cover corporate strategy, international business, change leadership, and leading in new economies—each vital in its own right.

What led to the selection of these four domains, and how do they address the leadership gap you’re aiming to fill?

JILL BOGIE: These areas have developed over time. As I mentioned earlier, the MPhil in International Business and the MPhil in Corporate Strategy were the first to be launched, while Change Leadership emerged a few years later. Leading in New Economies is a newer addition.

Many of these programs were envisioned back in 2018, though the lengthy academic registration process delayed their rollout.

Nevertheless, they complement each other well, forming a cohesive suite. Two focus on strategy—International Business and Corporate Strategy—while the other two center on leadership.

Change Leadership emphasizes the human dimension rather than merely addressing any change.

There’s a prevailing view, both in academia and industry, that change initiatives frequently fail or are overly costly.

Although I’m not an expert in leadership theory, my practical experience with various change programs has underscored the importance of putting the human aspect front and center.

Dr. Dots Ndletyana specializes in this area, focusing on the leadership challenges that come with change.

Leading in New Economies tackles higher-level questions regarding agency—specifically, how organizations or individuals can effectively operate within their markets, addressing both local and global concerns.

JEREMY MAGGS: This focus is critical amidst geopolitical fragmentation and trade tensions. Executives must cultivate a deep understanding of complex contexts to navigate economies like South Africa’s.

JILL BOGIE: You’re absolutely correct. One fascinating aspect of the Corporate Strategy and International Business programs is the vibrant peer learning environment these classes foster.

My students continually express how much they learn from their peers, leveraging that network for personal and professional growth.

This collective drive to gain insights into doing business in Africa and globally enriches the learning experience. We start with seasoned executives who recognize the need to deepen their understanding of complexity.

I emphasize the term complexity because I impart systems thinking principles derived from scientific concepts, examining how they apply in the business realm and offering alternative viewpoints.

In today’s environment, binary thinking falls short. Current events illustrate the failure to appreciate nuance. For business executives, this creates a stimulating landscape for exploration.

The Corporate Strategy program kicks off with our esteemed founder, Professor Nick Binedell, who continues to educate students on geopolitics.

Each year introduces new dynamics to the program while retaining a consistent structure, as he engages students with the latest geopolitical developments.

JEREMY MAGGS: To conclude, given Professor Binedell’s insights, have you pondered the type of new leadership required in societies like South Africa, which face structural changes and enduring inequality?

JILL BOGIE: Absolutely. At Gibs, we pride ourselves on maintaining a close connection with the business community. Our primary academic clients hail from South Africa’s corporate sector.

The three pillars of Gibs’ strategy emphasize climate leadership that encompasses both environmental and social considerations, alongside digital and humane leadership.

These tenets echo our founding mission when Gibs was established 25 years ago, parallel to the launch of the United Nations Global Compact.

The societal role is embedded in the core of Gibs, a legacy of Professor Binedell upheld by Nicola Kleyn and Dean Morris Mthombeni.

Many of my international colleagues, especially through my involvement with the United Nations Principles for Responsible Management Education, are intrigued by how businesses and business schools in South Africa are merging social responsibilities with environmental concerns, all while educating new generations of leaders about the meaning of performance today.

JEREMY MAGGS: That wraps up our discussion about the Gordon Institute of Business Science and its focused MPhil programs for experienced executives looking to enhance their analytical skills and strategic insights.

Thank you, Dr. Jill Bogie, for your valuable insights as director of sustainability initiatives for Africa at Gibs and lead faculty for the MPhil in Corporate Strategy. Thank you once again.

JILL BOGIE: Thank you, Jeremy.