HEC Montreal

Born International

Driss El Mariky Driss Saghir Elia Mikhael Labid Aljundi Mark Tremblay

 Objective: Analyze the internationalization initiative of HEC Tools:

Interviews (Patry , Leroux, Talbot and Landry) EQUIS self assessment report HEC website HEC History by Paul Harvey

Internationalisation in an educational organization?

Strong local reputation of excellence World class multilingual learning environment Meeting international education standards International experience and diversity of faculty members Significant internationally oriented courses and activities content Active international presence

Contents
1. 2. 3. 4. 5. History HECs International Initiative Analysis Assessment lessons

 Founded in1907 by the chambre de commerce de Montreal. History of HEC Montral is entwined with that of Quebec and Canada. Main milestones: Launch of continuing education (evening classes) in 1917 Reform of teaching programs with the creation in 1968-1969 of the Bachelor and the Master of Business Administration (B.B.A. and M.B.A.);

History

History (Cont)
The creation in 1975 of the Centre for International Business Studies, CETAI creation of international advisory board in1994 Revision of the Bachelor and Master of Business Administration programs (B.B.A. and M.B.A.) in 1995-1996, Admission of HEC to the Confrence des grandes coles de France and membership in the IBM World Campus composed of 35 universities and colleges around the world in 1996

History (cont)
Award of Excellence for Internationalization In 1997, by Association of Universities and Colleges of Canada Launch of a trilingual journal by the CETAI entitled International Management in 1997 Award of EQUIS accreditation by the European Foundation for Management Development In 1999,

The internationalization initiative at HEC

The international orientation present in HEC since it was founded. Training professors in Europe and United States. The international experience with the developing countries since the seventies as a response to opportunities sponsored by CIDA.

The internationalization initiative at HEC (Cont)

Invite professors from international business schools to teach in HEC Develop students exchange program with other international schools and universities New clear vision brought by Jean-Marie

Toulouse in 1996 : To build une grande

cole de gestion de calibre international

Motivations

Respond to market globalization trend Respond to the future needs of Quebec enterprises with regards to the globalization of markets Prepare HEC to play a leading role in the global education industry Spread knowledge and expertise in developing countries Increase the exposure of HEC faculty and students to diversified cultures

Objectives
Reinforcement of international branding for the school To earn a place among the worlds leading international business schools Increase the percentage of international students(2006 target: 25% of the undergraduate students) Increase the percentage of international faculty members (compared to peers in Europe and USA) Obtain international accreditations. Attract professors of international standing from all over the world.

Strategy

How was the strategy implemented?

Major strategic Actions

Hiring and retention of world-class faculty members Higher standards with regard to teaching and research evaluation. Enhancing the student learning process through the use of cutting-edge technology Development of innovative distance learning capabilities Consolidation and expansion of international activities (Projets internationaux) Encouraging bottom-up management contribution

Implementation obstacles
Financial limitations Cultural challenges Finding the right partners abroad Maintaining the quality of services while expanding Shortage of qualified professors

Assessment
Emergent strategy Major role of champions Adapted HR policy
Developed global mindset International network

Hiring (over 100 professors since 1999) Remuneration (Instituted performance-based reward system) Promotion

Assessment (cont.)
international recognition:
International projects:
The first university in North America to achieve triple accreditation (EQUIS, AACSB Latest Business Weeks ranking. 10th rank outside US. Institutional co-operation programs (Romania ) Development of teaching programs in foreign countries (China, Lebanon..). Training of executives and managers Consulting services

Global mindset?

Global mindset
In order to asses to which extent did HEC develop a global mindset We have adapted some criteria from those proposed by GOVINDARAJAN, Vijay;
The Quest for Global Dominance :Transforming Global Presence into a Global Competitive Advantage
Gupta, Anil K. In Cultivating a Global Market

Does HEC regard each country as important as its domestic market?

Creation of HEC program in various countries (China, Lebanon,) Broadened student exchange program 65 university in 25 countries Extensive student recruitment plan (38 events in 14 different countries)

Does HEC draw its employees from the worldwide talent pool?
HEC takes advantage from its position in Montreal and in an immigration attracting area HEC try to attract and retain world class professors 66 out of 215 of faculty members are of foreign origin 52 of the 101 new hired faculty are of foreign origin 91 professors graduated from 76 universities of 15 countries

Do employees of every nationality have the same opportunity to move up the career ladder all the way to the top?

Only 1 out of the 13 members of board of directors is of foreign origin All the members of the executive committee are Canadians Only 2 out of the 22 members of conseil pdagogique are of foreign origin 4 out of 20 heads of Chairs are of foreign origin

Does HEC view the world not just as a market to exploit, but also as a source of new ideas and technology?
International projects Visiting professors Sabbatical period abroad for professors International recruitment Exchange program and partnership with foreign universities

Does HEC have a universal identity or is it perceived as having a strong national identity?

Francophone institution in North America The new acronym: HEC Montreal Increasing number of international students and faculty members International presence

Conclusions
In the context of internationalization process: HEC has shown a significant progress towards achieving global presence Remarkable steps toward achieving global mindset however the access to the top management level remains limited The latest Business Week ranking reflects the effectiveness of actions taken by the school thus far

-Lessons to be drawn from HEC experience

Solid foundation- The organization must first be successful in home country before internationalizing Clear Vision- The vision of what the school is to become must be clear throughout the organization

-Lessons (continued)
Leadership- A guiding force must be present to keep the organization focused on the vision (i.e. acting in a coherent manner) Bottom up approach- open-mindedness towards ideas & contributions of professors Benchmarking-The organization must continuously benchmark itself against others in their strategic group

-Lessons (continued)
Global Mindset- The organizational must have the ability to integrate best practices and resources (students & faculty) from anywhere in the world. Research High standards should be imposed Developing countries- Could provide opportunities and talents Partnership : Careful selection of foreign partners (local cultural & political environment)