I am excited to share with you the impressive progress we have made regarding the new strategic plan we established as a faculty in May of 2019.

I would like to begin this update by acknowledging the hard work of the following individuals who worked hard during the 2018-2019 academic year to develop the plan and carry it to the approval stage.

The 2018-2019 Strategic Planning Committee consisted of Dean Croteau, Guy Barbeau (Director of Student Life and Special Projects) as the facilitator, Marie Sanjur as the recording secretary, Barbara Henchey (Director, Office of the Dean), Angela Usas (Manager, Assessment and Accreditation), Yuri Mytko (Communications Advisor), Louise-Anne Côté (Manager, Business Development, CMS), Matthäus Tekathen (Associate Professor, Accountancy), David Newton (Associate Professor, Finance), Kathleen Boies (Professor, Management and Associate Dean, Research and Research Programs), Caroline Roux (Associate Professor, Marketing), Navneet Vidyarthi (Associate Professor, Supply Chain and Business Technology Management), Nick Papatheodorakos (Part-Time Instructor, Management, CUPFA representative), Karina Bosca (President CASA 2018-19), Evan Pitchie (former CABS president and former CASA president) and Abdullah Calafato (president JMGSA 2018-2019).

After the plan was approved, champions and teams were identified to consider and work on the various initiatives that were outlined in the plan.

The plan set the stage for the next 5 years (2020-2025). There is a new mission, vision and core values which have been outlined and that are the building blocks to the plan. There are overarching pursuits of continuous improvement through triple crown accreditation, celebrating and sharing JMSB successes and fostering a sense of belonging. There are four strategic imperatives: Enrich Learning, Promote Collaborative and Impactful Research, Enhance the JMSB Experience and Cultivate Strong and Sustainable Partnerships.

A strategic planning working group was created to shepherd the next phases of the plan and meets on a regular basis. This working group consists of Dean Croteau, Guy Barbeau, Mai-Gee Hum, Katie Malazdrewicz and Barbara Henchey.

This update will give you a bit of context on the different areas as well as an update on what was accomplished to this point.
 

AACSB, EQUIS and AMBA accreditations

Associate Dean Panaccio presented her annual report to Faculty Council in November 2020. As part of the report, the context of accreditation and an update was submitted. Partial content of this report is included below for your information.

Main accreditations activities between June 2019 and October 2020 have been related to the internal implementation of the Academ accreditation software to support accreditation processes, the preparation of the John Molson School’s applications to obtain the EQUIS and AMBA accreditations, participating in key business school rankings, and working with program directors and curriculum revision committees to ensure strategic and accreditation alignment.

AACSB, EQUIS and AMBA are the most sought-after international accreditations for business schools, and obtaining all three – triple crown status – is recognized worldwide as a mark of excellence.

Currently, only a little over 100 business schools are part of this prestigious group, 3% of which are located in Canada and the United States, 65% in Europe, 14% in Asia, and 18% in other parts of the world. Obtaining this recognition will not only contribute to enhance the school’s reputation among potential and current students and faculty, but also provide a framework that helps us continue to improve our processes and offerings in order to better meet the community and students’ needs.
Obtaining the triple crown accreditation, which means obtaining EQUIS and AMBA while maintaining our AACSB accreditation, is an ambitious but realistic goal for JMSB. The school’s many strengths include our new strategic plan and the process behind it, our commitment to responsibility and relevance, the curriculum revisions and the rigorous process with which these are being conducted, the diversity and productivity of our faculty, our well-established assessment of learning processes, and more generally, our knowledge and experience with the AACSB accreditation. In sum, the school is well positioned to renew its 5-year AACSB accreditation, and obtain the EQUIS and AMBA accreditations in the coming years. Details on each accreditation are presented below.

AACSB

AACSB is a global, non-for-profit organization that seeks to “to foster engagement, accelerate innovation, and amplify impact in business education” and recognizes excellence in business schools through a rigorous accreditation process. Founded in the United States in 1916, it is based in Florida, has offices in the Netherlands and Singapore, and is actively seeking to become more international. 

Currently 876 business schools around the world hold the AACSB accreditation, about 3% of which in Canada (24 business schools), 61% in the United States, 10% in Europe, 14% in Asia and 12% in other parts of the world.

In 2020, AACSB introduced a revised version of its accreditation standards, which had last been revised in 2013. Compared to the 2013 version, the 2020 standards put greater emphasis on business schools’ impact, recognizing that impact may be exerted in many different ways. The new standards also provide more flexibility to account for the specific context and strategy of each business school. The three pillars of innovation, engagement and impact have not changed, and the emphasis remains on continuous improvement. AACSB presents the new standards as a shift from a rules-based approach to a more flexible principles-based approach. JMSB has opted to use the 2020 standards for our next continuous improvement review visit, in line with AACSB’s recommendation, as it will be advantageous for the school.

JMSB has held the AACSB accreditation since 1997. At the last peer-review visit in Spring 2017, we obtained a 5-year renewal of our accreditation, and our next visit is scheduled for April 2022. In preparation for this visit, we submitted, in June 2019, a Continuous Improvement Review application report. This report provided a brief overview of actions taken in response to concerns expressed by AACSB in the 2017 peer review team report. Our Continuous Improvement Review application report
was well received by AACSB, and no further information was requested. The next formal step towards re-accreditation will be the submission of the next Continuous Improvement Report, in February 2022.

In preparation for this report and the peer review visit, the team is compiling information related to our curricula, programs, faculty, staff, and conducting assessment of learning activities (excluding programs currently under revision) on an on-going basis.

EQUIS

The EQUIS accreditation is granted by EFMD, an international non-for-profit organization founded in 1972 in Belgium, with offices in Brussels, Geneva, Prague, Miami (US) and Hong Kong. Like AACSB, EQUIS is a comprehensive accreditation (covering the whole business school) with a focus on continuous improvement. The EQUIS accreditation was introduced in 1997. As is increasingly the case for AACSB, it explicitly recognizes the diversity of contexts in which business schools operate and values responsible, impactful management. Currently, 189 business schools hold the EQUIS accreditation, about 5% of which are in Canada (9 schools), 2% in the United States, 54% in Europe, 23% in Asia and 14% in other parts of the world.

As a preliminary and required step towards EQUIS accreditation, JMSB joined the EFMD network in 2017. This network of 939 members includes 700 business schools, 22 of which are in Canada (including the 9 EQUIS-accredited Canadian schools). Benefits include access to resources to help prepare our application for EQUIS accreditation.

The EQUIS accreditation standards span 10 interrelated areas for which a standard and a number of specific assessment criteria are provided. EQUIS asks schools to provide factual information to describe the school’s position, reality, initiatives and/or context in regards to each one. There is no expectation that schools will meet every single criteria perfectly.

The EQUIS accreditation process includes several steps, which are carried out over a few years:
1. Application for entry: Submission of datasheet report by the school
2. Briefing visit and following report from EQUIS
3. Optional advisory stage
4. Application for eligibility: Submission of updated datasheet report by the school
5. Advisory stage (upon confirmation of eligibility)
6. Submission of self-assessment report by the school
7. Peer-review visit and following report from EQUIS
8. Accreditation decision by EQUIS accreditation board once the school is accredited:
9. Continuous improvement, submission of progress report
10. Re-accreditation

We are currently finalizing our data sheet report (application for entry), which will be completed using the data currently being entered and validated in Academ. We have received useful feedback on earlier drafts of our datasheet from EQUIS representatives.

AMBA

The AMBA accreditation is granted by the Association of MBAs, a UK-based non-for-profit organization founded in 1967 (formerly “Business Graduates Association (BGA)”) in the United Kingdom. Contrary to AACSB and EQUIS where the accreditation covers the whole business school, AMBA focuses on graduate programs and, specifically, Masters in Business Administration (MBAs). Currently, about 280 business schools hold the AMBA accreditation, about 1% of which are in Canada (3 schools), 1% in the United States, 53% in Europe, 23% in Asia and 22% in other parts of the world. The Associations of MBAs has set a limit of 300 accredited schools, after which schools which would meet the accreditation criteria will be put on a wait list. The list of accredited schools changes regularly as every year a number of schools lose their AMBA accreditation.

The AMBA accreditation criteria for MBA programs are centered around 10 related principles, each one comprising several elements. As is the case for AACSB and EQUIS, there is no expectation that schools will meet every single criteria perfectly.

The AMBA accreditation process includes several steps, which are usually completed in 12 to 24 months:
1. Initial stage: Submission of letter of intent and application form by the school
2. Pre-assessment stage (upon confirmation of eligibility): Submission of self-assessment form by the school, to determine eligibility
3. Assessment Peer-review visit and following report from AMBA
4. Post-assessment: accreditation decision by AMBA

As a first (required) step towards AMBA accreditation, JMSB joined the AMBA development network (ADN) in 2018. We are currently finalizing our application form, which will be completed using the data currently being entered and validated in Academ.

The JMSB20 website, launched this year, contains information, stories, events and blog posts that address the role that the John Molson School plays in the fabric of the community. You are encouraged to visit the website.

The Faculty Spotlight series for the John Molson School, spearheaded by Katie Malazdrewicz, focusses on some of our researchers. These profiles are shared on social media to highlight the work done at the John Molson School in order to communicate the important research being conducted. Please look out for these posts on LinkedIn, Facebook and Twitter. Some examples include the following:

LinkedIn post 1 - LinkedIn post 2 - Facebook post 1 - Facebook post 2 - Twitter post

The John Molson School continues to make its mark in different global rankings. Here are some recent accomplishments that were highlighted in Associate Dean Panaccio’s Faculty Council report. Please consult the rankings page of the website for additional information.

During the pandemic, it has been more of a challenge to get together in meaningful ways but we are committed to the importance of ensuring a sense of belonging is felt and will continue to seek ways to ensure our community feels connected.

The #IAmJMSB #WeAreJMSB campaign launched in Fall 2020 and the 2020 academic year is the 20th anniversary of the naming of the John Molson School of Business (formerly the Faculty of Commerce and Administration). Anniversaries for the Goodman Institute of Investment Management, the Executive MBA and the Kenneth Woods Portfolio Management Programs are also being celebrated this year. We will have a lot to celebrate. Events have been planned throughout the 2020-2021 academic year to celebrate the milestones.

It is important to keep in mind that we are stronger as a community and as we navigate unclear paths, the key to our successfully getting through uncertain times is to know that we can lean on our colleagues and teammates at any time. Therefore, this overarching pursuit is all about not only feeling part of a larger community but also supporting and encouraging others when needed to ensure that everyone feels included.
 

One of the main goals of this imperative is to offer a continuously relevant curriculum. Curriculum revisions at all levels of the John Molson School were needed and the work on curriculum began in 2019 and continued throughout the pandemic.

Redesign - Undergraduate core curriculum

Core revisions have been worked on at the committee level and one page course outlines have been completed. The committee has concluded its work and a proposal is being drafted by Associate Dean Lim and Frédérica Martin for consideration at the undergraduate curriculum committee.

Redesign – MSc Program

Curriculum revisions for the MSc in Finance, Management and DSMIS were approved at the Faculty Council meeting of November 6, 2020, a culmination of lots of great work from the committee members and the program directors, Nilanjan Basu (MSc in Finance) Linda Dyer (MSc in Management) and Anton Shevchenko (MSc in DSMIS). The curriculum revisions included revised learning objectives, a new set of core courses for each of the disciplines, and updated course descriptions. In addition, the proposals included the inclusion of a professional development requirement.

Work on the curriculum revisions for the MSc in Marketing continues with Onur Bodur, director of the MSc in marketing, leading the committee.

Redesign – PhD Program

Work on the curriculum revisions for the PhD program continues with Cédric Lesage, director of the PhD program, championing the process for review.

Adopt innovative teaching methods - Provide faculty with the training and resources to use technology and experiential learning to its full potential

One of the biggest accomplishments of the last few months has been the pivot to online course delivery. CIT and Centre for Teaching and Learning (CTL) worked together to provide both tools and one on one training for faculty members to support online course delivery. Ka Pong Law, Malcolm MacPhail, Rhea Westover and Associate Dean Betton represented faculty interests on multiple university wide committees and were a valuable resource during this time of fast paced disruptive change. They also welcomed Dan Glikstein and Anita Oreskovic to support these initiatives.

The Office of the Associate Dean, Research and Research Programs is prepared to promote collaborative and impactful research for the John Molson Business in part by:

• Re-aligning policies that support and contribute to meaningful research
• Renewing and revising internal communications that highlight research contributions
• Creating training and development programs designed to develop research funding and other research skills
• Creating a research advisory group to develop research strategy
• Developing and adopting KPIs to measure success in research as defined by the faculty

These initiatives need to be supported by networks that will be created and developed within the faculty. The creation of research clusters has been in development for a few years and the clusters have already been identified. A survey has been developed and will be sent to faculty this semester, and the results of the survey will aid in sparking synergy and solidifying the clusters. Once data is collected and a database of the information is created, the Office of the Associate Dean, Research and Research Programs will organize four research incubator meetings to identify the cluster needs.

Develop case publications

In October 2020, JMSB entered into an agreement with Ivey to co-brand cases. This is a strong step in the right direction for our case publication initiative under the direction of Raymond Paquin. Recent accomplishments and more information on the initiative can be found on its webpage.

Grow experiential learning

The curriculum revisions that have been underway are also addressing the important area of experiential learning for our students. Frédérica Martin is exploring the best ways to embed this important element in the revisions process.

Reinforce support for students, staff and faculty

An area for supporting students, called the “Zen Den” was created on MB5 with the support of Guy Barbeau, Javier Lee and Tina Kournikakis. Students were able to drop into the area to access support services.

During the campus shutdown, emails have been sent to students to encourage them to use the resources available through the Health and Wellness website as well as the Student Service Station (Live Q&A with Advising Staff and Student Services during the fall term). As well, Guy Barbeau has been meeting regularly with representatives from CASA (Michael Shatawy and Patrick Yaremko) as well as JMGSA (Nishant Patidar) regularly starting in the fall term to hear the concerns as well as the best practices through the eyes of the student community.

Dean Croteau also held a session in November for Council members after the regular business of Faculty Council to exchange ideas and discuss the fall term.

Leverage our internal community

Part of this area of the plan involved improving the common spaces for the John Molson so that we could foster an environment of peer to peer exchange. With the pandemic, this has not been possible. However, in a virtual environment we have found other ways to support each other. Faculty members have taken part in Teams forums (set up by the CTL and CIT or otherwise) to share best practices for online teaching and we have seen support systems formed by collaboration and sharing of lessons learned in faculty meetings. Peer to peer exchange is an important part of learning and evolving and we look forward to creating better mechanisms going forward as we continue to learn these new tools and navigate the online environment.

Expand nationally and globally

The present partnerships are being reviewed and considered by Patrick Kelley and Concordia International. This area of the plan is ongoing. We are presently in the information gathering part of the process and are looking for synergies nationally and globally.

Enhance partnerships with our alumni and the business community

At the graduate recruitment level, recruiters have started to engage alumni for online content and testimonials for recruitment.

Alumni are also playing a strong role in the JMSB20 events, with active participation in panel discussions and events.

In Career Management Services, they have been cultivating and maintaining relationships with industry via invitations to participate on industry panels, student association events, mock interview activities and networking events. They will continue to create non-local programming (Summer@Concordia Toronto Trip: Business Careers in Technology 2019) and leverage alumni presence in other parts of Canada. CMS acts as an "Access to Knowledge" bridge between alumni and students to create opportunities for informational interviews and focus groups on industry trends.

We also to develop and strengthen industry partnerships for research collaboration. The Office of the Associate Dean Research and Research programs will begin by getting assessment of the industry partnerships we have in place via: individual faculty projects, Mitacs collaborations, and private donors.