HEC PresentationVX2

7/31/2019 HEC PresentationVX2

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HEC MontrealBorn International

Driss El Mariky

Driss SaghirElia MikhaelLabid Aljundi

Mark Tremblay


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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


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Contents1. History2. HECs International Initiative 3. Analysis4. Assessment5. lessons


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History Founded in1907 by the chambre de commercede Montreal.

History of HEC Montral is entwined with thatof 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 ofBusiness Administration (B.B.A. and M.B.A.);


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History (Cont) The creation in 1975 of the Centre forInternational 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.) in1995-1996,

Admission of HEC to the Confrence des grandescoles de France and membership in the IBMWorld Campus composed of 35 universities andcolleges around the world in 1996


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History (cont) Award of Excellence forInternationalization In 1997, byAssociation of Universities and Colleges of

Canada Launch of a trilingual journal by the CETAIentitled International Management in 1997

Award of EQUIS accreditation by theEuropean Foundation for ManagementDevelopment In 1999,


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The internationalization

initiative at HEC

The international orientation present inHEC since it was founded.

Training professors in Europe and UnitedStates. The international experience with thedeveloping countries since the seventies asa response to opportunities sponsored byCIDA.


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The internationalization

initiative at HEC (Cont) Invite professors from international

business schools to teach in HEC

Develop students exchange program withother international schools and universities New clear vision brought by Jean-Marie

Toulouse in 1996 :

To build une grande cole de gestion de calibre international


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Motivations Respond to market globalization trend Respond to the future needs of Quebec

enterprises with regards to the globalization ofmarkets

Prepare HEC to play a leading role in the globaleducation industry

Spread knowledge and expertise in developingcountries

Increase the exposure of HEC faculty andstudents to diversified cultures


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Objectives Reinforcement of international branding for theschool To earn a place among the worlds leading

international business schools Increase the percentage of international

students( 2006 target: 25% of the undergraduatestudents )

Increase the percentage of international facultymembers (compared to peers in Europe and USA)

Obtain international accreditations. Attract professors of international standing from

all over the world.


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Strategy How was the strategy

implemented?


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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


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Assessment

Emergent strategy Major role of champions

Developed global mindset International network

Adapted HR policy Hiring (over 100 professors since 1999) Remuneration (Instituted performance-based

reward system) Promotion


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Assessment (cont.)

international recognition: The first university in North America to achieve

triple accreditation (EQUIS, AACSB

Latest Business Weeks ranking. 10th

rank outside US. I nternational projects:

Institutional co-operation programs (Romania ) Development of teaching programs in foreign

countries (China, Lebanon..). Training of executives and managers Consulting services


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Global mindset?


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Global mindsetIn order to asses to which extent didHEC develop a global mindset

We have adapted some criteria fromthose proposed by GOVINDARAJAN, Vijay;Gupta, Anil K. In Cultivating a Global Market

The Quest for Global Dominance :Transforming Global

Presence into a Global Competitive Advantage


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Does HEC regard each countryas important as its domestic

market? Creation of HEC program in various

countries (China, Lebanon,)

Broadened student exchange program65 university in 25 countries Extensive student recruitment plan

(38 events in 14 different countries)


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Does HEC draw its employeesfrom the worldwide talent

pool? HEC takes advantage from its position in Montrealand in an immigration attracting area

HEC try to attract and retain world classprofessors

66 out of 215 of faculty members are of foreignorigin 52 of the 101 new hired faculty are of foreign

origin 91 professors graduated from 76 universities of

15 countries

D l f i li


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Do employees of every nationalityhave the same opportunity to move upthe 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 executivecommittee 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 foreignorigin


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Does HEC view the world not just asa 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


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Does HEC have a universal identityor is it perceived as having a

strong national identity? Francophone institution in NorthAmerica

The new acronym: HEC Montreal Increasing number of international

students and faculty members

International presence


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ConclusionsIn the context of internationalization process: HEC has shown a significant progress towards

achieving global presence

Remarkable steps toward achieving global mindsethowever the access to the top management levelremains limited

The latest Business Week ranking reflects theeffectiveness of actions taken by the school thusfar


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-Lessons to be drawn

from HEC experience Solid foundation- The organizationmust first be successful in home

country before internationalizing Clear Vision- The vision of what theschool is to become must be clear

throughout the organization


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-Lessons (continued) Leadership - A guiding force must be present tokeep the organization focused on the vision (i.e.acting in a coherent manner)

Bottom up approach- open-mindedness towardsideas & contributions of professors Benchmarking -The organization must continuously

benchmark itself against others in their strategicgroup


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HEC PresentationVX2