By David Chandler, Associate Dean of Executive Programs, University of Colorado Denver Business School
In preparing to launch the Executive MBA in Aviation, our team at the University of Colorado Denver talked with perhaps 40-50 individuals and organizations throughout the industry. Two things quickly became apparent: first, the passion people have for aviation and, second, how siloed it is – somewhat surprising for a complex network where everyone relies on everyone else for everything to work. Nevertheless, while there is deep expertise in every corner of aviation, we heard that systemwide communication could be better.
The more people we met who raised this issue (and everyone agreed when we asked), the more I wondered why that is and how formal education can help. One underlying concern, I think, is that interests are misaligned. On every issue there is, at minimum, an airport perspective and an airline perspective, and they can be diametrically opposed. Take CPE (cost per enplanement) – currently, it seems every airport is constructing terminals, in response to industry growth projections. But these buildings are expensive, and someone has to pay. While a well-designed terminal will lead to an enhanced passenger experience, should airports pay (even though it is the airlines/vendors that are their customers) or should airlines pay (even though it is the airport that is being improved)? And more complex topics such as air traffic control, systemwide security, or sustainable fuel involve even more detailed interdependencies, combined with intricate tradeoffs and serious consequences. When the product is moving large numbers of people at 30,000 feet at high speeds in a metal tube surrounded by jet fuel, the imperative to do so safely (as well as efficiently) speaks to the need for aligned interests.
Given this, what can a university do to help? The value we bring lies in designing and delivering an educational experience with an ecosystem perspective that encourages understanding across silos. An Executive MBA is uniquely positioned to do this – not only does it seek students with 15-20 years’ experience who bring great depth to classroom discussions, but the focus is broad … by design. An EMBA does not make students better in their functional roles (they already have extensive experience), it teaches them about the roles of others, and how others view their roles. The goal is to build confidence by teaching a little about everything – ensuring students return to their organizations with sufficient knowledge to enter any meeting, ask informed questions, and use the answers to make strategic decisions. In short, the goal is to create thoughtful leaders who enable change.
I believe this can only happen if we create opportunities that push students outside their comfort zones, while instilling the skills and frameworks needed to solve the challenges that result. And the greater the variety of roles, perspectives, and opinions we assemble in each cohort, the more likely we can build the optimal learning environment, where advocacy and (respectful) debate lead to an appreciation of alternative perspectives. In aviation, no executive-level talent development opportunity exists that focuses on optimizing the entire ecosystem.
An Executive MBA degree is broader than a short-course certificate or an organizational training program, and it complements the extensive experience aspiring leaders bring to the classroom. It moves beyond functional and organizational silos, to instill a perspective based on understanding and empathy. A complex ecosystem performs most effectively when there is more collaboration than isolation, more empathy than selfishness, and more knowledge than ignorance. The CU Denver Executive MBA in Aviation is designed to serve the aviation ecosystem, and the amazing professionals who ensure it functions, every day.
David Chandler (david.chandler@ucdenver.edu) is Associate Dean of Executive Programs at the University of Colorado Denver Business School, overseeing both the Executive MBA and the Executive MBA in Aviation. He is also a tenured Professor of Management whose research focuses on understanding how organizations interact with their complex institutional environments.
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This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.