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Next Application Deadline: April 26


Executive MBA Cohorts

Our EMBA classes are taught in small groups, or cohorts, forging strong bonds among classmates. Over the course of 20 months together, students form close relationships with their fellow cohort members, leaning on each other for advice and support. The cohort format not only provides an incredible support system while at Georgetown, it also creates lifelong friends they can call on throughout their careers. 

“The cohort experience was the most amazing part of the program. Over the course of two years you really get to learn about your fellow students, and the diversity and quality of the student mix were continuously inspiring. To get so many critical and valid points of view really expands your mind and challenges your own views. I made many lasting friendships and have developed a personal “board of directors” who I trust will challenge me and deliver critical insights whenever I call.“

– Shye Gilad (EMBA’12)

EMBA Class Profile

Why Georgetown’s EMBA?

Local & International Residencies

Opening Residency: Georgetown Means Business

This introduction to the program provides an in-depth, live case experience, focused on a specific industry. This practical learning course focuses on all aspects of ethical business decision-making and teamwork. Students apply a high-level view of finance, marketing, strategy, and other fundamental business areas to global companies facing real challenges in today’s competitive international marketplace. It also sets the tone for the rest of the program as students collaborate with their new classmates to produce a final presentation at the conclusion of the week. The opening residency takes place locally.

Learn more about the opening residency

Structure of Global Industries

The Structure of Global Industries residency in the spring of the first year offers an integrated framework to study and practice concepts in international trade and investment, trade policy, economic growth, and monetary and fiscal policy. Teaching and learning in this on-campus residency takes place partly through lectures and principally through practicums supported by team meetings. The practicums require original, creative work by the teams of students who create a business, determine the locations of production and markets, and recommend adjustments to shocks in the business environment. The course is an on-campus residency customized to leverage courses in the preceding modules.

Learn more about the structure of global industries residency

Global Business Experience: Globalization- Challenges Facing the Firm

In this signature Georgetown McDonough course, student consulting teams work together to solve a pressing business problem facing companies with operations overseas. Each year, the course focuses on one city in one country. Recent locations include Seoul, Istanbul, Dehli, and Dubai. After an on-campus module, students and faculty travel to the host city for a week of organized programs, culminating with EMBA teams presenting recommendations to their clients’ senior leadership. Past clients have included companies from deeply varied industries.

Learn more about the global business residency

Global Business Capstone Residency: Issues for Industries Worldwide

Incorporating all fields of the EMBA program, student teams study the impact of globalization at the national and industry levels. With the guidance of a faculty advisor, students travel abroad to conduct field research on a particular industry of their choosing within the selected country or region and implement a real-world consultancy project. To complete the residency, students highlight their research in a symposium presentation before a panel of regional and industry experts, along with members of the Georgetown community.

Previous Project Topics

Map of EMBA Capstone Projects around the world

The media has increasingly been losing credibility within the United States and globally for the past two decades, and is at all-time lows in 17 countries. In this project, we reviewed the traditional and new modern media industry, and assessed what is causing the information integrity crisis in the media news industry. We conducted interviews with national and international news corporations and organizations, and media entrepreneurs & investors in Washington D.C., Atlanta, GA, and San Francisco, CA. We also conducted research from book publications and institutes, such as Gallup Research Center, Pew Research Center, and the Knight Foundation. We compared conventional media competitors and disrupter social media competitors through value chain analysis and with special focus on operating models and technology architectures. Our conclusions include recognition of the deep complexity inherent in the effort regarding managing technology capabilities and achieving credibility regarding information integrity. We offer some recommendations for some strategies to compete in today’s media industry.

In January 2017, Liberty Media acquired Formula One (F1), the global open-wheel motorsport founded in 1967 that attracts over 400 million global television viewers annually. The controlling stake of F1 following the deal will put an American company as majority stakeholder of this global sport for the first time. The sport is at major cross roads in both its global expansion and widespread acceptance among motor sport fans.

The sporting world’s move towards digital media has increased the stakes, as owners of teams and leagues look to capture viewership. The project team evaluated F1’s position in the global motor sport industry as well as assess its growth strategy which includes expansion of a global sport in a digital “borderless” economy. We conducted field research in Argentina and Ireland as comparative case studies. With new owners in the driver’s seat, opportunities for growth in viewership, sponsorship, and attendance pose challenges to expand an already popular global brand. We provide analysis and make recommendations regarding return on investment through growth with new race venues, regional distribution of developed versus emerging markets, and the growing need to expand commercial partners in a global economy.

Open access to health research is a human rights issue as it leads to the acceleration of new medical discoveries and improved education. Researchers and authors gaining immediate access to the latest health findings will have a direct positive impact on individual health and safety. The primary issue is that the vast majority of scholarly articles is published according to a paywall system in which the latest research is only accessible to scholars whose institutions can afford to pay increasingly large subscription fees to publisher platforms. A secondary issue is the commonly used metric (impact factor) that measures journal importance, but is often misused to evaluate the scientific relevance of articles or whether individual researchers are deserving of career advancement or tenure. It is a complex matter involving multiple stakeholders and the objective of this project involved obtaining and analyzing various perspectives via interviews. The stakeholder interviews included researchers (US); publishers (US, Netherlands); funders (UK, Belgium); librarians/consortium (Netherlands, Germany, US, UK); and industry experts (EU, US). Overall, the goal is to develop a sustainable open access model that ensures credible health science and considers the needs of all stakeholders. To achieve this, our project team first examined the challenges of the current inefficient system; we then developed a robust transitional model, methods to enhance and promote an unbiased peer review process, and initiatives to foster more competition and encourage new market entrants.

We studied the Luxury Hotel Industry in Dubai and Abu Dhabi, in particular to explore their response strategies to the rise and threat of the mid-level hotels in the region. We used a phased approach to gather information and data, beginning with searching to develop foundational knowledge regarding Dubai, Abu Dhabi, and the United Arab Emirates through MPESTLE (Market, Political, Economic, Social, Technological, Legal, Environmental) analysis, regarding the global hotel industry, and regarding hotels and tourism in the UAE. We developed, distributed, and analyzed an online survey with over 50 respondents, in a 2-week period, as part of our data gathering on consumer behavior and attitudes towards the hotels in Dubai and Abu Dhabi. We conducted field research in Dubai and Abu Dhabi that included residing in the hotels, conducting in-person interviews, and participating in exploratory tours. We interviewed individuals from Hospitality, Finance, Media and the Food & Beverage industries and the government. Analyzing gathered data, to either reinforce or disprove our hypothesis. We found that mid-level hotels are increasing their presence and have the encouragement of the government, but luxury hotels are not threatened. We developed specific recommendations, using the ‘Path-to-Purchase’ framework, for Leisure, Business and Staycation consumers.

The Fourth Industrial Revolution is introducing sweeping changes to the world economy and to how people live their lives. Emerging economies are not exempt; rather emerging economies who prepare their economies and educate their children for the Fourth Industrial Revolution will help their development prospects. We study South Africa because the Fourth Industrial Revolution offers South Africans meaningful development opportunities related to agriculture and food processing, financial services, manufacturing, and mining. The education system faces challenges that better use of e-learning strategies could help mitigate, such as teacher and textbook shortages. The team develops e-learning strategies for national development and education policymakers and local business, education, and community leaders.

“Smart Cities” have been goals of city political, business, and civic leaders for two decades. Yet, “smart cities” lacks even a commonly accepted definition. Rather, city leaders can employ many types of solutions to become smarter through applications of digital technologies and data resources. Competitive analysis demonstrates that many categories of smart city product and service providers contribute potential solutions to problems and improvements to quality of life in cities. We provide a multi-sector framework to help cities become smarter by exploring cybersecurity, public safety, healthcare, education, transportation, and sustainability. We searched for “best practices” in cities around the world, especially Copenhagen, Seoul, and Singapore. We offer recommendations to city planners and civic leaders, such as “develop a city-wide strategic vision,” “establish effective feedback mechanisms with residents,” and “identify key stakeholders.”

The UN designated 2017 as the International Year of Sustainable Tourism for Development due to the size and scope of the tourism industry worldwide. In 2016 the travel and tourism industry generated 10.2% of global GDP and created 1 in 10 jobs in the global economy. In this project we assessed the tourism industry’s response to sustainability with focus on eco-tourism in Australia, and in particular regarding luxury hotels. We applied concepts from resource, capability, and stakeholder management approaches. We conducted field research through interviews with real estate experts, global real estate investment trusts, global hotel operators, general managers, hotel staff and local residents of Australia. Australia proves an illuminating country environment for the study of sustainable eco-tourism and luxury hotels. Unique tourist attractions combine with sometimes-harsh Australian environments to drive innovation and expertise in green and sustainable strategies, including luxury hotel buildings. We provide best practices through field research-based case studies, evidence of tradeoffs and benefits, and implementation recommendations. We conclude with the feasibility of implementing sustainability programs at scale.

Our capstone project analyzed disaster recovery in the U.S. and British Virgin Islands. We spoke to leaders in government, business, nonprofit, and various community sectors. We helped solve challenges and learned that data-driven decision-making is essential to fast and effective economic recovery.

Dana Hoover (EMBA’18)
Supply Chain Program Manager, Driscoll’s

Student & Alumni Profiles

Mark Gray (EMBA’03)

CEO

ASRC Federal

Watch Mark’s Story

Zehra Zaidi (EMBA’14)

Program Manager, Early Sales Career

Amazon Web Services (AWS)

Read Zehra’s Story

Kevin Cochie (EMBA’17)

Vice President u0026 General Manager

FLIR Airborne Sensors

Read Kevin’s Story

Shaveta Joshi (EMBA’17)

Vice President, Strategy and Mu0026A

Serco Group

Read Shaveta’s Story

View All Student Profiles

The Mentorship Program

As part of our continued effort to provide EMBA students with rich learning opportunities outside the classroom, we have developed an exclusive mentoring program. Thoughtfully designed to incorporate best practices and alumni feedback, the program is focused on facilitating career advancement. Interested students are selected based on academic performance, a program application, an interview, and any professor recommendations. Once participants are paired with leaders from corporate and government organizations, they align on specific goals for the year-long mentorship engagement.

The Alumni Experience

At Georgetown McDonough, we believe leaders never graduate. This mindset inspired the creation of our Lifelong Learning initiative, which supports the professional and personal growth of our alumni forever. Drawing from the Jesuit principle of cura personalis, or “care for the whole person,” we are committed to providing our students with a transformational experience for life. The Lifelong Learning program lets executive degree alumni return to campus and audit up to one elective course per year alongside current Executive MBA students. Through the program, our alumni attain new business competencies, reconnect with faculty and peers, and extend their professional networks beyond their program and cohort.

Learn more about alumni opportunities

The Global Network

Our students have access to a diverse, distinguished network of 190,000 Georgetown University alumni, from the business school as well as other programs. This map highlights some of the regions where graduates of our Executive MBA program live and work.

180,000+

Georgetown Alumni in North America

2,000+

Georgetown Alumni in Latin America

1500+

Georgetown Alumni in Africa and the Middle East

3,700+

Georgetown Alumni in Europe

3,800+

Georgetown Alumni in Asia

Executive Degree Brochure

At Georgetown’s McDonough School of Business, we design our executive degree programs to give professionals a distinct career advantage and a worthwhile return on investment. Take a look at our executive degree brochure to learn more about our programs.

Contact Our Executive Education Team

emba@georgetown.edu
+1 (202) 687-8863

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Frequently Asked Questions

Find out what to expect from your academic experience in the Executive MBA program.

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