Local & International Residencies
This practical learning course teaches ethical decision-making, the fundamentals of team dynamics, and persuasive communication skills. It also serves as the foundation upon which the rest of the EMBA curriculum is built. Students benefit from cohort learning from their collaborative learning groups.
What students say about their experience
The EMBA opening residency was an experience like none other. It was our opportunity to demonstrate a devotion to teamwork and one another’s success and proved that each person came to Georgetown with a determination to get as much as we possibly can out of our program and each other. It was excellently organized and executed and made me even more excited to begin this journey.Megan Hannigan, EMBA’20
The opening residency set the tone for the level of intensity, quality of engagement (with faculty and cohort), and direct link between classroom discussion and real world application that I was looking for in an executive MBA program.Matthew Ritchie, EMBA’18
During the opening residency project I looked around and realized that while the project was very difficult and we were all exhausted, we were excited to be working together and learning from each other. I knew that moment that it would be a challenging but rewarding two years.Andie Porter, EMBA’17
Structure of Global Industries Residency
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.
Global Business Experience
Student consulting teams travel abroad to solve a pressing business problem facing companies with operations overseas. Past clients include: Boeing, IBM, Infosys, FedEx, MasterCard, Philips, Samsung, Turkish Airlines, Vodafone, and the World Bank.
What students say about their experience
During our South Korean residency, I worked with my team to prepare an omnichannel strategy for a global retail firm’s South Korean headquarters. I loved every minute of the preparation, realizing that I had an interest in working with retail and technology. The presentation went exceptionally well and our work helped inform their business case. Looking back now, I think this experience was probably the single greatest catalyst to me making the move to my current company, Optoro, where we use technology to make retail more sustainable by eliminating all waste from returns.Nathan Ruiz, EMBA’16
My group worked on a U.S. market entry strategy for a Turkish hosiery and lingerie company. We spent months researching and putting together a plan. As part of our residency, we traveled to Istanbul and presented our plan to their CEO and senior management. To get that real-life, hands-on experience was challenging and exhilarating at the same time.Zehra Zaidi, EMBA’14
During our first year as EMBA students, we had the opportunity to go to South Korea to consult with a company of our choosing – our options spanned the gamut of industries from health care to retail sales and company size, from global organizations to local. Our team chose to take a deep dive into the future of Philips’ health care initiatives. It was exhilarating to learn about a new industry and how our team’s recommendations can help shape the company’s digital health care strategy for years to come.Micah Marie Chi, EMBA’17
The project’s objective was to help the Korea office of a medical device company, Medtronic, in determining the viability of introducing home hemodialysis (HHD) into South Korean homes. The impact on me was way beyond an academic exercise. Even though I work in health care, I had never ventured into the world of medical devices and certainly had not looked at the penetration of health markets on a global scale. This project gave me an expanded view of my own industry and a greater appreciation of global markets and their interconnectivity.Mdolole Steven Moyo, EMBA’18
This capstone course integrates the EMBA course curriculum through student-designed, in-country experiential, field research-based projects. Student teams explore and investigate practical challenges of global strategy through analysis of global industries and environments. The course consists of on-campus classes and team meetings, non-classroom library research, experiential field research conducted in a variety of locations around the world, and concluding presentations in the knowledge-sharing symposium.
What students say about their experience:
I had the privilege to conclude my EMBA experience with the Global Capstone Residency on an amazing business topic of obtaining land rights and stakeholder engagement for a wind energy project in Kenya. Under Professor Ryan and Professor Busch’s guidance, I was a part of a diverse team with strong competency, qualification, background, and experience that made this project a great success. We got to travel to Kenya to get an understanding of land rights and community engagement. In this journey, we got to meet, interview, and build relations with various individuals ranging from global executives at the World Bank, government officials, land and community activists, business entrepreneurs, and locals. This project has been a transformational experience for me, and I have not only been able to align it to my EMBA objective, but also positively influence my personal life as well.Gaurav Ranjit, EMBA’18
One of several highlights of my EMBA experience was journeying to Hong Kong with some of the best from my cohort, accompanied by Professor Dong. The insight and connections that Professor Dong provided to the luxury goods market were world-class and incredibly insightful. My cohort also managed to arrange several high-level and informative meetings with business and government leaders. Discussing real estate trends was much different while sitting across from a CEO on the 118th floor at the tallest bar in the world! The insights from the meetings and time with my team members created an incredible memory.Nathan Ruiz, EMBA’16
I was on a great team of classmates with experience in telecommunications, sports marketing, and financial services. We traveled to São Paulo and Rio de Janeiro to study the use of digital technology in sports marketing ahead of the 2014 World Cup and the 2016 Olympic Games. We had incredible support from Professor Jimmy Lynn. He helped us connect with top executives in leading companies in telecommunications, engineering, advertising, and apparel, as well as FIFA and government agencies in Brazil.Herb Carmen, EMBA’13
The best part of my EMBA experience was traveling abroad with my cohort and getting to see firsthand how business gets done in other global settings. Notably, I traveled to Cuba to explore the tourism industry and the potential impact Cuba’s ever-thawing relationship with the United States. This is an opportunity I would never have had if it weren’t for the EMBA Program.Erin Elizabeth Ryan, EMBA’16
Previous Projects Include
United States: Information Integrity In the New Media Industry
The media has increasingly been losing credibility within the United States and globally over the past two decades. This project examined the traditional and new modern media industry and assessed causes of the information integrity crisis. We conducted interviews with national and international news corporations and organizations, as well as media entrepreneurs and investors in three U.S. cities and supplemented this information with industry research. We compared conventional media and disrupter social media competitors through value chain analysis, with a focus on operating models and technology architectures. Our conclusions recognize the deep complexity inherent in the effort regarding managing technology capabilities and achieving credibility regarding information integrity and offer strategies to compete in today’s media industry.
Argentina: Formula 1 Racing
When Liberty Media acquired Formula One (F1) in 2017, it marked the first time an American company had a controlling stake in this global sport. At the same time, F1 was at crossroads in both its global expansion and widespread acceptance among motorsport fans. The move toward digital media provided new ways for owners of teams and leagues to capture viewership. The project team evaluated F1’s position in the global motor sport industry and assessed its growth strategy through field research in Argentina and Ireland. 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.
Netherlands: Health Research Access
Open access to health research is a human rights issue as it leads to the acceleration of new medical discoveries and improved education. However, barriers to accessing medical research include 1) scholarly articles being published behind an expensive paywall system, and 2) misuse of measures of journal importance to evaluate the scientific relevance of articles or whether researchers should be promoted. Our team conducted interviews with researchers, publishers, funders, librarians/consortium, and industry experts in the United States, United Kingdom, Belgium, Germany, and the Netherlands. With a goal of developing a sustainable open access model that ensures credible health science and considers the needs of all stakeholders, our team examined the challenges of the current system 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.
United Arab Emirates: Luxury Hotels under Competition
We studied the luxury hotel industry in Dubai and Abu Dhabi to explore their response strategies to the rise and threat of mid-level hotels in the region. We developed foundational knowledge about the region through market, political, economic, social, technological, legal, environmental analysis regarding both the global hotel industry and hotels and tourism in the UAE. Our research included an online survey about consumer behavior and attitudes toward the hotels and field research in Dubai and Abu Dhabi. We also conducted in-person interviews with individuals from hospitality, finance, media, and the food and beverage industries, and the government. 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.
South Africa: E-Learning for Kids Entering 4th Industrial Revolution
The Fourth Industrial Revolution is introducing sweeping changes to the world economy and to how people live their lives. Emerging economies are not exempt; those that prepare their economies and educate their children for the Fourth Industrial Revolution will help their development prospects. We studied 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 developed e-learning strategies for national development and education policymakers and local business, education, and community leaders.
South Korea: Smart Cities
“Smart Cities” have been the goals of political, business, and civic leaders for two decades, and 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 provided 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 offered recommendations to city planners and civic leaders, such as developing a city-wide strategic vision, establishing effective feedback mechanisms with residents, and identifying key stakeholders.