Certificate in Nonmarket Strategy Overview
The MBA certificate in nonmarket strategy promotes a deeper understanding of the ways in which business success and principled leadership are shaped by regulatory, legal, political, cultural, and social forces beyond the market and the critical relationships and interactions among firms, government, and the public. Certificate study connects the strengths of the Georgetown McDonough faculty and the MBA curriculum to the rich resources of Washington, D.C.
The certificate offers Georgetown McDonough students unmatched opportunities for sustained attention to and structured engagement at the intersection of business, economics, and public policy in Washington, D.C., while broadening and reinforcing an understanding of the theory and practice of nonmarket strategy in the classroom. The certificate program elective coursework reinforces and extends the MBA core curriculum. Students develop a sophisticated appreciation and respect for the dynamics and complexity of the nonmarket environment.
Certificate-achieving graduates will be poised for extraordinary business leadership and service whether through managerial and leadership positions in public and private firms, consulting, board membership, or other specialized roles. The certificate program is open to enrolled MBA students.
The Certificate at a Glance
- Distinguished by the business sub‐discipline of nonmarket strategy, which brings rigor and managerial perspective to exploration and understanding of the interaction of firm strategy and the broader business environment.
- 12‐credit sequence of integrated MBA coursework (7.5 overlapping elective credits and 4.5 overlapping core credits) reinforces understanding of the business challenges and opportunities in the nonmarket environment from the perspective of the firm.
- Three‐semester “thread” course (1.5 credits combined) blends classroom instruction with attendance at “only in D.C.” events and other opportunities for students to encounter business leaders, government officials, members of Congress and other policymakers, and leaders of industry alliances.
- Certificate awarded upon completion of the MBA and all certificate coursework. Certificate completion is noted on the transcript.
More about Nonmarket Strategy
Suggested Reading: What Every CEO Needs to Know About Nonmarket Strategy, MIT Sloan Management Review, Spring 2010.
“CEOs need to make the jump from thinking about isolated nonbusiness issues and recognize that, together, they form the nonmarket environment of the company. Nonmarket strategy starts with a simple, dual premise — first, that issues and actors ‘beyond the market’ increasingly affect the bottom line, and, second, that they can be managed just as strategically as conventional ‘core business’ activities within markets. The challenge for CEOs and their leadership teams is one of simultaneous separation and integration. To manage successfully beyond the market, executives must recognize the important differences between the company’s market and nonmarket environments but then take an integrated, coherent and strategic approach to both arenas. That is the key to turning perceived nonbusiness issues into strategic opportunities and thereby building sustainable competitive advantage, as examples from leading corporations show.” (Bach and Allen)