Chicago Booth | Ms. Hotel Real Estate
GMAT 730, GPA 3.75
Berkeley Haas | Mr. Hanging By A Thread
GMAT 710, GPA 3.8
Columbia | Mr. Infra-Finance
GMAT 710, GPA 3.68
Georgetown McDonough | Mr. Navy Vet
GRE 310, GPA 2.6
Berkeley Haas | Mr. Well-Traveled Nonprofit Star
GRE 322, GPA 3.0
Harvard | Ms. Comeback Kid
GMAT 780, GPA 2.6
London Business School | Mr. Family Investment Fund
GMAT 790, GPA 3.0
Duke Fuqua | Mr. Vigor
GMAT 740, GPA 3.0
HEC Paris | Ms. Freelancer
GMAT 710, GPA 5.3
MIT Sloan | Mr. Sans-Vertebrae
GMAT 730, GPA 3.78
INSEAD | Mr. Business Manager
GMAT 750, GPA 3.0
Chicago Booth | Mr. EduTech
GRE 337, GPA 3.9
Columbia | Mr. M&A Analyst
GRE 323, GPA 3.4
Harvard | Ms. Analytical Leader
GMAT 760, GPA 3.9
Chicago Booth | Mr. Non-Profit Latino
GMAT 710, GPA 3.06
Darden | Mr. Financial World
GMAT 730, GPA 7.8
Cambridge Judge Business School | Ms. Story-Teller To Data-Cruncher
GMAT 700 (anticipated), GPA 3.5 (converted from Australia)
Kellogg | Mr. Operator
GMAT 740, GPA 4.17/4.3
Duke Fuqua | Mr. Air Force Vet
GRE 311, GPA 3.6
Kellogg | Mr. Engagement Manager
GMAT 700, GPA 3.2
Cornell Johnson | Mr. Top Performer
GMAT 730, GPA 3.3
Harvard | Mr. STEM Minor
GMAT 740, GPA 3.78
Harvard | Mr. Fresh Perspective
GRE 318, GPA 3.0
USC Marshall | Mr. Supply Chain Guru
GMAT GMAT Waiver, GPA 2.6
Wharton | Mr. MBA When Ready
GMAT 700 (expected), GPA 2.1
HEC Paris | Mr. Productivity Focused
GMAT 700, GPA 3.6
MIT Sloan | Mr. Energy Transition
GMAT 760, GPA 3.95

Can Half The Business Schools Really Go Out Of Business?

Dean Richard Lyons of UC-Berkeley's Haas School of Business

Dean Richard Lyons of UC-Berkeley’s Haas School of Business

A few months ago, Richard Lyons stunned many when he boldly predicted that half of the business schools in the U.S. could be out of business in as little as five years or as many as ten.

The dean of the University of California at Berkeley’s Haas School of Business made the rather Draconian forecast based on the likely disruption of the higher education business by technology.

The proliferation of online business degree programs and business MOOC courses, Lyons reasoned, would especially hurt the cash cows of every business school: part-time MBA programs, Executive MBA programs, and open-enrollment executive education courses.

FIVE TOP 25 BUSINESS SCHOOLS WILL OFFER ONLINE MBA DEGREES WITHIN NEXT FIVE YEARS

In an interview yesterday (July 14) with Poets&Quants, Lyons made another bold prediction: Five of the top 25 business schools in the U.S. will join Carnegie Mellon, the University of North Carolina and Indiana University in offering online MBA programs over the next five years. If his forecast comes true, that development alone will hasten the likelihood that many second- and third-tier business schools will lose out to the bigger brands.

Lyons, who has been dean of Haas since 2008, says that the first online MBA programs at such top ranked schools were initiatives that came out of offensive strategy, attempts to gain competitive advantage in the marketplace. But in the future, Lyons says, online degree programs will be launched as part of a defensive strategy, efforts to prevent loss of market share. “If we don’t do this, a school’s programs are going to be cannibalized and absorbed by other players,” he says.

When Lyon’s more dire prediction was quoted by Bloomberg BusinessWeek in March, it lacked any context or perspective. Lyons explains that he came to his conclusion after Harvard Business School innovation guru Clay Christensen said that half of U.S. universities could go bankrupt in 15 years due to the impact of online learning on their business models.

WITHIN FIVE YEARS, 10% OF THE COURSES TAKEN BY FULL-TIME MBAS COULD BE ONLINE

Within five years, the Haas dean believes, it’s not farfetched that 10% of the courses taken by full-time MBAs would be digitally delivered, 30% for part-time MBAs and Executive MBAs, and as much as 50% in executive education. Online delivery could potentially be especially important in custom exec ed, thinks Lyons, where companies often want educational programming given to senior leadership “cascaded” down the ranks electronically because it can be done more economically that way.

Lyons partly bases his beliefs on the success of a course run as a pilot of sorts at Haas by Professor Cameron Anderson. He took his highly popular Power & Politics In Organizations course and delivered it online, with 40% of it synchronous, or given in real time. Offered to full-time and part-time MBA students, the course was oversubscribed. When it was done, the school found that 96% of the students were likely or very likely to recommend the course to a friend.

TRUE DISRUPTION OCCURS WHEN IT CHANGES THE PRODUCT

No less important, during a review by Anderson in front of Haas faculty, the professor spoke glowingly of his experience. “‘The course is better than the traditional version of the course,'” Lyons recalls Anderson saying. “He also said, ‘I will never teach the traditional course the same way again.'”

“Digital delivery made for a better course,” Lyons observes. “Someone noted that industry after industry has gone digital. Sometimes, it causes disruption. Sometimes, it’s just another form of distribution. It becomes disruptive when it changes the product. That’s what it does.”

About The Author

John A. Byrne is the founder and editor-in-chief of C-Change Media, publishers of Poets&Quants and four other higher education websites. He has authored or co-authored more than ten books, including two New York Times bestsellers. John is the former executive editor of Businessweek, editor-in-chief of Businessweek. com, editor-in-chief of Fast Company, and the creator of the first regularly published rankings of business schools. As the co-founder of CentreCourt MBA Festivals, he hopes to meet you at the next MBA event in-person or online.