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Our hands-on approach to learning helps you becomejob-ready from day one.OurLEAP MethodEmployers want graduates who are job-ready.We’ve designed our curriculum so that you don’t juststudy abstract theory—you also get hands-on experience.Our innovative curriculum is based on three components,“Learn, Experience, Action Project”—LEAP.1. Learn2. Experience3. Action ProjectHult’s LEAP method is an integratedapproach to learning that enables youto put classroom theory into practice.Experience is a crucial component ofour LEAP method. Translate theoryinto practice with insights from facultywith real-world experience, paneldiscussions with industry experts,exclusive networking opportunities,and company visits.Participate in a real-world projectfor a range of leading globalcompanies, non-profits, or fast-growthenterprises. Advised by a mentor(typically an experienced managementconsultant), small teams of studentscompete with one another todevelop a business strategy for amajor corporation.Start your Master degree by learningtheory and business fundamentalsin the classroom. Like most topbusiness schools, Hult faculty employthe case study method to illustratehow business principles are appliedin practice. Professors encouragethought-provoking class discussions tofacilitate the exchange of ideas and thesharing of experiences.Hult provides you with the theory,tools, terminology, and trends to giveyou a broad perspective on business.However, unlike other top businessschools, Hult goes beyond thetheoretical to the practical.Dialogues with prominent businessleaders offer valuable insights into howexecutives make decisions in a fastmoving, competitive environment withimperfect information. Hear firsthandadvice from executive speakers likeSteve Forbes on the choices they’vemade, the mistakes they’ve made,and tips on securing your dreamjob. Other speakers include seniorexecutives from Real Madrid FootballClub, explaining the economics ofrunning one of the world’s largestsports franchises, and the former CTOof Hewlett Packard and “InnovationGuru” Phil McKinney, speaking aboutgame-changing innovation.Finally, Hult’s global campusrotation gives you the opportunity toexperience the international value chainin person, meeting venture capitalistsin San Francisco, manufacturers inShanghai, and retailers in London.12No other business school offers suchaccess to key decision-makers ofthe world’s leading companies. Overa period of six weeks, each teamwill consult with company managersto make a business case for thedevelopment of a novel idea. Eachteam will present its recommendationsto a senior company leader (typically aC-level executive or board member).Hult’s Action Projects are designedto emphasize innovation and growth.Though the scope of Action Projectsvaries, most projects focus onthe paramount challenge facing acompany: identifying new pathwaysfor growth.hult.edu13

Meet your facultyJoanne LawrenceProfessor ofGlobal CitizenshipI get a question a few days later that shows they havebeen thinking, mulling over some of the issues we haveraised in class. It is reaffirming.Do you have a teaching routine?Originally from New York, Professor Joanne Lawrencehas worked both in academia as a professor and inthe corporate sector. She currently teaches corporateresponsibility and social innovation at Hult. Shehas extensive experience with transforming globalorganizations for greater economic and social impact.She has been engaged in cross-border mergers,alliances, and restructurings, and her clients haveranged from Morgan Stanley and the World Bankto small social enterprises. Prior to Hult, she taughtat INSEAD’s MBA and executive education programs.Her 20 years of corporate experience includebeing Vice President of Corporate Communicationsfor SmithKline Beecham. Recently, ProfessorLawrence finished co-editing a book called GlobalResponsible Leadership: Managing According to theUN Global Compact.The following are excerpts from Professor Lawrence’sQ & A session with the Financial Times, compiled byCharlotte Clark.*Who are your business influences/heroes?At my first corporate job, a senior female executive—ofthe very few senior women executives at the time—provided a wonderful role model. I learned that thingsweren’t always fair and that women probably did haveto work harder than men just to hold their positions andstay in place, let alone get ahead. But she managedit all with dignity and grace and was very kind andgenerous with her insight. It was then that I made theconscious decision to help mentor other young womenas my own career progressed.What do you enjoy most about your job?The students—watching as they “get” it. There aresome you immediately connect with and it is a joy towatch as they integrate what they are hearing in theclassroom into their own experiences. I love it when14Generally, we start with considering what’s in thenews that relates to our topic: it is amazing how muchthere is! We then go through some principles to createsome context, which I illustrate in practice through realexamples and personal experiences. I try to have aguest speaker who can bring to life the issues we areaddressing or an in-class assignment that gets studentsto experience firsthand what we are discussing. Finally,I like to ask questions that do not have defined answersbut really get students to think.What is the strangest thing you have ever done whenteaching?Asking my students in a social innovation class to createa business using an aluminium can. I think they thoughtit was pretty strange too, but their solutions were veryclever! I think they amazed themselves—which was theidea behind the assignment!What is the worst job you have ever had?In my corporate career, the worst was working in a jobfor a year even though I realized that the job was wrong10 minutes after I walked in. It was a great company, justnot the right one for me. It was too bureaucratic at thetime, too staid. I felt stifled. The lesson learned from thatexperience is one I pass on to students: choose yourenvironment well. If it doesn’t feel right and you are notcomfortable, then it probably isn’t the right place for you.*These questions were originally published in the Financial Times. For the fullarticle, please go to ft.com. Below are additional questions posed separatelyto Professor Lawrence.Why are Hult students unique?Hult students are inspiring, intellectually curious, andadventurous. They have deliberately chosen to leave theircultural comfort zone and cross borders to be part of atruly international community. Hult students don’t want tojust read and learn about being global, they truly want tobe global.Why should students study at Hult?At Hult, the world really is our classroom. Students learnfirsthand about globalization through rich and respectfuldiscussions with classmates from more than 100countries, an international faculty with both real-worldand academic expertise, an immersion within and acrossa unique global campus network, and participation inhands-on, innovative projects.Learn fromprofessorswith real-worldexperienceHult faculty include:Nick Amdur, Professor of OperationsM.B.A., Boston UniversityProfessor Amdur has over 30 years of line, staff, and executivepolicy experience in engineering, manufacturing, computer systems,and education settings. He is President of Amdur Associates, anoperations consulting firm that focuses on enterprise and supply chainsolutions. He has taught graduate courses in Operations Managementat Northeastern University, Bentley College, Boston University, andSimmons College.Rob Anthony, Professor of Global ManagementM.B.A., Harvard Business School; A.B., Occidental CollegeProfessor Anthony has pursued a dual career as a generalmanagement consultant and an educator. As a consultant, he hasa broad practice in assisting global corporate clients in changemanagement, strategy innovation, and leadership development. AtHult, he has taught Organizational Behavior, Leadership, StrategicManagement, and Strategic Innovation.Federic Chartier, Professor of FinancePh.D., University of Texas at AustinProfessor Chartier has worked 21 years in banking at AmericanExpress, Dresdner Bank, and Bank of Boston. His banking expertiseranges from credit analysis to domestic and cross-border lending,treasury sales, foreign exchange, and hedging interest rate risk. Hehas taught Economics and Finance at several schools, includingBabson College and Boston University. Professor Chartier received anOutstanding Faculty Award, presented by the New England Collegeof Finance.Julie Yao-Cooper, Professor of MarketingM.B.A., A.B.D., D.B.A. Program, Harvard Business School;A.B., Harvard UniversityProfessor Yao-Cooper specializes in marketing, brand loyalty, andquantitative methods. She has also lectured at Harvard BusinessSchool, Boston University, and Huazhong University in Wuhan, China.Professor Yao-Cooper has over 15 years of consulting experience inmarket research, strategy, and corporate training.Patrick Courtin, Professor of NegotiationsPh.D. EE and Systems Sciences, Columbia University; M.A.EE and Computer Science, Columbia University; Diplôme d’Ingénieurde l’Ecole Supérieure d’Electricité de ParisDr. Courtin has extensive experience as the CEO for a series ofsuccessful high-tech, Boston-based companies. As CEO, henegotiated alliances, joint ventures, and partnership agreements inmore than 30 countries. Dr. Courtin currently serves on the boards ofdirectors of Kashya Inc. and OpenNetwork.Lawrence Louie, Professor of Accountingand FinanceM.B.A., Stanford Graduate School of Business; B.A.,University of California, BerkeleyAs the Founder of Alibris, Professor Louie transformed it from a startup to a highly successful online retailer. Professor Louie went on tobecome a faculty advisor at the University of San Francisco’s Schoolof Business Incubator and direct the business school’s New VentureCenter. He has also directed the MBA program at the University ofSan Francisco and helped pioneer the school’s Career Services. Hehas won many awards as an educator.Keith Merron, Professor of ConsultingPh.D., Harvar

it in the top five MBA programs in the U.S. 1976 The business school is officially accredited by the New England Association of Schools and Colleges (NEASC), the regional accrediting body for all academic institutions in the northeastern U.S. 2002 The Economist ranks the school the third-best