The old model for executive education is a familiar one: a faculty expert stands in front of a group of upper-level managers, shares his or her wisdom for a few hours, and then goes away. The new model is quite different, notes Scott Koerwer, associate dean for executive education, entrepreneurship and marketing communications at the Robert H. Smith School of Business.

"Now the standard for executive education programs delivered by top business schools internationally is more about applying course content to the work of the company," Koerwer says. "So far, the schools doing this are relatively few, but we have the capability at Smith and have made this the model for all of our executive education."

The new paradigm, described as "consultative education," relies on the willingness of faculty members, corporate clients, and executive education leadership to work as partners in the learning process. Having a proven track record of successful programs facilitates the relationship.

The TOBE Program (pronounced "to be"), developed by the Smith School and Black & Decker, is an example. The evolution of TOBE (Technical, Operations, and Business Education) represents the evolution of executive education at Smith. In the mid-90s, the program was delivered in six half-day sessions covering six management topics. Among the faculty presenters were Arjang Assad (decision and information technologies), Robert Krapfel (marketing), Lawrence A. Gordon (accounting), and Anil Gupta (management and organization). Many of them are still actively involved in the program. In 2001, TOBE was delivered in 12 half-day sessions: six were seminars led by Smith faculty and six were issues-oriented sessions which teamed faculty experts with company executives from the matching functional area of Black & Decker.

"Then we asked ourselves,'How do we integrate all of this?'," says Bill DeWitt, Smith School teaching professor and academic coordinator of the TOBE program. That's when we incorporated an 'action learning project' into the program." The project requires students to analyze an issue or challenge identified by the company and to present their recommendations to a panel composed of Black & Decker executives and Smith faculty.

"Course development becomes more of an engagement between faculty and corporate executives," DeWitt notes. "And the emphasis on applying new knowledge to real data also results in a much more robust learning curve for the students."

"The TOBE program contributes in a real way to the goals of Black & Decker," states Robert B. Schwarz, corporate vice president and vice president, manufacturing for the DeWalt Professional Products, Power Tools and Accessories Group.

"We want to generate more cash and be #1 or #2 in certain industries. TOBE gives our managers in engineering, supply chain, manufacturing, and other areas a broader view, enabling them to contribute much better to the entire business. In addition, Schwarz says, the class action learning project - fosters working across the organization, something that we want to get better at all the time."

The action learning project in fall 2003 was focused on improving productivity at one of Black & Decker's U.S. manufacturing plants. The company gave the students wide access to data and the highest levels of management, as well as the time to dedicate to the effort. The class decided on its own to complete the project as a group of complementary teams tackling different aspects of the challenge rather than as separate (and competing) teams. They wowed the panel at the final presentation in mid-December.

"What they presented was a new and different way of looking at the shop," Schwarz says. "They uncovered some things we hadn't even realized." The students' recommendations became the work plan for the plant's new manager, Irv Bohr, who had served as the Black & Decker liaison for the TOBE program.

"If we pull it off, we can improve costs at that plant to the tune of five percent, about half-a-million dollars," states Schwarz. "And the benefit on top of that is, as a result of the program, our young people are in a position to apply their new knowledge and cross-functional skills to advance the company in the future."

"The success of the TOBE program depends on our good working relationship with the guys at Maryland," he comments. "It's a success because they listen and try to understand our perspective. Working together is something I enjoy."

"The level we reach depends on the engagement of the client," says Steven Feld, executive director of the Office of Executive Education at Smith. "Black & Decker's leadership shows its dedication to employee development, openness to innovation, and commitment to applicable learning."

The Smith School's Office of Executive Education also has growing relationships with many other companies and organizations.

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