The Financial Times article flags the increasing number of emerging markets business schools that are being set up or enhanced in collaboration with top-rated schools. So for example, IESE, before setting up shop in New York, as noted in the article, helped about a dozen business schools raise their standards in emerging markets, especially in Latin America and Sub-Saharan Africa. IESE is unique, however, in the breadth and scope of such capacity-building. What constrains top business schools from engaging in even more foreign ventures is above all their own capacity limitations, above all extreme scarcity of top faculty time. The Global Business School Network of 41 of the world's best management schools is able to leverage the limited staff capacity of individual top business schools by pooling talent from different schools in order to spawn business schools in emerging markets. This approach has been very successful. For example, GBSN helped Lagos Business School develop a state-of-the-arts entrepreneurship center, which is being replicated in other countries; it helped to strengthen capacity in 16 African countries. GBSN also helped in the establishment of the Association of African Business Schools, which plays an important role in further enhancing business education in that underserved region. Bilateral school-to-school and multilateral approaches complement one another in fostering the development of business schools in emerging markets.  

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Foreign offices
By Della Bradshaw
January 25 2010