Transformative education: the results of the Executive MBA one year after graduation

What are the real impacts of an Executive MBA on the career of those who attend it? POLIMI Graduate School of Management decided to answer this question by analysing the employment data of EMBA  alumni who graduated in 2023, just one year after completing the programme. The results not only confirm the effectiveness of the course but also paint a picture of profound professional transformation.

We talked to Prof. Antonella Moretto, Associate Dean for Open Programs, to understand the dynamics of change, the motivations of the participants, and the levers in which the school intends to continue to invest to generate a positive, lasting, and measurable impact.

Why do people enrol in an Executive MBA?

The motivations are varied, but almost all can be traced back to the desire of the candidate to turn their career around. There are those who want to completely change sector by using the EMBA to acquire new skills and build a network. But there are also more technical profiles that want more strategic and managerial roles, so they are not looking for specialised knowhow, but rather tools to become complete leaders. Then there are the established entrepreneurs and managers who see the Executive MBA as a lever for tackling new challenges, especially in a sustainable and international way. Finally, for some it is a real “passport”: a qualification that opens doors, even in contexts where it is not formally required but is seen as a sign of mindset and preparation.

Looking at this data, which do you find most significant and why?

Three facts are particularly significant. First, 84% of alumni recorded a significant professional advancement within a year of graduation. This figure, which exceeds that of the international averages usually calculated over a three-year period, is a strong signal that the Executive MBA is still a powerful career accelerator today, even in a job market that continues to be unstable.

The quality of this advancement should also be taken into account. Within the first 12 months, in fact, we have seen a real transition to more strategic positions – executive and C-level roles, for example, have seen an increase from 20% to 33%. While this is often an implicit goal when choosing to study for an EMBA, it is not a foregone conclusion that it will be achieved, either because of the complexity of the challenge or because the further you climb up the corporate pyramid, the fewer are the positions available.

Finally, another indicator that should not be underestimated is the kind of progress that has been made. We should not assume that it is necessarily a matter of changing companies. Yes, 55% have changed company, but also 45% of alumni have advanced within their own workplace. And this is not due to corporate financial sponsorship – in 2021, also because of the uncertainty caused by the pandemic, only 15% of EMBAs were financed by companies – but thanks to internal recognition of the value acquired.

In short, the EMBA generates a transformation that is visible not only to the participant, but also to those who work with him or her on a daily basis.

So, does the EMBA 2021 data confirm a growth trend?

Absolutely. As we have seen, the professional growth figure has risen to 84%, compared to 82% the previous year. These are cross-cutting advancements, but we see marked growth in marketing and sales. The pharmaceutical sector remains very receptive, as does energy & gas, while consulting is more attractive for MBA profiles than EMBA.

We have also observed an increase in international mobility, which today involves about 14% of participants. This is not a foregone result, considering that three of our four EMBA programmes are taught in Italian and most of the participants are Italian nationals.

Another very strong signal is the increase in managerial roles just one year after the end of the programme. In the past, it was more common to see this type of advancement two or three years later. Seeing them already 12 months later was surprising and confirms the transformative effectiveness of the EMBA.

From a demographic point of view, however, we note that the male component is still prevalent, but female professional growth rates are excellent. In their percentage, they are achieving even more significant advancements. This encourages us to continue to support female talent, including with dedicated services.

Why did you choose to analyse the data just one year after the end of the programme?

First, we do this to verify that our students have achieved the return on investment they expected. Second, because we guarantee an extra year of career support after graduation, and two additional years of access to our Management Academy, observing what happens after just 12 months helps us improve the effectiveness of our tools and assess the need for further action.

In your opinion, does the purpose-driven approach affect employment outcomes?

Definitely. Over the past few years, we've been working hard to turn our placement tools into real moments of value alignment, and this  increases the quality of matches and satisfaction in the role. The same applies to companies: our alumni bring with them a more authentic and meaningful leadership.

How do you intend to further improve these results?

Definitely by continuing to work on our three strategic levers. The first concerns connections and networking, both during and after the EMBA journey. We offer training on how to approach the job market and - also through a rapidly growing alumni network that now has more than 20 active clubs - we develop tailormade networking activities, based on the needs of the individual.

The second lever is attention to the person. We offer services that may seem unusual for a business school, but that make a real difference: psychological support, parenting assistance, and other tools designed to help students get the most out of their journey. If you're well, you can focus, learn, and plan your future with greater clarity.

The third lever is continuous education: even after the end of the EMBA, our alumni can access two years of extra training. For us, truly accompanying a professional transformation means being there even after the “piece of paper” has been conferred.