The Surrey MBA


Welcome to the Surrey MBA

"The Connected MBA at Surrey has been built on new concepts and innovative ideas that align it with the challenges of modern day society and business."

Read the full introduction from Marco Mongiello, Executive Director of MBA Programmes.

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MBA open days

Learn more about our Open Mornings and Open Evenings, including information about forthcoming dates and how to book your place.

Open Mornings (10am to 12pm)

  • Saturday 21 May 2016
  • Saturday 16 July 2016

Open Evenings (6pm to 8pm)

  • Tuesday 19 April 2016
  • Tuesday 21 June 2016
  • Tuesday 9 August 2016
  • Tuesday 6 September 2016

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Executive MBA (part-time)

Surrey's Executive MBA is a transformational experience, both personally and professionally. It has been specifically designed to help you balance a demanding career and personal commitments with a 24-month period of intensive study and professional development.

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Full-time MBA

The Full-time Surrey MBA programme attracts students from a wide range of business backgrounds and nationalities. It is particularly suitable for anyone wanting to build an international business career or preparing to start their own business.

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Surrey Connect MBA Mentoring Programme.

Learn more about the Surrey Connect MBA Mentoring Programme.

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Surrey MBA modules

Discover the content of the Surrey MBA – a blend of professional development and academic modules.

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Surrey Business School

Learn more about Surrey Business School, the home of the Surrey MBA.

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Featured news


My Surrey MBA experience: Carolyn Davies, United Kingdom

Former Learning & Development Manager, Taj group of Hotels, India.

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Developing leaders through improving organisational structures, understanding priorities and the ‘now’

Clair Fisher is the Founder & Director of Pashley Fisher ltd, with significant experience developing teams, leaders and partnerships. She began her career on the prestigious Civil Service Fast stream holding a variety of posts in Whitehall, Brussels and in Regional Government, most recently Deputy Director for 'Place Performance & Partnerships' in the South East.

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Marketing and the mature consumer. What should businesses be doing about the ageing population in all developed economies?

Surrey Business School welcomed alumnus Mark Beasley, MBA Class of 2003, who presented on his experience of setting up RHC Advantage, the UK’s first ‘mature marketing’ consultancy, and the powerful mega trend that is the economic behaviour of over 50’s.

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Our Blog

  • This month Surrey MBA students took part in a three-day media training workshop with team exercises and individual interviews on camera in our state of the art TV Studio.

    First students gained understanding of how global news, media and specialist media operate around the world, journalist behaviours and learnt how to communicate with the media objectively.

    Students faced realistic scenarios and were coached on defining effective strategies and techniques of communication. Understanding what practical tools we need to develop personal and professional personas when coming across in real time situations.

    The final day took place at University of Surrey Television Studios, a fully functioning studio facility on campus. Interviews were conducted by experienced and well-known broadcast journalists BBC’s Rachel Wright and ITN’s Michael Nicholson in the main studio.

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    Jacklynn Stott, full-time Surrey MBA student:

    ‘‘The media training is such a valuable transferable skill I can add to my CV; both in having developed the skills to engage with the media effectively and also providing us with the skills that can also be applied to a variety of settings.

    The reporters that mock interviewed us were very warm and engaging, but challenged us with their questions. We practised thinking quickly and speaking effectively during pressurized interviews (planned and unplanned); techniques I can use in challenging board room discussions, handling conflicts, or skilfully engaging in tough interview questions.

    Our instructors stressed the importance of knowing the reporter’s objective and counter-points ahead of time, preparing for your responses wherever possible and not being afraid to re-state your objectives.

    Having this unique experience at the University was a fantastic opportunity and I feel fortunate to have had it.”


    Find out more about the Surrey MBA  

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    The CoDE Team at Surrey Business School is thrilled to report that we have received approval for funding the EPSRC project we submitted at the end of last year to the Trust, Identity, Privacy, and Security (TIPS) call. This was a proposal involving Warwick, Cambridge, West of England, and Surrey to the amount of over £1.2M over 24 months. The Surrey part of the proposal is just over £230k, and will be spearheaded by Professors Roger Maull and Alan Brown. This means that CoDE will be able to move forward in our research in the digital economy, and we can even more strongly position Surrey Business School as a leader in this area.

    Our project is called ‘Control and Trust as Moderating Mechanisms in addressing Vulnerability for the Design of Business and Economic Models’ or ConTriVE.

    To date, research on Trust, Identity, Privacy, and Security (TIPS) in the Digital Economy has addressed a question of reducing objective vulnerability of systems via technical solutions such as security protocols and algorithms that ‘protect’ the individual. Yet, very little is known about whether and to what extent individual subjective perceptions of TIPS coincide with the objective assessment of TIPS (e.g., by the relevant governmental or cybersecurity institutions). This project

    concentrates on understanding and measuring user subjective vulnerability to TIPS issues and studies implications of this subjective vulnerability for business models in the digital economy.

    The main objectives of the proposed project are:

    (i)To formulate reliable tests for measuring subjective user vulnerability with regard to cybersecurity by varying trust, privacy, and security using the methodology of field experiments applied “in the wild” (e.g., with institutional perception of individual vulnerability as low and communicated to be low; and well as with institutional perception of individual vulnerability as high and communicated to be high).

    (ii) Based on these obtained measurements, to create business model design principles from the perceived control and trust mechanisms which can be used by businesses to de-risk business model innovation.

    (iii) Via insights from business models, to support the production of new offerings which meet subjective user vulnerability requirements for the private sector as well as to provide policy recommendations for TIPS regulators. We will develop agile business model evolution practices to accelerate impact in domains undergoing rapid change: personal data research must move from conceptual design and early studies into the innovation space. In particular, we will explore Business Model Innovation and deliver proof-of-concepts of Business Models in the Digital Economy around personal data and subjective perceptions of cybersecurity through agile delivery practices.

    We will create and support a sophisticated “in the wild strategy” via filed experimentation using the Hub-of-all-Things (HAT -an enabler for personal data collection and use which has emerged from our existing portfolio of Digital Economy EPSRC/RCUK research awards) through the HAT Living Lab (HALL): to be effective, many of the critical practical elements of innovation must be conducted in a live environment. Unlike pure technology research, proof of concept of Business Model Innovation cannot be held within a traditional ‘lab’ or a research space setting (similar to how one cannot learn

    swimming in a library!). A Living Lab approach ensures any experiments occur within a live environment, but also that research is applied under controlled conditions to draw insights, create new knowledge and challenge theory. This will be focused around the retail industry through our partners (Tesco, Hollywood Elite Music, Sky, Hearst, and Methods). Technology support will be provided by HATDEX (an exchange marketplace for personal data which emerged out of the HAT) and IBM.

    We aim to engage citizens and consumers into gaining a deeper understanding of personal data usage models and personal data security; for meaningful impact in the public and private sectors, we will investigate how personal data will impact on the provision of public services. This will include the private firms who are involved with data producer, consumer, and aggregation functions, and the wider societal issues of the impact of personal data in public service delivery.

    It’s a tremendously ambitious and exciting project that reaches into many areas at once – just like the Digital Economy does. Issues of trust, identity, privacy and security are here to stay – how do they affect you and your business?


    Kris Henley , Surrey CoDE Project Officer

    Based at the Surrey Business School, the Surrey Centre for the Digital Economy (CoDE) is a major effort focused on the impact of digital technology on businesses, the economy, and society. Drawing on the University of Surrey’s strengths in technology and innovation, its internationally recognized engineering activities, and the growing reputation of Surrey Business School, CoDE is analysing the broad economic, organizational, and sociological changes brought about by the advance and spread of digital technology.

  • Last week government, business and digital experts met in a panel-led discussion on  ‘government as a platform’, chaired by subject expert Professor Alan Brown, Co-Director of CoDE . The Surrey Centre for the Digital Economy (CoDE) is a major effort focused on the impact of digital technology on businesses, the economy, and society.


    By Guest Blogger Professor Alan Brown

    Gaap Future - Alan Brown 17.03.16

    The phrase ‘government as a platform’ was coined in a Tim O’Reilly paper from 2010. Referencing companies such as Wikipedia, Amazon and Google, Tim explained how the new order of disruptive, platform-based organisations integrated their offering with their customers’ behaviour, and fed back data to improve services.

    He argued that this should work for government too. Tim criticised the old model of government, where citizens paid their taxes – and received a service, but were otherwise uninvolved: ‘Information produced by and on behalf of citizens is the lifeblood of the economy and the nation; government has a responsibility to treat that information as a national asset.’

    How far we have gone towards that goal – and is that goal even appropriate for a government?

    To find out, Methods Digital and the Government Digital Service (GDS) hosted a fascinating panel-led discussion at which I acted as Chair. The panel, held at the Royal Institute of British Architects in London, featured Janet Hughes, Programme Director of Verify; Iain Patterson, Director of Common Technology Services at GDS; Dr Mark Thompson, Director at Methods Digital; John Sheridan, Digital Director and Head of Legislation Services at The National Archives; and Michael Wignall, UK National Technology Officer at Microsoft.

    Under discussion:

    • What exactly does GaaP mean?
    • Why might a clear direction on GaaP be a matter of national importance?
    • How might a central hub, shared models, and economies of scale be exploited to improve services and drive out waste?

    Do we follow the ‘White Rabbit’?

    In his paper, Tim described ‘Government as a Platform’ as a white rabbit; in other words, ‘it means whatever we want it to mean’.

    The current Cabinet Office description is still ambiguous. It says: ‘Government as a Platform will provide a common set of core systems that enable government departments to share digital services, technology and processes’.

    The GDS is steering the transformation. So far, the focus has been mainly on websites, and bringing together information for the user in the portal, which has been very successful in its efforts. But resources are tight, conceptual clarity is lacking, and often organisations are working in isolation and/or confusion on common problems. And ultimately, what happens at the centre, what government itself builds and delivers, is just a small part of the story.

    What’s needed is a complete re-design and re-think of the underlying systems that support government, and a way of folding in conversations, suppliers and consumers in a government Marketplace. This Marketplace could foster and deepen understanding, influence policy, highlight present activities, and create the infrastructure for the future. But what does this mean in practice?

    In my view, GaaP is made up of three pillars:

    1. Firstly there are components like and Verify – built in the centre and used for the good of citizens by some or all departments. These should bring cost reduction, whilst increasing ease-of-use, familiarity and trust.

    Let’s call this “Platform Engineering”.

    1. Secondly, commercial platforms, where the basics of a service – such as case management, CRM or finance systems – can be easily procured and integrated, with minimal development.

    We can call this “Platform Evangelism”.

    1. Thirdly, entrepreneurial, bespoke platforms built by communities to deliver something special. These in turn can support wider government efforts, and even contribute to the economy. Just a couple of weeks ago, we saw the launch of just such a product: the new Office of National Statistics publishing platform was built from scratch, and it can now feed data automatically to the rest of government, to citizens, to businesses. It’s O’Reilly’s data dream brought to life.

    This we can refer to as “Platform Entrepreneurship”.

    These three different approaches to platforms in government – platform engineering, evangelism, and entrepreneurship – must be key tenets of the Government’s approach to GaaP. Defining and executing this strategy is one of the most pressing technology challenges of our day.

    So I see Government as a Platform as being part-owned by the centre, without doubt — but also by companies, by enterprising tribes, by citizens.

    What is the government’s new role in a digital world? We are shaping it now, and it can only be what we make it. Digitisation of public services needs to be built on the application of open technical standards and a shared set of platform-based architectural principles. Sustainable and meaningful reform and improvement will only be achieved when there is an equal relationship between internal organisational and digital services transformation – driving innovation across the public and private sector, and significantly improving our public services in the digital economy.



    Alan W. Brown is Professor of Entrepreneurship and Innovation in the Surrey Business School where he leads activities in the area of corporate entrepreneurship and open innovation models. In addition to teaching activities in

    entrepreneurship and global strategy, he focuses on innovation in a number of practical research areas with regard to global enterprise software delivery, agile software supply chains, and the investigation of “open commercial”

    software delivery models. For more, please see: A.W. Brown, J. Fishenden, and M. Thompson, “Digitizing Government: Understanding and implementing new digital business models”, Palgrave Macmillan, December 2014.




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