The Gies Business model for continuous learning recognizes that viewing education and work as separate, sequential activities is no longer practical.

“We meet learners wherever they are,” said Brooke Elliott, dean at Gies. “We make it easy and economical for them to jump in and out of their educational journey throughout their careers. By combining online education with a wide array of credentials, they can upskill or reskill as needed, applying what they’ve learned to the workplace immediately.”

Gies Business began building this foundation in 2016 when it launched a fully online MBA at a market- shattering price of less than $22K. Three years later, the College suspended its on-campus MBA programs to refocus resources into the online offering. That move proved prescient with the iMBA now reaching more than 100 countries and attracting 4,000 current learners, who typically work full-time and avoid the massive debt often associated with traditional MBAs.

The successful formula has served as the template for Gies’ full suite of offerings. Today, the College offers an online undergraduate business minor, 10 on-campus and online master’s degrees and 14 certificates– with more on the way.

Learners can start with a non-credit or for-credit course, and then apply those learnings toward a transcriptable graduate certificate. Or they can start with a certificate and stack it into a degree. Offerings include stackable for-credit and non-credit courses in topics ranging from business strategy to managing organizations to central banks and monetary policy.

The Gies approach allows learners to test the waters before fully jumping into a degree program. A reduced requirement for prerequisites allows these learners to take stand-alone classes in almost any order so they can build a learning experience that best fits their personal life and professional needs.

“No effort a student makes is wasted – from a single course to a degree, every component complements the others without duplication,” said Elliott. 

Meeting market demand: The rise of the self-made degree?

Elliott and Brown believe universities clinging to traditional models may contribute to the rise of third- party credentials to meet this market demand. Brown imagines a future where learners can create their own “degree.”

“Imagine a self-made MBA on a resume, comprised of recognized credentials from a half dozen top institutions,” said Brown. “It is not difficult to foresee a time when a third-party business emerges that certifies someone has earned the equivalent of a degree.

“But if universities continue to have the mentality of ‘if we did not teach it ourselves, the students cannot possibly have learned it’ they will miss out on meeting a clear, powerful market demand,” said Brown.

Challenges and investments
Making the transition to a more accessible and affordable portfolio of learning experiences isn’t without its challenges.

“In building these programs, we’ve had to navigate how to deliver a high-quality learning experience for a global audience ranging from 18 to 88 years old,” said Elliott. “Our structure and resources are designed for maximize flexibility and growth.” 

Quality content & engagement
Gies prioritizes offering the same quality teaching and support as it does for its traditional on-campus degrees. For-credit and non-credit learning opportunities are regularly created by full-time tenured professors, industry experts, and even a former dean of the College. Self-paced content is complemented by high-engagement components such as weekly live sessions with faculty, graded assignments, group work, discussion boards, and faculty office hours. 

Investment in infrastructure & resources
Gies has strategically reinvested revenue generated from its stackable offerings into resources and infrastructure. The number of faculty has grown by more than 40 percent in just six years, fueling both research output and the College’s ability to develop innovative programs. With the support of alumni, Gies is also committed to giving teachers and students a superior learning experience. The next phase is underway with the construction of Steven S. Wymer Hall, a state-of- the-art building that in 2025 will house new content creation studios, classrooms, and collaborative spaces.

More than 60 people support Gies’ Teaching & Learning efforts: This includes video producers, live session directors, instructional designers, graphic artists, and much more. Together, they deliver more than 100 online courses and 40-plus live sessions each week. 

Institutional changes for accessibility

This shift has required more collaboration, time, resources, and flexibility. Units worked together to make institutional changes that align with Gies’ innovative model. For example, Gies offers five annual intakes of new learners compared to the traditional one or two and operates on a pay-as-you-go model, which differs greatly from the standard tuition model.

To increase accessibility to its degrees, Gies has de-emphasized GMAT testing because its acceptance criteria create biases in the applicant pool and perpetuate a lack of student diversity.

“Collectively, we are in a unique position to challenge the traditions that increasingly stand in the way of innovation,” said Brown. “Business school leaders must embrace change and intentionally guide business education toward programs built on academic rigor and relevance.”