Cambridge (Hybrid)
Programme Delivery Lead – Executive Education
£40,000 – 60,000 + Strong Benefits
Selling MBAs in a fast-paced world: how the role of the sales and programme teams is evolving
Business Schools, Executive Education, Recruitment
In a world shaped by constant disruption, economic uncertainty, and digital acceleration, business schools face increasing pressure to demonstrate the tangible value of their MBA programmes. Today’s prospective students are more discerning, more demanding, and more empowered with information than ever before. For business schools, “selling” the MBA is no longer just about admissions—it’s about aligning mission-driven programmes with real-world ROI, and doing so with agility, empathy, and innovation.
This shift is redefining the role of both sales and programme teams. No longer siloed, these functions must now work in collaboration to provide a seamless and persuasive experience, from first enquiry to post-graduation. Here’s how their roles are evolving in this new landscape and what it means for recruitment in both functions.
Moving from transactional selling to consultative guidance
Historically, enrolment teams could rely almost solely on MBA rankings, alumni networks and the school’s heritage to ‘sell’ MBAs. Today, though, students expect more nuanced and personalised conversations around their individual prospects and plans. They want individual guidance specific to their industry, career path and personal needs. That includes advice on the best format of an MBA: online or in-person.
And with the growth of micro-credentials, course sales teams and leaders are also having to provide guidance on new alternative routes to achieving individual learning objectives. In a sense, the MBA sales professional of today has to move from a promoter to an advisor.
Shorter programmes, longer relationships
In a similar vein, the rising trend for micro-credentials within business schools is leading to a shorter student experience, but one that has longer-term prospects for both the learner and the school. This rising trend may mean that students complete individual modules over a limited time frame, but they will also return time and again to undertake follow-up and interlinked courses to achieve their full MBA portfolio.
That means that course sales teams will increasingly have to become adept at building long-term relationships with prospects and alumni alike.
Programme and sales as a conducive team
While the above points largely focus on the changing role of MBA course sales teams, these trends also have a direct impact on programme design and leadership teams. With students actively seeking more tailored and individual MBA options, programmes will need to adapt and flex in line with these emerging requirements.
That will necessitate a closer relationship between sales and programme development to ensure the vital insights course sales teams are garnering is fed back to the right people. However, this changing landscape is also adapting the role of programme teams, from developers to managers. These professionals now contribute to recruitment events, webinars, and content marketing efforts, to name just a few examples. They must not only articulate what is taught, but also how it’s delivered and why it matters in the broader business context.
For many, that will mean upskilling in other remits, including marketing and sales. That doesn’t mean that programme teams need to be top sales professionals, but a level of experience and knowledge – garnered from their peers across other functions – will certainly be valuable.
Digital versus human: Striking the right balance
Whether through AI chatbots, virtual tours, or automated drip campaigns, the sales funnel has gone digital. And as we have covered in recent insights, courses themselves have also become more digitalised and AI-enabled. But the human element is more important than ever. Personalised outreach, timely follow-ups, and meaningful engagement are what convert interest into enrolment, and ensure the learner experience is delivered to the highest degree throughout the course.
Both the sales and programme teams of today must be digitally fluent and data-literate. They need to be able to balance automation with authenticity—using tech to free up time for high-touch, high-value conversations.
What does it mean for business school recruitment?
It’s clear that these critical functions within business schools are adapting and changing. The requirements of sales and programme professionals are adapting – and with it the skills they need are evolving. While upskilling and training will be beneficial, schools must also begin looking beyond the traditional routes for some of these resources.
Softer skills such as learnability, adaptability and collaboration will all become increasingly important, as will a cross-section of experience. A programme manager will need more than the previous experience in course management, but also a level of sales, marketing and behavioural analysis skills.
This will make it more difficult for schools to recruit and assess for the right attributes, but that’s where the right partner can add the most value.
The MBA is still one of the most powerful vehicles for career acceleration—but only when sold, supported, and delivered with purpose.
Looking to expand your sales or programme function? We can help – contact us today.
