EY Tech MBA Program Guide

EY Tech MBA
by Hult
Program Guide
19 October 2020
TABLE OF CONTENTS
INTRODUCTION & PURPOSE ............................................................................. 5
YOUR QUALIFICATION ..................................................................................... 5
Higher Education Qualifications in the US ................................................................. 5
PROGRAM CHANGES ....................................................................................... 6
KEY CONTACTS ............................................................................................... 6
ABOUT HULT INTERNATIONAL BUSINESS SCHOOL ............................................ 8
Mission Statement ................................................................................................. 8
PROGRAMS AIMS & LEARNING OUTCOMES........................................................ 9
Program Aims ....................................................................................................... 9
Program Learning Outcomes .................................................................................. 9
PROGRAM DESIGN & STRUCTURE ................................................................... 11
Evidence of Learning............................................................................................ 11
Breadth and Depth Across Pillars ........................................................................... 12
Program Overview ............................................................................................... 12
TEACHING & LEARNING STRATEGY................................................................. 13
Teaching strategy ................................................................................................ 13
Learning strategy ................................................................................................ 13
PROGRAM DELIVERY ..................................................................................... 14
Self-directed study and learning resources ............................................................. 14
Foundational courses (bronze badges) ................................................................... 14
Advanced courses (silver badges) .......................................................................... 14
COURSE CATALOG ........................................................................................ 15
INTEGRATION COURSES ................................................................................ 16
Pillar Insight Papers ............................................................................................. 16
Capstone Project ................................................................................................. 20
Learner Completion Report ................................................................................... 23
SCOPE OF REGULATIONS ............................................................................... 25
ACADEMIC GOVERNANCE .............................................................................. 25
ADMISSIONS AND ASSESSMENT ..................................................................... 25
Admissions Criteria .............................................................................................. 25
Admissions Process ............................................................................................. 25
List of Admissions Documents ............................................................................... 26
Approved EY Badges Curriculum ........................................................................... 27
Assessment......................................................................................................... 28
EY Tech MBA by Hult — Program Guide 2

PROGRAM APPROVAL, MANAGEMENT & ENHANCEMENT ................................. 30
Principles ............................................................................................................ 30
Academic Approval by HULT ................................................................................. 30
Course Evaluation, Review & Design Process .......................................................... 31
Course Evaluation & Review Process ...................................................................... 31
Course Design Process ......................................................................................... 31
Course Test Feedback Form - Example form for a Digital badge ................................ 32
ACADEMIC & PROFESSIONAL STANDARDS ...................................................... 33
Academic Integrity ............................................................................................... 33
Academic Referencing.......................................................................................... 33
Referencing style: APA v7 .................................................................................... 33
Applying APAv7 Referencing ................................................................................ 34

WELCOME TO THE EY TECH MBA
In today’s ever-changing, interconnected world, truly
effective business leaders must be able to see change as
possibility, work seamlessly with many different cultures,
and harness the power of technology.
The EY Tech MBA by Hult is an ambitious program that

focuses on the practical application of leading-edge thinking
and on developing the technology, leadership and business
skills and behaviors that will help them thrive in tomorrow’s
workplace and build a better working world.
The program was designed for EY professionals who have gained significant business
experience in their careers but realize there is more they want to achieve. It provides
experienced professionals with the platform to make an impact through business far
beyond their current day-to-day role.
Whether you want to unlock your transformative leadership potential, gain new
perspective or completely change your career path, the EY Tech MBA will enable you to
transform yourself and your career at EY and beyond.
We designed this program to help EY people develop both the mindset and skillset to
navigate new ways of working. The EY Tech MBA’s innovative virtual learning model
addresses not only what people need to learn to serve our clients “Now, Next and
Beyond,” but also how they want to learn it with the flexibility to study whenever and
wherever they wish. This reflects a broader shift towards virtual learning as a result of the
COVID-19 pandemic, during which we saw a 40% plus uplift in the use of our online
learning resources.
These aims are achieved by allowing the more than 300,000 EY professionals in over 150
countries, regardless of role or position, to study for an accredited MBA program, for free.
To ensure the program is highly relevant to the learner’s role and reflective of their
aspirations, each student will be able to build their own path toward the MBA, choosing
from a variety of high-quality courses covering a broad range of subject areas, from AI,
Blockchain and Robotic Process Automation to Finance, Strategy, Employee Wellbeing,
Diversity & Inclusion, and Sustainable Business Practices.
The flexibility and delivery of the program also mean that you are responsible for your
learning. You will have much to learn from your subject matter experts and faculty — as
well as the wider EY and Hult learning community, but you must actively engage,
challenge, and contribute to the learning process.
We are committed to your growth and development and we wish you every success in your
learning journey.
Riaz Shah
Partner, Global Talent

INTRODUCTION & PURPOSE
The EY Tech MBA Program Guide provides a comprehensive overview of the program's
structure, design, delivery and content*. It also forms the primary reference for all
policies, procedures, and academic regulations relating to the program. Through this
document our aim is to ensure that all students** have a reliable set of guidelines to follow
during their course of study.
Your comments on any improvements to this document are welcome - please put them in
writing to the Program Team via: eytechmba@uk.ey.com
* Information herein may be updated during your studies, in which case an updated copy will be published on
the EY Tech MBA Program Site.
** In the context of this program, the term “student” is used to denote a participant on a program leading to
the EY Tech MBA.
YOUR QUALIFICATION
The EY Tech MBA (Master of Business Administration) is a postgraduate qualification.
Once you successfully complete all parts of the program you will receive a US degree,
awarded by Hult International Business School (Hult). Detailed information is available in
the Academic Regulations section of this Program Guide.
You will be a registered student of Hult once your application has been accepted by Hult,
comprised of 16 Badges in Technology, Business and Leadership plus a new Learning
badge in Business; three Pillar Insight Papers; and one Capstone project. Once you suc-
cessfully complete all academic requirements of the program, you will receive the Hult
MBA qualification. The EY Tech MBA operates on the US academic credit system and
consists of 36 US credits. The default credit currency used in Hult publications is US
credits.
Upon completion of your studies at Hult, you will be entitled to the following:
• A single transcript of Academic Performance and
• A degree certificate from Hult
Higher Education Qualifications in the US

Hult is a US non-profit higher education institution organized in the Commonwealth of
Massachusetts and accredited by the Commission on Institutions of Higher Education
(CIHE) of the New England Association of Schools and Colleges (NEASC) to award US
degrees. Further information on New England Commission of Higher Education (NECHE),
the regional accreditation body covering Hult’s US degrees, can be found at
https://www.neche.org.

PROGRAM CHANGES
The School may make changes to elements of your program and its delivery, such as the
timetable, syllabus content, and assessment. Such changes may be due to enhancing or
updating the quality and content of your program; responding to student feedback;
academic staffing changes; a lack of student demand for certain courses; or factors
beyond the School’s reasonable control, which could include meeting the latest
requirements of an accrediting body. In the event that the School is required to make
amendments to your program, we will endeavor to notify you as soon as reasonably
possible.
KEY CONTACTS
Hult International Business School
Johan Roos Chief Academic Officer
Julia Mut Program Manager eytechmba@hult.edu
EY Tech MBA Program Team

Stephanie Keefe Program Manager eytechmba@uk.ey.com

SECTION 1
INTRODUCTION

ABOUT HULT INTERNATIONAL BUSINESS SCHOOL
Hult is a new kind of non-profit business school that constantly innovates to meet the
needs of students, employers, and society in a world that is changing faster than ever
before. More than a business school, Hult is a dynamic and multicultural community that
educates, inspires, and connects some of the most forward-thinking business talent from
around the world.
Hult is a global school with campuses in Boston, Dubai, London, San Francisco, Shanghai,
and a global rotation center in New York City.
Mission Statement
We strive to be the most relevant business school in the world.
By using our global reach and always being creative, entrepreneurial, and on the cutting
edge, our aim is to have a positive impact on individuals and organizations by
transforming their management practices. In so doing, we hope to be the business school
of choice for existing and aspiring leaders. We will contribute to sustainable growth,
helping leaders to integrate commercial success and societal well-being.
Hult is the first triple-accredited business school in the US and regularly ranked as one of
the top business schools in the world.

PROGRAMS AIMS & LEARNING OUTCOMES
Program Aims
The EY Tech MBA aims to develop within individuals the capabilities required to achieve
personal and organisational success as strategic managers and highly effective
transformative leaders, able to set vision and purpose, drive innovation with strategic
intent, and build diverse and supportive cultures that deliver results.
Our vision for the EY Tech MBA is that, to the benefit of themselves, their organization
and the wider society, students will understand, value and be able to connect:
• A good understanding of self and passion for lifelong development coupled with a
willingness to coach, sustain and influence all engaged stakeholders.
• An abiding understanding of the environmental, strategic, ethical, operational, financial,
and interpersonal drivers of business success.
• A deep understanding of how to harness the power of technology to drive innovation
and navigate disruption.
Our goal is to help participants to become role models for others by influencing positively
at all levels and across diverse groups of internal and external stakeholders.
Program Learning Outcomes

The program balances the need to develop both business capabilities (knowledge and
skills) and interpersonal skills and behaviours by providing a thorough grounding in all the
disciplines required to successfully manage and lead business and people.
Upon successful completion of the program, students will be able to:
Reference Criteria Learning Outcome

PLO1 Conceptual Synthesize key concepts, frameworks, and models that impact
business practices and performance. Able to detect sources of
competitive advantage and design innovation strategies.
PLO2 Applied Creatively apply an executive perspective to business challenges
and solutions. Identify problems, anticipate changes, shape
opportunities, craft solutions, and capitalize on them.
Implement and manage innovation strategies, harnessing
emerging technologies.
PLO3 Global Critically appraise the global business environment and cultivate
a culture of inclusion that fosters diversity and celebrates
differences.
PLO4 Interpersonal Combine and apply the interpersonal influence and team
collaboration skills needed to be an effective leader and a high
performing team member in a diverse global workforce.
PLO5 Ethical Develop ethical and authentic leadership skills. Integrate
effective and culturally sensitive strategies to address the
broader societal and ethical implications of business decisions.

SECTION 2
PROGRAM DESIGN & DELIVERY

PROGRAM DESIGN & STRUCTURE
The program is centred around three key pillars:
1. Technology - Build the future-focused skills you need in emerging and disruptive
technologies and drive innovative solutions with a strategic perspective.
2. Leadership — Develop the transformative mindset you need to lead with purpose,
develop a growth mindset and inspire and build effective teams.
3. Business - Learn how businesses work and develop the skills needed to innovate and
transform your working world.
The three pillars of the Tech MBA are supported by a combination of 16 badges (courses)
across two levels (bronze and silver) that give the learner the breadth and depth desired in
an MBA program. As well as the Basics of Business learning badge and if required the
Digital Learning badge also.
Each badge requires the learner to compete required learning content hours which are
tracked and logged on Success Factors:
• A bronze badge requires the learner to complete a minimum of 15 content learning
hours (contact hours)
• A silver badge requires the learner to complete a minimum of 30 content learning hours
(contact hours)
The content for each of the badges is sourced from a variety of trusted sources and
curated by EY Subject Matter Resource (SMR) using a process approved by Hult. To learn
more about our full suite of EY Badge offerings visit the EY Tech MBA Program site.
Evidence of Learning
In addition to completing the requisite learning hours, the learner must submit evidence of
learning and application in order to apply for a badge. This can be done through different
types of activities in the following categories:
a. Apply knowledge (to client engagements or internal projects)
b. Create knowledge
c. Share knowledge
An explanation of these categories can be found in section 3 and are explained in detail on
the EY Badges site for each badge. In order to apply for a Bronze Badge, the learner is re-
quired to submit one of the above. To apply for a Silver Badge, the learner is required to
submit two of the above.
These activities are supervised and attested by an EY manager, who worked with the
learner on the specific activity, and assessed on Hult provided rubrics by EY’s Global
Learning Team. The documentation for these activities will be retained by the EY Central
Learning team. Hult will have the right to review submitted evidence (except for client
confidential materials).

Breadth and Depth Across Pillars
To ensure breadth and depth across pillars, each learner must complete a set combination
of bronze and silver badges within each pillar to achieve the required number of credits
(24) from these learning activities. Each bronze badge will carry one academic credit,
while silver badges are worth three credits. Learning badges do not carry credits.
Program Overview
The program is worth 36 academic credits broken down into the following elements:

TEACHING & LEARNING STRATEGY
The teaching and learning strategy of the EY Tech MBA is based on developing adult
partnerships with participants, rather than the dependent relationships found in traditional
classrooms, with three core learning philosophies at its core:
• Reflective practice
• Lifelong learning
• Individually tailored learning
These philosophies inform the design and delivery of the program. Students are
encouraged to explore concepts and their application in relation to their own experience
and perceptions, in dialogue with their managers, tutors and peers.
Teaching strategy
Hult’s teaching strategy has always been driven by a desire to hire the best possible
teachers, who balance academic credentials and real-world experience to provide what is
best for students.
As such, we seek to nurture an academic culture built on relevant research that can be
directly applied to teaching and student engagement. Additionally, we have always sought
to foster constructive links with employers, as a vehicle to bring the real world into the
classroom, and also to provide opportunities for students to showcase their knowledge
and skills.
The EY Tech MBA allows us to do just that.
In order to earn a bronze or silver badge, learners must undertake learning and provide
relevant evidence of learning and application, related to a real-life project (internal) or a
client engagement. Teaching and learning are therefore constantly put into context of
real-world challenges and opportunities in the business world.
Another example of this approach is the focus on integrative courses, consisting of the
creation of Pillar Insight Papers and the final Capstone Project, which encourage students
to integrate their learning within and then across each pillar to create and deliver original
insights and solve a pressing corporate challenge.
Learning strategy
A focus on practice and impact provides the backbone to this program. It means students
will combine the study with an in-depth focus on the issues faced in their organization and
the client organizations they work with.
The EY Tech MBA program is one of virtual self-directed learning at all stages. It is based
on a learner-centered pedagogy, allowing a degree of choice of learning resources that
are accessed according to the individual’s needs and context.

You will be provided the opportunity to acquire practical, leading-edge business knowledge
with a focus on international and cross-cultural understanding of the marketplace.
Consistent with the three pillars of the program and its five overarching learning
outcomes, we are committed to facilitating a learning environment that develops
graduates who are:
• Adept at applying business concepts, frameworks, and models to the real-world
challenges they encounter.
• Capable of thinking and acting creatively and with executive foresight, by identifying
problems, anticipating changes, navigating ambiguity, shaping opportunities, crafting
solutions, and capitalizing on them.
• Capable of designing, implementing and managing innovation strategies by harnessing
the power of technology.
• Comfortable with cultural difference, and capable of operating successfully across
cultures and borders.
• Proficient influencers and collaborators, with high personal resilience, and the
adaptability to contribute within diverse teams and to lead them.
• Aware of the sensitive social and ethical consequences of business decisions.
• Lifelong learners who set an example for their peers
PROGRAM DELIVERY
This wholly online program is designed to give the participant the flexibility to combine
and balance study requirements, work commitments and personal lives by offering a self-
managed individually tailored route through an approved program framework so that
students can learn wherever and whenever it works for them.
Self-directed study and learning resources

The program is underpinned by materials which address important aspects of self-directed
study presented in a variety of accessible forms on Success Factors. With such a broad
base of reference, it is critical for students to actively select the most relevant course
content for their role, circumstances and aspirations.
Foundational courses (bronze badges)

Foundational courses provide the breadth of knowledge and skills required for an MBA
degree. Thus, they are offered across a wide range of disciplines and subjects.
Each student is required to complete 12 foundational courses, equally split across each
pillar (four foundational courses in technology, leadership and business).
Advanced courses (silver badges)

Advanced courses provide the necessary depth of knowledge and skills within specific
domains. They call upon you to develop analytical and cognitive skills across these
domains.
Each student is required to complete 4 advanced courses, two in the technology pillar, one
in leadership, and one in business.
All foundational and advanced courses are listed in section 3.

COURSE CATALOG

INTEGRATION COURSES
Pillar Insight Papers

For each of the three pillars of the EY Tech MBA (Technology, Business, and
Leadership), each learner is required to submit a 2,500-word Pillar Insight Paper (“PIP”).
The PIP represents a reflective and analytical report consolidating the main takeaways by
the learner from the various badges they completed under each pillar, and an overview of
how those learnings can be implemented now, next and beyond.
To ensure that learning is relevant, tangible and has immediate utility, the completion
of PIPs trigger learners to take a step back and reflect on their working practices and how
they have applied their skills within their team or in client engagements. This reflection will
help them propose enhanced, or potentially new ways of working, further integrating their
knowledge into practice.
Learners are required to develop a critical discussion and expected to draw on key
concepts and academic frameworks to demonstrate their critical understanding. Leaners
are encouraged to undertake wider reading and use information, insights and data from
credible sources. It is recommended that they use relevant examples to illustrate the key
points they wish to make.
PIP Instructions:
• Each PIP must be submitted with a cover sheet (template below) which lists all list
badges completed in the particular pillar, and references the experiences completed for
each badge.
• Each PIP must be 2,500-words long (+- 10%), excluding any footnotes, graphs,
references and sources. PIPs not within word limits will not be accepted.
• PIPs should be clearly structured and produced in the format of an academic report.
• Justify your views, analysis and recommendations by referring to concepts, models and
best practices you have learned within this pillar.
• Do not include any information that would identify a client, e.g. use phrases such as “a
major energy company” rather than client names.
• Ensure correct referencing and sourcing.
• You are required to demonstrate good understanding of the academic literature in your
chosen areas of investigation and use key academic concepts to underpin your work.
Importantly, you are expected to develop a critical discussion of your own and existing
findings which helps you to address the strategic challenge(s) at hand. We will be
providing guidance by Hult for this.
• All submission will be checked for plagiarism via the Turnitin application.
• The PIPs should be completed in your personal time, as is the case for all EY Badges and
the EY Tech MBA.
• Your PIP will be reviewed by an EY Pillar subject matter expert and by Hult faculty and
will be rated as either a Pass or Fail. You will need to receive a Pass rating for each of
the PIPs before you can apply for the final stage of the MBA, the Capstone Project.

PIP Structure:
Part 1: Cover Sheet
Part 2: Executive Summary
Part 3: Pillar-specific Analysis
Part 4: Conclusions & Recommendations
PART 1 — Cover Sheet
PART 2 — Executive Summary

An executive summary briefly outlines the context for your paper, its aims, structure and
content. This section should also provide an integrative look at your learning journey
through the specific pillar, highlighting key lessons and how you have applied them in your
role and any changes to current practices that have resulted from these lessons.
Guiding questions:
• Taking an integrative look at all of the badges you completed as part of this
pillar, summarize your main lessons learned.
• How you have applied these lessons in your role?
• What measurable impact have you been able to create?
• What challenges did you experience in completing the learning, if any?
• What are your main conclusions and recommendations?
PART 3 - Pillar-specific Analysis

Technology Pillar
• Describe the main opportunities posed by emerging and disruptive technologies (based
on the domains you completed) for the professional services sector, or for an industry
sector of your choice.
• Describe the main challenges that hinder the development or application of emerging
and disruptive technologies within this sector.
• Which of these opportunities and challenges do you consider having the most significant
impact on your chosen sector? Why and what are the implications?
• What kinds of responses would be appropriate or desirable from the industry?
Leadership Pillar
• We know that leadership throws up tensions to be managed. Reflecting on your own or
another’s approach to leadership in your organization and drawing on relevant theory
and literature, critically discuss the extent to which one or more of the leadership
theories you have studied in this module has played out in practice when attempting to
address the tensions you face as a leader in the professional services sector. Include
where you can see the EY Transformative Leadership model is being used to address
these tensions.
OR:
• Choose one role model who you consider to be a great leader, and one example of a
leader you consider to be ineffective. These can be people you work(ed) with and look
up to; or leaders from external organizations and worlds beyond business, for example,
political leaders, community leaders, sports coaches, and more.
• Reflect on what makes them great or bad leaders and justify your answers by linking
back to the content of this pillar, referencing relevant models, frameworks, and
• Describe at least three characteristics or behaviors they display consistently, which
make them effective or ineffective leaders.

Business Pillar
• Critically analyze and address a strategic challenge within EY, or within an identified
business, industry sector or community.
• The paper should take the form of a research paper, consultancy report or an
entrepreneurial report. In all three report format options, the project should investigate
a very specific research question (posed by you).
• The final goal of this paper is for you to present executable strategies and
recommendations.
PART 4 — Conclusions & Recommendations
In this part of your PIP submission, you should provide 2-3 constructive and relevant
recommendations to enhance or redesign current working practices, either within your
working life or within your sector. Your goal is to demonstrate your ability to think
critically and reflect deeply on how to apply what you have learned to solve business-
related problems creatively. Describe how you can measure the effectiveness and impact
of your suggested recommendations.
This part of the PIP is your opportunity to draw together the threads of your argument
and highlight the ground you have covered in the particular pillar, leaving your reader with
the final impression that your paper is coherent, complete, competent, and relevant.

Cover Sheet Template
EY Tech MBA by Hult

PIP Submission Coversheet
Student Name:
Pillar:
Badges completed as part of this pillar:
# Badge Badge Domain Experience contribution submitted

Title Level for Badge
(Bronze
or Silver)
1
2
3
4
5
6
7
A PIP will not be accepted and valid without this coversheet. By submitting this coversheet
with your assessment, you are confirming and declaring as follows:
1. That your Word Count for this assessment is: Words. Your PIP will not be
accepted if it is outside the limit of 2,500 words +/- 10%. This limit excludes table of
contents, references section, bibliography, appendices and any acknowledgements and
glossary and includes the main body of text, executive summary, footnotes, captions
for tables and figures, citations or similar.
2. That you have read and understood the Hult Academic Misconduct Guidelines and
declare that this written assessment is all your own work except where you have
indicated otherwise by proper use of quotes and references, following the referencing
guidelines in the Student Handbook.
Date Submitted [DD/MM/YYYY]:
Please note that you need to submit your PIP as one electronic document in pdf format,
including this coversheet (with the coversheet placed at the top of the document), the
actual paper, references and any appendices.

Capstone Project
The EY Tech MBA is a practical MBA where learning is consolidated with real life
experiences and Pillar Insight Papers help learners take a step back and reflect on their
learning and its application in each of the three pillars. The Capstone Project is the final
activity before a learner can be awarded the EY Tech MBA by Hult International Business
School. The Capstone Project will be completed as a group activity.
The objective of the Capstone Project is to integrate concepts learned throughout the EY
Tech MBA program through addressing one of two options:
1. A strategic opportunity for EY or
2. For business to address a new societal challenge through a new social
impact enterprise.
The groups are able to choose one of the two options for their Capstone Project. These
are set out below. The format, final deliverable and grading rubric for both Capstone op-
tions will remain the same and is described now for both.
The Capstone Project will be reviewed by an EY Partner and a Hult Professor.

Groups will have one opportunity to resubmit their Capstone Project if they fail in their
initial submission and will be provided with constructive feedback by a Hult faculty in
order to complete their resubmission.
EY may contact the groups in order to take forward ideas or elements of their Capstone
project where applicable.
Format
Deliverable: 15-minute video presentation
Each submission will consist of three parts:
Part 1: Introduction
The video presentation should start with a brief introduction of the learners and the
highlights of their learning journey, as well as how their insights (Badges, PIP) have
helped them choose and developing their Capstone Project [<2 min].
Part 2: Opportunity
First choose between Option 1: EY Strategic Opportunity; or Option 2: Social Impact
Enterprise Opportunity (further explained below).
Focusing on the chosen opportunity, the learners are expected to cover the following
points in the main section of the video presentation [8-10 min]:
a. Problem Statement
b. Solution
c. Business Model & Feasibility
d. Go-To Market Strategy
e. Impact

Part 3: Lessons learned and applied
The video presentation should conclude with a group self-reflection on the key lessons
learned during the Tech MBA learning journey and a synthesis of how the learners have
applied these lessons to contribute more meaningfully to their role, team and to EY at
large [<2 min]
Question - you can select either Option 1 or Option 2:
Option 1: EY Strategic Opportunity

Identify a new strategic opportunity for EY globally, or in a region, using the knowledge
and skills you have gained in your pursuit of the EY Tech MBA. Think about an initiative
that could:
• Promote change to make our business or clients’ businesses work better
• Develop services that unlock new solutions that allow us to provide exceptional service
for our clients and other stakeholders
• Find ways to improve how EY delivers collective intelligence to clients by sharing
knowledge across borders and service lines
• Proposing a new digital transformation initiative that can be implemented successfully
within the next two years in EY.
Guidance:
You may get inspiration from the elements of EY’s Nextwave strategy:
• Our purpose sets out why we exist as an organization: Building a Better Working World —
how can we better activate this internally and externally?
• Our ambition describes what we want to achieve: to create long-term value as the
world’s most trusted, distinctive professional services organization: what new
opportunity do we have to achieve this, in any of the following elements of value?
• Client value: To help clients grow, optimize, and protect value.
• People value: To create an exceptional experience for EY people.
• Social value: To build trust in the capital markets and have a positive impact on
communities and the planet. What else could we be doing to help society as a whole?
• Financial value: To be the long-term growth leader. What else can we do to ensure our
financial success so that we can continue to build a better working world?
• Our commitment to Diversity & Inclusiveness: what opportunities do we have for
doing more in building a culture that values diversity, inclusiveness and
collaboration?
• Our strategic pillars address the most important areas we must focus on to compete and
win:
• Drive client centricity: how else can we drive this and deliver more client value?
• Engage and attract exceptional and diverse people: how else can we do this?
• Transform business through data and technology: how else can we create and deliver
more value in how we relate to each other and clients?
• Accelerate global integration and teaming: how else can we become a more globally
connected organization, with a strong culture of teaming
Final deliverable: Based on your knowledge, skills and experience, as well as thorough
research, and consultation with a Hult faculty, create a video presentation covering all
three parts of the Capstone Project: Introduction, Opportunity, Lessons Learned & Applied

Option 2: Social Impact Enterprise Opportunity
You may choose to focus your Capstone Project on the idea that business can be one of
society's greatest problem solvers, by creating a plan for a social impact enterprise.
Each year, the Hult Prize team issues a big bold challenge aligned with a large market
opportunity meant to inspire and enable the world's brightest minds to solve our greatest
and most pressing social issues around topics such as food security, water access, energy,
and education.
The Hult Prize is the largest international case competition in the world. It is known as the
Nobel Prize for college students. The competition crowd-sources ideas from MBA and
college students in more than 120 countries.
If you choose this option you are required to develop a business plan for a social impact
enterprise that addresses the current year’s challenge for the Hult Prize, as detailed
at www.hultprize.org
A new challenge is announced in the month of September.
The challenge document (pdf is available for download from www.hultprize.org) provides
the broad background for the opportunity at hand. It is up to the learner to contextualize
this opportunity and come up with a solid business plan that will tackle the challenge and
maximize the opportunity in an original, innovative and strategic way. Please note that as
part of the Capstone, you are not expected to formally participate In the Hult Prize
Challenge team competition. Rather, the Capstone Project option leverages the annual
Hult Prize Challenge topic.
Guidance:
Based on the Hult Prize Challenge topic, identify a strategic business opportunity using the
knowledge and skills you have gained in your pursuit of the EY Tech MBA. Based on your
business idea, you are required to build a strong business case, which is impact-centered,
as well as:
• Aligned with the proposed challenge and sustainable:
• Offers an in-demand product or service to the marketplace where there is a need
evidenced by a willingness to pay (creates value in financial terms)
• Has a commercially viable plan (generates income) and a financially sustainable
business model.
• Serves the desired target audience.
• Creates societal value in a sustainable way
• Feasible and Market-Driven
• Demonstrates access to IP (in-house, through partnership, licensing, etc)
• Has a technically viable plan and pathway to market adoption
• Is supported by proposed partners and supply chain
• Disruptive
• Product or business model innovation that delivers transformation, serves the
underserved, creates new solutions to old problems, or engages the entire value
chain for systemic change

• Scalable
• Employs a business and operational model that is sustainable at scale.
• Demonstrates characteristics that can be replicated across markets
• Addresses barriers to entry (capital, knowledge, competition)
One way to leverage this option for the Capstone Project Is to connect with the EY Ripples
program to Identify an existing Impact enterprise to study, connect with, and Identify
opportunities for growth and scale. Through the EY Ripples program, a group could
choose to participate in a number of opportunities with Impact enterprises, which could
then form the basis for the Capstone Project.
Learner Completion Report

SECTION 3
ACADEMIC REGULATIONS

SCOPE OF REGULATIONS
ACADEMIC GOVERNANCE
Members of the Governance bodies will be provided by end of Sept. This will include an
Academic Board; representatives from the Academic Organization; Faculty Members; EY
Subject Matter Experts and we will also outline the Student Representation arrangements.
ADMISSIONS AND ASSESSMENT
Admissions Criteria
Admission requirements are in line with the AMBA standards for MBA applicants and
mirror the application guidelines Hult uses for their established EMBA program. These
admission requirements are:
• A Bachelor’s Degree, as well as 3 years of professional work experience, OR
• 10 years of professional work experience
Admissions Process
Pre-Registration for Admission:
Every eligible learner is required to submit a registration, signaling their interest to work
toward and achieve the EY Tech MBA once they have completed the requirements for 1/3
of the credit-bearing elements of the program (i.e. completed and passed courses worth
12 credits). This registration will take place through a Hult online form. Bronze badges are
equivalent to 1 credit and Silver badges are equivalent to 3 credits. Links will be provided
to the form or can be requested from the program team eytechmba@uk.ey.com .
Formal Application for Admission

Each Eligible Individual must have completed the following prior to submitting a formal
application to Hult for entry to the EY Tech MBA:
Technology Leadership Business

4 Bronze EY Badges 4 Bronze EY Badges 4 Bronze EY Badges
2 Silver EY Badges 1 Silver EY Badge 1 Silver EY Badge
Technology Insight Paper Leadership Insight Paper Business Insight Paper
You must also complete the Basics of Business Learning badge. Please note only 2
Bronze badges and 1 Silver badge are eligible per any single Domain. Badges from only 1
Sector can be included in your application. And you must include either the Bronze or
Silver Digital Badge in your application. If not you must complete the Digital Learning
badge. Details of the badge curriculum are contained below.
You will be required to sign a data-sharing agreement with EY, which enables EY to
provide an Individual Learner Completion Report to Hult.
And you will be invited to submit a formal degree application through Hult’s student
application portal. This online application captures demographic, education, and
professional background data.
As part of the application, the learner will also be required to submit a short motivational
essay, alongside 1-2 brief references from EY managers who have had direct exposure
working with the applicant and have previously attested at least one of the learner’s
badges.
Once the application is complete and the data-sharing agreement signed, EY will provide
an Individual Learner Completion Report to Hult. The report will be directly transmitted to
Hult by EY via email, ensuring authenticity and conformity to Hult systems standards and
will be entered into Hult’s Student Information System (Motivis).
List of Admissions Documents

The Learner Completion Report provides detailed information on each of the 16 courses
that were completed by the learner. For each course, the report will contain:
a. Course name, level and short description, and any other pertinent summary
information.
b. The specific content completed by the individual and total time spent (minimum 15
hours for a Bronze badge, minimum 30 hours for a Silver badge).
c. Date of award of EY Badge (and number of attempts).
d. Categories of evidence categories submitted for award of EY Badge, complete with
evidence descriptions, Experience Reflection Papers, Experience Review Forms detail-
ing the assessment rubric.
e. Hult will have access to all non-confidential learner submissions and will request these
via the EY Tech MBA program team.
f. Three 2500-word Pillar Insight Papers with completed rubrics, reviewed and attested
by EY’s Global Learning Team.

Approved EY Badges Curriculum
Technology Leadership Business

Domain Subdomain Domain Subdomain Domain Subdomain
Data
Architecture;
Data My Agile;
Data Strategy My Purpose Innovation
Platforms; Purpose Design Thinking
Information
Strategy
Data
Integration; Curiosity;
Better Climate Change &
Analytics Data Science; Wellbeing Sustainability
Me Sustainability
Data Agility;
Visualization
Inspiring; Digital Digital
Better Inclusion &
Cybersecurity Cybersecurity
Us Belonging;
Teaming Business Basics of Business
AI AI Finance Finance
Blockchain Blockchain Strategy Strategy

Advanced
Manufacturing;
SAP Customer;
Agribusiness;
SAP
Consumer Products;
Foundation;
Government & Public
SAP People;
Sector; Health;
SAP Risk; SAP
Insurance; Life
SAP Supply Chain;
Sciences; Mining &
SAP Tax; SAP
Minerals; Mobility; Oil
Technology;
& Gas; Power &
SAP Data &
Utilities; Private
Analytics; SAP
Equity; Real Estate,
Finance
Hospitality &
Construction; Retail;
Sector TMT - Media &

Entertainment,
RPA RPA
Technology,
Telecommunications
WAM - Alternative
Asset Management;
Dynamics 365;
Asset Management;
Microsoft Modern
Asset Servicing;
Workplace
Financial Products;
Wealth Management
BCM - Consumer
Banking, Corporate &
Commercial Banking,
Investment Banking &
Capital Markets

Note: only 2 Bronze badges and 1 Silver badge are allowed per domain. Badges from
only 1 Sector can be used.
Assessment
EY Badges will be assessed and verified by the EY Global Learning Team and attested by
EY Subject Matter Experts.
All learning will be recorded in the EY Success Factors systems and learner transcripts
Including total learner hours completed will be Included In the Learner Completion Report.
Experience will be measured using a Hult approved rubric. This rubric will be used by the
EY Global Learning team to assess the experience evidence attested by the nominated
attester. The evidence should be structured in line with the following summary table. Learner
will select the type of experience and should describe their experience as outlined using the
Experience Reflection Paper and Experience Review Forms. Learners submitting legacy
badges earned prior to the EY Tech MBA launch will be required to work with the EY Tech
MBA team to provide a review against the Learning components and also to complete
Experience Review Forms and Experience Reflection Papers for all experiences (1experience
for Bronze and 2 experiences for Silver). Learners may be required to provide additional
evidence or complete additional evidence to ensure It meets the Hult approved requirements.
Silver requires greater responsibility, complexity, scope and frequency to be shown In all
categories.
Bronze Badge: select one of three categories
Experiences Level of experience Description
Apply learning
Manage an internal or Assist in managing Assist in managing an internal or client
client project project that addresses an EY challenge by
applying badge concepts
Change behavior Demonstrate new Demonstrate new leadership behaviors with

(Leadership pillar only) behaviors your teams and co-workers; seek feedback
and document how your behavior has
changed
Create knowledge
Author thought leadership Assist in authoring Assist in the creation of a thought leadership
paper/presentation paper or presentation based on badge
concepts to address a current internal or
external challenge
Develop a new solution or Assist in developing Address a current challenge by assisting in

process/method the development of a new method (standard
approach to service delivery), solution
(service offering) or process that directly
applies badge concepts
Share knowledge
Teach/coach others Teach/coach others Deliver/ facilitate learning sessions for
colleagues pertaining to badge concepts

Serve as a Subject Matter Serve as an SMR to Serve as a Subject Matter Resource to aid in
Resource for Learning develop new learning developing new formal learning that is based
content on badge concepts
Silver Badge: select two of three categories

Experiences Level of experience Description
Apply learning
Manage an internal or Manage Manage an internal or client project that
client project addresses an EY challenge by applying badge
concepts
Change behavior Demonstrate new Demonstrate new leadership behaviors with

(Leadership pillar only) behaviors your teams and co-workers; seek feedback
and document how your behavior has
changed
Create knowledge
Author thought leadership Author Create a thought leadership paper or
paper/presentation presentation based on badge concepts to
address a current internal or external
challenge
Develop a new solution or Develop Address a current challenge by developing a

process new method (standard approach to service
delivery), solution (service offering) or
process that directly applies badge concepts
Share knowledge
Teach/coach others Facilitate a formal Deliver/facilitate learning sessions for
course colleagues pertaining to badge concepts
Serve as a Subject Matter Serve as an SMR to Serve as a Subject Matter Resource to aid in
Resource for Learning develop new learning developing new formal learning that is based
content on badge concepts

PROGRAM APPROVAL, MANAGEMENT & ENHANCEMENT
Principles
Academic Program Approval is the decision by the Curriculum Committee that the
Program has Definitive Program Documentation and plans that satisfy:
a. The Academic Regulations
b. Other Institutional standards and policies
c. US Requirements
d. Relevant accreditation standards, particularly those of AACSB, AMBA and EQUIS
e. Other resource needs such as learning resources and facilities
The process for Program Approval to be followed is:

a. Internal Academic Approval
b. Outline Validation, plus external approvals (if required)
c. Final Approval
A Program may not be marketed until after Outline Validation and any required external
approvals, such as those from NECHE and other regulatory bodies. No student may be
Matriculated on a Program before Final Approval.
Upon Final Approval, Programs are Validated for a period of up to 6 years. A Periodic
Review is held to permit Validation for a further period of up to 6 years.
Modifications to a Program that make any material change to Definitive Program

Documentation are approved by the Curriculum Committee.
The Curriculum Committee maintains a record of the Definitive Program Documentation it
has approved, as well as any Modifications to Definitive Program Documentation.
All Core Courses are covered in the Final Approval of a Program. Elective Courses may be
approved:
a. as part of Final Approval
b. as part of the review and enhancement process detailed below
Course enhancements do not require approval from the Curriculum Committee but are
reviewed and approved by Hult’s Academic Quality Team before they can be launched as
part of the EY Tech MBA.
Academic Approval by HULT

1. Hult’s Academic Team has reviewed and approved the below course design and review
process.
2. Hult’s Academic Team will review all course changes and new course additions three
times per year.
3. Based on their review, Hult will either approve changes or additions, or provide
guidance to EY on how to improve the course design to meet academic criteria.
4. All new courses or course changes must receive a final approval by Hult before they
can count toward the EY Tech MBA.

Course Evaluation, Review & Design Process
All courses delivered as part of the EY Tech MBA program have been reviewed and
approved by Hult for their academic quality and business relevance.
Course enhancements and new course releases will happen three times per year, following
the below course design and/or course review process. All changes to courses and new
course additions will be reviewed by Hult and approved before they are launched as part of
the EY Tech MBA. *This process will be updated by end of 2020.
Course Evaluation & Review Process

Active courses are evaluated continuously and reviewed three times per year.
1. Review number of badges completed; number of badges in process across Domain and
ensure badge remains relevant.
2. Gather course recommendations from Badge users and SMRs.
3. Evaluate which content has not been consumed in the past year with a view to
exchange it with more relevant content.
4. Analyze surveys after badge completion, asking badge participants about their top
three and bottom three content assets/topics.
5. Review any rejections and any lessons learned from rejected badge submissions.
6. Look at new content/topics that are coming from trusted vendors, passing it through
the process established above.
7. When required, a smaller group of testers will review and confirm learning content is
valid and up to date, they will also test any new or additional learning suggested.
8. Domain Owner will approve any suggested changes to the learning curriculum.
9. Prepare and submit new course change request for academic review by Hult
International Business School.
Course Design Process

1. Identification of new Course or Domain — usually by a business area that does not yet
have courses to support it, or through existing Domain Owners and SMRs adding to or
changing their course portfolio. This request for a new course or domain must be
approved by the global EY leader for that domain, and EY Global Talent leadership
before the next step has begun.
2. SMRs and Domain Owners define individual course with learning objectives, and
detailed focus areas, which are aligned with the program’s overall learning objectives.
3. Review available content assets both internally on existing system and externally to
curate suggested learning list mapped to course focus areas.
4. Develop experience requirements and rubrics appropriate to course levels and aligned
with assessment strategy and course learning objectives.
5. Test the definition, learning objectives, focus areas, experience requirements and
curated learning with the SMR Board/Centre of Excellence or Steering Committee.
SMR Boards are either set up specifically to manage a Domain in an expert panel role or
are existing groups in a business area, center of excellence or committee in a service
line who set direction for that area, these groups are tasked with being the Domain or
Course SMRs. An example board might be a group of 20+ senior client practitioners
across the globe in that specialism.
6. Recruit testers from the SMR Board and other groups to help with the learning content
review. Onboard testers to familiarize them with the definition, learning objectives and

focus areas and provide them with criteria to conduct testing. See example at end
(minimum of three testers per course and feedback averaged).
7. Assess testing results, finalize the approved learning curriculum and gain SMR board
and EY Global Talent approval.
8. Prepare and submit new course addition for academic review by Hult International
Business School.
Course Test Feedback Form - Example form for a Digital badge

For each course, three testers (from the SMR Board and other relevant groups) are
provided with the following feedback sheet, which lists focus areas and testing criteria:
Name of the course:
Mapping:
Reviewed by: Review Date:
Scoring: 0 = Not Evident; 1 = Evident

Score 1 if the criterion is evident more often than not (> 50%)
Criteria Score Comments

Relevancy and application
1 Is the course content relevant to Digital? 0
2 Will this course help you in your client conversations about 0

digital issues?
3 Are the concepts applicable in your day to day? 0
4 Was our learning mapping current (badge level, digital 0

offering, time required)? If not, please indicate changes
suggested
Delivery and Experience

5 Is the delivery of the course engaging? 0
6 Does the pace and length of the course seem appropriate? 0
7 Is the training platform easy to use and the overall visual 0

design appealing?
Overall feedback
8 Would you recommend this course to a colleague in your 0
practice?
9 Has this course increased your digital fluency? 0

Summary Score Overall Comments
Objectives/content/application 0.0
Delivery and Experience 0.0
Overall Feedback 0.0
Total score
ACADEMIC & PROFESSIONAL STANDARDS
Academic Integrity
Academic Referencing
You need to support the arguments in your piece of academic writing (PIP) by citing
references to the published work of others. Citing references not only supports your
arguments and conclusions but is also evidence that you have done your background
reading. With a few exceptions, each citation requires a reference at the end of your work.
These references may be drawn from a variety of sources: books and journal articles as
well as electronic and other non-book sources.
Failure to acknowledge your sources is likely to lead to a suspicion of plagiarism, i.e. trying
to pass off someone else’s work as your own. This is a form of cheating. Incomplete or
inaccurate referencing also reflects badly on your work.
‘Citing’ a ‘reference’ is placing a link to the reference in the text, which is normally in the
form “Author (Year)”, e.g. “Smith (2011)”. A ‘References’ list is provided at the end of the
main text, before the appendices. This is a complete list of sources used in writing the
assessment which are cited in the text (‘citations’). The ‘References’ list must follow a
specific referencing style called APAv7 so they are consistently presented in a way that
enables a reader to find the source. For example, references are listed in alphabetical
order of author. Further information of how to do this is given below.
Referencing style: APA v7

The reference style that Hult uses is the American Psychological Association, 7th edition
(known as “APA v7”). This should be used whenever you prepare a ‘References’ list at the
end of an assignment or project.
Footnotes should not be used for referencing — references should be in the text. Footnotes
should be used sparingly and only when making a point which is of significance but which
would materially disrupt the flow of the reader if put into the main text.
General principles are summarised below:
• Citation in the text = ’Author (Year)’
• either put the year in brackets immediately after the author’s surname in the text,
e.g. “Arthur (1912) claims to have seen a unicorn.”
• or put the citation in brackets at the end of the phrase or sentence, e.g. “Only one
author has reported seeing a dragon (Merlin, 1876).”
• wherever possible avoid secondary citation (i.e. sources which reference sources that
you have not read yourself). Go direct to the original source. If you really do need to

cite a source that you have not read, use the following format, “Notread’s work (as
cited in Read, 2010)”
• if you cite more than one work from the same author in the same year, put a, b, c
after the year, e.g. Dickens (1876b)
• there are rules in APAv7 when there are more than two authors. In general, cite the
first author’s name followed by ‘et al.’
• if you are referring several times to the same work in the same paragraph, then write
in a way that makes clear that the reference is the same. Never use ‘op.cit.’ or ‘ibid’.
• Direct quotation of a source
• quotes of less than 40 words should be in the text, enclosed in quotation marks (“…”)
• quotes of 40 words or more should be indented as a separate paragraph without
quotation marks
• in all cases the source should be given with Author and Year together with a page
number abbreviated to “p.”, e.g. (Smith, 1956, p. 33), and multiple pages to “pp.”,
e.g. (Jones, 1976, pp. 34-35).
• quotations should be reproduced exactly as in the source, including punctuation and
errors with the following exceptions;
• you may use”(sic)” after an error to avoid confusion or draw attention to the error
• you may change single to double quotation marks and vice versa
• you may insert words to make the quotation clear in square brackets, e.g. “this is
her [Jane’s] own work”
• you may italicise words for emphasis but must add “[emphasis added]” including
the square brackets after the quotation
• references within the quotation should be reproduced but do not need to be in the list
of references unless you use them elsewhere as a source yourself
• use “. . .” to indicate that material has been omitted within a sentence and “. . . .” to
indicate that material has been omitted between sentences.
• Reference to a specific part of a source
• both the Author and Year and the specific part of the source should be given (e.g. a
chapter, section, paragraph or page) — this is similar in format to a direct quotation
• page is abbreviated to “p.” and paragraph to “para.” Other terms like chapter are not
abbreviated.
Applying APAv7 Referencing

Latest guidelines and examples of how different reference types are written to comply
with APA 7th edition guidelines are available in the LibraryGuides section of the Learning
Zone as well as https://apastyle.apa.org/style-grammar-guidelines/. The APA website
which also includes tutorials, blogs and online discussion forums.
This guidance on output style is vital if you do not use referencing management software
and create a bibliography manually.
Software will format references automatically provided you use the right reference type
(“Ref Type”) but will not sort out such issues as capitalisation. If in doubt or with other
media, use a similar reference type that would enable a reader to find the source. At Hult
Ashridge, the “DOI” should be included if readily available, but you are not expected to

search for a DOI. Should you ever need to search for a DOI,
the http://www.crossref.org provides tools to do this.
If you have previously used APA v6, the following website outlines some of the key
changes between version 6 and version 7. https://www.scribbr.com/apa-style/apa-
seventh-edition-changes/
Managing citations, references and bibliographies
If you prefer to manage your citations, references and bibliographies electronically there
are a number of free online tools available to you, which can automatically import
citations from databases, websites and catalogues, generating reference lists in the
required output style.
Here are a few examples:
• Mendeley is a reference manager and academic social network that is fully searchable
with capacity for reading and annotating PDFs on any device. It is available as web-
based or as a standalone desktop version.
• Zotero is a free bibliographic software extension for Firefox. It is also available as an
extension for Chrome and Safari browsers, and as a standalone desktop version.
• Colwiz is software that helps to sort, cite and share research. You can import PDFs and
references from the web to your desktop and mobile devices.
• Wikipedia is not a source we would normally recommend for academic purposes, but on
this occasion the following comparison list could prove very useful for anyone who
wants to gain further insight before making a decision.
https://en.wikipedia.org/wiki/Comparison_of_reference_management_software

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help build trust and confidence in the capital markets and in
economies the world over. We develop outstanding leaders
who team to deliver on our promises to all of our
stakeholders. In so doing, we play a critical role in building a
better working world for our people, for our clients and for
our communities.
EY refers to the global organization, and may refer to one or
more, of the member firms of Ernst & Young Global Limited,
each of which is a separate legal entity. Ernst & Young Global
Limited, a UK company limited by guarantee, does not
provide services to clients. Information about how EY collects
and uses personal data and a description of the rights
individuals have under data protection legislation are
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organization, please visit ey.com.
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All Rights Reserved.
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Please refer to your advisors for specific advice.
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EY Tech MBA

EY Tech MBA by Hult — Program Guide 2

EY Tech MBA by Hult — Program Guide 3

The EY Tech MBA by Hult is an ambitious program that

EY Tech MBA by Hult — Program Guide 4

Higher Education Qualifications in the US

EY Tech MBA by Hult — Program Guide 5

Julia Mut Program Manager eytechmba@hult.edu

EY Tech MBA Program Team

EY Tech MBA by Hult — Program Guide 6

EY Tech MBA by Hult — Program Guide 7

EY Tech MBA by Hult — Program Guide 8

Program Learning Outcomes

Upon successful completion of the program, students will be able to:

Reference Criteria Learning Outcome

EY Tech MBA by Hult — Program Guide 9

EY Tech MBA by Hult — Program Guide 10

EY Tech MBA by Hult — Program Guide 11

EY Tech MBA by Hult — Program Guide 12

The EY Tech MBA allows us to do just that.

EY Tech MBA by Hult — Program Guide 13

Self-directed study and learning resources

Foundational courses (bronze badges)

Advanced courses (silver badges)

All foundational and advanced courses are listed in section 3.

EY Tech MBA by Hult — Program Guide 14

EY Tech MBA by Hult — Program Guide 15

Pillar Insight Papers

EY Tech MBA by Hult — Program Guide 16

PART 1 — Cover Sheet

PART 2 — Executive Summary

PART 3 - Pillar-specific Analysis

EY Tech MBA by Hult — Program Guide 17

PART 4 — Conclusions & Recommendations

EY Tech MBA by Hult — Program Guide 18

EY Tech MBA by Hult

Badges completed as part of this pillar:

# Badge Badge Domain Experience contribution submitted

Date Submitted [DD/MM/YYYY]:

EY Tech MBA by Hult — Program Guide 19

The Capstone Project will be reviewed by an EY Partner and a Hult Professor.

Each submission will consist of three parts:

EY Tech MBA by Hult — Program Guide 20

Question - you can select either Option 1 or Option 2:

Option 1: EY Strategic Opportunity

EY Tech MBA by Hult — Program Guide 21

EY Tech MBA by Hult — Program Guide 22

Learner Completion Report

EY Tech MBA by Hult — Program Guide 23

EY Tech MBA by Hult — Program Guide 24

ADMISSIONS AND ASSESSMENT

Formal Application for Admission

Technology Leadership Business

2 Silver EY Badges 1 Silver EY Badge 1 Silver EY Badge

Technology Insight Paper Leadership Insight Paper Business Insight Paper

List of Admissions Documents

EY Tech MBA by Hult — Program Guide 26

Technology Leadership Business

Blockchain Blockchain Strategy Strategy

Sector TMT - Media &

EY Tech MBA by Hult — Program Guide 27

Change behavior Demonstrate new Demonstrate new leadership behaviors with

Develop a new solution or Assist in developing Address a current challenge by assisting in

EY Tech MBA by Hult — Program Guide 28