How has FlexPath changed your approach to business problem-solving?

How has FlexPath changed your approach to business problem-solving?

Before enrolling in the FlexPath MBA program, my approach to business problem-solving was methodical but somewhat rigid. I leaned heavily on processes and frameworks I’d learned earlier in my career—often taking a step-by-step, textbook approach to challenges. While that structure had its benefits, it sometimes slowed me down in fast-moving environments where agility was crucial.

FlexPath completely reshaped this mindset. The very structure of a self-paced learning environment forced me to become more self-directed in how I identified, researched, and addressed problems. Because I wasn’t working within the boundaries of fixed weekly lectures or assignments, I had the freedom to dive deep into case studies that were most relevant to my industry and role. This meant I could take a current workplace issue—a supply chain bottleneck, for example—and directly apply strategic frameworks from my coursework to create immediate solutions.

One of the biggest shifts I experienced was moving from a linear to a more iterative approach. In traditional classes, the process is often: learn theory → apply theory → submit work. In FlexPath, I could start applying concepts immediately, test them in real-world situations, and refine my strategies based on immediate feedback from the environment—not just from instructors. This led to a more agile mindset. I became comfortable with piloting solutions, gathering quick metrics, and iterating based on early results rather than waiting for a “perfect” plan.

Another transformative element was time efficiency. I realized that the problem-solving process didn’t always require lengthy data collection or extensive stakeholder meetings before taking action. Sometimes, using targeted analytics and a few focused interviews with key players could provide 80% of the insights I needed to make an informed decision. That shift toward rapid, evidence-backed decision-making has made me more effective as a business leader.

FlexPath also taught me to approach problems holistically. Instead of treating issues in isolation, I now evaluate the interconnected systems that contribute to a challenge. A revenue shortfall might not just be a marketing problem—it could stem from operational inefficiencies, talent gaps, or shifts in customer behavior. This systems thinking, reinforced through my MBA coursework, has enabled me to design solutions that address root causes rather than symptoms.

In short, FlexPath didn’t just give me tools; it rewired my entire approach to problem-solving. I now move faster, think more broadly, and rely more heavily on real-time feedback loops—skills that are invaluable in today’s unpredictable business landscape.

Reflect on a business strategy assessment—what did you learn that you immediately applied at work?

One of the most impactful experiences during my FlexPath journey was completing a business strategy assessment focused on competitive positioning. The assessment required me to conduct a comprehensive SWOT analysis, evaluate market forces using Porter’s Five Forces, and identify strategic opportunities for growth. I decided to base my project on the organization where I work, a mid-sized technology solutions provider facing increased competition from both established players and disruptive startups.

During the assessment, I discovered something surprising: while our product quality was strong, our brand positioning was ambiguous. We were marketing ourselves as a premium provider, but our messaging and sales approach didn’t consistently convey that value proposition. This disconnect meant that potential customers often compared us solely on price—a battle we were unlikely to win.

The analysis also revealed that one of our biggest untapped strengths was our deep expertise in customization. Unlike many competitors, we could tailor solutions down to the smallest detail, but this capability wasn’t highlighted in our marketing or sales pitches. Armed with these insights, I immediately scheduled a meeting with our marketing and business development teams.

We restructured our brand messaging to emphasize our ability to deliver tailored solutions that precisely fit client needs. This meant revising our website copy, creating new case studies, and training sales staff to lead with customization as our core differentiator. Within three months of implementing these changes, we saw a noticeable shift—prospective clients were asking more questions about customization options and were less focused on negotiating price reductions.

This was the first time I had applied a major academic project directly to my work without any time lag. The immediacy of FlexPath allowed me to bring these insights to my team while they were still fresh, and the results were measurable. It reinforced the idea that academic learning doesn’t have to exist in a silo—it can be a direct driver of workplace impact.

The assessment also changed my long-term perspective on strategy work. I learned that strategic evaluations aren’t one-time exercises; they should be living processes. Now, I regularly revisit our competitive positioning, updating our SWOT and market analyses every quarter. This practice, rooted in my FlexPath coursework, keeps our business strategy aligned with changing market conditions.