You are Carla Mendez, Executive Director of Graduate Programs at Baytown Graduate School of Business. Your restructuring choice sets the school's finances and market identity for the decade.
Baytown's graduate portfolio has grown to eleven MBA and specialized master's variants, from full-time to online to weekend and several niche executive tracks. Overlapping programs compete for the same applicants, three run below break-even enrollment, and marketing spend is spread too thin to build any distinct value proposition. The dean wants the portfolio rationalized to lift financial health and clarify the school's position, but each program has a champion faculty director, loyal alumni, and sunk-cost investment defending its survival.
You decide how to reshape a sprawling graduate and executive MBA portfolio that dilutes focus and value.