Sectores de actividad · Educación y pedagogía

Portfolio Architect — Prioritize Three Launches at Meridian Graduate School

A four-round, advanced higher-education portfolio-management simulation set inside Meridian Graduate School of Business, the self-funded graduate division of a large public research university in Miami (≈2,400 students, 64 full-time faculty, ≈$78M gross tuition on a responsibility-centered budget).

4 rondas Ejecutivo English, Español
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Sobre la simulación

A four-round, advanced higher-education portfolio-management simulation set inside Meridian Graduate School of Business, the self-funded graduate division of a large public research university in Miami (≈2,400 students, 64 full-time faculty, ≈$78M gross tuition on a responsibility-centered budget). The Provost has approved new Fall-2026 launches but with no new money and no new faculty lines.

The Dean drops three fully-developed proposals on your desk — MS Business Analytics (STEM; 60 seats, $52,000 tuition, 22 senior-faculty sections), MS Health Administration (online/hybrid; 90 seats, $38,000, 30 adjunct-eligible sections) and a boutique Master in Sustainable Finance (30 seats, $46,000, 26 senior sections) — and asks for a prioritized portfolio decision in a 90-day budget window.

The binding constraint is not demand or classrooms but faculty teaching capacity: only 45 free course sections, against 78 demanded, plus a fixed $1,200,000 enrollment-marketing budget.

Playing the Executive Director, you (1) diagnose each program on contribution-margin-per-section, not sticker price, against the section-cost table ($95k full-time / $32k adjunct) and the enrollment funnel (~55% application-to-admit × ~38% admit-to-enroll); (2) prioritize under the 45-section ceiling — launch two strong, phase one, or split adjunct vs full-time — without raiding flagship programs (phantom capacity carries a hidden NPS/ranking bill); (3) allocate the $1.2M acquisition budget to where each dollar buys the most enrolled students and set tuition under price–yield elasticity (raising price lifts per-student contribution but shrinks yield); and (4) defend the portfolio to the Dean and a skeptical Trustee with an honest downside contingency (the Program A international-visa-freeze scenario).

The math rewards contribution-margin-per-section prioritization, yield-driven budget allocation, disciplined pricing and a clean cut — and punishes the five classic errors: choosing by sticker price, phantom capacity over 45 sections, equal-split marketing, holding yield constant while raising price, and launching all three sub-scale to avoid choosing.

Final KPIs track Portfolio Margin, Capacity Discipline, Enrollment Yield and Board Readiness.

Para quién es

Una simulación avanzada para participantes acostumbrados a trabajar con los principales marcos y dilemas de la materia, pensada para formación de directivos y profesionales con experiencia.

Cómo funciona una sesión

  1. El docente crea una sesión desde el panel de Eureka e invita a los participantes.
  2. Los participantes juegan 4 rondas. En cada una envían sus decisiones y la simulación calcula los resultados.
  3. La simulación se puede jugar en: English, Español.
  4. El docente sigue el progreso y los resultados de cada participante desde el panel, y usa los resultados de la clase para el debriefing.

Decisiones que toman los participantes

Las decisiones que toman los participantes durante la simulación:

  • Which single metric should drive prioritization in a faculty-capacity-constrained school?
  • Rank the programs by contribution-margin-per-section. Which ranks #1?
  • How rigorously did you compute the funnel and margin math before ranking? (%)
  • Choose the launch plan under the 45-section ceiling
  • If your plan needs more than 45 sections, where does the overflow come from?
  • Allocate the $1.2M marketing budget across the launched programs (must total $1,200k)
  • Tuition strategy across the launched programs — moves both yield and per-student contribution
  • How do you frame the portfolio to the Dean and the skeptical Trustee?
  • Can you defend what you cut or phased — and what forgoing it cost the school?
  • The Trustee raises the downside: a July visa freeze hits Program A's international cohort. Your contingency?

Qué siguen los participantes

Lo que los participantes siguen en pantalla a medida que avanzan las rondas:

  • Portfolio Margin, Capacity & Yield Trajectory

Temas que cubre

Diseñada para asignaturas de Educación y pedagogía.

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