Robert Lyons, Graduate Program Director, Emerson College

Invest: sat down with Robert Lyons, graduate program director at Emerson College, who highlighted the unique aspects of the Business of Creative Enterprises (BCE) program, including its focus on leadership in creative industries, online learning structure and emphasis on inclusivity and innovation.

What are some of the unique aspects of Emerson’s graduate program that differentiate the college from other institutions in the area?

A business degree from Emerson may seem unusual to some because the college is widely known as a communications school with a strong emphasis on the arts. In fact, two of our alumni won the Oscar for Best Picture last year, which speaks to the creative environment here. That said, I work in a program called the Business of Creative Enterprises (BCE). This program aims to prepare individuals who want careers in the arts, not necessarily as performers, but as leaders who understand the business side of creative industries.

The undergraduate BCE program is relatively new — about 7 years old — and I was involved in its early development. The graduate program that I oversee is even newer; we graduated our first cohort this past December, and I’m now launching the third cohort this month. The program was designed in response to the success of the undergraduate BCE, which quickly became the fastest-growing program at the school. We realized there was a strong demand for education that combines creativity with business acumen in fields like music, publishing, theater, arts and design.

I took over the graduate program just six weeks before it launched, so it was a bit of a learning curve for me. I had only been at Emerson for three years at that point. The main differentiator for the BCE graduate program is that unlike other business programs in the Boston area—such as those that teach how to manage hedge funds—this program focuses on the business of creativity. 

Given that the program is still relatively new, could you share how the curriculum is shaping future leaders at Emerson, particularly in the area of creative enterprises?

The program builds on some of the ideas touched on in the undergraduate BCE program. It’s a 32-credit program, and students can complete it in 16 months if they’re full-time or 28 months part-time. Some of the courses overlap with traditional business programs, such as those on leadership and ethics, but we also have unique offerings. One such course is called Leading Creative Collaboration with Empathy and Equity. The curriculum also includes finance, accounting and legal basics, which are essential for anyone aiming to succeed in the creative industries. Additionally, we offer a course on human-centric design to encourage innovative thinking and rapid prototyping. All of these components come together in the final stages of the program.

How are you incorporating AI into the school’s programs?

One of the key differentiators of our program is that it’s entirely asynchronous and online, unlike other graduate programs that might require some in-person attendance. However, we do have a unique component called The Immersion, which is a two-credit course at both the start and end of the program. These immersions are synchronous, intensive three-day sessions held on Zoom, where students from across the country come together to form a cohort. This is a critical part of our program because it fosters teamwork and community in a way that pure online learning often doesn’t. As for AI, we update our courses every term to keep pace with the latest trends. One standout example is our legal course, taught by one of the top experts in AI and copyright law in the U.S. He’s based in Nashville, but thanks to our online model, he’s able to bring his expertise to our students. 

Could you elaborate on how you integrate diversity and inclusion into your leadership training?

At Emerson, there’s a comprehensive onboarding process for all employees, which includes mandatory training on diversity and inclusion. In the BCE program, we take this further by making it a central part of the curriculum. One of our four-credit courses, Leading Creative Collaboration, is taught by an expert from MIT who specializes in equity and empathy in leadership. This focus on inclusive leadership is something we emphasize across the entire program.

What trends in the region or in the creative fields have influenced the growth of your program over the past year?

All the industries we serve—music, publishing, theater, arts, and design—are experiencing rapid change. One of the big trends we see is the need to keep education affordable, which is something we’re committed to at Emerson. Many of our students come in with some budgeting experience from previous jobs, but they’re less familiar with the more complex aspects of finance and business, which we cover in-depth. With the rise of AI, even industries like ours are changing in terms of intellectual property and copyright laws. We’re staying on top of these changes to ensure our students are prepared for the evolving landscape.

What do you think are the key challenges and opportunities facing higher education and the creative industries right now?

The main challenge is the demographic shift. There are simply fewer young people entering higher education, which means more competition for students. Additionally, AI is a looming challenge, particularly in creative industries. While creativity may seem AI-resistant, it’s still going to have an impact, and we need to prepare for that. The opportunity, though, is that those who master AI and learn how to use it effectively will be in high demand. Staying ahead of that curve is critical for both our students and our institution.

Are there any upcoming changes to your program that you’re excited about?

We recently implemented a change that shifts the balance of courses a little more toward business and legal studies. I’m excited about that because those areas are critical for our students’ success. I’m also very happy with the format of the program, particularly the live immersions at the start and end, which help build strong cohort bonds and networking opportunities. One interesting aspect of the program is that after the first immersion, students often create their own Slack or Discord groups to stay connected throughout the program. It’s a small thing, but it speaks to the sense of community and support that we foster, even in an online setting.