2016 Excellence in Practice Silver Award Winners

EIP Silver BANNER ALL
EFMD is delighted to announce the 2016 Excellence in Practice Silver Award Winners.

The 2016 Silver Award Winners are:

Category: Executive Development
Telstra & LIW
"Telstra Business Leadership Programme - Transforming Culture Through Connections"

Category: Organisational Development
Rosatom State Nuclear Energy Corporation & Moscow School for Management Skolkovo
“From Invention to Innovation: Atomic Intrapreneurship at Rosatom”

Category: Professional Development
Agence de Médecine Préventive (AMP) & Université Paris-Dauphine
"EpiVacPlus: Improving the Performance of Immunization Programmes through On-the-job Training and Technical Support"

We would like to thank all of the applicants as well as the jury members for their successful cooperation and hope to receive more exciting cases next year. We are pleased to take note of the continuously growing quality of applications.

Next submission deadline: 20 March 2017
For submission guidelines & expression of interest, please visit www.efmd.org/eip
If you have any questions or would like further information on the EiP awards you can find out more via this EiP Overview Brief or please contact This email address is being protected from spambots. You need JavaScript enabled to view it..

EFMD wants to provide visibility and support to all professionals in the L&D sector. The Awards Ceremony will take place during the next EFMD Executive Development Conference which will be hosted by Católica Porto Business School on 12 - 14 October.

The EiP Silver Award winners commented on this achievement: 

Telstra and LIW won the Executive Development category with the case: "Telstra Business Leadership Programme - Transforming Culture Through Connections"

"We’re delighted that Telstra’s Business Leaders Program has been recognised with the EiP Silver Award, which reinforces for us the exceptionally positive response the program has received from participants and the broader business. The program contributes significantly to Telstra’s vision and results, empowering leaders to drive cultural transformation and meet the new business challenges we face. We value our ongoing partnership with LIW, which enables us to design and deliver exceptional programs with a consistent language and approach to leadership from senior executives to frontline leaders." Claire Devlin, General Manager, Capability and Leadership, Telstra

"We’re thrilled that Telstra’s Business Leadership program has received the EIP silver award.  It’s a fantastic program that delivers a significant impact to so many different people, both emotionally and in terms of bottom-line results.  The participants love the challenge and the impact it has on them as individuals and on their teams. We’re honoured to have our ongoing collaboration with Telstra recognised in this way and to be amongst such impressive company." Dan Meek, Account Director, LIW

The silver winners of the  Organisational Development Category are Rosatom State Nuclear Energy Corporation and Moscow School for Management Skolkovo for their case: “From Invention to Innovation: Atomic Intrapreneurship at Rosatom”

"The international acknowledgement of the "Technological innovations management" program is a significant event and a confirmation of the fact that we are moving in the right direction, corresponding to the modern challenges and not yielding the palm to our colleagues. The Innovation Management Division of the Rosatom State Corporation, in concert with the Moscow School of Management SKOLKOVO have succeeded in creating a high quality product that has previously been acclaimed by the Chairman of the Government of the Russian Federation, Dmitry Medvedev. We do not intend to rest on our laurels and will progress further in the direction of innovative development, searching for new ways to implement our potential."
Natalia Ilyina, Deputy Chief Innovation Officer, Rosatom


"The EFMD award is a proof that our corporate programmes are internationally recognised for their high quality. The award was received for the corporate programme that involved hard project work, which we developed and implemented jointly with the Block for Innovation Management of Rosatom State Corporation for several years. Nearly 150 managers of the corporation received training in the three years of the programme. Our task was to develop an educational programme that would not only help to build a team of managers, but also result in the creation of projects aimed at technological and organisational change. Three classes have completed the course of the educational programme, and now we, together with our colleagues from Rosatom, are happy to observe the implementation of the projects which were discussed at the SKOLKOVO Campus just a couple of years ago." Marina Karban, Director for Corporate Programmes, SKOLKOVO Business School

The Professional Development Category winners are Agence de Médecine Préventive (AMP) and Université Paris-Dauphine with the case : 
"EpiVacPlus: Improving the Performance of Immunization Programmes through On-the-job Training and Technical Support"

“L’Agence de Médecine Préventive (AMP) is honoured to receive the Silver Medal for Excellence in Practice, Professional Development, 2016 which was awarded by the EFMD jury. This Silver Medal that AMP shares with the Université Paris-Dauphine (UPD) recognizes the efficient and innovative nature of the continuous training that has been delivered by the EpiVacPlus program for nearly 15 years. Since 2002, EpiVacPlus has enabled the professional development of more than 600 public health doctors and pharmacists in more than 11 francophone sub-Saharan African countries. It has also led to the improvement of vaccination programs in 360 health districts in West Africa, where the beneficiaries account for around 6,500,000 children under the age of one and women of childbearing age. Capacity building in healthcare human resources and best managerial practices is one of the keys to success for health programs, and in particular for immunization. AMP would like to acknowledge the excellence of its collaboration with its technical, institutional and financial partners, in particular the UPD which it warmly thanks. Our sincere thanks also go to all members of the EFMD jury for this distinction.”  Dr. Aristide Aplogan, EpiVacPlus Program Director

"Université Paris Dauphine is delighted to receive the EFMD Excellence in Practice Silver Award for the EpiVacPlus Program, a multi country and multi stakeholder consortium aimed at improving vaccination in Western Africa through better vaccination and Public Health management. This program enables us to further develop our Social Responsibility orientation.  It has been a tremendous journey to partner with Agence de Médecine Préventive (AMP) and it has been a privilege to develop such a trustful relationship with our partners in Europe and in Africa. The program was designed and implemented in Africa thirteen years ago. It combines different facets: blended learning, coaching, mentoring and Communities of Practice. We are proud of its achievements with more than 500 District Medical Officers trained in 11 Western African countries and confident in its future positive impact on vaccination." Sébastien Duizabo, Executive Education Director, Université Paris Dauphine.

EFMD Awards EPAS Accreditation to Four New Programmes

EPAS 2016 JuneWe are happy to announce that the EPAS Accreditation Board has recently awarded the EPAS accreditation to three Institutions from Canada, Estonia and United Kingdom. We are delighted to welcome two new countries, Canada and Estonia, to the EPAS pool!
 
Four new programmes from three institutions have been recently recognised by EPAS quality label:

Faculty of Management, Laurentian University, Canada
- Bachelor of Commerce in Sports Administration (Bcom-SPAD)
- Bachelor of Business Administration (BBA on-campus only)

Dr. Stephen Havlovic, Dean of the Faculty of Management, Laurentian University, declared: “The international EPAS accreditation of our undergraduate business programs is a significant milestone for the Faculty of Management in light of our commitment to excellence in developing socially responsible leaders for the global business world. It’s a visible assurance of quality for current and future students, alumni and employers. As a bilingual university working in a very competitive higher education environment, it was important for us to be globally recognized for the excellence of our programs.”

Estonian Business School, Estonia
International BBA Programme 

Prof. Arno Almann, Rector of the Estonian Business School, said: “This is enormous recognition for EBS. It shows that the quality of our studies is up there with the very best business schools around the world. Such accreditation represents validation of what we’ve done to date in developing our study programmes and in ensuring the quality of our teaching and the competitiveness of the education we provide. It also boosts the reputation of both EBS specifically and Estonian higher education generally, and opens up new opportunities for our students and lecturers for working with recognised European universities.”

Faculty of Business, Oxford Brookes University, UK
MBA Programme

“As one of the original recipients of EPAS accreditation, the Faculty of Business at Oxford Brookes University is delighted to continue that tradition by receiving both a five-year re-accreditation for our undergraduate Bachelors in Business programme set as well as a 'first time' five year accreditation for our innovative, online Global MBA. We have always valued highly the rigour of the EPAS accreditation process in cross-checking our own quality assurance and delivery systems and helping us to achieve our aspiration of providing an outstanding student experience at all levels of study. But in addition to that rigour, we also greatly welcomed the collegiality of the accreditation panel in working with us and their constructively critical approach, all of which of course is only made possible by the hugely supportive EFMD administrative team,” said Mr. Chris Blackburn, Pro Vice-Chancellor, Dean of the Faculty of Business, Oxford Brookes University.


Prof. David Asch, Associate Director, Quality Services & EPAS Director, commented: “We are delighted to welcome three new Institutions into the community of EPAS accredited programmes, adding two new countries, Canada and Estonia, to the pool of EPAS accredited programmes. The programme accreditation from EFMD is one of the most demanding yet effective ways to certify the quality of a programme in the field of business and management. We would like to warmly congratulate all three schools for the tremendous work they put into the development of their programmes and for the completion of the accreditation process.”

EPAS was launched in 2005 and has had a considerable impact on the quality of business schools programmes all over the world. With the accreditation of those 4 new programmes, EPAS  adds 2 new countries, Canada and Estonia, to its portfolio. As of June 2016, 102 programmes from 74 Institutions across 35 countries have been labelled EPAS. 

The list of re-accredited programmes is available here.

For more information on EPAS visit www.efmd.org/epas

EQUIS Business School Accreditation Awarded to Catolica Porto Business School and ESSCA

equis 2016 JuneEFMD would like to warmly congratulate Católica Porto Business School, Universidade Católica Portuguesa and ESSCA École de Management which have just been awarded EQUIS accreditation.

This takes the number of accredited schools to 163 across 40 countries.

Please read below what the Deans of the newly accrediteds schools say about the achievement.

"Católica Porto Business School takes pride in achieving its first EQUIS accreditation. It gives us immense satisfaction to know that the work carried out during the last 15 years – aimed at the sustainable development of Católica Porto Business School, anchored in strong corporate relations and students’ skills development – is recognised internationally. The EQUIS accreditation process – especially the in-depth assessment carried out by the EFMD, along with the school’s self-assessment – were essential elements to highlight the school’s distinctive factors as well as what is needed to go further in 3 years' time, providing, at the same time, the focus and the motivation to get there," declared Prof. Sofia Salgado Pinto, Dean of the Católica Porto Business School.

Prof. Catherine Leblanc, Dean & General Director of ESSCA, shares her enthusiasm “The award of this accreditation is the fruit of the collective success of our team, of our students, of our graduates and of our corporate and institutional partners. It strengthens the path we have chosen: We are expanding, we are innovating, using new technologies without losing sight of what is essential. Technological progress can only be at man’s disposal. In an ever moving and highly competitive environment for higher education in management, our action is in keeping with our educational tradition of accompanying our students towards their own personal and professional success while remaining true to our founding values”

Prof. Martin Schader, the EQUIS Director, added: "We are delighted to welcome two new schools into the community of EQUIS accredited schools, which now includes 163 institutions from 40 countries worldwide. EQUIS accreditation ensures a rigorous quality improvement process, benchmarking the School against a set of international standards in terms of governance, programmes, faculty, students, research, and foremost, corporate connections, internationalisation and ethics, responsibility and sustainability. There are currently no substitutes for such an in-depth assessment of quality.”

The list of reaccredited schools is available here.

More information on EQUIS is available at www.efmd.org/equis

EFMD Awards CLIP Accreditation to OCP & EDP

CLIP award banner01The Corporate Learning Improvement Process (CLIP) is a unique accreditation run by EFMD that focuses on identifying the key factors that determine quality in the design and functioning of corporate universities and learning organisations.

We are delighted to announce that OCP Corporate Training Institute and EDP - Energy of Portugal University, which have recently received CLIP accreditation, join the community of accredited organisations which also include:

Mr. Jan Ginneberge, Senior Advisor, Corporate Services, congratulated EDP on their accreditation: "The EFMD Peer Review Team was particularly impressed by the exceptional governance architecture of EDP University which maximises alignment with both business and strategy; its outstanding network of in-business experts in line with its knowledge transfer and retention mantra; and its organisation-wide integration of learning and development under a single EDP University brand. We would like to congratulate the EDP University team with its CLIP accreditation, another key milestone in its own development as key contributor to the future success of EDP."

Mrs. Veronica Pinto, Management and Learning Development Director and Chief Learning Officer at EDP - Energias de Portugal University, added: "With the Accreditation CLIP process EDP University aimed at achieving an international recognition of its investment in Human Capital development. CLIP process will facilitate quality benchmarking, mutual learning and best practices implementation, which will reinforce continuous improvement in EDP’s Group Learning Management. This was a very valuable process for EDP University, providing an opportunity to deepen stakeholders involvement within a self-critical reflection. The feedback received from EFMD has also proven to be very valuable.”

Dr. Martin Moehrle, Associate Director, Corporate Services, who leads the CLIP process at EFMD, commented on the OCP's CTI accreditation: “The EFMD team has been impressed by the clear strategic positioning of CTI, and the extraordinarily strong learning culture that pervades the entire OCP organisation. CTI has clearly contributed, since the launch of the institute, to the mission of achieving leadership in the phosphate industry and excellence in all managerial and technical domains. Under the leadership of Latefa Zazi, a highly motivated team has built a relevant and impactful portfolio of learning programs. We congratulate OCP’s Corporate Training Institute for achieving CLIP accreditation, as the first organisation outside of Europe, and look forward to their contribution to the CLIP community.

The CLIP assessment process covers all the essential dimensions of the corporate university’s deployment within the company: the alignment of its mission and operational objectives with corporate strategy, the effectiveness of its governance and internal management systems, its ability to address key issues of concern to the business units, the programme design process, the overall coherence of the programme portfolio, the quality of delivery and the impact of the corporate university’s activities upon individual and organisational learning.

The CLIP initiative draws extensively on EFMD’s successful EQUIS accreditation scheme for business schools and universities. Internal self assessment against a set of rigorous standards drawn up by leading members of the corporate learning community is combined with external review by experienced peers.

For more information on the CLIP process visit - www.efmd.org/clip

First Seven Pilot Online Courses Certified by EOCCS

eoccs certification01Many congratulations to BI Norwegian Business School, Henley Business School, HEC Paris (in partnership with FFI), Sberbank Corporate University and Grenoble Ecole de Management, which have been recently certified by EOCCS, establishing the community of EOCCS Certified online courses.

We are delighted to announce that at the recent EOCCS Certification Board meeting, the following seven courses from five different organisations have been awarded EOCCS Certification:

BI Norwegian Business School, Oslo, Norway

- Consumer Behaviour

“It is the first time this certification is issued. We consider it a great honour and a proof of our relevance that BI is among the first educational institutions in the world to receive this certification. We receive this certification together with major international and prestigious institutions. It establishes BI as a leading international educational institution for future teaching methods, which we are very proud of,” commented Prof. Inge Jan Henjesand, the President of BI Norwegian Business School.


Henley Business School, University of Reading, UK

- MOOC - Managing People: Engaging Your Workforce

Prof. Ginny Gibson, Deputy Dean at Henley Business School, said: “We are delighted to be one of the first institutions to have the quality of our online learning recognised by EFMD through its new EOCCS certification. With the continual advancements in eLearning, we see a high quality online student experience as critical to our future success. The development of a rigorous review process by EFMD demonstrates that they too recognise the importance of technology and its role in delivering outstanding business education.”

HEC Paris (in partnership with First Finance Institute), France

- Executive Online Certificate in Corporate Finance

"HEC Paris is proud to be among the first schools to receive the EOCCS certification. This certification confirms the excellence of our online courses and is a great reward for the efforts we are undertaking to constantly innovate and to provide outstanding education to people everywhere in the world," commented Mrs. Karine Le Joly, Director of Innovation at HEC Paris.

Sberbank Corporate University, Russia

- Finance for Managers
- Risk Management I
- Risk Management II

Dr. Olga Udovichenko, Vice-Dean, Programs Development, Sberbank Corporate University, said: “We are very pleased with the successful launch of EOCCS certification system which is another evidence of EFMD's global leadership in innovations in management education. For us at Sberbank Corporate University it is a great honor and responsibility to become the first EFMD corporate member awarded EOCCS. This top-level professional recognition of the quality of our three key programs in online and blended learning formats reflects well on SCU's role as a driver for Sberbank's business digital transformation.”

Grenoble Ecole de Management, France

- MOOC – Penser Global

"At Genoble Ecole de Management, we are very pleased to have had the opportunity to participate as a pilot school in the EOCCS certification. We found it to be an extremely valuable process and we benefited greatly from the focus on the specificities of on-line pedagogy. Having taken the time to examine our on-line course through the lens of the EOCCS standards and through the exchange with a very qualified peer review group will serve us greatly as we continue to develop our offer in this area. We are convinced that the future will hold a growing number of on-line offers and EFMD is playing an important role in ensuring the quality and robustness of these courses and programs," commented Ms. Julie Perrin-Halot, Associate Dean and Director of Quality & Strategic Planning, Grenoble Ecole de Management.

Prof. David Asch, EFMD Quality Services Director, said: "We are extremely pleased that seven online courses from five renowned organisations, representing both business schools and corporate universities, have successfully completed the pioneering EOCCS - Online Course Certification System. EOCCS has been designed as a demanding and quality-driven international certification system, firmly embedded in the general philosophy of EFMD accreditations, namely internationalisation, practical relevance and quality improvement. We would like to warmly congratulate all five organisations for the tremendous work they put into the development of their online courses and for the completion of the certification process."

EOCCS gives online courses within universities, business schools, corporate learning organisations and public agencies a top international quality benchmark in the diverse education landscape where digital technology is applied to teaching and learning. The system is open to any institution delivering online business and/or management-related courses that are stand-alone or constitute part of a certificate or programme.

If you would like further information or are interested in your online course taking part, please visit the EOCCS website or contact This email address is being protected from spambots. You need JavaScript enabled to view it.

3rd EUA Funding Forum: "Efficient Universities: Value for Society"

EUA2The 3rd EUA Funding Forum, hosted by the University of Porto, Portugal will take place on 6 and 7 October 2016.

The Funding Forum is a unique, inclusive platform open to all higher education funding stakeholders – university leaders and managers, researchers, students, public authorities, public and private funders and partners. 

This year’s theme is “Efficient universities: Value for society”

The following questions will be discussed:
  • Which policies and strategies can help universities to efficiently fulfil their missions?
  • How can the contribution of universities to society be assessed, let alone measured?
  • Should universities communicate on their economic added value? And if so, how?
  • What are the expectations of funders and policy makers? How can stakeholders develop a productive dialogue at the system level?
  • What are the latest trends and the future of European funding?
  • How can universities explore new partnerships and diversify their funding streams?
The Forum provides a unique opportunity for peer learning and the exchange of the latest scientific and practical knowledge on how to foster and make the contribution of universities to society and the economy more visible.

Programme  

The preliminary programme, including session descriptions and further information are now available on the Funding Forum website.

Information and registration 

The registration deadline is 22 September 2016. To register please go here.

First Annual EFMD@Solvay PhD & DBA in Management Job Fair and Conference

EFMD and Solvay Brussels School of Economics & Management, Université Libre de Bruxelles, are pleased to announce that the registration for the first PhD and DBA in Management Job Fair is now open. 


The Job Fair is designed as a 2-day event where recruiters from global research-active or doctorate in Management granting universities or schools meet job-seeking new PhD candidates in all areas of Management: Accounting, Finance, Information Management, Management (Organisation), Managerial Economics, Marketing and Operations Management.

During the event, candidates will give 15-minute job market paper presentations, following that the recruiting teams can schedule private interviews with potential candidates of interest in the afternoon. Recruiters will be able to access the profiles and papers of all job-seeking candidates, ahead of the event.

The Job Fair is hosted in Brussels on Saturday and Sunday the 29 – 30 October, with a welcome reception on Friday the 28th in the evening.

For more detailed information, please visit the Job Fair website or This email address is being protected from spambots. You need JavaScript enabled to view it..

The 2017 Conference for Deans & Directors General: Leading in a World of Uncertainty

2017DDM banner 1250
EFMD is happy to invite the leaders of business schools to attend the 2017 Conference for Deans & Directors General, hosted by the University of Ljubljana - Faculty of Economics, Slovenia, on the 2 - 3 February 2017.

Business schools are confronted with the constant need for innovation, competition in research, recruitment and global ambition. New competitors are popping up, as are new types of providers, always in search of excellence and relevance. 

Education, as we know it, is becoming a commodity and institutions have to be able to adapt in a volatile context. What other challenges are on the horizon?

This conference, bringing more than 350 peers together, will address the topic Leading in a World of Uncertainty and will discuss themes such as:
  • Key Changes and Challenges for Business Schools
  • Increasing Competition
  • West vs. East: Clash of Values?
  • Sustainable Development Goals – A Challenge for Business Schools
This is a conference by invitation only, for those with chief executive (top management) responsibility and authority in EFMD member business schools and centres. 

Please click here for the programme and registration. For more information, please contact This email address is being protected from spambots. You need JavaScript enabled to view it..

Nineteen Business Schools Awarded with BSIS Impact Label

Since its launch in 2014, BSIS, run as a joint venture between EFMD Global Network and FNEGE, has successfully assessed nineteen business schools all over the word.

Please have a look at what the value of the BSIS process was for the Schools, what tangible outcomes the BSIS process brought in terms of showcasing their impact on the local environment and in terms of raising impact awareness with regard to the Schools' internal and external stakeholders.

In order to formally recognise the efforts schools put into undertaking the impact assessment exercise, EFMD Global Network officially transformed BSIS - Business School Impact Survey into BSIS - Business School Impact System and agreed to confer the BSIS Label upon all the schools which have gone through the impact assessment exercise. The objective of the Label is to recognise business schools that are aware of the importance of measuring and assessing their impact not just within the management education community, but within society at large.

Nineteen Schools, including SKEMA Business School, AUDENCIA Nantes, Corvinus University of Budapest, EM Normandie, Grenoble Ecole de Management, Groupe ESC Troyes, Groupe ESC PauGroupe Sup de Co La Rochelle, HEC ULg Liège, IAE de Bordeaux, IAE de Grenoble, IAE de Lyon, IAE Nice, Montpellier Business School, San Telmo, Sobey School of Business, Toulouse Business School, University of St Gallen & USEK Lebanon were awarded with the BSIS Label during the EFMD Annual Conference in Rome on 12-14 June 2016. Many congratulatuons!

The BSIS scheme identifies the tangible and intangible benefits that a business school brings to theLogo BSISystem HR community. At the heart of the BSIS measurement process is a framework of around 120 indicators covering financial, economic, societal and image dimensions of impact.

"Demonstrating the many ways in which they add economic and social value to the environment in which they operate has become a challenge for business schools. To meet this demand for greater accountability, BSIS is an effective tool to help schools identify, measure and communicate all the positive contributions they make to the world around them," said Prof. Gordon Shenton, who, together with Prof. Michel Kalika, IAE Lyon, has been appointed one of the two co-directors of BSIS.

"I am really proud that we can now offer a tangible sign of international appreciation for the tremendous work the schools put in collecting and analysing data on their impact on the local environment. The label also raises the internal awareness within the business schools, proving their relevance, meaning and real impact on the community. It is a seal of recognition for the schools who consider their impact as vital," added Prof. Michel Kalika, BSIS co-director.

If you would like to receive further information or are interested in your school taking part, please visit www.efmdglobal.org/bsis or contact: Gordon SHENTON: This email address is being protected from spambots. You need JavaScript enabled to view it.  Michel KALIKA: This email address is being protected from spambots. You need JavaScript enabled to view it. or This email address is being protected from spambots. You need JavaScript enabled to view it..

Eight Programmes Successfully Reaccredited by EPAS

EPAS logo13 LRWe are happy to announce that the EPAS Accreditation Board has recently reaccredited eight programmes from seven institutions:

The following programmes have been reaccredited by EPAS:

ICHEC Brussels Management School, Belgium
Master in Business Management

Faculty of Business Studies, University of Vaasa, Finland
Master’s Degree Programme in Finance

J.E. Cairnes School of Business & Economics, National University of Ireland Galway, Ireland
BSc in Business Information Systems

Faculty of Behavioural, Management and Social Sciences, University of Twente, Netherlands
 - BSc International Business Administration
 - MSc Business Administration Programme Set

Faculty of Economics and Administration, King Abdulaziz University, Saudi Arabia
Executive MBA

Faculty of Business, Oxford Brookes University, UK 
BA Business and Management Programme Set

Newcastle Business School, Northumbria University, UK
Undergraduate Framework for Business and Management
 
Please read below what the Deans of the reaccredited schools say about the achievement.

“EPAS re-accreditation comes as the recognition of an intensive work on high-level education, intellectual quality and the transmission of our values, in a world shaken by terror and hateful acts of violence. Despite the extraordinary context of the terrorist attacks in Brussels, the visit was maintained and went on smoothly, and we wish to thank the Peer Review Team for their calm determination in fulfilling their role.” Prof. Brigitte Chanoine, Rector, ICHEC Brussels Management School

“Standing out in the academic education market is important. Getting recognition for excellence from an external party gives the degree programme a valuable advantage in the competition for Finnish and international students. The received recognition bears significance also because the quality of education programmes will get even more emphasis once international master's programmes become subject to a tuition fee for students coming outside the EU.” Prof. Jukka Vesalainen, Dean of the Faculty of Business Studies, University of Vaasa

“We have received the news with great enthousiasm and we are very gratefull for all the energy,  time and expertise that has been mobilised by the EPAS Team to review our program. Would you please be so kind as to extend my thanks and appreciation to the members of the committee. Apart from the accreditation as such, the exercise has once again proven to be an important learning and quality improvement experience at an important moment in the development of the program. We will carry the label of approvement with pride and see to it that the recommendations of the review committee will seriously be implemented.” Prof. Theo Toonen, Dean of the Faculty of Behavioural, Management and Social Sciences, University of Twente

"We are glad to have our EMBA programme reaccredited by EPAS. Our EMBA is one of the most popular programmes in the region. It's designed and promoted for working professionals. This recent reaccreditation decision as well as the accreditation by AACSB and AMBA reconfirm the high quality and robust continuous improvement process of the programmes being offered by our school. King Abdulaziz University is the top Arab university in the region and always wants to maintain its leadership position."  Dr. Ayman Fadil, Dean of King Abdulaziz University

“With 19 programmes, Newcastle Business School has the largest suite of EPAS accredited courses in the UK. This re-accreditation confirms the quality of our learning experience, the industry-relevance of our curriculum and the increased international opportunities for our students and academic colleagues. We are delighted and honoured to be part of the EFMD community.” Prof. Kevin Kerrigan, Executive Dean of Newcastle Business School, Northumbria University

Prof. David Asch, Associate Director, Quality Services & EPAS Director added: "I would like to warmly congratulate the seven Institutions that have successfully gone through the EPAS reaccreditation process. Their achievement illustrates these Institutions’ commitment to the continuous improvement of the quality of their programmes. The highly demanding EPAS standards ensure that the accredited programmes are designed and delivered so that they are both academically rigorous and have practical relevance for students in today’s global environment."

EPAS was launched in 2005 and has had a considerable impact on the quality of business schools programmes all over the world. As of June 2016, 102 programmes from 74 Institutions across 35 countries have been labelled EPAS. 

For more information on EPAS visit www.efmd.org/epas

Twelve Schools Reaccredited by EQUIS Business School Accreditation

EFMD would like to warmly congratulate the following schools who have recently been re-accredited by EQUIS:

"We see EQUIS reaccreditation as a vote of confidence in the University of Sydney Business School's new strategic direction and an affirmation, from a peer review team whose collective experience and insights demand the utmost respect, that we have achieved quality standards that make us world class. The reaccreditation process was a powerful stimulus to ask some fundamental questions about ourselves and our performance, the assumptions we were taking for granted, what we were doing well and, more importantly, what we could do better. Breaking the news to our stakeholders that we have now been successfully reaccredited has been a source of great pride." Prof. Greg Whitwell, Dean of the University of Sydney Business School

"Within the school, we feel this renewal of our accreditation as a recognition of the relevance of our strategy, to the benefit of our students and graduates. Because this label means more exchanges with academic partners in the world. In terms of employment opportunities, the labor market already recognizes the value of our CEMS diploma (co-organized by the master management with 29 partners in the world). We sense it begins to also recognize the distinctiveness of EQUIS certified studies."
Michel De Wolf, Dean of the Louvain School of Management, Université Catholique de Louvain (UCL)

“The EQUIS accreditation process, with its demanding requirements, helped the ICN Business School to reinforce its amelioration process, benefiting from the detailed and profound advice given by the external auditors. The results and recommendations of the last EQUIS audit strengthened the School’s genuine strategic position, placing creativity, personal and professional development, and experimentation in the centre of its pedagogy. ICN Business School will therefore pursue its strategic development within the ARTEM Alliance, as well as internationally, emphasizing its unique specificities as highlighted by the EQUIS auditors.”  Prof. Florence Legros, Director General of ICN Business School

“The EQUIS accreditation is an international endorsement of the highest quality standards in both our teaching, research and engagement activities. We are delighted to have received re-accreditation and endorsement of the ambitions and strategic direction of Birmingham Business School. EQUIS forms part of our prestigious triple crown accreditation which confirms our position within an elite group of global business schools.” Prof. Simon Collinson, Dean of Birmingham Business School, University of Birmingham

“I know I speak for all of the students and staff of Nottingham University Business School when I say how delighted we are at receiving EQUIS reaccreditation for five years for our business schools in the UK, China and Malaysia. This achievement reflects a genuine team effort and testifies to the dedication and professionalism of our academic and administrative colleagues in delivering excellence across the range of our activities. We found the whole process of reaccreditation to be of real value in encouraging critical and productive self-reflection and the visit of the peer review team provided the opportunity for a series of rich and rewarding conversations. Nottingham is unique for being the only business school in the world to be accredited for our operations in three countries simultaneously. Our students gain a global perspective on business and management issues that will help prepare them for globalised and multicultural work environments. We are grateful for the involvement of our alumni, corporate friends and associates in contributing to this success.”
Prof. Alistair Bruce, Dean of Nottingham University Business School, University of Nottingham

“The award of a maximum 5-year EQUIS accreditation from EFMD is testimony to the clarity of our strategy and rapid progress made in its implementation over the last three years. Colleagues have worked extremely hard to achieve this, avidly supported by our business advisors and the University of Edinburgh, and I am very proud of all of them”.
 Prof. Ian Clarke, Dean of University of Edinburgh Business School, University of Edinburgh

“Warwick Business School (WBS) at the University of Warwick is honoured and proud to have received re-accreditation for the maximum period after an accreditation visit by an esteemed EQUIS panel. We found the process to be an engaging and developmental exchange with the panel endorsing the ambitions and strategic direction of the school - to be a world leader in business education, research and engagement, helping to create a better global society. This award is a culmination of collective efforts from our academics, students, alumni, corporates and staff that are key stakeholders in achieving this prestigious recognition." Prof. Mark P. Taylor, Dean of Warwick Business School, University of Warwick

Prof. Martin Schader, the EQUIS Director, added, "I would like to congratulate the schools that have gone through the reaccreditation process. EQUIS accreditation ensures a rigorous quality improvement process, benchmarking the School against a set of international standards in terms of governance, programmes, faculty, students, research, and foremost, corporate connections, internationalisation and ethics, responsibility and sustainability. There are currently no substitutes for such an in-depth assessment of quality and all the schools should be commended for their commitment to excellence."

More information on EQUIS is available at www.efmd.org/equis

Towards an Integrated Curriculum

Guest post by Martin Binks - the former dean of Nottingham University Business School and a Professor of Entrepreneurial Development at its Haydn Green Institute for Innovation and Entrepreneurship.

IV. “Know-about” versus “know-how”

Over the course of several blog posts I have attempted to outline a model for a curriculum better able to prepare business students for the uncertainties of a career in the “real world”. In this final entry I would like to highlight the vital distinction that I believe lies at the heart of any meaningful effort to make such a curriculum work.

I have suggested previously that we might usefully imagine this curriculum in the form of a Venn diagram in which the principal sets are as follows:
  • Established principles
  • Managing uncertainty and change
  • Practice and applications
Underlining the importance of accommodating the sheer pace and intensity of change, the intersections of the above create the following sub-sets:
  • Principles from practice
  • Practice changes
  • Principles change
Of course, the “big reveal”, as they say in the plot-constructing trade, boils down to the point at which all three major sets intersect. This is central to the argument in every sense, as there has to be something that unites all of the above – otherwise we are left only with a mish-mash that perpetuates our tendency to deal in precisely segmented ingredients while the sphere beyond our ivory towers, as I have already remarked, deals in dishes whose recipes can prove both unpredictable and unfamiliar.

The answer has actually been writ large in my previous posts. In discussing each set and each intersection I have referred to “experience”, and this is the element that I feel lies at the heart of any worthwhile attempt to develop an integrated curriculum that narrows the gap between what our students are taught and what they actually need to know.

Perhaps a better word – it is undoubtedly one that has a more compelling ring to it – is “immersion”. Just as those learning to swim need to get wet, our students need to be thoroughly immersed in real change to gain the experience required to make decisions amid ambiguous conditions.

This being the case, we would do well to reflect on the enormous difference between “know-about” and “know-how”. Incredibly, ours is an age in which a few swipes of a tablet computer’s screen might very soon be sufficient to download the sum total of humankind’s learning; and yet all the facts on Earth are of genuine value only if we know what to do with them, what they really mean, how they might be applied and how they combine to make new facts.

We can illustrate as much by considering, say, the humble bicycle. We can disseminate the specifications for a new design and perhaps even circulate a video outlining the method of assembly, but what we cannot convey so simply is the skill of riding.

The latter is an example of what scientist and philosopher Michael Polanyi called “tacit knowing”. As Polanyi observed: “We know more than we can tell.” The effective transfer of tacit, experience-based skills alongside fact-based knowledge is crucial to the survival and growth of not just institutions and industries but entire economies and societies.

Countless business skills, particularly those that lend themselves to entrepreneurship, are tacit in nature. They cannot be learned wholesale from a book or via cursory reference to the internet; nor can they be digested, memorised, summoned when needed and then all but forgotten again, ready to be dredged from the deepest recesses of one’s mind maze as and when necessary. They have to be gained through experience.

It is this kind of knowledge, one encouraged by a curriculum rooted in informed flexibility, that propels us from inertia to progress and enables us to share in success rather than in failure. We appear to forget this all too easily in our extraordinarily “connected” world, where near-limitless resources and repositories of wisdom are seemingly ours to exploit as we wish.

Whether an institution expands or contracts, whether a sector thrives or shrinks, whether an environment serves as a breeding ground for evolution, revolution or neither – such outcomes are determined by the presence or absence of mindsets and milieus that foster novel ways of thinking and breakthrough technologies. This is as true now as it has ever been, and it is a truth that business schools have routinely overlooked.

I do not pretend for an instant to have discovered a silver-bullet cure-all – far from it. Nor do I claim to be a fount of irrefutably original thought. I know, too, as we have demonstrated again and again in our own attitudes towards innovation, that saying is much easier than doing.

Nonetheless, I have never been more acutely aware that we need to do something. The eventual solution might not closely resemble what I have proposed here, but it certainly cannot continue to resemble what we have now. To reiterate what I said when my deanship ended last year: dinosaurs may be getting younger, but there is no reason to openly court extinction.

Martin Binks is the former dean of Nottingham University Business School and a Professor of Entrepreneurial Development at its Haydn Green Institute for Innovation and Entrepreneurship.

2016 GMAC Corporate Recruiters Survey Report Shows Robust Hiring Market for Business Grads

Robust hiring market in 2016 favours MBA talent, showing strongest employer demand for recent graduates since 2010, according to new Corporate Recruiters Survey Report.

2016 corporate recruiters web releaseThe latest GMAC's Corporate Recruiters Survey Report, conducted in conjunction with EFMD and MBA Career Services & Employer Alliance (MBA CSEA), showcases that companies working directly with business schools plan to hire more MBAs this year than they hired in 2015 according to a global survey report released today by the Graduate Management Admission Council (GMAC). 88% of corporate recruiters who work directly with graduate business schools plan to hire recent MBA graduates in 2016, up eight percentage points from last year and 33% higher than 2010.

This finding highlights the value and enhanced opportunities that on-campus recruiting and business school career services bring to job-seeking graduates.

“A graduate business degree is rewarding from a personal, professional and financial standpoint no matter which country you study in,” said prof. Eric Cornuel, Director General and CEO of EFMD. “The advantages students get from on-campus recruitment will pay dividends throughout their careers.”

Some additional key findings include:
  1. Employers recruit from other non-MBA business master’s programs to find talent to fill roles within their organizations. For the first time, GMAC asked employers about their recruiting within such programmes as Master in Supply Chain Management and Master in Data Analytics. Overall, about a quarter or more of corporate recruiters are actively seeking graduates of the following programs: Master in Supply Chain Management (27% of respondents), Master in Data Analytics (26%), and Master in Marketing (24%). Hiring projections for graduates of non-MBA business master’s programs in management, accounting, and finance vary by world region.

  2. Employers value business school talent, as demonstrated through competitive salaries companies expect to o er recent graduates. For instance, US-based companies plan to offer recent MBA graduates a starting median base salary of US$105,000 in 2016, up from a median of US$100,000 in 2015.

  3. Opportunities for international job placement vary by region. Overall, 52% of corporate recruiters report that their companies either have plans to hire (24%) or are willing to consider hiring (28%) recent business school graduates who require additional legal documentation, such as work permits or visas.

  4. Across regions and industries, companies seek candidates who will fit within their organisational culture, work in teams, and have the potential to make an impact. Executive presence, the ability to build external networks, and ability to work independently were the three lowest-ranked traits.
These results and more are included in the summary report of GMAC’s 2016 Corporate Recruiters Survey, which GMAC conducted in February and March this year with survey partners, EFMD and MBA CSEA, and 109 business schools worldwide. The survey drew responses from 842 employers, representing more than 530 companies in 40 countries worldwide that recruit directly from business schools.

The report also includes findings from a supplemental “General Population Employer Survey” of employers in six select countries, conducted at the same time as the Corporate Recruiters Survey and designed to provide broader insights into general business hiring practices in the wider marketplace.

The additional survey yielded responses from 1,282 companies located in the six largest markets for graduate management education — China, France, Germany, India, the United Kingdom and the United States. The results show overall that half of the companies responding to the supplemental survey have plans to hire an MBA in 2016 — ranging from 35 % of companies in Germany to 70 % of companies in China. “The difference in hiring projections between the two surveys highlights the value business schools provide to students in connecting them with employers that want to hire them,” said Mr. Bob Alig, GMAC’s executive vice president for school products. “These results are compelling evidence for admissions professionals to demonstrate the value of a graduate business degree to prospective applicants.”

To download GMAC’s 2016 Corporate Recruiters Survey Report and an overview of the survey methodology, visit: gmac.com/corporaterecruiters.

What Does BREXIT Mean for UK Higher Education? An Interview with Simon Mercado

MERCADO Simon HighRes 0013Much has been said about the potential impact of BREXIT on UK Higher Education (UKHE) but what is the view from inside one of UKHE’s strongest academic communities? The UK’s Business Schools are not only amongst the sector’s leading faculties, they also enjoy some of the most direct associations with the companies and business groups so exercised by the prospect of the UK’s potential EU exit.

In an interview with European business education expert, Professor Simon Mercado, the balance sheet for EU membership is assessed with direct reference to both the country’s “native” business school community and to the international business school’s now invested in the UK sector.

So what should we know about the UK’s community of Business Schools?

There are well over 100 Business Schools in the UK providing degree-level education, the majority of which are located in UK Universities. Their performance power is quite astonishing. Of the FT’s list of Europe’s 50 top business schools in 2015, no less than 14 UK schools make appearance. Whether we are talking about this top order or the wider community of schools, the UK business school sector has a revealed comparative advantage, charging some of the highest prices for business education in the entire European market.

Does this have anything to do with EU membership and might it be at risk from BREXIT?

Although this market power does not derive from EU membership, most business school leaders would argue that EU member status makes it easier for us to sell our courses internationally, to access other EU markets as educational service providers, and to employ and/or collaborate with experts from multiple European states. It also opens up additional funding streams (e.g. Horizon 2020) and opportunities for faculty and students to gain international experience through such programmes as Erasmus. This in turn has a positive impact on our teaching and research standards and on our economic and social contribution. There is no doubt that we could trade and attract talent independent of the EU – witness the success of the Swiss and Norwegian sectors – but our ability to attract the best students, researchers and academics from across the EU is best assisted from a central position within the EU and the European Higher Education Area (EHEA).

Can you explain this in greater detail and explain what advantages the UK sector gets from being on the inside?

Well let us start at the institutional level where we are concerned not only with “indigenous” UK Schools but also with “international” schools who play an important role in our market.

In terms of British schools, the benefits of EU membership have been felt in terms of i) the core freedoms of the Internal Market and ii) the EU’s sustained investment in education and research. I put aside here wider arguments about the EU’s contribution to UK economic welfare.

The real basis of argument for continued EU membership is with the freedom of movement of goods, services, capital and people that is associated with EU membership. The European Higher Education Areas does not constitute a fully free internal market - service-based industries rarely do - but it does allow UK schools to “sell” their courses and services to a market of over 500 million persons. UK BSs attract a significant number of students from Europe and beyond each year. Last year, UK business schools claimed about a 10% share of the 125,000 (non-UK) EU students willing to pay for their degree education on UK soil. That is a lot of fee income. So argument no.1 rests with the broad belief that EU membership enhances our ability to attract bright young Europeans to study in the UK and to profit financially from their degree mobility. In addition to this “export/import” argument, the same freedoms of movement have enabled UK business schools to offer highly competitive educational services elsewhere in Europe with relatively few market entry barriers. Indeed as increasingly mature service providers, UK Schools are able to take their educational services to other European markets with relatively little restriction. Whether this be through overseas campus operations, franchises, or on-line provision, “service and programme mobility” is fuelling the development curve of many UK Schools. A significant part of this (Transnational Education (TNE) trade is focused on European markets including Greece, Cyprus, Malta and the Central European states.  So argument no. 2 rests with the ability we have to move into other European markets, what you might call a “right of access and/or establishment”. This same right of establishment has enabled European Schools like my own institution, ESCP Europe to invest quite freely in UK campuses, adding competition and diversity to the UK market.

Can you tell us more about the ESCP Europe model and its relevance here?

When we look at the situation of international providers penetrating the UK market, we gain a better understanding of the operational and commercial benefits of EU market integration. There is perhaps no better example than my own institution ESCP Europe Business School, which has six campuses in six EU countries, including the UK, where it is my privilege to serve as Campus Dean. The ability of ESCP Europe to offer world-class rotational degree programmes that move students from one European location to the next is massively assisted by the European market framework. A constant cross-border flow of students, faculty, capital and educational service is eased by the basic freedoms of the Single Market and the mutual recognition of educational qualifications that accompanies this. In fact, the operational difficulties in executing such a system really extend from the limits to the Internal Market framework, where a lack of harmonisation on VAT, employment law, and multiple currencies complicates the task.  BREXIT would almost certainly complicate our business and what we see as an authentically transnational education model.

Surely the ability of UK business schools to sell “spots” and services is not contingent upon EU membership? Surely the likes of ESCP Europe would still see the UK as an attractive market even if it waved goodbye to EU membership?

I think most commentators would say, “yes, of course” but the central point here is that EU membership facilitates ease of trade and investment by eliminating administrative, technical and regulatory barriers to cross-border mobility and investment. Off-shore operations are assisted by capital freedoms and the right of establishment in other EU markets.  The sale of “spots” in UK-based Schools is made easier by the price and administrative benefits of treating UK and EU nationals on a “non-discriminatory” business. Indeed, accessing a UK business school as an EU national is materially easier than doing so as a non-EU national and comes with different rights with regard to post-study employment and loan financing. Non-EU nationals are typically subject to higher course fees and to burdensome visa requirements.

On the workforce side, Universities UK point out that 14% of academic staff in UK universities are nationals of other EU member states. UK business school Deans frequently identify a shortage of qualified faculty in areas like Finance & Accounting as a major issue. EU membership makes it easier for BSs to secure the services of qualified academics from other European countries almost “Europeanising” the talent pool and job market. This in turn can help to drive teaching and research excellence. It is in no small thanks to the freedom of movement of persons and the mutual recognition of qualifications that UK institutions can invest easily in academic and administrative talent. Look at the considerable presence of Greek, Italian and Central European academics in UK University Finance and Economics departments. Ask any Business School leader if it is easier to employ an EU national or a non-EU national and you will get a quick response. Turn that around and think about the career options for UK academics and researchers who currently enjoy freedom to conduct their work in other European HE systems. BREXIT does not put these options to death but it will add complication.

You started with institutional considerations. What would you say about the impact at individual level?

Well the point I have just made is that if the UK were to operate outside of the European Union, students from France, Poland and Greece (as example) would continue to have access to UK Business Schools but would theoretically be subject to the administrative and pricing regimes applicable to non-EU nationals. This would likely result in higher costs of participation and bureaucracy. It would have a negative impact on their post-study working privileges and access to higher education funding. Don’t forget that (non-UK) EU nationals can get 'loan’ based fee financing just like my children with UK citizenship. If you don’t care too much about the opportunities for young continentals here in the UK or even resent their access to funding privileges, then remember that young UK students would not necessarily enjoy the same ability that they enjoy today to study freely in other EU countries at fee levels significantly lower than those applying at home and/or to receive other benefits. Already an estimated 20,000 UK nationals are doing so each year and according to one major study, up to a third of young British students are at least considering overseas study (British Council: 2015).  Again, whilst these opportunities would not disappear, many of those countries have begun to apply higher fee rates for non-EU nationals, this has happened in Sweden and Finland for example.

Elsewhere, participation rights in the EU’s Erasmus mobility programme could be challenged. 15,600 UK students took part in the Erasmus exchange programme in 2013-14 and the number is accelerating. This is not just a matter of limit on short-term experience. We know from multiple investigations, that those that enjoy experience of study abroad (either on a fee-paying or reciprocal exchange basis) have better career earnings potential and are half as likely to experience long-term unemployment.
Such experience goes a long way in helping our students to prepare to enter an increasingly international jobs market.


You say repeatedly “we could or potentially would” lose out on existing benefits in the face of BREXIT. Why is there doubt here?

Well in truth, much hinges on the nature of the partnership the UK would have to negotiate with the EU in the BREXIT scenario. The UK could agree to actively participate in the Single European Market without full political membership. Switzerland for example has a whole series of bilateral accords with the EU to give it exactly that opportunity. Ultimately, the position of UK Schools would be shaped by the span of bilateral accords that the UK struck with its former EU partners and/or its terms of “association”.  Therefore, a post-EU UK could participate in Erasmus just like Switzerland and have its citizens enjoy the freedoms of the Internal Market without political membership. If that were the case then not everything would change. But my own concern here is what any future UK government post-BREXIT would ultimately accept post-separation. This might be a long way short of an arrangement in which the UK secured largely unhindered access to the Internal Market in exchange for financial contribution and concessions on movement of persons, which might otherwise be sought by its former wedded-partners. Let us remember that two of the central arguments for BREXIT turn on these points. There is also the matter that the collaboration model with Switzerland is now very much in crisis resulting in periodic obstacles to bilateral trade and mobility. As the EU and Switzerland have fallen out over different elements of co-operation, Swiss HEIs have seen suspensions vis-à-vis Erasmus participation and access to EU-funded research and education programmes. Under any type of trade area or association arrangement, there is additional risk and bureaucracy and a real lack of influence over the very direction of European policy.

What I would really like to avoid is an outcome in which a post-BREXIT successor arrangement failed to convince those willing to invest in the UK and distanced the UK from the EHEA. ESCP Europe is fully committed to the UK but we are not the only international business school making inward investment. If BREXIT were a trigger to market access barriers and/or an economic slowdown, we could see a slow down in this sort of investment. It really isn’t just about the money. Investments like those made by our own School internationalise educational experience, promote UK-based employment, and channel talented graduates into UK-based industry each year.

At the outset you highlighted how EU membership translates into extra-funding for Business Schools and value-adding collaboration. What did you mean by this and how might BREXIT effect things?

What I am referring to here is the EU’s sustained investment in education and research and commitment to specific forms of funding that touch and reach the business school community. Programmes (like Horizon 2020) channel financial and human resource capital into our Schools and the HE system in general. Programmes of this nature are playing a vital role in enabling collaborative research across European borders and in enhancing the scale and impact of our research. In addition, the EU’s structural funds have enabled many universities and their business schools to develop infrastructure and capacity. Programmes of this type build relationships and interdependencies that naturally span out into other form of institutional co-operation.

Surely collaboration in research would follow post-BREXIT and money could be made available to compensate for any losses?

Admittedly the transfers that I am highlighting follow significant UK contribution to the global EU budget. It is also clear that national investment might substitute or even exceed what UK HEIs currently secure under EU streams. Outside the formal structure of the EU, we would still find ways to collaborate too. But, with respect to financing, there is no certainty that in the face of competing investment priorities at national level, that current (EU) funding levels would be matched. Outside of the EU, we move from a position of centrality within impactful research programmes (like FP7 and Horizon 2020) and a real ability to shape them, into new space.

What other matters do Business School leaders talk about vis-à-vis BREXIT?

In a sense we leave the biggest issue to last. Like other service businesses we are better placed if the market is healthy and performing strongly. The first concern here is the most obvious one. If BREXIT leads to a weakened economic climate this will hurt us. The requirement for firms to assess BREXIT impact and any successor arrangements might lead to short-term suspensions on investment decisions into the UK and from the UK, for example into management development training and/or commissioned research. Certainly the business leaders that we work with stress the interdependency of firms and economies and the advantages of European integration. They tend strongly towards a “remain” vote. I sense too that Business School leaders feel that a broad direction towards more international business education demands educational experience and collaboration across borders. We can get this outside of the EU but most would contend that at the heart of Europe the task is easier and opportunity broader.

Professor Simon Mercado is the Director of ESCP Europe Business School London.

Special Offer for EFMD Members: Smart Certificate™ with Smart Ads™ Free

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We’re also offering EFMD members a very special offer: sign up for Smart Certificate™ and get Smart Ads™ free whatever the pack chosen. The offer is valid until the end of 2016.

“Sharing documents that have the label of trust has become tremendously easy. The Smart Certificate solution has changed the way that graduates, schools and recruiters interact. Smart Certificate clearly sets the standard,” commented Mr. Sven Biel, Associate Director MBA Programme Management at INSEAD.

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Accrediting Business Schools: a Necessity or a Trend?

The faculty of Business and Commercial Sciences of the Holy Spirit University of Kaslik (USEK) and the Arab Society of faculties of Business, Economics and Political Sciences (BEPS) jointly organised the conference “Accrediting Business Schools: a Necessity or a Trend?” that took place on April 26 and 27 in Kaslik, Lebanon. 

More than 350 participants from 16 countries attended the conference to discuss the benefits of international accreditation agencies and their relevance for Middle-Eastern and African Business Schools. 

Liban2Dr. Christophe Terrasse, Director of International Projects at EFMD, shared his expertise during the “Accreditation from Expert and Professional Standpoints” roundtable. He presented the benefits of quality assurance for Higher Education Institutions and warned against a common misunderstanding of accreditation, often accused of adopting a too normative approach. 

He showed how EFMD has been encouraging diversity from its start and how individual achievements are taken into accounts and valued at all stages of EFMD accreditation processes. He also presented EFMD various quality assurance mechanisms and accreditations showing how they support and accompany business schools from all regions of the world in their quality improvement strategy. 

Dr. Terrasse and Jean-Baptiste Maillard, (Coordinator, International Projects), also presented their research on accreditation and branding strategies during the session “Effects of Accreditation on Business Schools: Evidences & Challenges”. 

This article describes the impact of international quality labels on the branding strategies of business schools and shows how the accreditation labels reinforce the market positioning of the schools by consolidating their visibility, legitimacy and exclusivity. 

Member of EFMD since 2008, the Faculty of Business and Commercial Sciences of USEK has been a long-standing promoter of excellence for quality assurance standards for business schools in Lebanon and in the Middle-East.

2016 Excellence in Practice Gold Award Winners

BANNER ALL AEFMD is delighted to announce the 2016 Excellence in Practice Gold Award Winners.

"Once again the EiP awards have attracted outstanding cases from all over the world. This year’s winners clearly show that Learning & Development must be closely linked to organisational strategy, involve a partnership model in design and execution, measure and show impact, and have a strong focus on the personal growth, values and behaviours of individuals taking part," said Prof. Eric Cornuel, CEO & Director General, EFMD.

EFMD wants to provide visibility and support to all professionals in the L&D sector. The Awards Ceremony will take place during the next EFMD Executive Development Conference which will be hosted by Católica Porto Business School on 12 - 14 October.

The 2016 Gold Award Winners are:

We would like to thank all of the applicants as well as the jury members for their successful cooperation and hope to receive more exciting cases next year. We are pleased to take note of the continuously growing quality of applications.

Next submission deadline:  20 March 2017
For submission guidelines & expression of interest, please visit www.efmd.org/eip
If you have any questions or would like further information on the EiP awards you can find out more via this EiP Overview Brief or please contact This email address is being protected from spambots. You need JavaScript enabled to view it..

The 2016 Gold Award Winners share their thoughts about the EiP recognition:

NHS Leadership Academy & Alliance Manchester Business School won the Talent Development Category with their case “Changing the Leadership Culture in the English National Health Service: Building Care and Compassion into the Leadership DNA”
“Alliance Manchester Business School is proud to have played a leading role in constructing a remarkable consortium of healthcare policy and management academics, organisation development experts, and learning technology specialists to work on the development of NHS leadership. The programmes we have designed with the NHS Leadership Academy are ground breaking in scale, format, style, and impact. These are tough times for the NHS in England. The programmes touch on critical contemporary issues in healthcare leadership in pursuit of safe, sustainable, high quality and compassionate care. We are delighted that our efforts have been recognised by this prestigious award”.
Professor Naomi Chambers, Director of NHS Leadership Academy Programmes at Alliance Manchester Business School

We’re delighted to have won an Excellence in Practice (EiP) Award in recognition of our Elizabeth Garrett Anderson and Nye Bevan programmes. What’s particularly heartening is the fact that this work really was a true collaboration between ourselves, Alliance Manchester Business School and our consortium of partners, which included patients and their representatives. Participants are telling us the programmes are transforming the NHS’s working culture, preparing it to meet huge new challenges. They play a critical role in giving them the confidence and ability to improve leadership culture and introduce new levels of professionalism and compassion.”
Karen Lynas, Interim Managing Director, NHS Leadership Academy

The Excutive Development Category winners are BG Group & Cranfield School of Management with the case “Exploring Leadership”
Success in wining this award was built upon the development of a strong, real partnership with BG Group. Significant investment in developing relationships across the wider stakeholder group enabled us to design and deliver an impactful intervention, that has truly made a difference to individuals and the organisation. Coupled with world class learning processes, delivery teams, and locations we believe we have created something special, that delivers sustainable results.”
Mark Threlfall, Executive Development Director, Cranfield School of Management

Swarovski & Ashridge Executive Education won the Organisational Development Category with their case Addressing Live, Organisational Issues to Ensure Swarovski’s Future Success”
“We are thrilled to be recognized with this award for the wide impact the Swarovski-Ashridge partnership has, on both an organisation and individual level, which has exceeded all expectations. This has been achieved by the OD orientation, focus on mind-set change and culture, addressing of live issues, growing ownership for change across the business and the development of leaders who understand, and feel accountable for, the collective needs of Swarovski. We look forward to continuing our relationship with Ashridge and developing our leaders and managers through our Leadership Academy and a wider range of interventions.”  
Petra Lockhart, VP Global Learning and Development, Swarovski

"It is a privilege and real pleasure to work in partnership with Swarovski on some of their most pressing and emerging needs. For the work to be recognised with a Gold award by EFMD is a tremendous achievement of which we are all immensely proud. The partnership is trusting, collaborative and respectful – a mirror for Swarovski’s new culture and approach to leadership – and proves that what starts life as leadership development can move into changing the nature of conversations, shifting how organisations work and think and have wide-reaching organisational impact. Well done to everyone in the Ashridge-Swarovski partnership!”  
Sona Sherratt, Client Director, Ashridge Executive Education

“We are delighted that the Swarovski-Ashridge partnership has won the highly coveted EFMD Excellence in Practice Award for Organisational Development and that so much impact has been achieved through the co-created interventions. We value our relationship with Swarovski very highly and are really looking forward to continuing to innovate and develop exciting leadership and organisational development interventions that support Swarovski’s future success.” 
Jason Cassidy, President, Ashridge Executive Education 

The winners of the Professional Development Category are Microsoft & INSEAD with the case Microsoft-INSEAD Customised Online Programme: An Innovative Solution 
for Global Transformation
“Microsoft is honored to receive the 2016 EiP gold award from EFMD.  It has been an incredible journey to partner with INSEAD on this innovative approach to corporate readiness.  The program has transformed the way we think about online learning and enabled us to accelerate the Microsoft business transformation at speed and at scale.  We appreciate EFMD’s recognition of the program and hard work of those who contributed to make it possible.”
Chris Pirie, General Manager of Microsoft's Sales, Marketing, and Services Group Readiness

“INSEAD is delighted to receive the 2016 EiP gold award from EFMD. Since 2014, INSEAD has pioneered in customised online programmes for companies and our clients have benefited greatly from the business impact generated by these new programmes. We are grateful that EFMD recognizes how this innovative and impactful new format have helped Microsoft transform at speed and at global scale. We look forward to helping more clients take full advantage of new technologies and transform their businesses into the future.”
Chengyi Lin, Ph.D., Lecturer of Strategy at INSEAD, Director of Strategic Innovations & Online Programmes

2015 EFMD Case Writing Competition: Winners

Case banner2015blogEFMD is delighted to announce the winners of the 2015 EFMD Case Writing Competition.

The quality of the case entries was again exceptionally high so we thank all participants.

2015 Category Winners:
 
Corporate Social Responsibility, Sponsored by Kedge Business School
“V. Kurien and the milk revolution in India”, written by:
  • Eugénio Viassa Monteiro, AESE - Business School, PT
  • Carlos Filipe Miranda Collaço, AESE - Business School, PT
Carlos Filipe Miranda Collaço declared: “V. Kurien was a leader who dedicated himself to better the lives of his countrymen by developing a concept that would give them hope and restore their dignity. He is still remembered as a highly respected social entrepreneur known as the father of the White Revolution in India. It has been a privilege to write this Case for the strong impact the cooperative model – from producer to consumer – had on the livelihoods of millions of families around India.”

Entrepreneurship, Sponsored by EM Lyon
“SimpliFlying: “Making A Great Idea Take Flight (A) and (B)”, written by:
  • Adina Wong, Singapore Management University, SG
  • Michael Netzley, Singapore Management University, SG
“I am honoured that the Simplifying case was selected for the 2015 award. This recognition is especially pleasing because Simplifying was founded by an SMU graduate who has gone on to build an exciting and progressive consultancy. To see the Simplifying story come full circle and return to SMU as an award winning case will certainly offer our current students a great role model to learn from," said Michael Netzley. 

Family Business, Sponsored by American University of Cairo, School of Business
“Ayala Corporation: One Family’s Contribution to Nation Building”, written by:
  • Benoît Leleux, IMD, CH
  • Anne-Catrin Glemser, IMD, CH
"Large multi-generational family businesses have always played key roles in shaping emerging economies around the world. Nowhere is this more visible than the Philippines where the Ayala Group activities and development very much grounded the country’s growth" explained Benoît Leleux. 

Finance and Banking, Sponsored by Toulouse Business School – Groupe ESC Toulouse
“Fake Ruby: Cooking the books” written by:
  • James Gallagher, Edinburgh Napier University, UK
  • Edward Fordyce, MBAHELP4U, UK
  • David Stevenson, Edinburgh Napier University, UK
James Gallagher declared: "Winning the EFMD Case Writing Competition is both a personal and institutional achievement that allows the showcasing of our work thereby helping to affirm the quality of both whilst enhancing our street credibility with the end users – our students."

Supply Chain Management, Sponsored by Kedge Business School
“The HP Helion Proposal: To Migrate or Not to Migrate to the Cloud, That Is the Question”, written by:
  • Juan Enrique Flores, IESE Business School, ES
  • Francisco Vazquez, HP Technology Services, ES
  • Philip  Moscoso, IESE Business School, ES
The team declared: “We are delighted to receive this EFMD case writing award for our case. At IESE Business School, we are strong supporters of the case method for business education, so developing valuable cases, ideally in close collaboration with partners from the industry, is a must for us!”

Emerging Global Chinese Competitors, Sponsored by The Global Platform of China Cases
“Xiaomi 2015: A Homegrown Apple in China?”, written by
  • Howard Yu, IMD, CH
Euro-Mediterranean Managerial Practices and Issues, Sponsored by Groupe Sup de Co Montpellier Business School
“Les Moulins De La Brague: A Terroir Olive Oil Mill Against Agri-Food Multinationals”, written by:
  • Franck Brulhart, FEG, Aix-Marseille Université, FR
  • Philippe Chereau, SKEMA Business School, FR
  • Pierre-Xavier MESCHI, IAE Aix-en-Provence, Aix-Marseille Université & SKEMA Business School, FR
African Business Cases, Sponsored by China Europe International Business School (CEIBS)
“M-Changa: Leveraging Kenya's Mobile Money Market for Community Fundraising”, written by:
  • Sarit Markovich, Kellogg School of Management, US
  • Nilima Achwal, Kellogg School of Management, US
“It was fascinating writing about M-Changa, a Kenya-based startup with a really interesting fin-tech innovation that helps Kenyans make financial contributions to friends for major life events. We are so excited that we won the African Business Case category of the EFMD competition - there are so many interesting and exciting things happening in Africa and across emerging economies that deserve to studied and discussed in business schools around the world" commented Nilima Achwal.

Indian Management Issues and Opportunities, Sponsored by EFMD
“Crisis at the Mill: Weaving an Indian Turnaround - Alvarez & Marsal”, written by:
  • Claudia Zeisberger, INSEAD, SG
  • Anne-Marie Carrick, INSEAD, FR
“Managing critical turnaround situations is an invaluable skill in every senior managers toolkit. The emerging markets setting adds complexity to the situation in our case and thereby opens the door for an engaged and interactive discussion in class. I appreciate the support of our partners at Alvarez & Marsal; their willingness to share details and come to class to engage with our students made this case and the subsequent video interview possible,” said Claudia Zeisberger.

Responsible Leadership, Sponsored by University of San Diego - School of Business Administration
“Boldly Go: Character Drives Leadership at Providence Healthcare”, written by:
  • Mary Weil, Richard Ivey School of Business, CA
  • Chitra P Reddin, Communications Solutions, CA
“I am truly delighted to receive this award. I find this case very inspiring. The protagonist has such a clear sense of responsible leadership – about what leadership means and how to communicate as a leader. It was a privilege to work with Chitra and Providence Healthcare on putting together this story about the success that the organization has achieved." Mary Weil

"I very much enjoyed writing this case study. Josie Walsh is an inspirational leader and the case can be taught from several perspectives: leadership, change management, innovation and communications. May it be useful to colleagues and friends around the world"
explained Chitra P. Reddin.

Inclusive Business Models, Sponsored by IMD
“Manila Water: From Privatisation to Sustainable Growth”, written by:
  • Christopher Dula, Singapore Management University, SG
  • Chee Wei Kwam, Singapore Management University, SG
  • Zack Wang, Singapore Management University, SG
Latin American Business Cases, Sponsored by Universidad Externado de Colombia
“JBS S.A.: A Latin American Success Story”, written by:
  • Syeda Maseeha Qumer, Icfai Business School, Hyderabad, IN
  • Debapratim Purkayastha, Icfai Business School, Hyderabad, IN
Debapratim Purkayastha said: “We are honored and very excited about winning the prestigious EFMD Award. This is my fifth EFMD Award and I would be equally excited if it was my fiftieth, as it is a highly coveted research award from one of the world’s leading management associations and accreditation body. In addition to being one of the oldest and continuously running case writing competitions, the best thing about the EFMD Case Writing Competition is that it is inclusive and does not put any kind of restriction on the form, length, etc. of the case, thus enabling the development of innovative teaching cases for the classroom.”

MENA Business Cases, Sponsored by HEC Paris in Qatar
“Michel Nassif Et Fils: Succeeding Generations”, written by:
  • Randa Salamoun, American University of Beirut, LB
  • Lina Tannir, American University of Beirut, LB
"Succession planning is a very crucial issue for the success of family businesses in the MENA and that is why we decided to write a case about that topic. Today, we feel humbled and privileged to have our case win the Best MENA case award for 2015 granted by EFMD. We are particularly happy because we hope that this award will help give more visibility to succession planning in the region, as well as to AUB’s business school as a key player in the case writing arena." said Randa Salamoun.

“The EFMD case competition is an enriching experience. As a winner, I feel privileged to belong to such a prestigious international network of academic institutions. Being part of the award ceremony was an inspiration, a true display of creativity, hard work and perseverance."
commented Lina Tannir.

Bringing Technology to Market, Sponsored by ESMT
“Balancing The Power Equation: Suzlon Energy Limited”, written by:
  • Snehal Awate, Indian School of Business, IN
  • Ram Mudambi, Fox School of Business, IN
  • Arohini Narain, Indian School of Business, IN 
"To be an EFMD Case Competition winner is indeed a great achievement. While writing the case, Balancing the power equation: Suzlon as an emerging economy multinational enterprise, we knew that we were working on a hot topic that is relevant across boundaries. However, what we did not know was that our work would get the kind of recognition it has been getting, especially winning a prestigious case competition. We whole-heartedly thank the sponsors, jury, and EFMD for the honour bestowed upon us and look forward to producing more such award-winning cases in the future," the team declared. 

Urban Transition Challenges, Sponsored by Climate-Kic
“The Senior Citizen Home Safety Association: Enabling Active, Ageing-in-Place in Hong Kong”, written by:
  • Christopher Dula, Singapore Management University, SG
  • Alfred Wu, Singapore Management University, SG
Sustainable Production Systems, Sponsored by Climate-Kic
“Newlight Technologies: Plastics For A Carbon Negative Future”, written by:
  • Daima Mazuti, IMD, CH
  • Daniel Day, IMD, CH
Integrating the Innovation Pipelines, Sponsored by Climate-Kic
“Crowdfunding Renewable Energy Solutions: Abundance Generation”, written by:
  • Christopher Corbishley, Imperial College London, UK
  • Charles Donovan, Imperial College London, UK
Charles Donovan said: “We are thrilled to gain this recognition. Research on innovative companies like Abundance is an important part of our efforts at the Business School to understand how companies are capitalizing upon the fast-growing climate change investment industry. There are trillions of dollars that will flow into clean energy over the next decade and Imperial College is positioning itself as a leading source of insight about the new climate economy.”

We would like to warmly congratulate all of the winners and once again thank all of our sponsors for their continued support of the
EFMD Case Writing Competition.

EFMD and NOCA Sign Cooperation Agreement

EFMD and NOCA (Network of Corporate Academies) have recently signed an international partnership agreement.
EFMD NewLogo2013 HR coloursNOCA logo

NOCA being an association focusing on HR issues within companies in Denmark, and EFMD focusing on Leadership and HR in an international perspective secures a partnership where the two organisations share focus areas and complement each other.

Eric Cornuel, Director General & CEO of EFMD, said: "This agreement is an example on how EFMD connects deeper into the corporate Learning & Development community by establishing trusted partnerships with existing local networks. In doing so, a growing number of companies get access to a wider and richer set of experiences as well as to EFMD’s expertise in reviewing and accrediting Learning & Development organisations and initiatives.”

The partnership will enable both organisations to provide their company members with innovative knowledge, leadership and quality development activities.

These include an open invitation for the NOCA members to the selected EFMD corporate learning development events, including the upcoming Sharing Best Practice CLIP Workshop centred around digital skills and hosted by IMD in Lausanne, Switzerland, on 29 – 30 September, and the 2016 EFMD Executive Development Conference taking place at the Catolica Porto Business School in Porto, Portugal, on 12 – 14 October 2016. In the future, the two organisations will closer cooperate on a wide array of conferences, seminars, workshops and Special Interest Groups.

Both organisations will also work towards establishing a Strategic Learning Review (SLR) Cluster in Denmark. EFMD’s SLR helps a company determine whether its learning organisation is delivering services in line with its strategic mission. A 180° feedback, performed by two experienced Chief Learning Officers, provides a low-cost and high-value assessment and feedback, creating a picture of the fit-for-purpose of the Learning Organisation.

Exchange of knowledge and best practice will also benefit the membership on both sides, including the collaboration on the Leadership Development Survey Report and possibly future joint research and surveys.

Per Geisler Hansen, CEO of NOCA said: “The members of NOCA are the largest private and public sector companies in Denmark. This partnership will further enable NOCA to strengthen the global perspective in the dialogue with our members. We are very much looking forward to expanding the cooperation for the benefit of both organisations and our respective members and it is my hope that NOCAs members will prosper from the new knowledge and networking opportunities with some of Europe’s leading organisations that EFMD bring to the partnership."

About NOCAhandshake

NOCA is an association of companies and organisations established in 2002. The purpose of the association is to facilitate sharing of knowledge among the members, while NOCA contributes to building bridge between research and practice. Thus, NOCA is an association where HR researchers and practitioners can meet and share their knowledge and experiences, which creates value for the individual company.

Launch of the World’s First Online Test of Sustainability Literacy - Sulitest.org

Elyx Globe 251x300The world’s first online test of sustainability literacy, Sulitest.org, was launched at the United Nations Environment Assembly (UNEA) in Nairobi, Kenya on May 26. Sulitest.org aims to create and nurture an awareness of both global and local sustainability challenges.

As an awareness building program, Sulitest.org invites visitors to the website to participate in an online Multiple Choice Questionnaire of their knowledge of the sustainability issues facing the world and their country. By participating in a unique combination of online learning and testing, visitors leave with a greater understanding of their role in building a sustainable future.

Sulitest.org’s innovative method of testing participants’ awareness of sustainability literacy (the “Suli” in “Sulitest”) is closely aligned to the United Nation’s 2030 Agenda for Sustainable Development and its 17 Sustainable Development Goals.  

The development of Sulitest.org was guided by over 300 contributors and the insights and assistance of its panel of senior and regional advisors. These include, among other, the United Nations Environment Program (UNEP), United Nations Department of Economic and Social Affairs, (UNDESA), the Globally Responsible Leadership Initiative (GRLI), The Principles for Responsible Management Education (UNGC PRME), the United Nations Educational, Scientific and Cultural Organization (UNESCO), the International Association of Universities and EFMD.

“EFMD is a strong advocate of the social and environmental imperatives that must accompany business practices globally. In all our activities, like accreditation, we encourage Higher Education Institutions and companies to embrace those concepts and implement tools to be agents of change in society. The Sustainability Literacy Test is an innovative pedagogical tool that can be deployed in multiple ways to advance educational objectives in sustainability and global responsibility. This internationally collaborative test is already being used in higher education to raise awareness about sustainability issues, as an object for critical learning and analysis and even, to measure and benchmark learning outcomes. I fully endorse this tool and encourage schools to contribute to the community working to ensure the SuLiTest 's relevance for promoting action toward solving urgent global challenges and promoting transformation in sustainability education and beyond,” commented Eric Cornuel CEO & Director General, EFMD

The launch of Sulitest.org kicks off an aggressive development program, which will include a major campaign to canvass more global and national questions on sustainability, the introduction of an individual certification program and new features for specific industries and professions.

Please find the official press release here.

The Bracken Bower Prize for Young Business Writers is Now Open for Entries

Bracken BowerThe Financial Times and McKinsey & Company are excited to announce that the Bracken Bower Prize for young business writers under 35 is now open for entries.

This £15,000 Prize aims to unearth new talent by encouraging young authors to tackle emerging business themes. The Bracken Bower Prize will be given to a promising young writer with the best proposal for a book about the challenges and opportunities of growth.

The prize was launched in 2014 and has resulted in publishing deals for the winner of the inaugural Prize and both the winners and shortlisted authors of the 2015 Prize. In addition to the £15,000 prize, finalists will be invited to the November 22 dinner where the Bracken Bower Prize will be awarded alongside the Business Book of the Year Award, in front of an audience of publishers, agents, authors and business figures.

The judging panel for 2016 includes:
  • Vindi Banga, Partner, Clayton, Dubilier & Rice
  • Isabel Fernandez-Mateo, Adecco Associate Professor of strategy & entrepreneurship, London Business School
  • Jorma Ollila, Chairman, Outokumpu, former ChairmanRoyal Dutch Shell & Nokia
  • David Young, former Chief Executive, Orion Publishing Group
Entry Guidelines
  • Submission deadline: 30 September 2016
  • No longer than 5000 words
  • Essay article with the argument, scope and style of the proposed book
  • A description of the finished work’s structure
  • e.g.: a list of chapter headings with a short bullet-point description of each chapter
Content
  • Tackle emerging business themes
  • Identify and analyse the trends of the future in business, economics, finance or management
  • Focus on the challenges and opportunities of growth
  • Examine pressing business challenges in original ways
Author
  • Must be under 35 on November 22 2016
  • Can be a published author
  • The proposal itself must be original, not previously submitted to a publisher
  • Submit a biography
  • Co-authored submissions are welcomed
For further information on the Prize, previous winners, the judges and how to enter, please go here.

Get Ready for Disruption: Upskilling Organisations to Successfully Navigate a Digital and Interconnected World

CLIP workshop september2016 banner
The upcoming Sharing Best Practice CLIP workshop will be hosted by IMD (Lausanne, Switzerland) on 29-30 September 2016 and will address the topic of "Get Ready for Disruption: Upskilling organisations to successfully navigate a digital and interconnected world”.

Corporate mortality continues to rise. The stars of today could be the victims of tomorrow, unless they are able to continuously anticipate change and fuel innovation. Both, organisational agility and thinking beyond the short-term goals are of the essence in today’s digital and interconnected world. This requires, among others, more flexibility and speed in our operations, a higher external orientation and market connectivity, and a renewed understanding of leadership. Learning and talent development functions have to play a central role in upskilling our organisations accordingly.

In this workshop, we will touch upon questions such as:
  • What are the mechanisms to successfully enhance organisational transformation in view of external disruption?
  • What opportunities does digitisation offer to the ways we learn, and how will it change the learning function?
  • How can learning, leadership and talent development functions best prepare their organisations for the digital future?
  • How will our industries transform in the next decade, and what forces are at play?       
Who will you learn from?
  • Albrecht Enders and Lars Haggstrom, EVP Global People and Organization will discuss the EFMD EiP award winning case on Stora Enso’s transformation in the phase of digital disruption
  • Tawfik Jelassi, Paul Hunter and Remy El-Assir will present, in rotating parallel sessions, elements of IMD’s response to the digital revolution including a guided tour of the IMD Cisco Centre for Digital Business Transformation
  • Nestle, one of the founders of IMD, will introduce us to their digitisation agenda and showcase the respective role of their worldwide training centre Rive Reine during an on-site visit 
  • IMD’s Gen X MBA class will present interactive snapshots of their analyses of the future of select industries
How will you benefit? 
This one-day workshop will allow you to learn about world-class talent development and new approaches in preparing organisations and executives for the fourth industrial revolution. It will provide you with the opportunity to reflect on your own development practices and on what you might want to experiment with when you are back in the office.

Please click here for the programme and registration. For more information, please contact This email address is being protected from spambots. You need JavaScript enabled to view it.

This workshop is by invitation only and is dedicated to corporate learning and corporate HR practitioners from companies. Free of charge for EFMD member companies and special guests (special guest = ONE free seat to attend ONE workshop for discovery for non-members).

News from the HUMANE Network

Humane LogoHUMANE has the great pleasure to announce that Ian Creagh, colleague and longstanding member of HUMANE and its Executive Committee, will be moving on from King’s College London in the late summer and offering his consulting services from the Autumn of 2016. As a contracted consultant he will work with the HUMANE Chairman and other members to steer the implementation of HUMANE’s future strategy, as well as take care of the network management with the help of Tim Evans, the network administrator.  

During the academic year 2016/17, Ian and the Executive Committee will be designing a set of new services and activities. 

European universities are more and more global, interconnected and facing greater competitive pressures than in the past, not least because of the astonishing rise of the Asian economies. Also, layers of national and international regulations and accountability are increasing, demonstrating both global impact and local relevance. The demand for globally aware, professional management and administration is now a crucial ingredient of success in all of institutions.  

HUMANE’s future strategy, more than ever before, will need to respond to these challenges to enable members to contribute even more to the success of European universities.

HUMANE is looking to build on the success of its previous services (annual conference, seminars, study visits, Winter School) and develop new activities to help members navigate the abovementioned challenges. In the future, more attention will be paid to professional and leadership development in an international context

The full text of the HUMANE Chairman's Letter of May 2016 is available here.

Upcoming events: 

Theme:  Global University Rankings and Institutional Strategic Positioning
June 17-18 - University of Groningen in The Netherlands.  

Theme: New Roles for University Support Professionals: Enabling viable innovation and excellence with university business models in transition 
September 30 - October 1 - Rotterdam

Theme: Affordability and Access in Higher Education: System-level and institutional responses in the early 21st century
November 4-5 (please note the date change) - University of London

To find out more about HUMANE, please go here.

Towards an Integrated Curriculum

Guest post by Martin Binks - the former dean of Nottingham University Business School and a Professor of Entrepreneurial Development at its Haydn Green Institute for Innovation and Entrepreneurship.

III. From fearing change to embracing innovation

In my previous blog post I outlined the basic building blocks of a new and more integrated business school curriculum – one intended to narrow the longstanding and widening gap between what students are taught and what they actually need to know in readiness for their careers. I suggested we take two extremes – the first emphasising established principles, the second emphasising uncertainty and change – and combine them through a focus on applications past, present and future.

It is especially important that the prism through which we aim to develop novel perspectives encompasses what has been, what is and what may yet be. Only by adopting such an approach can we hope to understand the perpetual state of disequilibrium that undeniably defines the business arena and, just as significantly, the ever-greater rapidity with which it now churns.

Of course, there is nothing unusual in falling off the pace. We all become dinosaurs eventually. It is a natural process that has always been present. As I remarked in a blog post last year, however, dinosaurs are getting younger, which is why the need for dramatic evolution grows ever more pressing and why acknowledging the mere existence of change is insufficient: we have to recognise the pace and extent of change.

I noted in my previous post that it might be useful to envisage the three elements mentioned above – established principles, managing uncertainty and change and practice/applications – as sets in a Venn diagram. If we now examine the points at which these sets intersect we will get a better idea of our new curriculum’s capacity to not only recognise but embrace the pace and extent of change.

160517 curriculum diagram draft3 1. Established principles + practice and applications = principles from practice

I have already touched on the value of continuously challenging the principles that underpin the full array of the business school curriculum. With this in mind, it is practice – that is, real business activity – that must be the leading driver of the process. Practice shapes the common base of activities from which principles are derived, experienced and revised.

2. Established principles + managing uncertainty and change = principles change

It is imperative that we accept the astonishing speed at which principles can now change. Ever-accelerating technological advances are more likely to reduce the “half-life” of existing principles, render others transient and blow others away completely. It is essential that students experience this phenomenon first-hand: a passing knowledge of it is not enough.

3. Practice and applications + managing uncertainty and change = practice changes

Joseph Schumpeter’s concept of “creative destruction” captures magnificently the impermanence that results when entrepreneurs bring about economic development through the radical rather than the incremental. Ideally, our students would delve deep into the history of change by experiencing previous practice – in effect preparing for the future by reliving the past.

This last intersection poses a particularly interesting question. Having for years largely failed to keep step with the remorseless march of technology, what might we be able to achieve if we were at last to drag ourselves to the very cutting edge and exploit the extraordinary opportunities to be found there?

Consider, for example, the infinite supply of instructive experiences that we might mine from the past. In this instance it is the same amazing progress that makes such urgent demands of us that also makes meeting those demands a far more realisable prospect.

I perhaps sound as if I am advocating time-travel. I am not – at least not in the HG Wells sense. Instead I have in mind innovations in alternative and virtual realities, which are already taken for granted in the sphere of gaming and, if we were crystal-clear about our objectives, could one day brilliantly support students’ experiential learning.

There seems little reason why such innovations should not become widely used – save, of course, for our ingrained disinclination to practise what we preach. We have become perilously unaccustomed to the extraordinary, and until we escape this damaging mindset we will be in no position to prepare our students for a business environment characterised by unpredictability.

In my final blog I will draw together all the issues covered so far and reveal – for those who have not guessed already – the single attribute that I believe is utterly central to a truly integrated curriculum. In tandem, I will discuss a crucial distinction that business schools repeatedly neglect to stress and which is in grave danger of being lost more generally in our ever more “connected” world.

Martin Binks is the former dean of Nottingham University Business School and a Professor of Entrepreneurial Development at its Haydn Green Institute for Innovation and Entrepreneurship.

The 2016 EFMD Doctoral Programmes Conference: Innovation and Impact in Doctoral Education

2016 EFMD Doctoral Programmes Conference banner registrationThe 2016 EFMD Doctoral Programmes Conference: Innovation and Impact in Doctoral Education was hosted by Erasmus Research Institute of Management, Erasmus University Rotterdam (ERIM) 11-13 May. Regional doctoral programme research directors and managers met to discuss strategic roles, the challenges, processes, and potential alternative modes for delivering high level doctoral education.

Marius van Dijke, Professor of Behavioural Ethics at Rotterdam School of Management (RSM) and Director of Doctoral Education, ERIM, Erasmus University served as Conference Chair opening and offering closing remarks that highlighted the plenary topics throughout the conference.

Three key points that may strengthen doctoral education moving forward:

  • Business connections and investment in research 
  • Producing research that is used among the practitioners
  • Developing PhD candidates as autonomous intellectual risk takers
Marius summarised group sessions and said: “Doctoral programmes should explore bringing the practitioner experience into the faculty. The pathway to impact in doctoral education comes through engagement, dissemination, exploitation and evaluation. Many agreed that we have not realised our impact potential yet. This needs to be developed in the research community. In addition, it is best to improve the measurement and assessment of research impact as company relationships are institutionally developed and managed.” He emphasised the common agreement that there is nothing wrong with a focus on fundamental research and top tier publications for the PhD programme. Having a focus on developing individuals who can bring real expertise and contributing to business serve the purpose of doctoral education. 

Lively conversations throughout the conference surfaced alternative ideas of delivering high level doctoral education; ideas which could advance the candidate model of the future. In these times, where the state is supplying less financial support to educational institutions, programmes are exploring innovative delivery models. One such model caught the attention of the group; a model in which a PhD candidate is hired by a company, partly funded by the state and contracted with a research lab. There is value creation and income generation in a model of combining the logic of academia with the logic of society. Recommendations were made for this model to be assessed and discussed further through EFMD in the months ahead.

About ERIM

The Erasmus Research Institute of Management (ERIM) is the Research School (Onderzoekschool) in the field of management of the Erasmus University Rotterdam. The founding participants of ERIM are the Rotterdam School of Management (RSM), and the Erasmus School of Economics (ESE). ERIM was founded in 1999 and is officially accredited by the Royal Netherlands Academy of Arts and Sciences (KNAW). The research undertaken by ERIM is focused on the management of the firm in its environment, its intra-and inter firm relations, and its business processes in their interdependent connections.

Ivor Kenny (1930-2016): A Giant Among Management Thinkers in Ireland

Ivor Kenny BWGay Haskins, former Director General of EFMD, looks back 

Ivor Kenny, distinguished academic, author, visionary leader of the Irish Management Institute (IMI) and one of EFMD's founding fathers passed away in April, 2016. 

Dr Kenny was Chief Executive of the IMI for twenty years: 1963 - 1983.  Under his leadership, the IMI was transformed beyond being a successful provider of Executive Education programmes. It expanded its faculty and international linkages, become an influential think tank and was well known for its monthly magazine, Management, and its outstanding annual management conference in Killarney, which I was privileged to attend in the early 1980's.

Personally, I had a huge admiration for Ivor's flair and achievements. I was privileged to work with him and 30 other business leaders and academics on an early EFMD/EIASM report, Facing Realities. This three year project, led by Professor Igor Ansoff, was ahead of its time with its focus both on the legitimacy of business and on the capabilities that business needed to develop to address the social, economic and technological challenges they faced. We witnessed many animated discussions and fiery debates in which Ivor played a very active role! 

Indeed this deep interest in the role of business permeated Ivor's gift for writing. He was unashamedly pro-business, seeing managers as "the salt of the earth". At the same time, he extolled the need for business to have a moral basis. In his final book, " Last Word: a Life Working with Managers" (2006), he wrote, " Businessmen, who could be the activists, the champions of capitalism, fall back on "pragmatism", on "knowing how things work". Their pragmatism, divorced from any moral basis, fails to move hearts and minds, other than their own." 

Ivor was also Chancellor of the International Academy of Management from 1982 - 1987 and Senior Research Fellow at University College Dublin upon leaving the IMI.  While there, he began his series of books, ultimately publishing 13 titles. Quoting from the Irish Times, "He enjoyed unprecedented access to a generation of chief executives, many of whom were suspicious of business journalists at the time and he found a niche and a writing style that worked in books such as "In Good Company, Conversations with Irish Leaders" (1987). 

Ivor served on Boards of several large companies including Kerry Group, Iona Technologies, Independent News and Media and Smurfit Paribas Bank. He was a devout Catholic and had the honour of being made a Knight of St Gregory. 

He is survived by his beloved family: his wife Maureen and his five children, Dermot, Conor, Ivor, Helen and Mark. 

I am sure that many EFMD members and colleagues will join in sending our condolences to Ivor's family and that for each of us, the name of Ivor Kenny is one that we will remember with fondness and great respect. 

Gay Haskins, Director General, EFMD (1990 - 1995) and Associate Fellow, Said Business School, University of Oxford - This email address is being protected from spambots. You need JavaScript enabled to view it.

Better exploiting European Funds for Research and Innovation: The Quest for Excellence of EU13

MIRRISYou are warmly invited to the Final Conference of the project MIRRIS (Mobilising Institutional Reforms in Research and Innovation Systems), organised in cooperation with the Unit “Reflective Societies” of the DG Research and Innovation of the European Commission.

The aim of this high-level conference is to present the key factors that make an impact on the participation of EU13 countries to the Research and Innovation programmes funded by the European Commission – FP7/H2020.

Through a three-year extensive policy dialogue and mutual learning exercise involving research, innovation and institutional actors, MIRRIS has identified country-specific gaps and barriers, and finally contributed, together with the key national policy stakeholders in EU 13, to the definition of a roadmap prioritising interventions to better address the participation to the European research area.

The main finding of the research will be presented and discussed together with some of the beneficiary countries of EU 13 in order to hear their views on cooperation with MIRRIS and the impact achieved. 

To see the agenda, please go here.

Register online now to make sure you join us on 26 May 2016 in Brussels, Belgium. 


2016 EFMD GN Americas Annual Conference - Purpose and Responsibility: The Impact of Business Schools

GN AMER ANN CONF banner registration
We invite you to mark your calendars and join us this 2-4 November at IAE Business School in Pilar, Buenos Aires, Argentina for the 2016 Americas Annual Conference.

Our theme – Purpose and Responsibility: The Impact of Business Schools.

With our unique Americas oriented spin on thoughtful, targeted content grounded in our regional realities and global connections we have once again crafted an annual conference you should not miss!

The importance of responsibility and sustainability are topics business schools confront as they look to the future. Knowing how important it is for business schools to be able to influence and make changes in the society around them, we face major questions: how do we decide where and how we make change? Why do we and how should we exist and what mark do we want to leave on the times to come?

Some topics to look forward to:

- Achieving relevance and differentiation through your school's mission and location
- The impact of curriculum design
- A multifaceted perspective on the broader role of business
- How a school can balance its positioning between local and global relevance

We hope our sessions will invigorate and inspire you to facilitate discussion and fruitful interaction with your peers while you're with us and leave you with thoughts and ideas you can take with you as you return to your institution perhaps feeling more ready to take the future's challenges.


Registration is set to open soon; to take a look at the entire programme please visit the event webpage here.

Please feel free to contact This email address is being protected from spambots. You need JavaScript enabled to view it. with any questions about the event. Aside from newsletters and event mailings, you can also stay up-to-date with all the latest EFMD GN Americas news on Twitter @efmdamericas.

Executive Development – Learning in Times of Disruption

2016 EFMD Executive Development Conference banner
You are warmly invited to register online for the EFMD’s 2016 Executive Development Conference, hosted by the Católica Porto Business School, Portugal, on 12-14 October 2016.

The 2016 conference theme is: Learning in Times of Disruption. Stating that we are faced with a climate of disruption in society, businesses and organisations is becoming just another obvious truth or commonplace. But how do we, learning and development professionals, support organisations in building the agility and resilience to cope with it?

This conference goes beyond well threaded paths mobilising the experiences, practices and creativity throughout the L&D eco-system, to give you the opportunity to tap into ideas, observations and potentially solutions for your own challenges and projects.

First of all, an interesting place: Portugal. An SME-based economy that went through hard times with the recent economic crisis, now reaching out to uncommon emerging markets such as Angola and Mozambique. Besides, our host, Catolica Porto School of Economics and Management, priding itself in supporting numerous turnarounds in this vulnerable economic tissue.

Moreover, a set of methods and interactive formats will let you benefit to the maximum of the presence of your colleagues and experts. Ever prepared a PechaKucha? Been part of a co-creation session on your own project? After the flipped classroom, you might experience the birth of another new format: a flipped conference.

We will expose you to views on an uncertain future awaiting us, allow you to exchange on work-in-progress, discuss proven and tested cases coming out of EFMD’s Excellence in Practice Award competition and let you get inspired by your colleagues on what our potential role in going forward might be, as L&D professionals.

Register online now to make sure you join us on 12 - 14 October 2016 at Católica Porto Business School. And don’t forget to prepare the bring-your-own side of the conference on our Yammer platform.  

This conference is aimed at the professionals in the Executive Development sector, namely the business schools / alternative providers of executive education (executive development centres, consultants, network providers) as well as the clients (companies).

Please contact This email address is being protected from spambots. You need JavaScript enabled to view it. with questions you may have regarding the 2016 EFMD Executive Development Conference.


Executives Split on Using Big Data in Making Big Decisions

Research imageHow far ahead are Canadian organisations in their use of data analytics? 

The new Smith School of Business Executive Survey shows that big data is changing how business leaders make decisions. 

The survey of 250 senior leaders in Canada reveals that 52 per cent of them think they rely too much on data and analytics when making decisions and not enough on their intuition, while 41 per cent indicated they rely on their intuition and experience more and not enough on data and analytics.

"What business leaders should recognise is that data analytics and intuition are not mutually exclusive,” says Salman Mufti, Associate Dean and Executive Director of Queen’s Executive Education at Smith School of Business. “Even when we use data, intuition and experience are still critical in developing novel strategies to meet business challenges.”

So when do executives rely on data analytics, and when do they tend to go with their gut?

According to the Smith School of Business Executive Survey, executives agree that business leaders must go with their gut and intuition when time is of the essence. They also tend to rely on intuition when making people-oriented decisions and when dealing with volatile situations – such as crises – where there is more focus on interpersonal and relational assessment than just data analysis.

Barriers to using and understanding data analytics

The survey highlights the following top five barriers to using more data and analytics:

- Availability and accessibility of accurate or reliable data (25 per cent)
- Lack of tools to collect and analyse data (21 per cent)
- Lack of staff with expertise to collect and analyse data (18 per cent)
- Lack of time to collect and analyse data (14 per cent)
- Reliance on intuition/data interpretation (9 per cent)

Learn more about the study here.  

Prospective Students Know What They Want

Cover Prospective StudentsThe decision to pursue a graduate business school degree is a highly deliberate and extensive process that requires time, energy and money. So what is the mindset of a future student? 

The 2016 GMAC’s mba.com Prospective Students Survey Report explores the graduate business school pipeline from the prospective student's point of view, analysing motivations, intended career outcomes, and program choices shared by more than 10,000 prospective students in 2015. 

The report explains that prospective students begin considering graduate management education, on average, two years before applying to a program and that they form consideration sets (or short lists of schools) one year prior to application, on average. A specific event or circumstance often triggers the decision to apply to graduate business school, most commonly the initiation of a job search that reveals a candidate lacks the knowledge, skills, or abilities to be competitive for the desired job. 

It is also shown that prospective students are very deliberate about their postgraduate career path: 71% of them cite a single industry of interest (58% in 2014) and 61% cite a single job function of interest (46% in 2014). 

Candidate interest in non-MBA business master's degrees is on the rise across world regions (considered by 23% of registrants), but MBAs remain the most considered program type (50% of registrants).

Prospective students maintain a strong interest in international study and employment. 57% of prospective students seek to study outside their country of citizenship. The United States still remains the top international study destination for prospective students. Half of prospective students wanting to study abroad also prefer to work abroad (52%). 

Two-thirds of prospective students are determined to get into the best school possible, so quality and reputation of program are top school selection factors. Word-of-mouth is widely used to first learn about and research graduate management education programs. Social media are also pervasive: two-thirds (67%) of prospective students use social media in a variety of ways to learn more about business schools, including actively researching graduate management education, searching for upcoming events and activities, and connecting with a program’s faculty. 

The report further shows a greater interest in specialized business master’s programs, candidates seeking a blend of classroom and online learning and information about the timing of applications.

The complete report is available to be downloaded here.

Thami Ghorfi, Dean of ESCA, Received the Education and Training Award

Thami Ghorfi 364x245Thami Ghorfi, Dean of ESCA - École de Management, was given the Education and Training Award during the 7th edition of the Africa Economy Builders Awards

The Africa Economy Builders Awards is a platform that acknowledges and celebrates the success of African entrepreneurs, executives, companies, international investors, etc. who contribute to Africa’s economic growth.

Thami Ghorfi was rewarded for the important contribution of ESCA to the establishment of high quality education and its engagement in the economic development of the African continent, more particularly in Morocco. Indeed, ESCA has been committed for many years to the research field and training through the creation of INSEAM, a center of excellence for teaching management. INSEAM involves today 14 academic partners in 10 different African countries. ESCA is also a founder member of the AAAE consortium (Academic African Association on Entrepreneurship), that includes the most prestigious business schools in Africa (Egypt, South Africa, Nigeria, Kenya, Morocco). 

EFMD would like to congratulate Mr. Thami Ghorfi on his success.

The Entrepreneurial Society: Global Peter Drucker Forum 2016

Drucker banner

In recent years, EFMD has developed a close and rewarding partnership with the Global Peter Drucker Forum that is annually held in Vienna, Austria, Peter Drucker's birthplace.

This year's Forum will deal with a major transformation that Drucker predicted in his 1985 book Innovation and Entrepreneurship – the shift from an employee society toward an entrepreneurial society with important social and economic implications.

This leads into fundamental questions to be discussed at the conference: How far are we down the road towards an entrepreneurial society? If the old social compact is largely obsolete – what is the nature of the new one? What is the role of the state in an entrepreneurial society and how does it change? How can capacity-building via formal education and lifelong learning be enhanced to support a broad-based entrepreneurial culture? Will entrepreneurialism help us to get back to growth through innovation? Etc.

The 2016 roster of leading thinkers and practitioners participating in the Forum includes:
  • Clayton Christensen, Harvard Business School
  • Sara Armbruster, VP, Steelcase
  • Tim Brown, CEO, IDEO
  • Steve Blank, Silicon Valley entrepreneur and educator,
  • Mariana Mazzucato, Sussex University
  • Sally Osberg, CEO, Skoll Foundation
  • Herminia Ibarra, INSEAD
  • Rajeev Vasudeva, CEO, Egon Zehnder
  • Gary Hamel, London Business School
  • Roger Martin, Martin Prosperity Institute
For the complete speaker’s list, please go here.

As the Forum’s strategic partner, EFMD can provide our members with a 10% reduced conference fee, which is making a total of 25% off the standard fee if combined with the Early Bird discount of 15% should you register before July 15. To secure your conference pass at the special rate please register under the following link and enter the code "EFMD" as prompted in the course of the registration process.

For more information about the Drucker Forum please also see the 2016 Drucker Forum blog series and the conference abstract.
 

Drucker quote Abstract color
Abstract by Richard Straub

Sixth International Business School Shanghai Conference in October 2016

300x600With the support from EFMD Global Network, the Sixth International Business School Shanghai Conference (IBSSC) hosted by Antai College of Economics and Management (ACEM), Shanghai Jiao Tong University, will be held on 16-18 October 2016.

With the theme of “Technology and Management”, this conference will foster in-depth discussion on the interaction between the development of technology and management education.

Indeed, recent years have witnessed revolutions in communication, management strategies of enterprises, digital technology and new media. Scientific and technological developments inevitably lead to innovations in both theory and practice in management, which in turn drives further scientific and technological developments. A phenomenon that will surely continue. 

As we celebrate the 120th anniversary of Shanghai Jiao Tong University, more than 250 deans from leading business schools and key business education stakeholders will gather at the Antai College of Economics and Management. Participants will exchange views and further explore the development of business schools, while promoting cooperation between business education in China and other countries. To date, the following professors have confirmed to deliver speeches at this year IBSSC:

  • Prof. Edward Snyder, Dean of Yale School of Management, Yale University, USA
  • Prof. Sunil Kumar, Dean of Booth School of Business, The University of Chicago, USA
  • Prof. Peter Todd, Dean of HEC Paris, France
  • Prof. Bernard Yeung, Dean of NUS Business School, National University of Singapore, Singapore
  • Prof. G. "Anand" Anandalingam, Dean of Imperial College Business School, UK
  • Prof. James G. Ellis, Dean of Marshall School of Business, University of Southern California, USA
  • Prof. Gregory Whitwell, Dean of The University of Sydney Business School, Australia
  • Prof. Kalok Chan, Dean of CUHK Business School, The Chinese University of Hong Kong, Hong Kong, China
  • Prof. Hirokazu Kono, Keio Business School, Keio University, Japan
  • Prof. Ira Solomon, Dean of Freeman School of Business, Tulane University, USA
  • Prof. Danica Purg, Dean and President, IEDC-Bled School of Management, Slovenia; President of CEEMAN
  • Prof. Bill Glick, Dean of Jones Graduate School of Business, Rice University, USA, and Chair of AACSB Board of Directors
Who should attend?

  • Presidents and Vice Presidents, Deans/Directors/Rectors and Associate Deans/Directors/Rectors from leading business schools, colleges and universities worldwide
  • Directors of international accreditation
  • Top executives from international organisations in the business education industry

For more information please visit the event's website.

Registration is available here

Recycling Creative Art Of Business Education Management in the MENA Region

Guest posy by Lauren Clark, Editor and Copy Editing at Freelance, Egypt

ImageOne of the major highlights of Business Education in the Arab region of the world is the beauty in being able to add creativity to the world of business education.  

Outdated business models and strategies being taught in business schools in the Arab region re-iterate a form of management that addresses a top down approach.  Business leaders serve as the prime authority figures for business, educational plans, and so forth. However, in this time of digital and social media, the world of international business has also joined the culture of creative business models, planning, and implementation. With a growing market for heightened opportunity, the business world of the MENA region must shift its dynamic if it is going to expand competition on an international level.  

It would behoove business educational management programs in the MENA region to transform structures where the top down and bottom up approaches were interconnected together, as a means to achieve a system of balance. The versatility of business management would attract and innovate business knowledge from employees to chief business executives. Furthermore, it would establish a particular circular model, where innovative knowledge continues to be re-cycled throughout the business education structure.

One of the main attributes of this proposal is to showcase how innovating knowledge re-occurs through keeping a balance between the upper and lower sectors in a traditional business management structure. The use of social media could also serve as a useful tool as well. Throughout the MENA region of the world, there seems to be a rigid hierarchy in long-term companies, which prevents them from competing extensively on the international market. Only seeing workers as “building” for the company, as opposed to creating for and with the company is what continues to prevent international and economic growth.  

The main topic that will be addressed within this particular writing is how business education management in the MENA region can educate Business majors in the power of circulating creativity in the management process. Re-assessing the tiers of business management education will first provide students will a visual diagram regarding the problems associated with a structure that is not designed for circular evolution. Secondly, it should be noted that particular dynamics of MENA societies are reflected within the teaching of business management. This, in many ways, is preventing the evolution in the business management sectors of MENA societies.  

Lastly, solutions as to how bottom up and top down approaches can be connected to create a circular model for business models in promoting creativity and growth, will be addressed.

Upcoming EFMD & EFMD GN Events in 2016

2016 EMFD Upcoming Events


We would like to update you on the key EFMD events planned for 2016. You may want to register now and secure your place while your calendar is not too full or share the events with your colleagues who might be interested in attending.

2016 EFMD Doctoral Programmes Conference banner rightMay

Erasmus Research Institute of Management, Erasmus University Rotterdam, will host 2016 EFMD Doctoral Programmes Conference in Rotterdam, the Netherlands, on 11-13 May. We will discuss "Innovation and Impact in Doctoral Education."

Learn more about the EQUIS and EPAS process, standard and criteria during the EQUIS and EPAS Accreditation Seminars in Paris, France, on 23-25 May. The seminars will be hosted by Université Paris-Dauphine.

June

You can't miss the 2016 EFMD Annual Conference which will take place in Rome, Italy, on 12-14 June. The biggest EFMD conference will be hosted by LUISS Business School.

August

Seize the opportunity and attend an advisory seminar Internationalisation in the Latin American Context. Escola de Administração de Empresas de São Paulo da Fundação Getulio Vargas in São Paulo, Brazil, will host the event on 18 August.

September

2016 EFMD Conference on Undergraduate Programmes
 will be hosted by EBS Business School. The event will take place in Oestrich-Winkel (Wiesbaden), Germany, on 28-30 September.

The second Sharing Best Practice CLIP Workshop will be hosted by IMD in Lausanne, Switzerland, on 29-30 September. It is by invitation only event dedicated to corporate learning and corporate HR practitioners from companies.

October


The 2016 EFMD Higher Education Research Conference brings a platform to facilitate the cross-fertilisation of research by scholars from management, higher education, as well as other fields. The event will take place on 10-11 October in Barcelona, Spain, hosted by IESE Business School.

October brings another chance to attend the EQUIS XXL Accreditation Seminar. The seminar will take place in Brussels, Belgium, on 12-13 October.

2016 EFMD Executive Development Conference will take place in Porto, Portugal, on 12-14 October. At the premises of our host - Católica Porto Business School - we will discuss "Executive Development - Learning in Times of Disruption."

EFMD has an important role to play in helping to organise and structure the academic management research job market globally. For the first time, an Annual PhD in Management Job Fair and Conference will be organised in Brussels, Belgium, together with Solvay Brussels School of Economics & Management, on 29-30 October.PHD Fair2016 banner November

After two successful editions, 2016 EFMD GN Americas Annual Conference will take us to Buenos Aires, Argentina. IAE Business School will host the event on 2-4 November.

All those interested in management developement in Africa are invited to join us at 2016 GBSN and EFMD Africa Conference. The conference will take place in Accra, Ghana on 2-4 November, and will be hosted by the Ghana Institute of Management and Public Administration (GIMPA).

2016 EFMD Career Services Conference 
will bring us on : 16-18 November to Paris, France. HEC Paris will host the event and we will keep you posted about more details.

Finally, 2016 EFMD Conference on Master Programmes will take place in Oslo, Norway, on 28-30 November, hosted by BI Norwegian Business School.

All the latest updates on the events are available on the EFMD website.

Closing the Gender Gap in European Business Schools

GenderThe gender gap in European business school faculties and what leaders need to do to close it

Women have comprised more than 50% of university graduates in the EU since at least 1999. Yet, in 2013, women represented less than 21% of Grade A academic staff (the highest positions in the academic hierarchy) in the vast majority of EU member state universities. Business school faculties throughout the EU reflect this pattern. The average proportion of full-time female faculty employed by the top 85 business schools in the Financial Times 2015 European Business School Rankings was 33%.

Why do men continue to overtake women on the academic career ladder?

I recently led a research project with a team of researchers from Copenhagen Business School, Denmark, and Jönköping International Business School, Sweden, to identify answers to this question. The project was initiated and funded in 2014 by EFMD, EQUAL and 11 European business schools. We collected survey data from 108 deans and directors of EFMD member business schools and interviewed in depth 23 business school leaders (e.g. deans, HR-managers, department chairs) at four different business schools. We completed data collection in 2015. The complete report is available to be downloaded here.

Here’s what we found.

The majority of European business school leaders are fully committed to the principle of gender equality and regard the lack of faculty gender diversity as a problem for both the quality of education and the reputation of their schools.  However, our data indicate that the proportion of female business academics is barely increasing because business school leaders simply don’t know enough about the key factors contributing to the leaks in the pipeline of female business academics. The best-performing business schools are led by men and women who have a good understanding of the psychological and social phenomena that contribute to the problem, and they have responded to stakeholders – alumni, students, employers, and governments – who call for gender diversity strategies. But the majority of schools lack the understanding of the issues and fail to consult with experts or their own female academics.

The main lesson for European business school leaders? Commitment is only half the battle; you need to seek out input from experts, female academics, and your stakeholders if you seriously want to close the gender gap in your faculties.

About the Author

Dr. Lynn Roseberry is Associate Professor and Equal Opportunities Officer, Department of Management, Politics and Philosophy, Copenhagen Business School, Frederiksberg, Denmark, and Managing Partner at On the Agenda®, creator and provider of Mosaic®, a Serious Game about inclusive leadership.

Free Participation for Students in Global Marketing Competition 2016

Image banner 607x285px GMKCESIC in collaboration with Santander and EFMD are running the 21st world edition of the Global Marketing Competition.
The Competition is an advanced computer simulation of a real life business environment.

Although marketing in nature, the game requires the players to take decisions in all the areas of managing a company, from production and logistics, through research, investment and finance to advertising, promotion and distribution.

The competition is open to teams from across the world and it is free for all students to take part. We would be delighted to see your organization participating in an initiative which aims at strengthening the links between the academic and business communities across all borders.

Find out how your school and students can take part at http://www.esic.edu/gmkc/en_ENlogo GMKC 21

  • 21th Edition
  • 89 Participating Countries
  • 60 000 Students from more than 860 Universities and Schools of Business from 5 Continents
  • 2 000 Companies
  • 17 000 Euros in Prizes

Register Now
- Free for all students - the closing date for entries is the May 11th.


Find out more by visiting http://www.esic.edu/gmkc/en_EN or the event Facebook fanpage and follow the competition on Twitter @GMkCompetition

Join the OI-Net Seminar on Open Innovation and Meet Henry Chesbrough

Oi netFEUP - School of Engineering of University of Porto (PT)
15 June, 2016
OI-Net Seminar on Open Innovation

EFMD, Lappeenranta University of Technology, INESC TEC and the partners of the European Academic Network for Open Innovation (OI-Net) organise the OI-Net Seminar on Open Innovation on 15 June, 2016 in the FEUP – School of Engineering of University of Porto (PT).

The seminar will present Open Innovation concepts and contribution to business as well as the results of the OI-Net project, an EU co-funded project designed to promote the cooperation between European Higher Education Institutions on Open Innovation topics.

Originator of the concept of “Open Innovation” in 2003, Henry Chesbrough’s insights into Open Innovation models have revolutionised the world of research and development and created new landscapes of business development and innovation strategy. Executive Director of the Program in Open Innovation at Berkeley's Haas Business School (USA), Henry Chesbrough will intervene in the sessions “Open Innovation: Insights and Foresight” and “Challenge the Master – Questions from the audience”.
 
Industry speakers (i.e. Hannes Erler, Director Open Innovation networks at Swarovski Professional) who have successfully implemented and promoted Open Innovation will be assessing the contribution of Open Innovation to business competitiveness and EU attractiveness in terms of innovation and market share.

The seminar will be concluding with the presentation of the OI-Net project and its results. This EU co-funded project gathers 52 partners from 35 countries to design Open Innovation as a full teaching discipline in Europe. For more information on the project, please visit the OI-net project website.

Information

Who can attend?
The seminar is open to the general public and free of charge. However, due to limited seats, early registration is highly recommended.

Practical information
All practical information can be found following this link.

Conference website
Information can be found here.

Register
Please register online following this link. Registration is open until 30 May, 2016.

Winners of Emerald-EFMD Outstanding Doctoral Research Awards 2015

EFMD NewLogo2013 HR coloursEFMD and Emerald Publishing announce with great pleasure the winners of the 2015 Outstanding Doctoral ResearchEmerald logo.jpg Awards. Award-winning entries receive a cash prize of €1,500 and international recognition. EFMD is particularly proud to celebrate the excellence in research from the EFMD member institutions represented here. Congratulations!

Winners in the following seven categories are:

Operations and production management, sponsored by International Journal of Operations & Production Management

Dr Desirée van Dun
University of Twente
Thesis title: "Improving Lean Team Performance: Leadership and Workfloor Dynamics"
Supervisor: Prof. dr. Celeste P. M. Wilderom

“I am highly honoured to receive this award for my Ph.D. dissertation. In this research I merged knowledge and (also practical) insights from various subfields of Business Administration, including Organisational Behaviour, Leadership Studies, and Change and Lean Management. This award shows that this interdisciplinary approach is valued by the jury consisting of Operations and Production Management full professors,” commented Dr van Dun.

Logistics and Supply Chain Management, sponsored by International Journal of Physical Distribution & Logistics Management

Dr Gavin Meschnig
WHU – Otto Beisheim School of Management
Thesis title: "Decision-Making in Cross-Functional Teams – A Behavioural Perspective on Supplier Selection Decisions"
Supervisor: Lutz Kaufmann

Dr Meschnig added: “It is a great honour and pleasure to receive this year’s EFMD Doctoral Research Award. The acknowledgment of the importance of behavioural research in logistics and supply chain management by such a prestigious institution and award is an important milestone for our field.”

Educational leadership and strategy, category sponsored by Journal of Educational Administration

Dr Izhak Berkovich
The Open University of Israel
PhD obtained at: The Hebrew University of Jerusalem
Thesis title: "Transformational leadership in education and emotional reframing"
Supervisor: Ori Eyal

"I am extremely honored and grateful to receive the prestigious Emerald - EFMD Outstanding Doctoral Research Award. This recognition inspires me to continue to pursue my research interests and to strive for excellence," said Dr Berkovich.

Management and Governance, sponsored by Management Decision

Dr Daniel Fernandes
Universidade Catolica Portuguesa
PhD obtained at: Erasmus University
Thesis title: "The Functions and Dysfunctions of Memory Cues"
Supervisor: Stefano Puntoni

Dr David Teh
Monash University
PhD obtained at: RMIT University
Thesis title: "Strategic Implementation of Organizational Eco-Sustainability Policy & Strategy – A McKinsey Seven S's Approach"
Supervisor: Emeritus Professor Brian Corbitt

“I was surprised to receive the award. At the time when I was applying for the award, I was in doubt whether I should because I thought my chances of winning were very small. This award makes me motivated to do more research on the topic of memory, goals and reminders,” said Dr Fernandes.

Dr Teh, a co-winner in this category, added: “I am delighted and honoured to receive such prestigious recognition from my learned peers and from the well-established professional organisations. This Award reminds me of the quote - all things are possible until they are proved impossible. I believe the importance of being persistent and resilient and working much harder and smarter than everyone else. I strongly believe that a great piece of research should be done even though we have to challenge the norms and the status quo. I am always interested in research that can address problems faced by business and the overall community. Even though I have to be an outlier to do things that are different to others, I shall. To achieve great things, we should always do things that are meaningful and impactful. This Award has helped to recognise and celebrate my research internationally.”

Human Resource Management, sponsored by Personnel Review

Dr Maria Christina Meyers
Tilburg University
Thesis title: "From Essence to Excellence – A Strengths-based Approach to Talent Management"
Supervisor: Jaap Paauwe

Leadership and Organisational Development, sponsored Leadership & Organization Development Journal

Dr Nathan Eva
Monash University
Thesis title: "Servant leadership and job satisfaction: The moderating roles of the leader's decision making process and organizational structure"
Supervisor: Sen Sendjaya

“I’d like to thank EFMD, Emerald, and the Leadership and Organisational Development Journal for selecting my thesis for this award. I am so grateful for the work both EFMD and Emerald do in supporting emerging scholars. Their support of new academic research allows new scholars to challenge existing thought patterns and delve into new ideas,” said Dr Eva.

Health Care Management, sponsored by Journal of Health Organisation and Management

Dr Valerie O'Keeffe
University of South Australia
Thesis title: "Nurses' sensemaking: The social context of occupational health and safety decision making"
Supervisor: Associate Professor Michelle Tuckey

Finally, Dr O'Keeffe added: “I was both stunned and delighted to receive the wonderful news of my success in the Emerald-EFMD Doctoral Research Awards. It is a great privilege to be recognised for work I feel very passionate about – nurse safety, well-being and quality care. Working with the University of South Australia gave me excellent and inspiring supervision and support, so instrumental to research success. Many thanks to Emerald and EFMD for making the awards available and supporting early career researchers in such a tangible way. I am sure the Award will be immensely helpful to me for future career opportunities and success.”

All the Highly Commended research pieces are available here.

“On behalf of EFMD, I would like to warmly congratulate all the winners as well as the authors of the highly commended research pieces for their awards. It is vital that the relevant and impactful contribution to knowledge is recognized and we are delighted to be able to support doctoral graduates and emerging scholars in their efforts to make a difference to the society and have their scientific contribution recognised by the international audience,” said prof. Eric Cornuel, Director General & CEO of EFMD.

Award-winning entries receive a cash prize of €1,500 and international recognition. You may also be interested in more details on the Outstanding Doctoral Research Awards or you may want to consult the archives of previous winners.

Call for Papers: iBEGIN Conference

Screen Shot 2016 04 22 at 14.43.37
Call for Papers
iBEGIN Conference
International Business, Economic Geography and Innovation
CONNECTIVITY AND CO-EVOLUTION
Global Cities, Multinational Enterprises and Value Creation
Fox School of Business, Temple University, Philadelphia PA, USA October 29-30, 2016

Keynote Speakers:
  • Professor Saskia Sassen, Robert S. Lynd Professor of Sociology, Columbia University and Centennial Visiting Professor of Political Economy, London School of Economics
  • Professor Keld Laursen, Copenhagen Business School and President, Technology and Innovation Management (TIM) Division Academy of Management
  • Professor Sharon Belenzon, Fuqua School of Business, Duke University
All iBEGIN research stems from the constituent literatures that form the acronym – International Business, Economic Geography and Innovation. It is aimed at integrating and leveraging three diverse research streams to develop a holistic view of the organization of economic activity across space.

All iBEGIN research is built around a set of core and fundamental tenets.
• Connectivity across space is the “invisible web” that underlies all human civilization.
• Social networking and innovation are the two most important elements of the human creative experience.
• Human economic connectivity appears in two generic forms – structured routines and serendipitous inter-actions.

The iBEGIN community includes top scholars from several countries, many of who also belong to the DRUID network.
The iBEGIN conference overlaps with the AIB-NE conference on Global Cities and the social event (dinner) combining the two conferences is expected to create a unique value proposition to all attendees and ample networking opportunities with both scholars and practitioners.
 
Recent work has emphasized that firms and locations co-evolve with one another, as knowledge is transferred and leveraged across space. Integrating insights from IB and economic geography, the conference agenda is focused on increasing our understanding of spatially dispersed yet connected innovation processes (Bathelt et al., 2004). This agenda is premised on the current reality of global value chains in which mobile (MNEs, people) and immobile (locations) factors interact. The research perspective suggested recognizes that locations are host to increasingly “fine-sliced” activities, whose nature and composition are continuously changed by MNE-driven innovation processes (Mudambi and Puck, 2016). As today’s specialized activities become tomorrow’s standardized ones, the shifting distribution of global value creation depends on the pattern of international knowledge connectivity (Cano-Kollmann et al., 2016).

The disaggregation of global value chains, global innovation systems and emerging market catch-up processes are salient examples of topics at the heart of the iBEGIN research agenda. All papers that address the iBEGIN nexus, both theoretical and empirical, are welcome.

Submission deadline: August 15, 2016

Submission format: extended abstract – maximum 2000 words

Please submit by email attachment to: This email address is being protected from spambots. You need JavaScript enabled to view it.

The best papers from the conference will be considered for a special issue of the Journal of Economic Geography.

References
Bathelt, H., Maskell, P. and Malmberg, A. 2004. Clusters and knowledge: Local buzz, global pipelines and the process of knowledge creation. Progress in Human Geography, 28(1): 31–56.
Cano-Kollman, M., Cantwell, J., Hannigan, T.J., Mudambi, R. and Song, J. 2016. Knowledge connectivity: An agenda for innovation research in international business. Journal of International Business Studies, 47(3): 255-262.
Mudambi, R. and Puck, J. 2016. A global value chain analysis of the “Regional Strategy” perspective. Journal of Management Studies, forthcoming.

Nine Schools Reaccredited by EQUIS Business School Accreditation

EFMD would like to warmly congratulate the following schools who have recently been re-accredited by EQUIS:

"Best business education is destined to be fertilized in a thriving economic center. Taking root in Shanghai, an international economic hub, Tongji SEM has fortified its success with three totems, ‘internationalization, application-oriented teaching and research, and sustainable development’. The achievement of the 5-year accreditation is an affirmation of the three totems."
Prof. Jiazhen Huo, Dean, School of Economics and Management, Tongji University, China

"For us, EQUIS accreditation is an important “seal of approval”, saying something very positive about the quality and standing of the School. But it is much more than that. The accreditation process is helping us to benchmark ourselves against international quality standards, and the peer review team has provided us with some really valuable feedback as we continue the development of the School."
Prof. Edward J. Snape, Dean, School of Business, Hong Kong Baptist University, China

"We are delighted and honored by receiving the 5-year accreditation for the first time. It is a recognition for the quality of our school and the dedication and achievements by our faculty, staff, and students.  We plan to continue using the EFMD platform and network to further enhance our international outreach and collaboration.  As the leading business school in Taiwan, we take the responsibility of advancing innovation in business education to prepare future business leaders to succeed in the competitive global economy."
Mr. Kwei Tang, Dean, College of Commerce, National Chengchi University, Chinese Taipei

“KAIST College of Business successfully received the Five-year Full Accreditation from the European Foundation for Management Development (EFMD) at a meeting held on 12 April 2016. The EQUIS Accreditation is known for its strict standards and complex process in granting accreditation. It includes a process of rigorous internal reviews, self-assessment and adjustment and it can take several years to complete. During these years, KCB was able to develop and implement a strategy and plan to reach its mission: To produce highly qualified global business leaders with academic excellence as well as dedication to society. Through accreditation from EFMD, KCB has become globally recognized for its high quality education system and excellent students."
Prof. Tong Suk Kim, Dean, KAIST College of Business, South Korea

"Newcastle University Business School is both pleased and honoured to be reaccredited for another three years with EQUIS. Sustaining our relationship with EFMD is an essential element to our aim to maintain the highest standards, while at the same time ensuring that all our stakeholders benefit from any work in which we participate. We look forward to working closely with EFMD on further improvements to our programmes and other activities."
Prof. John Wilson, Newcastle University Business School, UK


"We are extremely pleased with the PRT report and the Board’s decision to reaccredit on the basis of EFMD’s confidence in our performance and plans for the future. The reaccreditation is not only a confirmation, but an open and clear invitation to really strategically renew in full alignment with the high expectations for a Triple-Crown institution such as our School."
Prof. Philip Vergauwen, Dean, School of Business and Economics, Maastricht University, the Netherlands

"NHH is very pleased to be one of a relatively small number of schools to have received a five year accreditation 4 times in a row. The input from the peer review team is extremely useful in our continuous efforts to improve the quality of our school."
Prof. Frøystein Gjesdal, Rector, NHH Norwegian School of Economics, Norway

Prof. Martin Schader, the EQUIS Director, added, "I would like to congratulate the schools that have gone through the reaccreditation process. EQUIS accreditation ensures a rigorous quality improvement process, involving a thorough self-assessment, a visit of an international peer review team, and finally a very experienced Awarding Body evaluating the assessment and findings of the review team to determine whether the School should be granted accreditation. EQUIS benchmarks the School against international standards in terms of governance, programmes, faculty, students, research, and foremost, corporate engagement, internationalisation and ethics, responsibility and sustainability. There are currently no substitutes for such an in-depth assessment of quality and all the schools should be commended for their commitment to excellence."

More information on EQUIS business school accreditation is available at www.efmd.org/equis

The list of newly accredited schools is available here.

EQUIS Business School Accreditation Awarded to Wuhan & IIMC

EQUIS awards Apr16
EFMD would like to warmly congratulate Economics and Management School of the Wuhan University & Indian Institute of Management Calcutta (IIMC) who have just been awarded EQUIS accreditation.

This takes the number of accredited schools to 161 across 40 countries.

Please read below what the Deans of the accredited schools say about the achievement.

“The Economics and Management School of Wuhan University is proud to be the first EQUIS-accredited business school in Central China, a dynamic area with a population of 300 million. This is a critical step for our School to become a leading business school in China with a world-class standing. Our School, in further collaboration with international partners, will contribute to business knowledge creation and human capital development for China, as well as for the World.”
Prof. Danyang Xie, Dean, Economics and Management School of the Wuhan University, China

“High quality management education in today’s world requires institutional strategy for remaining in sync with the pace of changes in the global environment and in the corporate world, managing opportunities and challenges of the ever-intensifying levels of globalization, paving ways for producing ethical leadership, attracting and retaining high quality students and faculty who would find their expectations exceeded in the learning environment, and rewarding the recruiters by constantly supplying them well-trained talents they need.

EQUIS prioritizes on a set of such dimensions. An institute needs to do extremely well to meet the quality requirements that entails delivering high quality on all relevant areas of excellence, be it in the area of institutional strategy, assurance of learning, or producing competent and ethical managers for the corporates as a few examples. Understandably, this recognition is a significant source of achievement, satisfaction, and inspiration for us.”

Prof. Saibal Chattopadhyay, Director, Indian Institute of Management Calcutta (IIMC), India


Prof. Martin Schader, the EQUIS Director, added: "We are delighted to welcome two new schools into the community of EQUIS accredited schools. EQUIS accreditation ensures a rigorous quality improvement process, involving a thorough self-assessment, a visit of an international peer review team, and finally a very experienced Awarding Body evaluating the assessment and findings of the review team to determine whether the School should be granted accreditation. EQUIS benchmarks the School against international standards in terms of governance, programmes, faculty, students, research, and foremost, corporate engagement, internationalisation and ethics, responsibility and sustainability. There are currently no substitutes for such an in-depth assessment of quality and all the schools should be commended for their commitment to excellence."

The benefits of accreditation include:
  • Information for the global education market on the basis of substance
  • International recognition of excellence: international development
  • Mechanism for international benchmarking with the best
  • Sharing of good practice and mutual learning
  • Agenda for quality improvement and future development
  • Acceleration of quality improvement in international management education
  • Legitimacy to internal and external stakeholders that you have a strong international reputation (donors, alumni, government) and that your school meets the high standards of the best business schools in the world
  • Becoming part of a network of top schools to develop relationships with fellow EFMD accredited schools for research, exchanging best practices on programmes, etc.
  • International legitimacy vis-a-vis recruiting international students, creating double degree partnerships, forming international exchange relationships, recruiting executive development custom programme clients, recruiting new faculty.
More information on EQUIS is available at www.efmd.org/equis

The list of re-accredited schools is available here.

Towards an Integrated Curriculum

Guest post by Martin Binks - the former dean of Nottingham University Business School and a Professor of Entrepreneurial Development at its Haydn Green Institute for Innovation and Entrepreneurship.

II. The best of both worlds

In my previous blog post I discussed the urgent need for a curriculum capable of reducing the alarming gap that increasingly separates what students are taught at business schools from the challenges that confront them when they embark on their careers. I do not believe this is a gap that can ever be closed completely, and I think it is vital to acknowledge as much; but I do believe it is a gap that can – and, indeed, must – be narrowed.

I described two “limit cases” – one in which the curriculum revolves exclusively around established principles and one in which the emphasis is entirely on uncertainty and change – and suggested that we need to find a balance between the two. I also noted that in doing so we should accept that perfection is impossible and that we will never be able equip our students for every eventuality.

This mindset does not represent an admission of defeat. On the contrary: it constitutes a healthy acknowledgment of what is feasible and a marked determination to remain flexible in the face of ceaseless shifts in environment and circumstance. Above all, it enables us to echo the myriad complexities our students will encounter by incorporating in the curriculum a perpetual state of disequilibrium.

The fact, after all, is that business schools, by and large, have become champions of innovation more in word than in deed. The gales of “creative destruction” are increasingly blowing past us, leaving us lost in the gentle swirls of such modest breezes as we can muster. This has profound implications when it comes to the question of fulfilling our responsibilities to our students.

I fully accept we are to some extent hamstrung by forces beyond our control. Every dean will at some juncture become acutely aware that the march of centralism and the gradual attrition of academics’ management duties are less than conducive to kickstarting the meaningful progress that has escaped us for so long.

Yet we are also architects of our own misfortune. We have settled into a rut of inertia that too frequently stands in disturbing contrast to the volatile nature and countless caprices of a business career. However reluctant we might be to admit it, we have been complicit in pursuing a course whose cosy familiarity is manifestly at odds with the extraordinary unpredictability of the “real world”.

So how do we go about assembling a curriculum that better reflects this reality? We need to take the aforementioned limit cases and combine them through a focus on practice and applications past, present and future. Let us examine each of these elements in turn.

1. Established principles

Most areas of academic study have underlying principles. These tend to stay reasonably constant. They are modified over time but usually serve as an important foundation. It is vital that they are debated, explained, experienced and, where and when necessary, refined or revised – a process in which academics and students alike have a role.
 
2. Managing uncertainty and change

For many students the journey from school to university to career remains largely predictable. Their expectations can become set as a consequence, as can their sense of entitlement. This may not be helpful. Novel perspectives will be required as we seek to push the balance from information and understanding to experiencing and coping with uncertainty and change.

3. Practice and applications

Engagement is most effective if it is pertinent to contemporary practice. Case studies have a part to play, but it is full immersion in actual business decisions, with a proper flavour of the benefits and costs these can involve, that allows uncertainty and change to be experienced for real and, by extension, encourages radical and creative thinking.

These are the basic building blocks of a new curriculum. Already a theme is emerging – devotees of corpus linguistics might have a competitive edge in discerning what it is – but it may be counterproductive to address it at length before it has developed fully.

For now it is at least safe to observe that each of the above elements interconnects and/or overlaps with the others, which is why I think it is helpful to imagine all three as the principal sets in a Venn diagram. In my next post I will highlight each of the points at which two sets intersect; explain how these illustrate a move away from the lack of integration that has traditionally characterised the curriculum; and introduce the notion of preparing for the future by reliving the past and sharing in the present.

Highlights from 2016 EFMD External Relations Conference

Like all of us in the world of academia there are a host of events and conferences that we could potentially attend so what made the 2016 EFMD Conference for International and External Relations, PR, Marketing, Communication and Alumni Professionals so appealing?  It is just one word that we hear a lot about but really makes all the difference in the world. It was the ‘people’ that also attended. Whether it was like minded colleagues from academia (faculty and professional services staff) or the very impressive line-up of relevant presenters to help expand our thinking and provide ideas from other related sectors. With around 125 delegates showing up at the University of Edinburgh Business School over 3 days, it also meant being able to connect and confide with people who also aim for excellence with their respective business schools from around the world.

Presentation topics included:
  • The Art of Networking (something we all need to do more of but seem to avoid!) with an active and fun ‘getting to know you’ event!
  • What does a business school really need to ‘Survive and Thrive’ in today’s operating environment (seen from a great perspective of ‘The Business of Business Schools’; ‘The Corporate or External Perspective’; and ‘The View from Faculty’!)
  • Learning about collaboration and building a community-based global entity with the example of ‘The Edinburgh International Festival’ and a focus on the Literature Festival and the Fringe! This really highlighted the opportunity to focus on our ‘place’ and how to ensure we create global reach while being sensitive to the local community who don’t feel alienated in their own city!
  • Experiential learning with the talents of ‘Street Wisdom’ being utilised to take us out into the glorious city of Edinburgh while learning a new skill for us as individuals and for potential inclusion into programmes!
  • Development of great international marketing strategies but with the realistic view of the ever limited Business School budget! A superb insight into the fact that creative approaches will always win over just large spending on marketing initiatives!
  • An absolutely wonderful presentation on how the 2014 Commonwealth Games brought sports to Glasgow just 2 years after the massive success of the London Olympics 2012!  Again, a superb masterclass about collaboration, external relationships, community cohesion & inclusion, planning for everything and the power of seeking sponsorships or not!
  • All underpinned by opportunities for group discussions which helped to answer the question of, ‘So what?  How can I use this with my business school and our issues?!’
ERr2016 banner 900pxThe bad news is that if you were not there in Edinburgh at one of the best organised conferences for professionals in the business schools sector – then you have lost out on a great opportunity to create a community, learn from others, share your own stories and ideas and also have a whole lot of fun (traditional Scottish ‘Ceilidh’ dancing anyone?!). However, all is not doom and gloom if you missed EFMD in Edinburgh in 2016! Because there is EFMD in Singapore in 2017! Yes, definitely don’t lose your opportunity to participate in next year’s conference to be hosted in Singapore but the great people at the Lee Kong Chian School of Business at the Singapore Management University!
 
In closing I shall paraphrase one of the many memorable lines from the ‘The Godfather’…’Pick your friends with care but pick your International Business School conferences even more carefully!

Summary by Dil Sidhu, Chief External Officer at Alliance Manchester Business School, the University of Manchester, who was the chair of the 2016 EFMD Conference for International and External Relations, PR, Marketing, Communication and Alumni Professionals.

Call for Nominations to the EFMD Quality Services Committees

EFMD members only to nominate potential new candidates

The EFMD Quality Services Team is inviting EFMD member schools and corporations to nominate potential members of the Quality Services Committees. 

Nominations are sought for the members of the EQUIS Committee and the EQUIS Accreditation Board, of the EPAS Committee and the EPAS Accreditation Board and of the EDAF Committee. Members’ roles and responsibilities are further explained in the above links, also stating the expectations and commitment that membership to these bodies entails. Potential members will be selected from among those nominated and finally appointed by the EFMD Board at its meeting in June 2016. 

There are now vacancies on all these bodies. Applicants should meet the following experience requirements:

EQUIS logo13 LREQUIS Committee and EQUIS Accreditation Board
Academic members should be or have been Deans of well reputed, preferably EQUIS accredited business schools; corporate members should be or have been top management executives or senior HR managers of well-known international companies, e.g. HR or HRD Directors.

EPAS logo13 LREPAS Committee and EPAS Accreditation Board
For the EPAS Committee, academic members should be Deans, Associate Deans or senior Programme Directors (e.g. experienced and generally running large programmes) from EPAS accredited institutions. For the EPAS Accreditation Board, academic members should preferably be Deans from EPAS accredited institutions. For both bodies, corporate members should preferably be or have been top management executives or senior HR managers of well-known international companies and ideally have experience as EPAS reviewers.

EDAF logo15 LREDAF – EFMD Deans Across Frontiers Committee
For the EDAF Committee, members should be current or former Deans or Associate Deans from business schools in developed or developing economies.

Nominations either for yourself or for another person from within or outside your organisation are acceptable. The particular decision-making body to which the nomination applies should be clearly indicated. Nominations should be sent before 9 May 2016 to This email address is being protected from spambots. You need JavaScript enabled to view it. and should include full name of the candidate, name of the institution, his/her position, e-mail address and biographical summary.

Highlights from 2016 EFMD MBA Directors Conference

mba2016 banner right sideThe 2016 Conference was held at and hosted by ESADE Business School, Barcelona. An informal dinner was held on the Sunday evening, allowing delegates to relax, unwind, renew old acquaintances and establish new networks.

On Monday morning, conference delegates were warmly welcomed by Professor Josep Franch, Dean, ESADE and Nadine Burquel, Director Business School Services, EFMD.

The theme of the 2016 conference was ‘Digitalising the MBA.’ To get the ball rolling, so to speak, Jonathan Wareham of ESADE, chaired a lively session on ‘New ways of learning’ with presentations from Anna Ińesta of ESADE and Tony Sheehan of London Business School. The session began with a provocative statement that digital learning today is where smartphones were ten years ago. This set the scene for a lively exchange of thoughts and opinions as to how we can employ technology to improve course materials, course content, and collaboration. The session on ‘How to implement a digital learning strategy examined two case studies, one from Norway and one from Australia. The session questioned how we can employ technology to improve student learning, to support new learning and teaching methods, and of course, ensuring teaching faculty have the appropriate competencies as well as ensuring graduates have the skills required by business.

The conference delegates were treated to some fascinating presentations on the use of SNOC’s (Small network online courses), and the ‘flipped classroom.’ One of the conference highlights was a presentation by two MBA students from ESADE, on the expectations of students on the use of technology. Itsuma Tanaka and Hetty were fine ambassadors for ESADE, even more impressive was the fact they had an examination the next day yet still found time to share their knowledge with us.

The following day delegates were presented with insight into the latest trends and developments in graduate management education, along with a superb presentation from Simon Evenett, of University of St Gallen. Simon shared with the audience the challenges of moving from paper to paperless and the lessons learned. Andrew Crisp and Sarah Seedsman of Carrington Crisp provided a fascinating session on how to use technology to stay in touch with students, and they provided several empirical examples, both good and bad!

Overall, the conference was a wonderful opportunity for MBA Directors to share their knowledge, learn from each other, and take away some new perspectives. The saying that “the future is now what it used to be” perfectly captures the frontiers of MBA education and the 2016 conference was a glimpse into that future.

Summary by Mark Farrell, Head of Graduate School of Business and Law, RMIT University, who was the chair of the 2016 EFMD MBA Conference.

Listen to what the participants took out from the conference here.

HUMANE Annual Conference

HumaneUniversity of Groningen (NL)
Friday 17 to Saturday 18 June, 2016
Global University Rankings and Institutional Strategic Positioning

Virtually no executive team in a contemporary multi-faculty university can ignore the publication of national and global rankings.  
One way or another, these ranking publications affect student demand and recruitment, the perceptions of staff candidates during the recruitment process, institution-to-institution networks and alliances, and universities' general reputation.  

At best, a good performance in rankings can contribute to an ambitious institutional zeitgeist, or at the very least have a positive impact on staff, student and alumni morale.  

But crafting an institutional strategy with an over-focus on improving performance in rankings is fraught with dangers.  Staff often find it de-motivating and shallow; the statistical complexity and capriciousness of rankings often make them difficult to predict; and gaming the system to achieve rankings success may even divert leadership energy and resources from real strategy.   And yet......nearly all universities use rankings to varying degrees in their global positioning.  

Humane's seminar assembles an experienced array of speakers to help us grapple with these strategic tensions.   

Topics and questions to be traversed include:
  • what actions are needed to embrace rankings within universities management and leadership systems in a helpful and proportionate way?
  • how should institutions' stakeholders expectations be managed with regard to rankings?  
  • what are some examples of good practice where institutions integrate their rankings tactics into their wider and real academic strategy?
  • and what is the role of leadership in successful strategic positioning in a world where rankings loom large?
These and other topics will be debated over the course of the seminar.  It promises to be a lively and intellectually engaging event, relevant to anyone involved in strategic institutional leadership.  

Speakers announced (in alphabetical order)

  • Kurt Deketelaere - Secretary General, LERU (League of European Research Universities) and Professor of Law at KU Leuven (BE)
  • Alexander Grudzinskiy & Alexander Bedny - (Alexander Grudzinskiy:) Director - Institute of Economics and Entrepreneurship, Lobachevsky State University of Nizhni Novgorod (Alexander Bedny:) Vice-Rector for International Affairs at the Lobachevsky State University of Nizhni Novgorod (RU)
  • Rainer Heuer - Head of the Strategy Development and Controlling Unit, University of Göttingen (DE)
  • Peter Honeth - Former State Secretary of the Ministry of Education and Research and former Secretary General of the University of Lund (SE)
  • Nannette Ripmeester - Director Client Relations Europe for the International Graduate Insight Group (i-graduate) and Director & Founder of Expertise in Labour Mobility and Director, Expertise in Labour Mobility (ELM) (NL)
  • Jules van Rooij - Senior Advisor Research Policy and Institutional Research, Coordinator Research Assessment, University of Groningen (NL)
  • Lambert Verveld - President, Amsterdam University of the Arts (NL)
  • Helen Watson - Director of Planning and Resource Allocation, University of Oxford (UK)
  • Marijk van der Wende -  Member of ARWU (Academic Ranking of World Universities also known as the Shanghai Ranking) International Advisory Board and Dean of Graduate Studies and Professor of Higher Education, Utrecht University (NL)
Conference Chair: Stephan van Galen - Secretary-General, University of Groningen (NL)

The Conference flyer is available to download here.

Information
 
Who Can Attend?

The HUMANE Annual Conference is an open event for all higher education professionals.
 
Conference Fees

The Conference Fee is € 495 . This includes lunch on Friday and Saturday, the HUMANE Dinner and the social programme on Saturday afternoon.

Accompanying people and HUMANE Friends are charged at € 160, this includes lunch on Friday and Saturday, the HUMANE Dinner and the social programme on Saturday afternoon.
 
Upon registration you will receive a confirmation letter and invoice. Please wait until you receive the invoice before arranging the payment.
 
Accommodation and Practical Information
WIll be sent to participants when available.
 
Provisional Seminar Schedule
Friday 17 June:
Registration and lunch from 12:00 / Conference sessions 14:00 to 18:00 // HUMANE Seminar Dinner 20:00
Saturday 18 June:
Conference sessions 09:00 to 13:00 / lunch / social programme then dinner
 
Social Programme
Will be announced shortly

Conference Website
Information can be found here

Register
Please register online at: online registration

ERIM Doctoral Programmes Summer School

ERIM summer schoolWe are happy to inform you that summer at ERIM begins with six short summer school courses.

Registration is now open at http://www.erim.eur.nl/doctoral-programme/courses/summer-school/
 
These advanced doctoral-level courses are open to graduate students (Research Master and PhD), researchers and professionals within and beyond the Netherlands, who want to improve their data analysis skills or competences in the specific field of knowledge.
 
Within the ERIM Summer School 2016, you can choose from the following courses:
 
Multilevel Analysis in SPSS
by Jeremy Dawson (Sheffield University Management School, UK), 13 - 14 June 2016
 
Necessary Condition Analysis: Theory and Practice
by Jan Dul (Rotterdam School of Management, NL), 20 – 21 June 2016
 
Corporate Governance
by David Yermack (Stern School of Business, NY, USA), 22-24 June 2016
 
Mediation, Moderation, and Conditional Process Modeling
by Ioannis Evangelidis (Bocconi, IT), 29 June – 1 July 2016
 
Going beyond data synthesis: Meta-analysis for theory advancement in business and economic research
by Marc van Essen (Utrecht University, NL), 4 - 6 July 2016
 
Panel Data Econometrics: Theory and Practice
by Marno Verbeek (Rotterdam School of Management, NL), 6 - 8 July 2016

Call for Papers: the Disruptive Power of Online Education

Online MCIThe adoption of technology in higher education and teaching is constantly shifting the traditional modes of education. Technology helps to deliver content more swiftly, it facilitates distant learners to interact and to collaborate, it allows for faster processes in and around the classroom. Although we have already witnessed that technology enabled simulations have the potential to transform learning and teaching experiences, we cannot underestimate how virtual reality will allow for completely unprecedented learning and teaching experiences.

Additionally, technology is disruptive as a promoter for new business models which un-bundle and possibly re-bundle components that are typically integrated in a holistic approach of traditional higher education. Technology and subsequently technology enabled new entrants are and will be challenging higher education. They will profoundly affect the competitiveness of traditional higher education institutions.

Based on its strategic orientation as an Entrepreneurial University the Management Center Innsbruck actively engages in research into the competitiveness of higher education institutions.

MCI sees the option of technology and online education as a potentially important channel of higher education that can have the effect of a disruptive game changer.

In the current publication project The Disruptive Power of Online Education MCI is focusing on challenges and new business models with respect to online education in higher education institutions.

The editorial board of the publication consists of Andreas Altmann (Rector of the MCI), Bernd Ebersberger (MCI Research, Development & Entrepreneurship), Claudia Mössenlechner (MCI Learning Solutions).

If you want to contribute to the discussion, please find more information in the Call for Contributions.

The deadline to submit the extended abstract for our current publication project 'The Disruptive Power of Online Education', has been extended to May 29, 2016.

Take a Fresh Look at a Conventional Question: What’s the Use of Corporate Universities?

Corporate universities
Guest post by Laurent Choain, Chief People & Communication Officer at Mazars

If I have to look back to my career and try to isolate one single domain in which I have enough personal yet strategic experience, it’s corporate universities and executive education, not HR. Obviously, I’ve been in leading HR roles for almost two decades now, but my core activity, focus and, hopefully, impact, has been merely in leadership development, even when it was to serve a more strategic or holistic purpose.

My conviction, which is challenged by many C-suite executives including a fairly significant amount of my HR peers, is that training and education are game changers in organisations and should be the core of any modern HR strategy, and certainly not shared support services. But one cannot defend a discerning positioning with conventional arguments. Thus, if you expect me to hammer that the role of corporate universities is to shape a corporate identity and spread its culture and values, or still align managerial practices, accompany and ease organisational change and transformation, help integrate teams in context of mergers, etc., you can go fly a kite.

In my view, there are two major roles of corporate universities in the very near future:

1/ Grow the human capital of nations

2/ Connect and shape future networks of economic leaders.

And this leads to the question of accrediting corporate universities.

The societal role of corporate universities
Most corporate universities suffer from a lack of ambition, which translates into the willingness to remain “operational”, connected to the business needs, pretty “low key”. They do not really assume their name “university”. Their perimeter of impact is definitely limited to the borders of the corporation, sometimes even a confined number of people in there. In other words, there is little universality in those universities.

Yet, is an educational supra-purpose an option for corporate universities? Absolutely: some corporate universities like at Veolia in France, were created to offer professional education to those who did not go through a regular academic education. This is more the meaning of academy vs. university: some companies are in businesses, for which there is no serious academic offer. There is no degree in garbage collecting. Corporate universities could become the key lever to develop apprenticeship in other countries than Germany. Governments and corporations should work hand in hand to develop corporate education, education at the work place, as a central tool for employment and skills development. This is a major opportunity for western slow-growing economies.

But this is crucial for emerging or fast-growing economies too; in those economies, there is often no lack of qualified top execs – mostly educated in the western world – nor shortage of qualified workforce. The problem often lies more in intermediary layers, like supervisors and managers, which are key to structuring and capitalizing on the growth and solidify the substrate of core competences of an organization. And this must be seen as a discerning role of corporate universities: building up the middle class of emerging economies, in accordance with the companies’ need much beyond this as well. Building up the human capital of nations. I can already hear the sarcastic scepticism of some of my colleagues in charge of leading corporate universities. That’s where the problem starts. Fortunately, CEOs are less sarcastic about these questions, and that’s where there is a hope.

There is a last argument to urge corporate universities to play a societal role; today, technology goes faster than business and academic regulation. Some corporations are massively investing in their digital transformation, and thus transform the mission and the format of their corporate universities in this respect. Digital learning platforms, MOOCs and SPOOCs, labs, new formats of learning, etc. are blossoming and showing the way. Start-ups in this domain are booming, and that’s a field where private and public sectors can easily experiment together and fruitfully cooperate. The common mission of governments and corporations in today’s world is to structure society, not economy. And this leads to my next point.

Building ecosystems of rising leaders
One of the major limitations of today’s corporate universities is that they are awfully inward looking. And, on the top of that, they are very proud of it. The founding purpose of most corporate universities is to unite, build teams and identity, create or reinforce a corporate culture to develop a stronger sense of belonging. It leads to excellent self-centric programmes where diversity, insight and innovation can only come either from the faculty, speakers and consultants, or from inner best-practice groups. The business associated to this is particularly lucrative. The top business schools have raised their rate and some of them charge up to 20’000 euro / day for professors not yet in the Thinkers50. Don’t calculate a rate / hour, nothing compares, no one can compete.

However, what is adding most value to a hi-po on his/her way to an exec position? Undoubtedly, being exposed to other talents in the same situation in different contexts. Ah, not really the rationale behind in-house programmes. “That’s why we send our top people to open-enrolling advanced management courses in the best b-schools, stupid!” How many of them? With what benefit to the larger organization? At what cost?

Companies like Danone or L’Oreal have long understood the benefits of joining their effort to co-develop their execs. Greater learning, mind-opening, connections for life, high employability, which means volatility but also understanding that the grass is not always greener on the other side of the fence.

After so many years, corporate universities have gathered enough experience, leadership and resources to become more independent but also more open players on the education battlefield. If education is core, don’t outsource it, but share it. We’ve been doing quite the contrary, without even mentioning it.

What about business schools?
Qui bene amat, bene castigat. I’ve given so much to the world of B-schools in my life that I cannot be seriously seen as an enemy to the cause. But let me phrase it simply: B-schools are increasingly drifting away from the corporate world’s needs and they have become a self-contained microcosm. Since I sit on several boards of national and international accreditation systems, I can be a little bit sophisticated in my analysis. B-schools have entered in an international beauty contest to attract the best international students (that’s the story) and retain their domestic talents (that’s the compatible reality). Over the past 20 years, accreditations have transformed the philosophy as well as the business model and the ecosystem of B-schools.

Executive education and corporate connections don’t have the ultimate purpose to serve the economy and the society. They have the purpose to help finance an increasingly academic faculty. The market gets organized, layered, segmented, malthusian while the demand in training new generations of managers is plethoric. B-schools are serving the very high-end of a market with a high-cost / high value logic, while in times of growth you need to equip a market with an ethical, ecological offer – not to mention the opportunity that this offer might be uberized by digital solutions.

Corporate Universities are not going to stay docile clients of B-schools; I suspect some of them will become alternative solutions to B-schools, not only internally but also by cross-fertilizing corporate experiences and knowledge. McKinsey invests more every year in research in management than Harvard does. Does it ring a bell?

Why should corporate universities seek for accreditation?
Well, if you’ve read me so far there is no need to elaborate much.

1/ If you serve external publics, you should not be the sole evaluator of your quality

2/ Peer-accreditation (see CLIP) means establishing the standards of quality beyond a collection of best practices. You only have to watch that “standards” do not lead to standardization. Then, don’t empower the wrong people, and make sure that accreditors are not perverse losers in search of revenge. A famous late French movie script, Michel Audiard, said it clearly once: “if you are not aware of your talent, you’re easing the success of the mediocre ones”.

3/ Accreditation, if well organized, is great consulting for cheap price.

4/ Last, if you meet difficulties making your executive team buy into your corporate university, turn them from passive spectators into interviewees in an accreditation review. You’ll see how they will become great advocates of the cause.

Call for Papers: XIV International Triple Helix Conference

HelixThe 2016 has already seen an unprecedented proliferation of the Triple Helix Model. The European Commission continues to promote collaboration initiatives that require a multi-stakeholder approach and a close cooperation between businesses, public sector innovation actors and regional and national authorities that baffle with innovation strategies, and implementation models. At the beginning of the year, OECD announced the first business winners of the triple helix competition, organised as part of the Western Balkans Regional Competitiveness Initiative. Numerous international organisations call for a multi-stakeholder approach to addressing the global challenges of sustainable development, accelerated growth and environmental protection. The triple helix language.

This year’s International Triple Helix Conference organised by the Triple Helix Association in cooperation with the International Triple Helix Institute is building a broad platform of academics and practitioners to address the local and the global challenges of our time. The conference organisers invite participants with a broad background and interests to join the debates and share findings from empirical research, experiences from policy interventions, and insights from knowledge transfer practice.

The call for papers includes 16 great tracks that will enhance discussions and bring together key actors from the field – academics, policy makers, business leaders, NGOs and other boundary spanning facilitators, stirring innovation across the public and private domains.

The submissions facility is now open for proposals in the form of extended abstracts of 5 pages (2000 words) for classical scientific papers, or 1-2 pages (700 words) for experience-based cases.

All early submissions received before 30 March 2016 will be reviewed promptly and will qualify for the Super Early Bird Registration for the conference.

For all submission and registration deadlines, please, look at the Call for Papers.

IAE Aix-Marseille GSM to Host the International Teachers Programme© (ITP)

Innovative Pedagogy in Challenging Times

INTERNATIONAL TEACHERS PROGRAMME 2017 and 2018

Logo IAE nouveau 2014 MDThe International Teachers Programme© (ITP), supported by EFMD, is an intensive faculty development programme dedicated to helping business educators develop suitable skills and capabilities to be successful in their careers. The ITP programme is organised by the International Schools of Business Management (ISBM), a group of twelve leading business schools located in Europe, North America, and Asia. The 2017 & 2018 programmes will be run by the Aix-Marseille Graduate School of Management-IAE in two locations: Aix-en-Provence (France) and Collbató, Barcelona (Spain)logo itp.

The ITP has served over 1,500 high-calibre faculty and educators from many countries since it started more than 50 years ago. During this period, the programme has rotated between ISBM schools:

  •     IAE Aix-Marseille Graduate School of Management, FR
  •     CEIBS - China Europe International Business School, CN           
  •     HEC School of Management, FR
  •     IMD, CH
  •     INSEAD Business School, FR
  •     Kellogg School of Management, US
  •     London Business School, UK
  •     Manchester Business School, UK
  •     New York University, Stern School of Business, US
  •     SDA Bocconi School of Management, IT
  •     Stockholm School of Economics, SEglobe
"I owe my professional progress to ITP. As a young teacher in Assam, India, I attended the programme in 1982 and it changed my life. The curriculum transformed everything I thought I knew about management education. ITP introduced me to new pedagogical tools and strategies, and it helped me see deeper connections between my teaching and research. Through the ITP, I also gained greater confidence in the classroom. ITP challenged and inspired me to explore my potential, even as I learned how to help others discover their potential. This is a wonderful programme for anyone who aspires to create and share knowledge with impact."
Dipak C. Jain, Dean, Sasin Business School, Thailand

"In 1958 Harvard Business School launched the International Teachers Programme©. In 1969, a decisive step was taken by inviting several European management schools to join them in the further development and management of the ITP. A consortium of business schools formed in 1977 the non-profit organisation ISBM. ITP is today its flagship initiative, it is managed every two years by one of the ISBM schools, thus ensuring a continuous update of its content.

More than a thousand ITP participants have benefited from the experience. Their feedback and subsequent careers show that the enhancing of their teaching skills, the inspiration they got from the programme and the valuable network of colleagues they have built up through ITP has been a very rewarding experience. It will be a pleasure for ISBM to offer you a similar opportunity in 2017 or 2018.

We hope to see you in January in Aix-en-Provence."
Ferdinando Pennarola, Chairman of the ISBM Board of Directors, Associate Professor in Management & Technology at SDA Bocconi

You can find the brochure and more info via this web link. Please send any queries or questions you might have to This email address is being protected from spambots. You need JavaScript enabled to view it..

The International Teachers Programme© is beneficial for junior and mid-career faculty who teach business and management at any level: Bachelor, Master, MBA, Executive Education, Ph.D. and faculty development professionals. It is ideal for participants with some prior teaching experience who are looking to take their capabilities to the next level.

Value of CLIP - Corporate Learning Improvement Process: Video

Companies are under ever greater pressure to manage their learning and people development processes strategically.

Martin Moehrle, EFMD Associate Director of Corporate Services and CLIP Director, talks about EFMD's Corporate Learning Improvement Process (CLIP), designed as a mechanism for quality benchmarking, mutual learning and sharing of good practice within corporate learning organisations.

In a brief video interview - available here - Martin explains the value of CLIP and who is it for, the best time for a corporate learning organisation to engage in CLIP, the benefits and costs involved, as well as the process.

Kai-Holger Liebert, Head of Global Learning Campus at Siemens AG, said after going through CLIP: “The scrutiny of the EFMD as a benchmarking authority made up of learning experts has enabled us to take a neutral yet professional perspective regarding our activities.” He further added: ”Our position within the company is much stronger today, and we serve as a partner to the business units for changes and the resulting new challenges.”

The CLIP Accreditation process is an incredibly insightful consulting experience, yet at a very ethical price,” commented Laurent Choain, Chief People & Communications Officer at Mazars. “CLIP is a unique occasion to position global learning at the heart of the organization’s strategy, and a powerful internal team-building experience amongst our key stakeholders.”

Please find below direct links to the podcasts where Martin answers the following questions:

1. What is CLIP?

2. Who is CLIP for?

3. When is the best time to engage in CLIP?

4. Why should a company choose CLIP?

5. What are the benefits of CLIP?

6.  What is the cost of CLIP?

7. How does CLIP work in practice?


8. What are the four phases of CLIP?
CLIP logo13 LR

The whole playlist with all the individual videos can be accessed via the following link or by pasting the following URL: http://bit.ly/1UCqpT7

Learn more about CLIP: download CLIP brochure or access directly CLIP webpage.

Design Thinking Applied in Higher Education

EFMD presents the D-Think Research Report

Design Thinking is a method and a process using methodologies and techniques from the design industry to solve ill-defined and intricate problems through knowledge and needs analysis and experimentation. Departing from the traditional methods used in education, Design Thinking promotes a human-centred and collaborative approach. Design Thinking can be used to tackle challenges in education such as: improving learning experiences, environments and processes and tools, as well as shaping educational systems.
D Think Title Picture
EFMD and its partners published a Research Report on the current use of Design Thinking in education and its potential contribution to the development of new curricula and courses. According to this report, transferring Design Thinking to the field of education requires teachers to connect with their students and understand what their interests are, outside the context of the school. A deep understanding of personal interests is necessary to foster motivation. Working on learning spaces need to be re-thought, so that teachers and students can collaborate in a comfortable, enthusiastic and motivating environment.

The research team based its investigation on the Mindshake Design Thinking Model – Evolution 62, (Tschimmel 2012).
D Think Design Thinking Model
The model provides more than 36 Design Thinking tools (trendmatrix, visual boards, maps, image interviews, etc.), some of which were put into practice during the research phase.

The report presents the concept of Design Thinking, clarifies its contribution to higher education and identifies new approaches to teaching and learning. It sets the basis for the D-Think toolkit, aimed at educators, and the m-learning course. Both are under development at the moment and will soon be released.

The D-Think toolkit and the D-Think m-learning course will answer to:

·      How can Design Thinking improve the learning process?
·      Which kind of Design Thinking tools are appropriate in teaching and learning processes?
·      How can a Design Thinking toolkit help educators to improve the learning competence and capabilities of their learners?
·      Which Design Thinking tools do help to create a positive classroom experience?

The full version of the Research Report can be downloaded here.

The 2016 EFMD Annual Conference in Less Than Three Months

2016 EFMD Annual Conference banner

Do not miss the chance to attend the 2016 EFMD Annual Conference, hosted by LUISS Business School on 12 - 14 June 2016 in Rome.

This conference will give you a unique opportunity to discover how your School can play a role in addressing the challenges of today’s society.

Among the speakers who will share their insights on the three Cs that are at the core of this event - Collaboration, Creativity & Change, are:

•    Jennifer Mazzon, Director of Product Management, Content Experience & Teaching, Coursera, US
•    Bruno Le Dantec, COO France, EIT Digital - European Institute of Innovation and Technology, FR
•    Anders Lindblad, SVP Head of BU Cloud and IP, Ericsson, SE
•    Marcelo Sánchez Sorondo, Catholic Bishop, Chancellor of the Pontifical Academy of Sciences and the Pontifical Academy of Social Sciences, VA
•    Carlo Tursi, General Manager, Uber Italy, IT
•    David Orban, LUISS Business School and Chapter Ambassador at SingularityU Milan, IT

Registration is still open and we are looking forward to seeing you in Rome!

Education vs Work Skills: What Do Employers Really Want?

world economic forum logoEvery year, approximately 5,300 colleges and universities in the U.S. busily churn out thousands of graduates. And American higher education remains a sought-after commodity worldwide, as evidenced by the million-plus (according to U.S. Immigration and Customs Enforcement) international students flocking to the U.S. to study.

Given the apparent abundance of available talent, why do many industry leaders and other employers continue to complain about a “skills gap,” asserting that they can’t find qualified candidates to fill positions? And why, according to the Economic Policy Institute, are more than 7% of U.S. college graduates unemployed and nearly 15% under-employed?

At a recent Wharton Reimagine Education conference in Philadelphia, representatives from Google, EY, IE Business School and others tackled the question, “What do employers want?”

Nunzio Quacquarelli, founder and managing director of Quacquarelli Symonds, a global provider of specialist higher education and career information and solutions, moderated the discussion. He asked the panelists if they thought today’s higher education institutions were developing graduates with the skills employers need.

“That may not be the right question,” said Jake Schwartz, the CEO of General Assembly, a New York-based global educational institution that Schwartz described as “the largest coding boot camp in the world” and which runs courses in design, marketing, technology and data.

“Is it higher education’s mission to prepare people for the skills they need in an up-to-date fashion for the 21st century?” he asked. “I would posit that most people involved with higher education institutions would say no, or not in a direct sense.” He called that “problem number one” in the disconnect between academia and the working world.
WEF top 10 skills

However, there is “absolutely a role” for a broad-based liberal arts education, he said. “It’s the foundation of our American educational system, and in a lot of ways that’s a good thing…. We should not abandon that. I also believe that there is a huge role for research universities in our society that none of us would want to give up.”

Santiago Iniguez, dean of IE Business School in Madrid, Spain, agreed that a liberal arts education has value. He views the role of universities “not just in terms of preparing graduates for the labor market, but also in terms of developing the full, integrated personality of [an individual]…. The liberal arts curriculum, which is prevalent here in the U.S., has done a fantastic job, and should be one of the experiences that can be exported elsewhere.” While Europe’s academic tradition has been much more profession-oriented, he added, it has not succeeded in training more work-ready graduates — especially in Europe’s current environment of high unemployment.

What Employers Value

Robert Lytle, managing director and co-head of education at Parthenon-EY, a global education consultancy, said that a liberal arts background is actually what most employers are seeking in job candidates, although they don’t always realize it. “Often, they can’t really articulate what they’re looking for, but they will come back to you and say critical problem-solving skills, group ability, communication skills…. That kind of reads ‘liberal arts,’ front and center.”

Although employers may value those capabilities, they have two big issues with a liberal arts education, in Lytle’s view. For one, liberal arts has a “brand trust issue” that has arisen in the last ten years or so — not with the concept or the curriculum, he emphasized, but with the quality of the education actually delivered. And employers may have cause to feel that way, Lytle said. “There’s a lot of empirical evidence that suggests students who go into a liberal arts program actually do not advance in their critical thinking skills over time. [Combine that] with the fact that they don’t get a lot of what [employers] are pointing at, which is real-world experience, soft skills and the ability to work in a group.”

Another objection is that a liberal arts education doesn’t prepare candidates sufficiently with job-specific skills. According to Lytle, employers will often say: “I need a little more depth on specific entry-level capabilities. If you’re going to come to me as an accountant, you actually need to know accounting.”

“What [employers] want is for someone to hit the ground running,” agreed Rya Conrad Bradshaw. Bradshaw is the U.S. vice president and managing director of Fullbridge, a global educational technology company that tries to close the workplace skills gap for young adults. “What the research says time and time again … is that because people are staying a much shorter time, especially in their early years, [companies] won’t invest in them.”

She added that while firms may be willing to supply some on-the-job technical training, they expect entry-level hires to arrive with their soft skills mastered. Bradshaw said one of Fullbridge’s goals is not only to nurture these capabilities among students, but also to create a different observation and communication method with employers so that “you are proving out that you’re developing –measurably developing — those skills within the undergraduate curriculum.”

But what if students are not aspiring to traditional jobs in conventional firms? This point was raised by Jaime Casap, chief education evangelist at Google. “The idea that we’re preparing kids to work as cogs inside of an organization might not be as realistic as it was in the past,” he noted. “If you look at Generation Z, 42% of them want to start their own business…. Today, five kids with laptops and some server space on Google or Amazon can start whatever they want.”

Given a situation in which many young people will be entrepreneurs, education should prepare them to be lifelong learners, he argued. A broad liberal arts background would be useful. But in addition, today’s students are looking for a more competency-based experience, he said.

“When I went to college, when most of us went, we changed our major four or five times, and we just knew that if we got a degree we would be OK on the other side,” noted Casap. However, “kids today are watching their parents struggle with two or three different jobs; they are watching their siblings graduate from college and live in the basement.” He asserted that education, whether it is K-12, higher education or supplemental education, should be delivering outcome-based solutions.

“Let’s not just think about millennials and Generation Z,” said Iniguez, noting that much of the opportunity for new educational courses and programs lies in targeting the adult population. This is true across both developed and developing nations, he added. “The big challenge for educators is how to keep the senior population entrepreneurial and up to date with their skills.”

Are MBA Programs the Solution?

Should students get an MBA right after college so they can — presumably — acquire the job skills employers are looking for? Most of the panel thought that it was better to gain a few years of work experience first.

“I think the arms race to degrees for undergraduate students is very worrying,” Bradshaw observed. “The idea that you have to get a master’s degree right after your undergraduate degree or you’re not competitive … is not fair to the learner.” She also predicted that consumers would begin to revolt against such a large debt burden.

Both Bradshaw and Schwartz questioned whether MBA programs need to last as long or cost as much as they do. Bradshaw explained that the idea behind Fullbridge — founded by Harvard Business School lecturer and former Random House CEO Peter Olson — was that the skills learned in business school could be taught faster, more effectively, and in a way that was more focused on job requirements. “[That way] you’re not spending $250,000, but you’re spending $5,000 or $10,000 and getting much more quickly into the workforce.”

Schwartz described his own experience going through an elite two-year MBA program. “There’s a lot of fat in there, a lot of bloat.” He said that after the first twelve weeks, which consisted of students engaging in “intensive learning, really grinding, applying [problems] to the real world … it transitioned surprisingly quickly into job-hunting and heavy drinking, and maybe some travel.”

Realizing how much money and time people were shelling out to be in the program inspired Schwartz to found a company with a different paradigm. General Assembly’s programs, he said, “are three months in length. We focus on very specific skills; you can piece them together. You don’t necessarily need five years of work experience to get the most out of it.”

Casap noted that Google and many other companies are trying to find novel ways to evaluate job candidates. He reported that once someone has worked at Google for two years, “we see no correlation between your GPA, your degree and how you do at Google.

“So that raises the question of the whole idea of degree completion, and class completion and certifications,” he continued. “What happens when a company like Google or any other company can do its own assessment to determine your knowledge, skills and abilities — and not care where you went to school, whether you went to Kellogg or you did General Assembly? … There are a number of organizations, a lot of startups right now that are focused on that.”

However, the panel agreed that the top traditional business schools currently do one thing very successfully: They use their cachet and brand name to place graduates with top employers. Lytle noted that in the world of MBA programs, the business schools in the shakiest position these days may be mid-tier ones that are still following the costly two-year model but cannot promise a plum job at the end.
Wharton U of Penn with Penn Shield jpg
“There’s a tremendous amount that MBA programs do extremely well in bringing that pathway to career, right at the very beginning,” said Bradshaw. She commented that undergraduate programs should learn from MBA programs about how to connect with employers early on.

Schwartz recalled that companies were “clamoring over me, competing” once he got his MBA. “Before I went to business school, I’m not sure I knew that much less, but I couldn’t get into anybody’s recruiting pipeline.”

The original article was written by Knowledge@Wharton and published by World Economic Forum on 18 February 2016 and can be accessed here.

Call for Papers: 2016 EFMD Higher Education Research Conference

Research cinfWhy should you take part in the 5th 2016 EFMD Higher Education Research Conference?

The Annual EFMD Higher Education Research Conference serves as a platform to facilitate the cross-fertilisation of research by scholars from management, higher education, as well as other fields.

Previous events have been hosted by a number of top institutions: The Lorange Institute in Switzerland (2012), Paris-Dauphine University in France (2013), Stockholm Business School of Stockholm University in Sweden (2014) and Saïd Business School of the University of Oxford in the United Kingdom (2015). This year’s conference will take place on 10-11 October in Barcelona, Spain, hosted by IESE Business School, University of Navarra.

The theme of the conference is: "Innovations in Higher Education"

Target Group
EFMD aims to facilitate research and a dialogue on topics related to Higher Education Institutions (HEIs) and business schools by bringing together academics from management, higher education and other fields.

Keynote Speakers
All keynote speakers will be announced very shortly.

Call for papers
We would like to invite you to submit an outline paper by 27 May 2016. We welcome and encourage submissions of research work within the following three areas of academic enquiry:

Track 1: Innovations in forms of governance, management and organisation of higher education institutions
Track 2: Innovations in education
Track 3: Innovations in research

Authors are requested to submit an outline paper of around 2000 words. The outline paper should make clear the central research questions or ideas, the core concepts of the paper, the nature of the research method and the nature of any evidence if the paper is a research study. Of course, submissions may be complete or full papers if such papers are ready at the time of submission. Submissions should include an indication of the authors’ preferred conference track.

More information, including the Call for Papers document and Submission Guidelines can be found on the website here.

Journals will be approached for a special issue on the selected paper.

Registration
Registration will be open by the beginning of May.

We look forward to receiving your submission and welcoming you to Barcelona!

Thank you for your Support and Solidarity

Thank you EFMD Brussels 2

On behalf of the whole EFMD and its staff in Brussels, we would like to thank you for your kind words of solidarity, support, thoughts and prayers.

It was with great sadness that we saw the awful sequence of events unfold yesterday in Brussels.

On behalf of the whole EFMD and its staff in Brussels, we would like to sincerely thank all of you for your kind words of solidarity, support, thoughts and prayers going out to the people of Belgium and Brussels who have been tragically affected.

This was a shocking and barbaric attack but the support from around the world shines a light in these very difficult days.

Sincerely yours,
Prof. Eric Cornuel, CEO & Director General, EFMD

EFMD Launched Special Interest Group on Transparent and Adaptive Talent Markets

Six companies, Adidas, Capgemini, Intel, SwissRE, W.L. Gore and sponsor Cisco have teamed up to explore and experiment new ways of attracting, allocating, developing, engaging and rewarding talent in today's disruptive economic environment - in the form of a EFMD Special Interest Group (SIG) facilitated by Associate Director Martin Moehrle.

Large organizations are under increasing pressure to become more agile in allocating / re-allocating their assets to identify and exploit business opportunities in a much faster and more efficient way. This holds most true for its talent assets. Companies have to rethink and redesign their organizational structures in a fundamental way. The methods and instruments of the past, rooted in times of business stability and market predictability, are unable to generate the organizational agility and adaptability that is success-critical in the current VUCA environment. Even more serious: the outdated methods and instruments increasingly turn to be a major competitive disadvantage. Just think about the number of re-orgs corporations are facing today and the effort that goes into it / the disengagement that comes with it.

The challenges in managing internal talent go along with massive shifts in the way companies interact with external talent markets:  transparency – driven and enforced by social media – about companies (their real culture, values, compensation) and talent (experience, skills, network) is in strong contrast with internal opacity.

The more external talent marketplaces are turning into a demand-driven economy the more ineffective the supply-based internal talent allocation approach will become. The next generation of talent expects more opportunities to shape their personal careers, more freedom and flexibility in making career moves, more meaningful work and a different experience. The historical boundaries between internal talent and external talent begin to blur. To sum it up: internal talent markets have become rather inefficient.

The image below lays out a simple matrix of organizational and individual agility vs. stability to both stimulate questions and structure answers about the risks and opportunities of this transition.
image blog SIGTalentFrom traditional career models and talent practices supporting long-term business strategies and permanent employment in a predictable business environment…to future career models and talent practices supporting agile business strategies and individual employability in a VUCA business environment.

The EFMD SIG started by identifying a set of key trigger questions at their kick-off and has begun to work on the answers. A subset of those questions is listed below:

•    HR in general:
o    What's the main impact of operating in a VUCA environment on HR practices and on people?
o    What is the impact of digitization and automation on HR practices and on people?
o    What does radically rethinking talent management and the principles of organization design actually mean?
o    How to bring back common sense to HR?
•    Leadership and Culture:
o    What does effective leadership look like in a VUCA environment?
o    What would a winning culture look like in a VUCA environment?
o    What will be the future role of the manager?
o    What will be the future role of middle management?
•    Talent Marketplaces
o    How does the talent ecosystem need to evolve?
o    What would be an appropriate differentiation between developed and emerging talent marketplaces?
o    How would the different horizons (e.g. 1, 3 and 5-10 years) look like when it comes to the transition?
o    Where do we find tipping points for a talent marketplace approach?
o    What kind of guidance and guidelines are required to move to a more agile talent marketplace, depending on context?

The initial analysis showed that enablers and inhibitors of the transformation into organizational structures supportive of agility and transparency will play out in different ways depending on a) industry, b) professions, c) regulatory context. We will certainly see a coexistence of formal and flexible structures and roles in many cases.

However, organizational borders will become more permeable, more open to integrate talent within their wider ecosystem (up- and down-stream their value chain partners) in their talent strategies. Talent will be organized more and more around assignments (e.g. projects) and work in and with flexible and multiple teams.

With the quantitative increase of short-term allocation decisions (e.g. on a project basis), the professional ‘reputation’ of talent will have to become more visible. To make it easier for people to find the work they are looking for and for companies to find the best talent, instruments and processes like talent reviews and talent conferences will evolve and become more agile and on demand driven. The same accounts for compensation and reward models.

This SIG team of experienced practitioners (all of them working in industries heavily impacted by digital disruption) will devise recommendations and guidelines on the key characteristics of the enterprise of the future.

This entails a description what ‘agility’ actually means and implies at an enterprise, team, leader and individual level. With the overall goal of enabling corporations to better anticipate, respond and even capitalize on the VUCA environments they operate in.

To learn more about the SIG Transparent and Adaptive Talent Markets, please visit the website here.

Digital Age Learning - Still Time to Take Part in This Exciting Journey!

dalThe digital revolution and the increasing pace of technological innovation are profoundly changing the environment in which individuals live and companies operate. The world has become tremendously complex, markets are more volatile and change has become the new norm. The “Digital Darwinism” is impacting every market and industry. In this context, the ability to transform has become a matter of survival. 

EFMD’s Digital Age Learning Special Interest Group will explore how organisations can equip themselves to fully exploit the learning opportunities of the digital age and focus on documenting existing good practice and tracking emerging technologies, tools, services or learning paradigms that will help member companies move forward exponentially.

In this Special Interest Group (SIG), we want to go beyond isolated approaches and individual initiatives, to look holistically at this new, digital context. We want to bring together a group of interested companies and learning disruptors in order to explore cross-functional strategies, capitalising on open sharing within our group, and drawing on leading thinkers and practitioners on specific questions of interest to the group. 

Capgemini, GasNatural Fenosa, Nobelbiocare, Novartis, OCP, Pirelli, Repsol, Santander, Siemens, SwissRe, UBS and UniCredit have already engaged in the journey. Come and join us! For more information on background, approaches, roadmap and application form please click herelearningbulb

The group is facilitated by Nigel Paine, former head of L&D at the BBC and author of “The Learning Challenge: Dealing with Technology, Innovation and Change in Learning and Development” and sponsored by Steven Smith, Corporate Vice President and the Director of Capgemini Corporate University. 

Two important dates: 

29 March 2016 4pm CET First SIG kick off virtual session 
27-28 April 2016 First F2F Session hosted by Grupo Santander in Madrid. 

For more information please contact This email address is being protected from spambots. You need JavaScript enabled to view it..

Still Time to Register: Future Proofing our Organisations through Innovative Executive Engagement – 24 March

MazarsThe upcoming Sharing Best Practice CLIP workshop will be hosted by Mazars on (23-) 24 March and will address the topic of “Future-proofing our organisations through innovative executive engagement”
The digital era has ushered in rapid change, transformation, and disruption across our industries and business models. From data-driven learning and enhanced technologies, to cascading leaders as teacher models, the landscape of broad executive engagement is moving quickly. This workshop will feature and work on different ways of engaging and further developing entire cadres of executives.

By and large, our leadership development efforts have focused so far on the pipeline of future leaders and top management. Only in rare cases, such as major transformation programs, we engage entire cadres of executives, the entire management body or even the entire workforce. We rely heavily on communications, but to a lesser degree on learning new skills, and unlearning current ways of doing things. 

This raises fundamental questions regarding scale and scope of our leadership development and learning practices:
  • In this new era, how can we do both, prepare future leaders as well as “revamp" current leaders to succeed?
  • What are proven methods to engage current executives and entire leadership populations?
  • Do we need more scalable means of alignment and skill building, for the sake of speed and cost effectiveness, thereby replacing or complementing our proven methods?
  • What can we learn, e.g. from neuroscience, design thinking, big data or network analysis? futureproof
  • Are new digital technologies opening up interesting avenues?
Who will you discuss this with? 

  • Tawfik Jelassi, Professor at IMD: “Future-Proofing in Turbulent Times”
  • Tyra Malzy, Head of Mazars University: “Leveraging Eco-Systems to create executive engagement”
  • Peter Schneider, Global Head of Leadership Development at UBS: “Integrated leadership development strategy as Building block of cultural transformation at UBS”
  • Nick Shackleton-Jones, Director of Learning Innovation & Technology at BP: “Eliminating Learning to improve performance?”
How will you benefit? 

This one-day workshop will allow you to learn about world-class talent development and new approaches from different perspectives to engaging executives in a VUCA world. It will provide you with the opportunity to reflect on your own practices and co-design, experiment with your peers, in order to enhance speed, scale and impact.

Come and join your peers from ArcelorMittal, Auchan, Axa, Bank of Ireland, EDP, Eli Lilly, Engie, Essilor, Etihad, PSA. Raiffeisen, Société Général, SwissRe, Vontobel Bank, etc.. 

Please click here for the programme and registration. For more information, please contact This email address is being protected from spambots. You need JavaScript enabled to view it.

This workshop is by invitation only and is dedicated to corporate learning and corporate HR practitioners from companies. Free of charge for EFMD member companies and special guests (special guest = ONE free seat to attend ONE workshop for discovery for non-members)


CEEMAN Program Management Seminar 2016

CEEMAN pic3CEEMAN's Program Management Seminar, takes place on 13-15 April in Bled.

The seminar is aimed at program managers, directors, administrators and project managers who are dealing with design, promotion, and delivery of educational programs. The participants will improve their skills related to the promotion and delivery of educational programs and learn about best practices in initiating, developing, organizing, coordinating and streamlining program management processes and methodologies. CEEMAN pic1

Program faculty includes a high-profile team of experienced practitioners of business education from around the world, including Mike Page (Bentley University, US), Dianne Bevelander (Rotterdam School of Management, Erasmus University, the Netherlands), and Danica Purg (IEDC-Bled School of Management, Slovenia) among others.
 For more information, please visit www.ceeman.org/pms, or contact Ms. This email address is being protected from spambots. You need JavaScript enabled to view it., CEEMAN Program Manager.

Launch of the Business School Impact System (BSIS) Label

BSIS logo
Launch of the Business School Impact System (BSIS) Label

Since its launch in 2014, BSIS - Business School Impact Survey, run as a joint venture between EFMD Global Network and FNEGE, has successfully assessed 19 business schools & 24 campuses all over the word, including SKEMA, IAE Lyon, St.Gallen and USEK Lebanon.

Thomas Bieger, President of University of St.Gallen in Switzerland said: “The University of St.Gallen is a cantonal/state school with an international role. Less than 10 percent of our students are from the region, but our university needs the support of the local citizens when, for example, it needs new buildings or other infrastructure (...) For us, the BSIS impact assessment not only helps to create a transparent scheme for impact measurement and improves our strategy by fruitful inputs and benchmarking, but it also significantly increases internal awareness of the importance of regional legitimation."

 At a time when all organisations are increasingly being held accountable for their activities, there is often a need to demonstrate with well-documented evidence the impact that they have on their immediate environment.

 The BSIS scheme identifies the tangible and intangible benefits that a business school brings to the community. At the heart of the BSIS measurement process is a framework of around 120 indicators covering financial, economic, societal and image dimensions of impact.

In order to formally recognise the efforts schools put into undertaking the impact assessment exercise, EFMD officially transformed BSIS - Business School Impact Survey into BSIS - Business School Impact System and agreed to confer the BSIS Label upon schools going through the impact assessment process. The decision was taken by the EFMD Board at the 2016 EFMD Deans & Director General Conference in Budapest.

The objective of the Label is to recognise business schools that are aware of the importance of measuring and assessing their impact not just within the management education community, but within society at large. The Label will be also awarded retroactively to the schools that have gone through the process since its launch.

"Demonstrating the many ways in which they add economic and social value to the environment in which they operate has become a challenge for business schools. To meet this demand for greater accountability, BSIS is an effective tool to help schools identify, measure and communicate all the positive contributions they make to the world around them," said Prof. Gordon Shenton, who, together with Prof. Michel Kalika, IAE Lyon, has been appointed one of the two co-directors of BSIS.

"I am really proud that we can now offer a tangible sign of international appreciation for the tremendous work the schools put in collecting and analysing data on their impact on the local environment. The label also raises the internal awareness within the business schools, proving their relevance, meaning and real impact on the community. It is a seal of recognition for the schools who consider their impact as vital," added Prof. Michel Kalika, BSIS co-director.

If you would like to receive further information or are interested in your school taking part, please visit www.efmdglobal.org/bsis or contact: Gordon SHENTON: This email address is being protected from spambots. You need JavaScript enabled to view it.  Michel KALIKA: This email address is being protected from spambots. You need JavaScript enabled to view it. or This email address is being protected from spambots. You need JavaScript enabled to view it..

EFMD Launch EOCCS - EFMD Online Course Certification System

EFMD launch EOCCS


At the 2016 EFMD Conference for Deans & Directors General in Budapest hosted by the Corvinus University of Budapest, EFMD officially launched EOCCS - EFMD Online Course Certification System.

Prof. Eric Cornuel, Director General & CEO of EFMD, said: "EOCCS is a vital addition to the EFMD portfolio of quality services. It gives online courses within universities, business schools, corporate learning organisations and public agencies a top international quality benchmark in the diverse education landscape where digital technology is applied to teaching and learning. EFMD draws from twelve years of experience in running CEL accreditation, which was designed to raise the standard of ICT-based learning programmes in the area of management education. CEL accreditation was at the time a pioneer initiative in the quality assurance of technology-based learning. The expertise EFMD gathered throughout that process will help us to ensure that the EOCCS certification system will bring value and external seal of recognition to quality online courses in the world.”

Recent years have seen a surge in the use of technologies in higher education, often described as “mediatisation of the higher education ecosystem.” After the appearance of MOOCs and the subsequent hype, the discussion today is concentrating on the affordances of new learning technologies and a refinement of pedagogical approaches.

"Online learning can open up more efficient and effective ways of learning. Course participants can align their pace of learning to their competences, construct their own learning journey independently and engage in active knowledge exchange. As online delivery methods continuously change, EOCCS certification of quality standards will help institutions to meet the course participants’ needs and expectations,” added Prof. David Asch, EFMD Quality Services Director.

The new EFMD Online Course Certification System (EOCCS) is designed as an international certification system firmly embedded in the general philosophy of EFMD accreditations, namely internationalisation, practical relevance and quality improvement. EOCCS is open to any institution delivering online business and/or management-related courses that are stand-alone or constitute part of a certificate or programme. The institution must be able to demonstrate that the four EOCCS standards are satisfied.
EOCCS standards

“EOCCS can be seen as an add-on to EQUIS, EPAS and CLIP, where online provisioning is not a mandatory feature. The intentional impact of EOCCS to institutions, and to the business and management education field, is high quality online courses and the recognition of online learning as an effective and flexible way of learning”, said Prof. Martin Schader, Associate Director, Quality Services, EFMD.

The EOCCS certification system will be established and developed with a portfolio of top pilot institutions representing both corporate and business school world, including BI Oslo, HEC Paris, Henley Business School, IE Business School, The Open University, Iversity, Mazars and Sberbank.

EOCCS allows for an in-depth review and feedback within 3 months.
EOCCS processIf you would like further information or are interested in your online course taking part, please contact This email address is being protected from spambots. You need JavaScript enabled to view it.

ISB-Ivey Global Case Competition 2016 supported by EFMD

ISB Ivey competition 2016The Centre for Teaching, Learning, and Case Development at the Indian School of Business and the Ivey Business School, Western University, Canada announce the ISB-Ivey Global Case Competition 2016. The annual competition identifies and publishes the best India-centric business cases from around the world. The event is supported by Ivey Publishing, Amazon, Confederation of Indian Industry (CII) and EFMD.

Launched in 2010, the competition has rapidly gained prominence in India and abroad and is widely considered a valuable source for cases by Business Schools around the world. The competition generates a growing number of submissions and published cases each year, facilitating its goal of building a repository of a high-quality, internationally benchmarked cases about Indian businesses.

A panel of internationally acclaimed subject experts judge shortlisted cases in a double-blind review process and provides written feedback on each case. The top cases from this competition are marketed and distributed to a global audience of business schools by Ivey Publishing — the largest source of current Asian and Indian business cases in the world.

The deadline for submitting the "Participation Form" is 29 February 2016 and more submission details, categories, criteria and deadlines can be found on the case competition website.

Value of EDAF - EFMD GN Deans Across Frontiers: Videos

In a few short videos, Michael Osbaldeston, EFMD Director of Quality Services, and Christian Delporte, EDAF Director, talk about EDAF - an assessment and mentoring system for Business Schools.

In the full interview - available here - Michael and Christian explain the value of EDAF and how it fits into EFMD’s wider social responsibility, the mentoring aspect of EDAF, who can benefit from the system, the process and cost involved, as well as a possible path towards EPAS and EQUIS accreditations.
EDAF logo15 LR
“What has pleased us most about the EDAF mentorship is that the process is a collective one, directed towards the needs of the institution. Our experience has been one of unity and collaboration across departments and teams looking to improve our processes of internationalisation, research and teaching.”
Ms Gisele Becerra, Undergraduate Programmes Director, CESA, Colombia


Please find below direct links to the podcasts where we answer the following questions:

1. What is EDAF?

2. How did the need for EDAF arise?

3. Who is EDAF for?

4. What is the current status of schools involved in EDAF?

5. How does the EDAF process work?

6. How does the mentoring process within EDAF work?

7. How EDAF can help a school on a path towards EQUIS or EPAS accreditation?

8. What are the benefits for schools taking part in EDAF?

9. How does EDAF fit into EFMD’s wider social responsibility?

10. What are the costs involved in going through the EDAF process?

11. What are the long term hopes for EDAF?

The whole playlist with all the individual videos can be accessed via the following link or by pasting the following URL http://bit.ly/1JKD8i5

Learn more about the EDAF: download EDAF brochure in English and Spanish or access directly EDAF webpage.

Value of EQUIS and EPAS Accreditations: Videos

In a few short videos, Prof. Michael Osbaldeston, EFMD Director of Quality Services, explains the value of EQUIS and EPAS accreditations, the process, a possible pathway between EPAS and EQUIS, the cost-benefit report, as well as internationalisation, alumni and research dimensions of the accreditations.

Please find below direct links to the podcasts where he answers the following questions:

- What is the value for schools in participating in EQUIS and EPAS?

- What role does EFMD feel alumni should be playing?

- The cost of accreditation versus its value

- Is EPAS a valid pathway to EQUIS?

- What is the value from all the work required to complete accreditation assessment reports?

- What are the challenges of internationalisation?

- How is EFMD approaching the impact of research?

The whole playlist with all the individual videos can be accessed via the following link or by pasting the following URL http://bit.ly/1LxOAvP

EPAS logo13 LR"The process of the EPAS accreditation has helped sharpen our focus on the strategic priorities. A mission and strategy are often easy to formulate but more difficult to implement. By focusing on the processes in the EPAS framework we know what variables we can work on over the coming years in our journey of educational excellence."
Prof. dr. Rudy Martens, Dean, Faculty of Applied Economics, University EQUIS logo13 LRof Antwerp, Belgium

"EQUIS accreditation is one of the most important benchmarks available to business schools to ensure excellence in teaching, student experience, research and outreach. I am very pleased that our substantial effort to continually improve in all aspects of what we do has been well recognised."
Prof. Jon Reast, Dean, Bradford University School of Management, UK

Learn more about the EFMD Quality Services offer: download the Quality Services brochure or access directly EQUIS and EPAS webpages.

Siemens Global Learning Campus Re-accredited by CLIP

CLIP Reaccreditation to SIEMENS
We are delighted to announce that Siemens Global Learning Campus has been recently reaccredited by CLIP.

The Corporate Learning Improvement Process (CLIP) is a unique accreditation run by EFMD that focuses on identifying the key factors that determine quality in the design and functioning of corporate universities and learning organisations. The CLIP commutiny includes:

Dr. Kai-Holger Liebert, Head of Global Learning Campus, Siemens AG, Germany, said: “I am very pleased to report that after having earned our first accreditation in 2010, we have once again received the CLIP Award. I see this as proof that as a learning organization within Siemens, we are on the right track and have been working on the right levers over the past few years. Of course, the requirements of our Siemens business units have contributed to the changes in our learning organization, but the scrutiny of the EFMD as a benchmarking authority made up of learning experts has enabled us to take a neutral yet professional perspective regarding our activities.  We have therefore taken very seriously the points that were rated during our 2010 accreditation as needing improvement. We have worked on them, and these efforts have paid off. Not only because we’ve been accredited once again, but also because our position within the company is much stronger today, and we serve as a partner to the business units for changes and the resulting new challenges. During the accreditation, the way in which we have globally organized learning was emphasized as a point of excellence. We have done this with our own approach, taking a path that is consistent with Siemens’ corporate culture. We have combined the individual, independent learning organizations in the Siemens countries into a single integrated organization which operates under the name “Global Learning Campus.” This name represents a shared goal but also leaves plenty of room for local ways of reaching this goal. We are putting “shared governance” into practice by establishing a common, global leadership circle. The involvement of the German headquarters contributes the company perspective while the individual countries represent their regional requirements. Our maxim is to act globally as much as possible in order to utilize synergies and communicate corporate content, while at the same time permitting local distinctiveness to the necessary extent. It has been a long process to set up this integrated organization, and our work is never finished. Mutual trust is the basic requirement for the success of this kind of organization in which the units operate under separate disciplinary authority. Another success factor is our closeness to the Siemens business units. We are fully networked so that we can translate business challenges into skills requirements and then into learning products. We involve the business units and central offices in the product development process. As a result, we can use strategies and support and drive them forward as a global network within the company. In addition to this logistical expertise as a global organization, our core competency lies in using the most effective learning methods for this mission-critical content. In the future, we will be facing many new challenges as well as opportunities that will emerge from the digitalization of our society. New forms of e-learning are, of course, a suitable way to quickly disseminate content, particularly in a global corporation. But social media platforms and video platforms with user-generated content must also be part of an employee’s learning portfolio in the future. Increasingly, it is becoming our job to provide orientation and to act as a “content curator,” in order to guarantee effective learning. I’m looking forward to these challenges in the coming years!

The CLIP assessment process covers all the essential dimensions of the corporate university’s deployment within the company: the alignment of its mission and operational objectives with corporate strategy, the effectiveness of its governance and internal management systems, its ability to address key issues of concern to the business units, the programme design process, the overall coherence of the programme portfolio, the quality of delivery and the impact of the corporate university’s activities upon individual and organisational learning.

The CLIP initiative draws extensively on EFMD’s successful EQUIS accreditation scheme for business schools and universities. Internal self assessment against a set of rigorous standards drawn up by leading members of the corporate learning community is combined with external review by experienced peers.

Dr. Martin Moehrle, Associate Director, Corporate Services, who leads the CLIP process at EFMD, added: “When corporate learning functions have achieved adequate maturity in their portfolio of programmes and in their global reach, going through CLIP is an effective tool in identifying options and areas of focus for the next phase of their evolution.

For more information on the CLIP process visit - www.efmd.org/clip

EFMD Call for Participation in the 2016 GMAC Corporate Recruiters Survey

 2016 corporate recruiters survey

EFMD and GMAC are once again cooperating to carry out the Corporate Recruiters Survey (CRS). Since 2001, CRS data has provided a picture of the current employment landscape, gauged employer demand for MBA and master-level business graduates, and offered valuable insights into employer needs and trends across industries and world regions.

The survey is conducted by GMAC in partnership with EFMD and the MBA Career Services & Employer Association (MBACSEA).Screen Shot 2015 12 08 at 12.35.13

For the 2016 edition, there are two easy ways to participate:

- Option 1: You provide GMAC with the list of employers that recruit and hire students from your business school, and GMAC takes care of the rest.
- Option 2: You administer the survey directly to the employers that recruit and hire students from your business school using a unique URL that GMAC provides.

Participating schools receive exclusive access to the following:

- Interactive Data Report. A free online tool that lets survey participants examine findings in greater depth and conduct customized data searches by numerous variables including propensity and magnitude of hiring overall and by industry and company size, internship data, and salary data.
- Customized Benchmark Report Tool. This free online service gives participants the power to instantly generate benchmark reports for peer programs of their choosing.

The survey launches on February 10, 2016. Sign up your school to participate anytime from now until January 31, 2016 to be sure your school hears from the employers that recruit your students about their hiring projections and the skills they seek in business grads.

For more information, please visit a special webpage.

2015 Emerald/EFMD Outstanding Doctoral Research Awards: Apply Now!

emerald efmd banner

EFMD and Emerald Group Publishing seek to celebrate excellence in research by sponsoring the 2015 Emerald/EFMD Outstanding Doctoral Research Awards.

Award-winning entries will receive a cash prize of €1,500 (or currency equivalent), a certificate and a winners' logo to attach to correspondence. In addition, a number of Highly Commended Awards will be bestowed. This year there are seven categories:

·         Operations and production management
Category sponsored by International Journal of Operations & Production Management
·         Logistics and supply chain management
Category sponsored by International Journal of Physical Distribution & Logistics Management
·         Educational leadership and strategy
Category sponsored by Journal of Educational Administration
·         Management and governance
Category sponsored by Management Decision
·         Human resource management
Category sponsored by Personnel Review
·         Leadership and organization development
Category sponsored by Leadership & Organization Development Journal
·         Health Care Management
Category sponsored by Journal of Health Organization and Management

You can check out the 2014 Winners (and earlier years) here and this year's closing date for applications is 15 January 2016.

The entries will be judged by the Editor(s) and at least one Editorial Advisory Board member of theEmerald logo.jpg sponsoring journal.

Entries will be judged on the following criteria: Significance/implications for theory and practice, Originality and innovation, Appropriateness and  application of the methodology, and Quality of data/research.

All details on the 2015 ODRA's as well as a FAQ can be found here. The application form is here.

2015 EFMD GN Asia Annual Conference

EFMD GN Asia Annual Conference 2015

The EFMD Global Network Asia Annual Conference has been designed for all those interested in management education and development. It brings together EFMD Global Network members, companies, educational institutions and other associations that have an interest in the Americas.

CEIBS Acquires Lorange Institute of Business Zurich

CEIBS logoGuest post by Dr. Peter Lorange, Honorary President, Lorange Institute of Business Zurich, A Member of CEIBS Group

CEIBS, the China Europe International Business School, took over the Lorange Institute of Business Zurich, effective October 2015.

CEIBS was established in 1994 under an agreement between the Ministry of Foreign Trade and Economic Co-operation (MOFTEC, now The Ministry of Commerce) and the European Commission. The school has had a very successful development, and is today considered by many to be not only a top school in China but also one of the leading business school in Asia. CEIBS is now “re-entering” Europe through the acquisition – via the Friends of CEIBS Foundation – of the Lorange Institute of Business Zurich. Lately, we have seen important acquisitions by Chinese companies or the Chinese government all around of the world, including in Europe. The development of a base for CEIBS in Switzerland, thus, comes as a natural consequence of this added Chinese visibility in Europe.

For CEIBS the choice of Switzerland was important, as the country is situated in the center of Europe, with a neutral status vis-à-vis the major European countries, and with a high attractiveness ranking. And, selecting the Lorange Institute was equally natural for CEIBS. The fact that the Lorange Institute has no permanent faculty, but relies exclusively on drawing on faculty from other academic institutions, was seen as attractive to CEIBS as this ensures that there will be no major issues of cross-cultural integration of faculty.

The Lorange Institute is largely expected to maintain its present modus operandi, including continuing to offer its Masters programmes (E-MBA, E-MSc/ and its tailored corporate programmes). In addition, there are four new focal points for the Lorange Institute:

  • Many companies in Europe have been acquired by the Chinese organisations. This has risen a need for training of Chinese executives being assigned to these acquisitions. The new entity aims at providing relevant executive education offerings to this customer segment.
  • Exchanges for EMBA programme participants. Many of these Master students from CEIBS shall come to the Lorange Institute for several weeks and attend specific modules. Similarly, Master students from Lorange Institute shall be attending learning activities at CEIBS. The purpose: improved focus on the cross-cultural aspects of internationalisation.
  • Prepare European executives for China. Many European businesses see the large, fast-growing Chinese market as attractive, perhaps particularly now with a shift towards consumerism and away from classical manufacturing in China. However, the European executives may not be all that well prepared for doing business in China. The new entity is aiming to address this market.
  • Study trips in Switzerland for Chinese executives. There is often much to learn when it comes to management practices of Swiss companies, in particular when it comes to how these firms focus on rapid implementation of innovations. This will be one area of focus during study trips that will be arranged for Chinese executives.
A final issue: it is the intention of the acquirer, CEIBS, to maintain the fundamental ways in which the Lorange Institute now operates. So, Dr. Philipp Boksberger, President and CEO, shall continue in this roLorange logole, with Dr. Yuan Ding, Dean at CEIBS, as the Executive Chairman. The basic modular structure of many of the offerings at the Lorange Institute shall remain; as will the heavy focus on outsourcing, modern pedagogy, and ability to act with speed and flexibility.

In conclusion, it is important to point out that the clear aim of this deal is for dominant Chinese practices - such as long-term time horizon, consensus management, etc. - to be shared with European audiences, where there is already a genuine interest. Similarly, CEIBS is interested in drawing on several of the innovative business school practices put to work at the Lorange Institute. Dr. Peter Lorange shall remain involved in the new entity, and shall play a role when it comes to this, and as Honorary President.

EQUIS Re-accredited Seven Leading Business Schools

EFMD would like to warmly congratulate the following schools who have recently been reaccredited by EQUIS:

•    Copenhagen Business School, DenmarkEQUIS logo13 LR
•    Korea University Business School, Republic of Korea
•    Waikato Management School, Waikato Management School, New Zealand
•    Otago Business School, University of Otago, New Zealand
•    Kozminski University, Poland
•    Faculty of Economics, University of Ljubljana, Slovenia
•   Imperial College Business School, Imperial College London, UK

"With EFMD's accreditation of CBS for a further five years it is once again confirmed that CBS is an education institution of a particularly high quality in terms of research, education, students and teachers. EFMD has numerous criteria that business schools must meet, and this year's visit had a special focus on CBS's development strategy. I find that undergoing a thorough examination by an independent group of experts has a very positive impact on the entire organisation. At CBS we attach great importance to our international accreditations. They are conditional on our ability to meet international criteria for high quality in our work. The very best people scrutinise our strategy as an international business school."
Dr. Per Holten-Andersen, President, Copenhagen Business School, Denmark

"Since its initial accreditation in 2007, Korea University Business School (KUBS) has come a long way in reaching its international academic aspirations. KUBS has been able to enhance its educational and research standings in the global setting through redesigning of its curriculum, the construction of a new business school facility, and greater interationalization of faculty and programs, among other efforts. Through its second consecutive five-year EQUIS re-accreditation, KUBS continues to review its processes and achievements and hopes to further develop as an international business educational institution."
Prof. Dong-One Kim, Dean, Korea University Business School, Republic of Korea

"The Waikato Management School is proud to be accredited by EFMD / EQUIS. The rigour and care of the accreditation review process provide an invaluable quality assurance mechanism for us, and signal to current and prospective students that at the WMS they can be confident of receiving a transformative educational experience that will provide them with globally relevant knowledge, skills, and connections."
Prof. Don Ross, Dean, Waikato Management School, Waikato Management School, New Zealand

"The University of Otago Business School is pleased to have been awarded our third EQUIS accreditation. The international recognition of quality the accreditation brings is highly valued by the School, the University, and our graduates and alumni. We are continually looking for ways to improve;  and in such a distant location from the rest of the world, this accreditation confirms that we are maintaining the high management education standards we seek."
Prof. George Benwell, Dean, Otago Business School, University of Otago, New Zealand


"We are truly honoured to have received a full EQUIS accreditation for the third time. Kozminski University (KU) was awarded its first EQUIS accreditation in 1999 so, for more that 15 years, KU has been guided by EQUIS accreditation standards. During this period, we came to recognize our weaknesses and done all we can to overcome them. As a result, KU has gradually matured as a truly international academic institution. In this process, EQUIS standards and criteria have provided KU with a valuable source of benchmarks and best practices that guided future development and provided motivating challenges for KU staff members."

Prof. Witold Bielecki, Rector, Kozminski University, Poland 

"Every reaccreditation cycle starts as a reminder of the almost unimaginable progress we have made and the valuable lessons we have learned so far. It continues by revealing the future challenges we are yet to face. It then ends not only by clearly showing the way forward but by empowering us to stay on course and be brave enough to continue to grow from a regional to an internationally recognised business school. We are honoured to be an EQUIS accredited school and we are proud of our achievements that were made possible by dedicated staff and supporting partners."
Prof. Metka Tekavcic, Dean, Faculty of Economics, University of Ljubljana, Slovenia   

Prof. Michael Osbaldeston, the EFMD Director of Quality Services, added, "I would like to congratulate the schools that have gone through the reaccreditation process. If you are a student, parent, recruiter or have an interest in business education then the first and most important credential to look for in a school is does it have accreditation from EFMD."

More information on EQUIS is available at www.efmd.org/equis

EQUIS Accreditation Awarded to Bond, CKGSB, ESMT & LUISS

2015 EFMD EQUIS Accreditated Business Schools 03

EFMD would like to warmly congratulate Bond University, Faculty of Business, Cheung Kong Graduate School of Business, ESMT European School of Management and Technology & LUISS Business School including the Department of Business and Management who have just been awarded EQUIS accreditation.


This takes the number of accredited schools to 159 across 40 countries.

Please read below what the Deans of the accredited schools say about the achievement.

“EQUIS is an internationally recognised stamp of excellence and going through the extensive accreditation process itself delivered significant value. The process involved so much more than the supply of data to develop forced rankings, guides and lists. In addition to self-analysis, an in-depth review of our School, strategy, programs, research, community outreach and global competitive positioning was conducted by a panel of our international peers. The constructive, supportive advice of the professional peer review team ensured it was a positive learning process for us and one that provided significant guidance and direction. Our students are assured they will receive international recognition for their qualification, which is absolutely vital in today’s competitive global marketplace. With less than 2% of the world's 13,000 business programs EQUIS Accredited, Bond University and its Faculty of Business are in very good company indeed.”
Prof. Mark Hirst, Executive Dean, Faculty of Business, Bond University, Australia

“We are delighted to gain official accreditation from EQUIS, which is well recognised around the world. It will give us more opportunities to exchange best practices with other leading business schools. We are confident that it will also help us continue to innovate in developing global leaders of today and tomorrow.”
Prof. Bing Xiang, Dean, Cheung Kong Graduate School of Business, China


“We are delighted to have been granted EQUIS accreditation and would like to thank EFMD and in particular the EQUIS Peer Review Team for its constructive and helpful feedback. We appreciate the time and effort they have spent working with us. ESMT is committed to delivering the best business education and preparing their graduates to excel from the first day of their careers, and in this light, we look forward to working together with EFMD to constantly improve and maintain the highest levels of quality.”
Prof. Jörg Rocholl, President, ESMT European School of Management and Technology, Germany

“LUISS Business School including the Department of Business and Management are honored to receive the EQUIS accreditation. The entire process has been challenging and at the same time highly rewarding for the development of new and relevant practices and to grow at the international level. Our multidisciplinary perspective combined with a strong network of corporate relationships and an innovative approach to Ethics, Responsibility and Sustainability have received a powerful external endorsement from this process. The whole experience has been valuable to our institution and we warmly thank EFMD and the peer review team for their support. EQUIS accreditation is a central part and a stepping stone of our institutional strategy.”
Prof. Paolo Boccardelli, Dean, LUISS Business School, Italy


Prof. Michael Osbaldeston, the EFMD Director of Quality Services & EQUIS Director added: "We are delighted to welcome four new schools into the community of EQUIS accredited schools. EQUIS accreditation ensures a rigorous quality improvement process, involving a thorough self-assessment, a visit of an international peer review team, and finally a very experienced Awarding Body evaluating the assessment and findings of the review team to determine whether the School should be granted accreditation. EQUIS benchmarks the School against international standards in terms of governance, programmes, faculty, students, research, and foremost, corporate engagement, internationalisation and ethics, responsibility and sustainability. There are currently no substitutes for such an in-depth assessment of quality and all the schools should be commended for their commitment to excellence."

The benefits of accreditation include:
  • Information for the global education market on the basis of substance
  • International recognition of excellence: international development
  • Mechanism for international benchmarking with the best
  • Sharing of good practice and mutual learning
  • Agenda for quality improvement and future development
  • Acceleration of quality improvement in international management education
  • Legitimacy to internal and external stakeholders that you have a strong international reputation (donors, alumni, government) and that your school meets the high standards of the best business schools in the world
  • Becoming part of a network of top schools to develop relationships with fellow EFMD accredited schools for research, exchanging best practices on programmes, etc.
  • International legitimacy vis-a-vis recruiting international students, creating double degree partnerships, forming international exchange relationships, recruiting executive development custom programme clients, recruiting new faculty.
More information on EQUIS is available at www.efmd.org/equis

7th Global Peter Drucker Forum: "Claiming our Humanity - Managing in the Digital Age”

As in past years EFMD will be a strategic partner of the Global Peter Drucker Forum.

7thGPDF LogoThe Drucker Forum 2015 touches a key theme of our time: it will look at the technology Tsunami - with Robotics, Big Data, Artificial Intelligence, Cloud Computing, and The Internet of Things - through the lens of humanity. This leads into fundamental questions to be discussed at the Conference:
 
In a technology-driven economy, is management still about people? Does it need a fundamental makeover? How can digital technology be leveraged do augment human capacity as opposed to automate and replace it? Can we achieve breakthrough innovation across the board creating new opportunity for people?  Based on the new technology infrastructure - is a new economic order in the making? What is the role of the public sector in this secular transformation?

As the Forum’s strategic partner, we can provide our members with a 10% reduced conference fee. To secure your conference pass at the special rate please register under the following link http://www.druckerforum.org/registration/ and enter the code "EFMD" as prompted in the course of the registration process. Last remaining seats available!

If you cannot make it in person you are invited to join virtually. Free registration for the live stream (sponsored by Scrum Alliance) is available here.

Simultaneous translation from English into Chinese will be available at the Drucker Forum (sponsored by Haier Group). Chinese speaking audiences can active a Chines laguage channel for the live stream as well.

The 2015 roster of world class speakers and thoughtleaders includes:
  • Charles Edouard Bouée, CEO Roland Berger Strategy Consultants
  • Robin Chase, Entrepreneur, Founder & former CEO of Zipcar, co-founder Veniam
  • Tom Davenport, Distinguished Professor in Management and Information Technology at Babson College
  • Steve Denning, Forbes contributor, Member of the Board of Directors Scrum Alliance
  • Charles Handy, Social Philosopher
  • Adi Ignatius, Editor-in-chief of Harvard Business Review
  • Santiago Iniguez, President IE University and Dean IE Business School
  • Jim Keane, President and CEO of Steelcase Inc.
  • James Manyika, Director, McKinsey Global Institute
  • Henry Mintzberg, Cleghorn Professor of Management Studies at McGill University
  • Dambisa Moyo, International economist and writer 
on macroeconomy and global affairs
  • Kevin Roberts, Executive Chairman, Saatchi & Saatchi, 
and Head Coach Publicis Groupe
  • Gillian Tett, US Managing editor and columnist, Financial Times
  • Sherry Turkle, Abby Rockefeller Mauzé Professor of the Social Studies of Science & Technology at MIT
  • Ruimin Zhang, CEO of Haier Group

For the complete speaker's list please go here. The final conference programme is available here.

For more information about the Drucker Forum please also see the article published in the Global Focus June issue Management's Second Curve by Richard Straub, the 2015 Drucker Forum blog series and the conference abstract.

EFMD Awards EPAS Accreditation to Three New Programmes

EPAS Accred 2015 UE IAE

We are happy to announce that the EPAS Accreditation Board has recently awarded the EPAS accreditation to two new Institutions from Poland and France.


Three new programmes from two institutions have been recently recognised by EPAS quality label:
"IAE Montpellier is honored to be awarded EPAS for its Master in International Business programme. IAE Montpellier stands out for its focus on double skills training in management and EPAS accreditation has been a powerful external endorsement for the quality of our programme. The whole process of accreditation has been valuable to our institution and we warmly thank EFMD and the peer review team for their support. EPAS accreditation is a very important part of our drive for continuous improvement."
Mr Eric Stéphany, Director, IAE Montpellier School of Management, Montpellier University, France

“EPAS process is a very disciplined and structured process. Participation in the process by two of our programmes - Bachelor Studies in Finance and Master Studies in Finance - resulted in the improvement of the programmes, first of all, by strengthening corporate relationships, secondly, by identification of the factors driving the quality improvement, and thirdly, by the progress in the internationalisation of the programmes.”
Prof. Krzysztof Jajuga, Head of Bachelor and Master Studies, Faculty of Management, Computer Science and Finance, Wroclaw University of Economics, Poland

Prof. David Asch, Associate Director, Quality Services & EPAS Director, commented: We are delighted to welcome two new Institutions from Poland and France into the EPAS community. Programme Accreditation from EFMD is one of the most effective ways to certify the quality of a programme in the field of business and management. The EPAS accreditation process involves an extensive self-assessment, a visit of an international peer review team and a very experienced jury evaluating the assessment and findings of the peer review team to determine whether the programme should be granted accreditation. Accreditation is about excellence and continuous quality improvement linked to the strategy, vision and leadership of the School. It is also forward looking and helps a School to set a quality agenda for the future.

EPAS was launched in 2005 and in 10 years has had a considerable impact on the quality of business schools programmes all over the world. As of October 2015, 97 accredited programmes from 71 institutions across 31 countries have been awarded EPAS accreditation.

For more information on EPAS visit www.efmd.org/epas

2016 HUMANE Winter School: Applications Now Open

WinterSchool Barcelona bannerYou are warmly invited to apply now for the EFMD (ESMU)–HUMANE Winter School! The Winter School will take place from the 6-11 March 2016 in Barcelona, Spain, hosted by Universitat Pompeu Fabra.

The aim of the Winter School is to develop the leadership potential of talented administrators in higher education by making them fully aware of the concepts and practices of strategic management in a global context.

The programme focuses on key areas of higher education management including: strategic management, effective implementation involving integration of academic and financial issues, human resources, communication and change management. 



The typical candidate will be someone who has the potential to become an influential senior manager and/or head of administration in the future but who at this moment may not be a deputy or senior colleague. Candidates may be an expert or specialist with the potential to broaden responsibility and move in due course to a senior management position.

WinterSchool Barcelona logoIn addition to presentations and case studies on particular themes from leading university administrators and distinguished speakers, participants work in teams on a university based case study, that involves analysing data, finding policy options, and finishes with a case presentation to a panel of EFMD and HUMANE members.

Participants are requested to fill in the electronic application form and will be asked to submit the a one page statement describing qualifications and interest, a curriculum vitae and support letter.
 The deadline for applications is 31 October 2015.

EFMD and HUMANE are pleased to announce the availability of two scholarships for outstanding individuals from EFMD and HUMANE member institutions. If you wish to apply for this scholarship, please check the details here.

Finally you are invited to read the article "Warm memories of the Winter School" from EFMD’s Global Focus magazine which gives some good insight into many of the issues that will be covered in Barcelona.

 For queries about the Winter School, please contact This email address is being protected from spambots. You need JavaScript enabled to view it.l, Winter School Director or This email address is being protected from spambots. You need JavaScript enabled to view it.>" target="_blank">Caroline Taylor, Winter School Coordinator.

“Best of the Best” - Overall Winner of the EFMD Case Writing Competition

case writting competition winner IMD
After a very careful evaluation of all the winning cases of the 2014 edition of the EFMD Case Writing Competition, “J.M.Huber: A Family of Solutions” was chosen as the “Best of the Best” - the overall winner of the EFMD Case Writing Competition! The case is written by Benoit Leleux and Anne-Catrin Glemser, both at IMD.

"The J.M. Huber case is excellently written. It is fascinating to read, charting the development of a business with roots back to 1765 in Germany, to its beginnings in the U.S.A in 1883 and its continual development into the fascinating, values-based family business that it is today. It also serves as a case on general strategy and business development over time"
, wrote the selection committee comprised of Gay Haskins, Anders Aspling and Richard McCracken.

imdThe case is extremely well researched and provides great teaching and learning opportunities. The teaching note is thorough and fully meets its objective of providing superb opportunities to discuss fundamental family business issues in an integrated and original manner.

In unearthing the scenario, developing the relationship and then analysing and writing the history as a story engaging - and relevant to - a wider audience, the winning case is a perfect illustration of a great case author's skill in combining academic research, analysis and rigour with a strong narrative style.

Moreover, the “Family Business category” is a type of business at times neglected in business school programmes, despite the huge number of family businesses around the globe.

The judges' task in selecting a winning case was made both more difficult and more pleasurable by the very high standard of the cases under consideration. The judges welcomed the breadth of cultural and industrial scenarios reflected in the cases and were struck by the high quality of research and writing. We commend all the entrants for the quality of their work. It took an exceptional case to win in such company.

Many congratulations to the authors for this outstanding contribution to the management education body of knowledge. The 2014 Case Writing Competition has first rate winning cases across all categories. Several of the cases could have been worthy winners of the overall award as “Best of the Best”, said Eric Cornuel, EFMD Director General and CEO.

Benoit Leleux and Anne-Catrin Glemser, the authors of the winning case, added: “We are very honored and proud to receive this prestigious acknowledgement. It has been a great journey for us to unveil the unique ways in which J.M. Huber Corporation unites family interests with those of its businesses and combines tradition and innovation while demonstrating resilience and commitment since its founding in 1883. We hope this case will provide a rich platform for other family-owned or controlled businesses to discuss best practices, stimulate dialogue and learn from each other. It should also be relevant for non-family businesses to discuss values-based cultures, policies favoring broad inclusion, leading-edge governance processes and the management of a diversified portfolio of industrial activities”.

This year's "Best of the Best" was submitted in the category "Family Business".

Winners in the other categories include: IBS Hyderabad, IE Business School, Indian School of Business, INSEAD, Kellogg School of Management, L.N. Welingkar Institute of Management Development and Research, Middlesex University Dubai, Richard Ivey School of Business, Rotterdam School of Management, Singapore Management University, University of Regina, University of Waterloo.

For more information on categories and submission opportunities, please consult the dedicated EFMD Case Writing Competition website.

The upcoming submission deadline is 30 October 2015.

Business Development in Latin America: The Very Best Cases

universidad externado de colombiaCase2014winner logoBusiness development in Latin America is at the core of this category in the EFMD annual Case Writing Competition, sponsored by Universidad Externado de Colombia and the 2014 winner is this category is:

"Chile's Concha y Toro: A Silver Bullet for the Global Market", written by: V. Namratha Prasad and Muralidhara G V, both at IBS HYDERABAD, India.

The case “Chile’s Concha y Toro: A Silver Bullet for the Global Market,” describes the efforts made by Chilean company Concha y Toro (Concha) to build its brand image in the global wine market at a time when Chilean wines were generally perceived as cheap.

Concha adopted a ‘Silver Bullet’ strategy, wherein it focused on promoting its flagship premium brand – Casillero del Diablo, throughout the world. The company expected the fame of the brand to propel the popularity of its other brands and eventually enable it to raise their prices. Toward this end, the company undertook a global ad campaign that was carried on TV and outdoor media. It also entered into a three-year sponsorship deal with renowned football club, Manchester United, which helped it immensely in building a global brand image.

IBSHyderabad logoAt the same time, Concha laid special emphasis on improving its wine production processes, which included extensive investments, exploration of new territories, and collaboration with other prominent wine companies. Concha also implemented strict control over its distribution processes and this helped it to control the visibility of its brands and to ensure the company achieved its business objectives in local markets. Despite the tangible improvement in the brand image of the company, as of 2014, Concha was still battling the consequences of the popular perception that Chilean wines were below par.

Also the winning cases from the previous years in the “Latin American Business Cases” category  are most interesting.

"Mabe: Learning to be a Multinational”, ITAM Mexico.
The case describes the dilemma of a Mexican appliance manufacturer, MABE.  Just before the financial crisis, MABE formed a joint venture with a Spanish company and entered the Russian market, but this was not successful.  The authors elaborate on the dilemma: should MABE leave the Russian JV and refocus on other emerging markets? Should MABE acquire a local manufacturer? Should things remain as is?

 “Veja: Sneakers With a Conscience”, the Richard Ivey School of Business, USA. The case describes the founding and growth of Veja, the first eco-sneaker company in the world with a focus on the development of sustainable business practices in organic cotton, wild natural rubber and traditional veggie-tanned leather.

 “Natura: Expanding Beyond Latin America”, INSEAD. Here the authors describe how Natura - as a highly regarded brand in the cosmetics industry in Brazil – could enter developed markets.  The case raises issues related to how Natura should expand and  allow to discuss the process of internationalisation and the building of an international/global brand.

You can also consult the full list of winners for all 14 categories on the EFMD website, and NOW submit cases for the 2015 EFMD Case Writing Competition.

Inclusive Business Models: Three Good Practice Cases in India and Ethiopia

imdCase2014winner logo“Inclusive Business Models” is about commercially viable models that include the poor on the demand side as customers, and on the supply side as employees or business owners at various points in the value chain.  This category in the EFMD annual Case Writing Competition  is sponsored by IMD and the 2014 winner is:
Gillette’s “Shave India Movement”: Razor Sharp against the Stubble”. Two cases written by: Christopher Dula, Srinivas Reddy, and Adina Wong, all three at Singapore Management University, SG

Case A begins in April 2010, where Sharat Verma, the brand manager for Gillette India, together with Harish Narayanan, the assistant brand manager in the Singapore regional business unit, influence an R&D effort to redesign the Gillette Mach3 razor for the Indian market. By focusing on frugal innovation, they succeed in removing non- essential features of the razor design in order to reduce costs, thereby aligning the value proposition and price-point to the target segment. In addition, they also help develop an unconventional marketing campaign, called the “Shave India Movement”, which catalyses the previously unresponsive yet more affluent urban market, and results in record breaking sales for the Mach3 razor in 2010.

SMU logoCase B begins in May 2010 with Sharat Verma wondering how he can extend the “Shave India Movement” from the urban elite down to consumers at the bottom of the affluence pyramid through a new product, the Gillette Guard — set to launch five months later in October. This new product is designed specifically for low-income consumers in India. With the price-point and distribution dilemma already solved vis-à-vis the successes of the Mach3 campaign discussed in Case A, he now needs to craft an activation strategy that will extend the Shave India Movement to all rungs of society.

Also the winning cases from the previous years in the “Inclusive Business Models” category may be of interest to you.

Child in Need Institute: Non-Profit or Hybrid?”, Indian Institute of Management Calcutta, India. The case features CINI, a reputable NGO with a mission of “sustainable development in education, protection, child health, adolescent and women in need”.  It focuses on the directors’ assignment to recommend whether the organisation should continue (after 37 years) as a NGO or should venture into social business.

 “Planting the seeds of change: The Ethiopia Commodity Exchange”, University of Geneva, Switzerland.
This case illustrates the challenging journey of Dr. Eleni Gabre-Madhin and her team to realize her dream of establishing a transparent and efficient commodity exchange in Ethiopia. The authors describe the integrative approach that provided market institutions to grade quality and set standard, to warehouse and issue warehouse receipts, relay market information to all the relevant actors, coordinate trading, as well as to ensure reliable payment, delivery, and contract enforcement.

You can also consult the full list of winners for all 14 categories that is on the EFMD website, and submit cases  for the next EFMD Case Writing Competition.

Top Cases on Indian Management Practices and Challenges

emerald logoKellogg logoUnique characteristics of Indian management practices and challenges are at the core of this category in the EFMD Case Writing Competition, sponsored Emerald Group Publishing.  The 2014 winner in this category is:

Mast Kalandar: Prioritizing Growth Opportunities”, written by Sunil Chopra and Sudhir Arni, Kellogg School of Management, US.

After a highly successful third round of funding in 2012, Gaurav Jain, founder of the Indian quick service restaurant chain Mast Kalandar, was looking to expand. In addition to opening new stores in other cities, Jain was also hoping to increase the profitability of his existing stores in Bangalore, Hyderabad, Chennai, and Pune. He needed to fully understand the financials of his current operations and identify the key drivers of success at the stores, at both the city and corporate levels. With this understanding, he would be able to evaluate how best to improve the performance of existing outlets and to choose an entry strategy for new cities.

Case2014winner logoStudents are asked to develop a financial model for outlets and use it to compare different growth strategies. The case provides students with an overview of the Indian food and beverage landscape, information about Mast Kalandar’s current customers and store operations as well as two spreadsheets, the Store Economics and Tradeoff Model workbooks, which they can manipulate to do their analysis.

Also the winning cases from the previous years in the “Indian” category may interest you.

Embrace”, Indian School of Business and Indiana University, both institutions in India. The focus is on an innovative idea to solve the problem of a high number of fatalities in premature births in rural India, and the potential for an affordable product.
This case series provides an engaging context to understand social innovation.

 “It's not just a cup of 'Tea': Consumer Brand Relationship” , S.P. Jain Institute of Management and Research, India This case explores the marketing strategy for building greater brand loyalty on  a national scale in India for Surya Gold tea.  The marketing head of Surya Gold had to better understand how brand loyalty develops and changes over time.

Please do also consult the full list of winners for all 14 categories,it is on the EFMD website, as well as details for the  EFMD Case Writing Competition in general.

Top African Business Cases: Specific Challenges for Telecomms

ceibs logoKellogg logoThis category in the EFMD Case Writing Competition is sponsored by China European International Business School, CEIBS and the 2014 winner in this category is:

Mobile Telecommunications: Two Entrepreneurs Enter Africa”, written by Benjamin Jones and Daniel Campbell, both at Kellogg School of Management, US.

In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa, both seeing great market opportunities there. One firm, Adesemi, would ultimately go bankrupt. The other firm, Celtel, would ultimately succeed and make its founder, Mo Ibrahim, a star of the global business community. Why the difference in outcome? Emerging markets often present weak rule of law, bringing many challenges to business success—from the demand for bribes to regulatory obstacles, hold-up problems, and even civil war.

Case2014winner logoThis case explores strategies that can limit these critical non-market risks in foreign direct investment and entrepreneurship. Students will step into the shoes of both companies by exploring their entry strategies, wrestling with the challenges they faced, and diagnosing the reasons why a shared insight about a new business opportunity turned out to be prescient—and led to extremely different endpoints.

The case further considers political strategies, including board development and connections to international partner institutions, such as the World Bank, that can help private businesses succeed. The case can be used to discuss these topics individually or collectively. It can be used broadly in courses that consider international business strategy, global entrepreneurship, international economic development, political economy, Africa, or the global telecommunications sector.

Also the winners from the previous years in the “African Business Cases” category are interesting.

Research in Motion: Managing Channel Conflicts”, Lagos Business School, Nigeria. This case discusses Research in Motion, a Canadian manufacturer of smart phones, unable to penetrate the Nigerian mobile phone market to secure a larger market share than 2%. In crafting a new distribution strategy to grow the company’s market share in Nigeria.

 “Vodafone in Egypt: National Crises and their implications for multi-national corporations”, ESMT European School of Management and Technology, Germany. In January 2011, the government in Egypt ordered the three main voice and data communications providers in Egypt to suspend services in the  areas in Cairo with high concentration of protester and  to broadcast propaganda text messages to all their subscribers.

The case explores how the CEO of Vodafone Egypt was about to take a crucial decision that would have consequences not just for Vodafone Egypt, but also for the parent Vodafone Group

Please also consult the full list of winners for all 14 categories that is on the EFMD website, as well as details for the EFMD Case Writing Competition in general.

2015 EFMD Africa ConferenceYou may also be interested in the 2015 EFMD Africa Conference. This event will be held on 29 November – 1 December 2015 in Tanzania; hosted by Institute of Finance Management (IFM), Dar Es Salam, Tanzania with the support of IESEG School of Management.

Plenary sessions will focus on:
  • Building a New Business Model for Management Education in Africa – Global Partnerships
  • Management Education in the African Context
  • Alumni testimony: Graduates as Entrepreneurs and Innovators in Eastern Africa: How business schools are supporting African Leadership, Entrepreneurship and Economic Developments
  • E-learning solutions for Today’s African management programmes – The e-Learning Africa report
  • Winning programme positioning: GMAC tools for more effective student recruitment and admission strategy
  • International Schools in Africa – The Incentives?

Please do consult the event website for the full details.

Case Studies on Euro-Mediterranean Management Styles

Montpellier logoCase2014winner logoTheoretical and practical approaches of the Euro-Mediterranean style of management are at the core of this category in the EFMD Case Writing Competition, sponsored by Groupe Sup de Co Montpellier Business School

Rosa Vaño And Castillo De Canena” is the 2014 winner in the “Euro-Mediterranean Managerial Practices and Issues” category.  The case is written by Rosario Silva and Custodia Cabanas, both at IE Business School.

The case summarizes the evolution of the family business Castillo de Canena Olive Juice. This company started operations in 2003 when its founders decided to give up their professional careers in large multinational companies and launch a new company within the existing family business. The case, focused on the role that Rosa Vañó plays in this evolution, explains the process that was followed in order to set up the competitive strategy, the steps that were taken to carry it out and the development of her leadership style.
In the final part of the case, Rosa Vañó describes three options for the future: (1) gradual internal growth, (2) massive growth with the financial help of investors, and (3) to sell the company.

ie logoTo get a better idea of this case study, please watch the 4 minute intro video.

Also the winning cases from the previous years in the “Euro-Mediterranean” category are probably of interest to you.

HPS, a successful South/North Technology Transfer Model”, ESCA School of Management, Morocco. This case discusses HPS, a Moroccan company and provider of high tech electronic money solutions ranked among the 15 world providers of electronic payment systems.  The case provides a practical reading grid to better encompass the main corporate strategy concepts.

 “Experience-Wine.com: The Monte Lauro Vineyards Story", Bentley University, United States. This case describes an innovative business model offering wine and a French cultural experience to North Americans. The authors primarily focus on innovation management.

You may also be interested to consult the full list of winners for all 14 categories that is on the EFMD website, as well as details for the EFMD Case Writing Competition in general. 

Emerging Chinese Competitors: Strategies Investigated in Top Case Studies

renminManagerial dilemmas faced by emerging Chinese global competitors are at the core of this category in the EFMD Case Writing Competition, sponsored by Renmin University of China School of Business

 The 2014 winner in this category is;
Yancoal: The Saskatchewan Potash Question”, written by and George Peng, Paul J. Hill School of Business at University of Regina, CA and Paul Beamish, Richard Ivey School of Business, CA

Case2014winner logoPHillSOB logoThis case reflects a pattern of Chinese firms acquiring foreign assets in recent years, and shows the common challenges they confront. In 2011, a major coal producer in China — Yancoal — must make several decisions in terms of product and geographic diversification. One option is to retain its focus on the coal business. Here, it can acquire other coal assets in Australia to further increase its coal reserves. Another option is to acquire 19 potash-exploration permits in Saskatchewan, Canada. This represents an opportunity for both product diversification and further geographic diversification. Yancoal has to decide whether it should focus on the coal industry or pursue the potash opportunity as well.

richardiveyThe authors examine in detail the dimension (product versus geographic), path and pace of diversification. 

Also the winning cases from the previous years in the “Emerging Chinese Global Competitors” category may be of interest to you.

Lenovo: Challenger To Leader", IBS Hyderabad, India.
This case discusses the success story of Beijing-based multinational technology giant, Lenovo in China and its emergence as a global brand from China. The authors investigate the strategies Lenovo adopted in its home market, China such as aggressive pricing and its acquisition strategy in mature markets such as Germany and Japan.

 “7 Days Inn: Operations Strategy”, Sun Yat-sen University, China.
7 Days Inn is a leading hotel group in China with more than 1000 hotels in 168 major Chinese cities.  This case explores its innovative business model and operations strategy.  The authors also introduce the company’s shepherd management philosophy. 

You may also be interested to consult the full list of winners for all 14 categories that is on the EFMD website, as well as details for the EFMD Case Writing Competition in general.

The Best Cases on Supply Chain Management as Competitive Advantage

kedge logoCase2014winner logoWith the aim of encouraging the writing of case materials, EFMD has been organising its annual Case Writing Competition.The category “Supply Chain Management” is sponsored by Kedge Business School and the 2014 winning case is:

Vanderlande Industries: Parcel And Postal Predicaments”, written by Rene de Koster and Philip Lazar, Rotterdam School of Management, NL.

VanderLande Industries (VI) was a strong global player in the distribution, parcel and postal (DPP) automation market, providing fully automated systems for parcel and posting sorting centers. VI’s product line had always remained strictly customer-centric, with every product built from scratch according to the customer’s wishes, but with increasing market pressure from new market entrants offering faster and lower-cost standardized solutions, the firm was seriously considering altering its market-responsive, service-focused and integrated product offerings towards a more efficient, modular and standardized output.

rsmThis case describes the frameworks and knowledge related to the first set of large-scale, modular and standardized repeated projects that VI had offered. VI hoped to leverage its knowledge and experience accumulated from these projects and replicate the new approach in many future projects. However, VI’s infrastructure was not suitable for such a transition: the firm was entirely organized around customer-specific projects and employees were used to work for individual customers. Jan Hulsmann, managing director of VI’s DPP division, was struggling to find a way to re-organize the division so that it could be both cost efficient and customer attentive.

This case develops and highlights the considerations involved in choosing an appropriate strategy for product offerings. The case describes the difficulties in overcoming the trade-offs between service and efficiency, integration and modularity, and efficient and market responsive supply chains, when designing or altering a product strategy. It delves into both the benefits as well as the downsides involved with different product strategy approaches, and attempts to make students think about what product strategy is most appropriate for what business and market context.

Also the finalist cases from last year may be of interest to you:

Cisco Systems: Supply Chain Risk Management”, IE Business School, Spain.
The case describes that when the tsunami on the Japanese coast occurred in March 2011, it affected the scope of Cisco’s extensive network of suppliers and facilities all over the world and activated a global complex mechanism with the main purpose of diminishing the tsunami’s effects on its supply chain. This case illustrates the peculiarities of Cisco’s supply chain and their internal and external vulnerabilities.

 “The Loewe Group: A New Industrial Model and Commitment to Lean Management?”, ISEM, Spain.
The cases deal with Loewe, a luxury leather goods manufacturer from Spain, that was acquired by the world´s leading luxury goods group, LVMH. The authors illustrate that operations management can be a very powerful source of competitive advantage and that manufacturing excellence can coexist with artisan traditions and values.

Recipes for Success - Innovating Production and Inventory Management of Pepper Oleoresin at Synthite”, Indian School of Business, India.
This case focuses on production and inventory management at Synthite, an oleoresin manufacturer in Kerala, India. The company faced several challenges in inventory management, production planning, and in meeting customer expectations on order lead times.

You are kindly invited to also consult the full list of winners for all 14 categories that is on the EFMD website, as well as details for the EFMD Case Writing Competition in general.
 

Top Cases on Reviewing Financial Policy at Infineon Technologies, Tumi and Apple

toulouse logoCase2014winner logoThis category in the EFMD Case Writing Competition, sponsored by Toulouse Business School – Groupe ESC Toulouse. 

Infineon Technologies: Time to Cash in Your Chips?” is the 2014 winner in the “Finance and Banking” category. It is written by Denis Gromb and Joel Peress, both at INSEAD, FR.

Set in late 2011, the case considers the cash holding and pay-out policy of Infineon (IFX), the large German semiconductor firm. Having just emerged from a period of distress and,restructuring, Infineon is sitting on a very large net cash position of €2.4bn, representing 40% of,its €5.9bn assets and €6bn in market capitalization. Much of this liquidity comes from a recent,surge in profits and the sale of the wireless communication unit. Infineon’s management has engaged in a review of its financial policy and has received conflicting advice from various quarters as to whether the company should part with some of its cash, how much, and through which payout method(s).

inseadThe first issue is whether Infineon benefits from holding onto substantial cash reserves. The characteristics of Infineon’s business post-restructuring are described: highly cyclical, capitalintensive, risky, intangible asset-based, etc. Hoarding cash offers a coarse but effective way to ensure continued investment through the cycle.

The second issue is which method for distributing cash Infineon should employ, assuming it does intend to disburse at least some of it. This is an opportunity to review leading methods for paying cash dividends and repurchasing shares, and how they relate to different rationales for paying out cash in the first place: adjusting the capital structure, exploiting mispricing, signalling, serving investor clienteles, etc.

Also the winning cases from the previous years in the “Finance and Banking” category may be of interest to you:
 
Tumi and the Doughty Hanson Value Enhancement Group”, IMD, Switzerland
The authors investigate some of the hottest issues in the private equity industry, in particular active ownership strategies; the current difficulties in managing exits, also known as the “portfolio constipation”; the progressive incorporation of corporate social responsibility agendas in the value creation plan of buyouts; and the relationship between private equity investors and the senior management of the company.

"Apple – Time to ‘Think Different™’ about cash?", Vlerick Business School, BE
This case explores Apple’s tax payments and investigates the company’s capital structure, cash position and dividend policy. All these elements have a significant impact on Apple’s value and on methods appropriate to gauge Apple’s valuation level.

Please do also consult the full list of winners for all 14 categories, it is on the EFMD website as well as details for the EFMD Case Writing Competition in general.

Critical Family Business Issues: Top Cases on Talent, Ownership, Growth and Communications

Case2014winner logoInter-disciplinary coverage of family business entrepreneurship related issues is at the core of the “Family Business” category of the EFMD Case Writing Competition. The 2014 winner in this category is:

J.M. Huber: A Family of Solutions”, written by Benoît Leleux, and Anne-Catrin Glemser, both at IMD, CH.

imdThe J.M. Huber case, based on extensive personal interviews with senior executives and family members of the J.M. Huber family business, one of the largest and oldest American family businesses, investigates the unique culture and governance structures and processes of the firm, its roots and the multiple forms of expression that enables it to survive and thrive over six generations and about as many fundamental strategic shifts (pivots) and repositionings. The following questions are explicitly addressed:

  • Can a family business culture be a “weapon to attract talent,” as stated by the CEO?;
  • What factors should be included and how should they be weighted in the recruitment of the next CEO? What kind of CEO profile should they target?;
  • How much should the family business continue to open up its communication, both internally (for family shareholders and family members) and externally (for broader stakeholder groups)?;
  • How does the Huber family instil a sense of purpose and a shared vision among its owners? In particular, how much are the various factors – the family principles and values, the Huber business principles and the Mike Huber Award – contributing?;
  • Where does the firm find the infamous “family glue” and how does it try to strengthen these bonds?;
  • What are the advantages and disadvantages of inclusion, i.e. incorporating as many family members, including in-laws? Why are many family firms reluctant to adopt/resist an inclusive environment? What structures and processes has Huber adopted to facilitate inclusiveness?

Also the finalist cases from last year in the “Family Business” category may be of interest to you:

"Trusted Family: For Families, by Families, forever… "by IMD Switzerland
This video-case is an innovative and entertaining basis to discuss a number of critical family business issues, such as governance and the communication needs of large multi-generational family firms, entrepreneurship by next generation members, the brand value of family names, etc.

"The Future of AFG: How Family Attachment Influenced Growth", Rotterdam School of Management, Erasmus University, NL.The case deals with a dilemma the Italian family firm AFG faced after making a significant investment to grow its business and the strategic decisions to be taken by the CEO.

Hermès, INSEAD, FR. This case follows the evolution of two distinct types of family-owned luxury houses. Hermès represents traditional excellence – with its low-key style, highest quality workmanship, and dependable designs. LVMH is a luxury conglomerate that grows by acquisition of designer labels. The authors explore the ownership battle between them.

You are most welcome to consult the full list of winners for all 14 categories is on the EFMD website, as well as details for the  EFMD Case Writing Competition in general.

Entrepreneurship: The Winning Cases from the EFMD Case Writing Competition

emlyonThe “Entrepreneurship” category of the EFMD Case Writing Competition is sponsored by EM Lyon and the 2014 winner in this category is: 

Jungle Beer: An Entrepreneur's Journey”, written by Christopher Dula and Kapil Tuli, both from Singapore Management University, SG.

This case follows Aditya Challa, a craft beer aficionado whose passion for good beer led him on an international quest to study the art of brewing in Scotland and eventually to Singapore, where he started a microbrewery business with his friends in 2011. By October 2012, sales of his craft beer have been increasing 20% per SMU logomonth, bringing up his production to about one third operating capacity.

However, future growth remains uncertain — with specific challenges in distribution and branding. Craft beer is still a relatively unknown concept in the city-state, and consumers remain sceptical of premium priced local beer. Moreover, big breweries in the Singapore market have already locked down most retailers with exclusive draft contracts. Challa has to review his business model and growth strategy in terms of how and where he can sell his beer while continuing to build the Jungle Beer brand.

Also the below winning cases from the previous years in the “Entrepreneurship” category may be of interest to you:

WooRank: Creating & Capturing Value in a European Web Start-Up, Solvay Brussels School of Economics & Management, BE. The cases examine a Belgian web start-up (WooRank) that develops and markets online tools for Search Engine Optimization (SEO) through to a Software as a Service (SaaS) model. The two case studies highlight the strategic and sales challenges.

Case2014winner logoLaastari: Building a Retail Health Clinic Chain, INSEAD, France. This case study presents an example of business model innovation in the context of primary care delivery. It documents the story of Laastari, a new IT-driven retail health clinic chain based in Finland, including the process that links conceptual strategy to implementation and practice, as well as the evolving stakeholder ecosystem of the company. 

You can consult the impressive list of winners for all 14 categories on the EFMD website, as well as details for the EFMD Case Writing Competition in general. With the aim of encouraging the writing of case materials, EFMD has been organising this annually for decades and this year saw a record number of 258 high quality entries.

Corporate Social Responsibility: Winning Cases on WWF, Hewlett-Packard, Accenture and Novo Nordisk

kedge logoCase2014winner logoWith the aim of encouraging the writing of case materials, EFMD has been organising its annual Case Writing Competition for over 40 years.  The category “Corporate Social Responsibility” looks for innovative ways companies are managing the demands for socially and environmentally responsible business practice.  This category is sponsored by Kedge Business School and the 2014 winner is:

WWF's Living Planet @ Work: Championed by HP”, written by Oana Branzei, Richard Ivey School of Business and Haiying Lin, University of Waterloo.

Leading up to the completion of a successful partnership between Hewlett-Packard Canada and World Wildlife Fund Canada, the two individuals who championed the program contemplate their separate and joint next steps: should their organizations renew or exit the partnership?

R IveySoB logoTogether, they had designed and delivered a world-first program, Living Planet @ Work, which had enrolled more than 500 companies, large and small, whose employees had already raised more than $1 million in charitable donations through workplace giving. The program was helping corporate Canada harness the collective desire and power of their employees for the good of business and the future of the planet. The two champions had a short window to go global and scale up the positive impact of the program.

Also the winning cases from the previous years in the “Corporate Social Responsibility” category may be of interest to you:

UWaterloo logoIn 2013, it was Accenture Development Partnership, by INSEAD France. Accenture Development Partnerships is a “not-for-loss” business unit established inside Accenture in 2003 to serve NGO and development sector clients.

The case provides an example of the effective development of a sponsorship network for securing buy-in for a new venture and illustrates the challenges of deciding how far a new venture should be separated from or integrated with the main business of the firm.

In 2012, it was Novo Nordisk: Managing Sustainability at Home and Abroad, by EM Lyon Business School in France.

This case was written to help students develop skills in analyzing the potential strategic purposes of sustainability when applied to a global business context. The case focuses both on internal organization issues in a multinational organization, as well as on how to develop a sustainability strategy in a highly competitive business context in China.

You can consult the full list of winners for all 14 categories is on the EFMD website, as well as details for the  EFMD Case Writing Competition in general.

43 New EFMD Members Ratified

AGM newmembersEFMD wants to warmly welcome the new members ratified at the EFMD General Assembly Meeting on 8 June, 2015. The new institutions are:
  • AFI - L'Université de l'Entreprise, Senegal
  • Amcor Flexibles, Switzerland
  • Amsterdam University of Applied Sciences, International Business School,
  • The Netherlands
  • Australian Catholic University, Faculty of Law and Business, Australia
  • Azerbaijan State University of Economics, MBA Department, Azerbaijan
  • BEM Management School, BEM Dakar, Senegal
  • BML Munjal University, School of Management, India
  • Bogazici University, Department of Management, Turkey
  • CISCO Systems, Belgium
  • Dalian University of Technology, Faculty of Management and Economics, China
  • Foundation San Pablo Andalucia CEU, Postgraduate Institute and Executive Education Department, Spain
  • Helsinki Metropolia University of Applied Sciences, Metropolia Business School, Finland
  • IAE de Grenoble, Université Pierre Mendès France, France
  • ICD International Business School, France
  • Indian Institute of Management Calcutta (IIMC), India
  • Istanbul Medipol University, School of Health Sciences, Turkey
  • Lehigh University, College of Business and Economics, United States of America
  • Liverpool Hope University, Liverpool Hope Business School, Faculty of Arts and Humanities, United Kingdom
  • Mälardalen University, School of Business, Society and Engineering, Sweden
  • National Sun Yat-sen University, College of Management, Chinese Taipei
  • National Taiwan University of Science and Technology, School of Management, Chinese Taipei
  • Neumann Business School, Peru
  • OCP S.A., Morocco
  • Ryerson University, Ted Rogers School of Management, Canada
  • Saint Paul Escola de Negócios, Faculdade Saint Paul, Brazil
  • SDM Institute for Management Development (SDMIMD), Business School, India
  • Shanghai International Studies University, School of Business and Management, China
  • Sultan Qaboos University, College of Economics and Political Science, Sultanate of Oman
  • The Australian National University, ANU College of Business and Economics, Australia
  • The University of the West Indies, Arthur Lok Jack Graduate School of Business, Trinidad and Tobago
  • Turar Ryskulov New Economic University, Republic of Kazakhstan
  • Umm Al-Qura University, Faculty of Business Administration, Saudi Arabia
  • Universidad de Lima, School of Business, Peru
  • Universidade Positivo, Brazil
  • Universidad Panamericana, Campus Guadalajara, College of Economics and Business Administration, Mexico
  • University of Economics in Katowice, Poland
  • University of Stavanger, UoS Business School, Norway
  • University of Sussex, School of Business, Management and Economics, United Kingdom
  • University of Tasmania, Tasmanian School of Business and Economics, Australia
  • University of the Fraser Valley, School of Business, Canada
  • Zeppelin University, ZU Professional School, Germany

Please feel free to consult the EFMD List of Members, for your ease it is organised by country and has direct links to all institutions.

EFMD membership offers the unique opportunity to become part of the leading international network in the field of management development. The wide spread portfolio of networking opportunities allows for an enriching interaction among peers to discuss, share and benchmark their experiences.

It provides unlimited access to a global network of management education providers, companies, public sector organisations and consultancies. You may want to know more about the access to information, to services, and to quality improvement tools.

Key EFMD & EFMD GN Events in the Second Half of 2015

EFMD NewLogo2013 LR coloursBefore the summer, we would like to update you on the key EFMD events planned for the second half of 2015. You may want to register now while your calendar is not too full or perhaps share the events with colleagues who might be interested in attending.

September

15 September 2015 is the date for the next EFMD Future Series Webinar. Focus theme is “Innovative Technology-Based Ways to Run Engagement Survey”. This web-based event will run from 12:30 till 14:00 (GMT+02:00).

The EPAS XXL Accreditation Seminar  will take place on 17-18 September, at the EFMD premises in Brussels, Belgium.

17-18 September are also the dates for the next EQUIS XXL Accreditation Seminar. Hosted by Solvay Brussels School of Economics and Management, ULB - Université Libre de Bruxelles,Belgium.

The 2015 EFMD Conference on Undergraduate Programmes will be held on 30 September - 2 October in Prato, Italy, hosted by Monash Business School. “3E Learning – Engagement, Experience, Employability” is this year's theme.

October

October is one of the busy months, with the 2015 EFMD Executive Development Conference taking place on 14-16 October. Host institution is Barcelona School of Management in Spain where participants will explore “Learn to Transform in Unpredictable Times.”

EQUIS and EPAS Accreditation Seminars will also be held in Prague, Czech Republic. The next one is held on 15-16 October 2015 at the University of Economics, Faculty of International Relations, Prague.

Quebec City in Canada is the location of the 2015 EFMD GN Americas Annual Conference. It is Université Laval that will host this event on 19-21 October 2015.

The next Future Series Webinar focuses on “Engaging the Future Workforce - is GEN Y Different?”.  This webased event will take place on 20 October 2015.

Finally, October will feature the Sharing Best Practice CLIP Workshop on 29-30 October 2015. Hosted by London Business School in London, UK, under the theme: “The 100-Year-Life: a Chance to Diffuse the Demographic Time Bomb in your Business.”

EFMD GN2013 PANTONE HRNovember

November has an extra global flavour with Miami, United States as the location for EQUIS and EPAS Accreditation Seminars. Manchester Business School – Americas Centre, Miami will be the host for the seminars on 12-13 November 2015.

The 2015 EFMD Career Services Conference will take place on 18-19 November 2015. “Connecting for Success” will be the theme of this event hosted by University of Groningen in Groningen, the Netherlands.

In Phuket, Thailand, the first EFMD GN Asia Annual Conference will take place on 20-21 November 2015. Host institution is Sasin Graduate Institute of Business Administration of Chulalongkorn University.

The 2015 EFMD Africa Conference will take place from 29 November till 1 December 2015. Taking place in Dar Es Salam, Tanzania, this event is hosted by Institute of Finance Management (IFM), Dar Es Salam, Tanzania, with the support of IESEG School of Management.

December

December will host the 2015 EFMD Conference on Master Programmes. On 9-11 December 2015, Católica Lisbon School of Business & Economics will host the event in Lisbon, Portugal.

Please also note that preparations are well underway for the:

All the latest updates on the events are available on the EFMD website.

EFMD Awards EQUIS Accreditation to Glasgow University Adam Smith BS

EQUIS Accreditaed 02

We are delighted to announce that the EQUIS Accreditation has recently been awarded to Adam Smith Business School within the University of Glasgow. Congratulations!

This takes the number of accredited schools to 156 across 40 countries.

“The Adam Smith Business School, indeed the University of Glasgow, are extremely pleased and excited with the EQUIS accreditation award. As a consequence of undertaking the accreditation process, the School has learned much and has much to build on. We look forward with greater confidence in our efforts to enhancing further the standing and performance of the School, and to engaging fully with EFMD and the EQUIS team.”
Prof. Jim Love, Head, Adam Smith Business School, University of Glasgow, UK

The following schools were reaccredited by EQUIS:
Please read below what the Deans of the reaccredited Schools say about the achievement.

"The review highlighted a number of areas of strength across the UNSW Business School, including our impressive reputation in the national market, strong corporate connections, the quality of our students and academic staff, the impressive careers of our graduates, our outstanding teaching performance, and the strong research ethos that permeates throughout what we do. There are over 10,000 business schools in the world, but only 156 have received EQUIS accreditation and not all are granted the full five-year accreditation, which places the School in an exclusive group of the world's leading business schools."
Prof. Chris Styles, Dean, University of New South Wales Business School, Australia
 
"This third renewal of our EQUIS accreditation is proof of our constant efforts and the way the School devotes all its resources to reaching and even surpassing the highest quality standards. HEC Montréal has been among the world’s top business schools for over 15 years now, and we are very proud of that achievement."
Mr. Michel Patry, Director, HEC Montréal, Canada

"Universidad de los Andes School of Management is delighted to receive news about its EQUIS re-accreditation. Since 2003, year in which the School was accredited by EQUIS for the first time, this process has been fundamental for the development of our School in different dimensions such as strengthening our faculty and research, gaining international positioning and enhancing the relations with different types of organisations. Being part of a select group of Schools characterised for their high quality standards and impact on society has helped us create a continuous improvement environment which allows us to offer high quality education in Colombia. This achievement is a joint effort of faculty, students, staff and other stakeholders who are deeply committed to this endeavour."
Dr. Eric Rodríguez, Dean, School of Management, Universidad de los Andes, Colombia

"We are delighted to have been reaccredited by EQUIS. The stringent process of the EFMD and the international experts who carry out the accreditation really help us to gage how our programmes and initiatives measure up against other leading global business schools. Their final conclusions and recommendations help us to focus our constant innovation and investment on key areas of the institution where most impact can be made."
Mr. Enrique Bolaños, President, INCAE Business School, Costa Rica

"We are very happy to have received re-accreditation for five new years. This is very important for BI Norwegian Business schools pursuit to reach our international ambitions. I will also like to thank the peer review committee for a good process and both insightful an constructive comment to improve the school even further."
Dr. Inge Jan Henjesand, Rector, BI Norwegian Business School, Norway

"We are proud to be among the only six institutions within the German-speaking countries to receive the EQUIS accreditation for five years. After our accreditations in 2009 and 2012, this shows evidence of our continuous quality improvement and institutional development. Again we attained insightful feedback through the peer-review process that is much appreciated. We are confident that this 5-year accreditation will enable us to follow our strategic priorities and continue to evolve both our strengths and opportunities."
Prof. Harald Gall, Faculty of Business, Economics and Informatics, University of Zurich, Switzerland

"We are extremely pleased to have been awarded the highly sought-after 5 year EQUIS accreditation status by EFMD. This award reflects the University of Bath School of Management’s consistent approach to recruiting high calibre students, providing high quality programmes and delivering world class, impactful research. As Dean, I am delighted that the hard work of my colleagues across the School has been recognised in this way and I look forward to continuing our journey as a leading international School of Management."
Prof. Veronica Hope Hailey, Dean, School of Management, University of Bath, UK

"EQUIS accreditation is one of the most important benchmarks available to business schools to ensure excellence in teaching, student experience, research and outreach. I am very pleased that our substantial effort to continually improve in all aspects of what we do has been well recognised."
Prof. Jon Reast, Dean, Bradford University School of Management, UK

Prof. Michael Osbaldeston, the EFMD Director of Quality Services & EQUIS Director added: "We are delighted to welcome Adam Smith Business School, University of Glasgow, into the community of EQUIS accredited schools. EQUIS accreditation ensures a rigorous quality improvement process, involving a thorough self-assessment, a visit of an international peer review team, and finally a very experienced Awarding Body evaluating the assessment and findings of the review team to determine whether the School should be granted accreditation. EQUIS benchmarks the School against international standards in terms of governance, programmes, faculty, students, research, and foremost, corporate engagement, internationalisation and ethics, responsibility and sustainability. There are currently no substitutes for such an in-depth assessment of quality and all the schools should be commended for their commitment to excellence."

The benefits of accreditation include:
  • Information for the global education market on the basis of substance
  • International recognition of excellence: international development
  • Mechanism for international benchmarking with the best
  • Sharing of good practice and mutual learning
  • Agenda for quality improvement and future development
  • Acceleration of quality improvement in international management education
  • Legitimacy to internal and external stakeholders that you have a strong international reputation (donors, alumni, government) and that your school meets the high standards of the best business schools in the world
  • Becoming part of a network of top schools to develop relationships with fellow EFMD accredited schools for research, exchanging best practices on programmes, etc.
  • International legitimacy vis-a-vis recruiting international students, creating double degree partnerships, forming international exchange relationships, recruiting executive development custom programme clients, recruiting new faculty.
More information on EQUIS is available at www.efmd.org/equis

Eight Programmes Successfully Reaccredited by EPAS

We are happy to announce that the EPAS Accreditation Board has recently reaccredited eight programmes from six institutions:

The following programmes have been reaccredited by EPAS:

"The process of the EPAS accreditation has helped sharpen our focus on the strategic priorities. A mission and strategy are often easy to formulate but more difficult to implement.  By focusing on the processes in the EPAS framework we know what variables we can work on over the coming years in our journey of educational excellence."
Prof. dr. Rudy Martens, Dean, Faculty of Applied Economics, University of Antwerp, Belgium

"EPAS re-accreditation of programme set Financial Management and Marketing Management comes as a validation of our efforts to provide our students with the educational experience of the highest quality, in accordance with the most demanding international standards. It further motivates us on our path of reaching excellence in all our processes. We are deeply convinced that our affiliation to the family of EFMD accredited institutions has inestimable contribution in the processes of attaining our mission to become a prestigious higher education institution in the area of economic and business sciences in South East Europe region by 2025."
Dr. Jasmina Selimović, Vice Dean for Academic Affairs and Research, School of Economics and Business, University of Sarajevo, Bosnia-Herzegovina

"We are delighted that our Degree Programme in International Business has been awarded with EPAS reaccreditation. We would like to thank the peer review team for their contribution to enhancing our quality. I would also like to thank our faculty and staff members for their commitment and enthusiasm during this rewarding learning process."
Dr. Asta Wahlgrén, Director, School of Business, JAMK University of Applied Sciences, Finland

"The accreditation is a result of a joint effort of the management, the faculty, the students, the corporate partners and the alumni. It was not only a benchmarking but a team building project as well."
Dr. Maria Dunavölgyi, EMBA, Corvinus University of Budapest, Hungary


"The Kemmy Business School at UL is delighted to achieve 5 year accreditation for our flagship undergraduate programme. Ever since our first EPAS accreditation in 2009, we have found the EPAS accreditation to be extremely valuable for the School."
Dr. Philip O'Regan, Executive Dean, Kemmy Business School, University of Limerick, Ireland

"Wielkopolska Business School is very pleased and proud to receive EPAS accreditation for Executive Master of Business Administration. This accreditation confirms the highest quality of education and professionalism of our team. In addition, EPAS accreditation process was very beneficial experience and unique opportunity to rethink what we are doing and what we can improve and develop. I want to thank Peer Review Team and Accreditation Board for feedback and high valuable process."
Mr. Grzegorz Giza, Director, Wielkopolska Business School, Poznan University of Economics, Poland

The EPAS process considers a wide range of programme aspects including:
  1. The market positioning of the programme nationally and internationally
  2. The strategic position of the programme within its institution
  3. The design process including assessment of stakeholder requirements – particularly students and employers
  4. The programme objectives and intended learning outcomes
  5. The curriculum content and delivery system
  6. The extent to which the programme has an international focus and a balance between academic and managerial dimensions
  7. The extent to which the programme promotes the principles of responsible management
  8. The depth and rigour of the assessment processes (relative to the degree level of the programme)
  9. The quality of the student body and of the programme’s graduates
  10. The institution’s resources allocated to support the programme
  11. The appropriateness of the faculty that deliver the programme
  12. The quality of the alumni and their career progression
  13. The existence of robust quality assurance process
Prof. David Asch, Associate Director, Quality Services & EPAS Director added: "I would like to warmly congratulate the six Institutions that have successfully gone through the EPAS reaccreditation process. Their achievement illustrates these Institutions’ commitment to the continuous  improvement of the quality of their programmes. The highly demanding EPAS standards ensure that accredited programmes are designed and delivered so that they are both academically rigorous and have practical relevance for students in today’s global environment."

EPAS was launched in 2005 and in 10 years has had a considerable impact on the quality of business schools programmes all over the world. As of June 2015, 94 accredited programmes from 69 institutions across 31 countries that have been awarded EPAS accreditation.

For more information on EPAS visit www.efmd.org/epas

EFMD is Delighted to Announce the Winners of the 2014 EFMD Case Writing Competition

CaseWriting-Award ecch

Winners include IBS Hyderabad, IE Business School, IMD, Indian School of Business, INSEAD, Kellogg School of Management , L.N. Welingkar Institute of Management Development, Middlesex University Dubai, Richard Ivey School of Business, Rotterdam School of Management, Singapore Management University, University of Regina, University of Waterloo.

EFMD is delighted to announce the winners of the first phase of the 2014 EFMD Case Writing Competition. The quality of the case entries was again exceptionally high so we thank all of you who took part. The "Best of the Best" category is now being evaluated by The Case Centre and the results of the overall winner of the competition will be announced later in the year.

Corporate Social Responsibility: “WWF's Living Planet @ Work: Championed by HP”, written by Oana Branzei, Richard Ivey School of Business and Haiying Lin, University of Waterloo. This category is sponsored by Kedge Business School.

Entrepreneurship: “Jungle Beer: An Entrepreneur's Journey”, written by Christopher Dula and Kapil Tuli, both at Singapore Management University, SG.  This category is sponsored by EM Lyon.

Family Business: “J.M. Huber: A Family of Solutions”, written by Benoît Leleux, and Anne-Catrin Glemser, both at IMD, CH.

Finance and Banking: “Infineon Technologies: Time to Cash in Your Chips?” written by Denis Gromb and Joel Peressn, both at INSEAD, FR. This category is sponsored by Toulouse Business School – Groupe ESC Toulouse.

Supply Chain Management: “Vanderlande Industries: Parcel And Postal Predicaments”, written by Rene de Koster and Philip Lazar, Rotterdam School of Management, NL. This category is sponsored by Kedge Business School.

Emerging Global Chinese Competitors: “Yancoal: The Saskatchewan Potash Question”, written by George Peng, Paul J. Hill School of Business at University of Regina, CA and Paul Beamish, Richard Ivey School of Business, CA.

Euro-Mediterranean Managerial Practices and Issues: “Rosa Vaño And Castillo De Canena”, written by Rosario Silva and Custodia Cabanas, both at IE Business School, ES. This category is sponsored by Groupe Sup de Co Montpellier Business School.

African Business Cases: “Mobile Telecommunications: Two Entrepreneurs Enter Africa”, written by Benjamin Jones and Daniel Campbell, both at Kellogg School of Management, US. This category is sponsored by China Europe International Business School (CEIBS).

Indian Management Issues and Opportunities: “Mast Kalandar: Prioritizing Growth Opportunities”, written by Sunil Chopra and Sudhir Arni, Kellogg School of Management, US.

Responsible Leadership: “SEWA (A): Ela Bhatt”, written by Sonia Mehrotra, L.N. Welingkar Institute of Management Development and Research, IN and Oana Branzei, Richard Ivey School of Business, CA. This category is sponsored by University of San Diego - School of Business Administration.

Inclusive Business Models: “Gillette's "Shave India Movement": Razor Sharp against the Stubble?”, written by Christopher Dula, Srinivas Reddy and Adina Wong, all at Singapore Management University, SG. This category is sponsored by IMD.

Latin American Business Cases: “Chile's Concha y Toro: A Silver Bullet for the Global Market”, written by V. Namratha Prasad and Muralidhara G V, both at IBS HYDERABAD, IN.  This category is sponsored by Universidad Externado de Colombia.

MENA Business Cases: “The Booming GCC Retail Sector: Prospects for Online Fashion Retailers”, written by Muneeza Shoaib and Hameedah Sayani, both at Middlesex University Dubai, UAE.  This category is sponsored by HEC Paris in Qatar.

Bringing Technology to Market: “Moser Baer And OM&T -- Choosing A Strategic Partnership Mode”, written by Kannan Srikanth, Sonia Mehrotra, Priyank Arora and Geetika Shah, all at Indian School of Business, IN. This category is sponsored by ESMT.

We would like to warmly congratulate all of the winners and once again thank all of our sponsors for their continued support of the EFMD Case Writing Competition.

Quality Services Events in the Second Half of 2015

Would you like to learn more about the EFMD Quality Services offer? Do you manage the accreditation process and wish to gain a thorough understanding of the process, standards & criteria? The EFMD Quality Services have different types of seminars that will address your needs, wherever you might be in your accreditation journey.

EQUIS logo13 LRWe are happy to publish the upcoming accreditation events in the second half of 2015.

Learn more about EQUIS, EPAS and EDAF by attending one of the different types of information events:

-    Information sessions: Get a glimpse of the process! These events are targeted at Business Schools with little knowledge of EFMD accreditations and quality services (2-3 hours sessions)

-    Introductory seminars: Already know a little but still undecided? These seminars are targeted at Business Schools that consider EFMD accreditation or mentoring, but have not decided yet if or when to start the process (typically, a half-day seminar)
EPAS logo13 LR
-    Standard accreditation seminars: Decided to embark on the accreditation journey? These seminars are targeted at Schools that have already decided to pursue either EQUIS or EPAS, are considering applying for EQUIS or EPAS accreditation, or are holding active eligibility and wish to get a better understanding about the system. They allow for an in-depth preparation of the application phase (typically, a 1,5-day seminar)

-    XXL accreditation seminars: Brilliant! Already in! We will guide you through the process. These seminars are targeted at EQUIS and EPAS eligible and accredited Schools. The seminars provide in-depth guidance on how to complete the different steps of the EQUIS or EPAS accreditation process successfully:  how to compile a Self-Assessment Report, how to organise an effective Peer Review Visit and how to manage the post-accreditation phase including the write-up of progress reports (typically, a 2-day seminar)

EDAF logo15 LRStill uncertain about which of the above events is most suitable for you and your School? Please contact the Quality Services Office via This email address is being protected from spambots. You need JavaScript enabled to view it., This email address is being protected from spambots. You need JavaScript enabled to view it. or This email address is being protected from spambots. You need JavaScript enabled to view it..">This email address is being protected from spambots. You need JavaScript enabled to view it.. We are always happy to assist you!

The QS department plans the following events in the coming months:

XXL accreditation seminars
-    EPAS XXL Accreditation Seminar in Brussels on 17-18 September 2015 – EFMD Office
-    EQUIS XXL Accreditation Seminar in Brussels on 17-18 September 2015 – hosted by Solvay Brussels School of Economics and Management

Standard accreditation seminars
-    EQUIS and EPAS Accreditation Seminars in Prague on 15-16 October 2015 – hosted by University of Economics, Prague – Faculty of International Relations

Introductory seminars
-    On EQUIS, EPAS and EDAF in Phuket, Thailand on 22 November 2015 (after the EFMD GN Asia Annual Conference)
-    On EPAS and EDAF in Dar es Salaam, Tanzania on 1 December 2015 (after the EFMD Africa Conference)

Practical information about registration, prices and logistics will be published on the EFMD website in due course.

2015 EFMD GN Americas Annual Conference

EFMD GN Americas Annual Conference 2015

The EFMD Global Network Americas Annual Conference has been designed for all those interested in management education and development. It brings together EFMD Global Network members, companies, educational institutions and other associations that have an interest in the Americas.

Transnational Higher Education: Insights on Joint Programmes and Student Mobility

TransnatHE JointRussiaJoint Programmes between Higher Education Institutions of the European Union and Russian Federation
Joint Programmes are complex forms of collaboration. This report, co-authored by Nadine Burquel, EFMD Director Business School Services,  provides examples and checklists for action on how to overcome  challenges including legal restrictions, recognition issues, financial or organisational constraints, linguistic or cultural issues.

The 162-page report  highlights the  tremendous efforts put into teaching and learning cooperation in EU and Russian institutions. Several hundreds of programmes are covered and findings are structured around seven key dimensions:
  • Institutional partnership composition — Looser to more strategic partnerships
  • Programme design and delivery– Fragmented to real jointness
  • Student mobility paths — Ad-hoc to structured mobility paths
  • Recognition of study abroad — None, partial to full recognition
  • Degree types — Single (Joint), Double, Certificate
  • Programme management — From individual to institutional integrated arrangement
  • Quality assurance — Internal and external arrangement
General findings include:
  • EU-Russian Joint Programmes focus primarily on Management, Economics and Engineering, Manufacturing & Construction and are for the majority at the Master level.
  • German and French universities dominate in EU-Russian partnerships, followed by Finland and the United Kingdom.
  • In Russia, most Joint Programmes are found in Moscow, followed by St-Petersburg and Siberia.
  • Different lengths of studies in the EU and Russia create recognition problems.
  • Mobility is mainly for Russian students who travel to Europe.
For further details, please consult the 162-page report: Joint Education Programmes between Higher Education Institutions of the European Union and Russian Federation. Chapter 8 is dedicated to challenges and best practices:
  • The strength of internationalisation in partner universities
  • The lack of partners’ clear motives
  • Linguistic, cultural and legal limitations
  • Developing and establishing robust partnerships
  • Decisions at the level of programme integration and jointness
  • Creating opportunities, building brand and reputation
  • Financial constraints to ensure joint programmes’ long term sustainability
TransnatHE studentsStudent Mobility and Internationalisation
The 261-page report “Social and Economic Conditions of Student Life in Europe” presents the findings of the 5th round of the EUROSTUDENT project to which 30 countries of the EHEA have contributed between 2012 and 2015. It is a collection of key indicators on the social dimension of higher education and functions to monitor progress in the implementation of the Bologna Process reforms.  The synopsis focuses on three main topic areas: Access to higher education and characteristics of students; Study conditions; and International student mobility and future plans.

Chapter 10 examines students’ international mobility (realised and planned), obstacles to enrolment abroad, organisation and funding of enrolment abroad, and the recognition of credits earned abroad. As an indicator of internationalisation at home, the extent to which students’ national study programmes are taught in foreign language is examined. Results here indicate that:
  • International student mobility rates vary greatly by country; between 5 % and 39 % of students in the cross-sectional samples.
  • Enrolment abroad tends to be the most frequently realised foreign study-related experience.
  • Access to international student mobility can be shown to be subject to social selectivity.
  • The most critical of the analysed obstacles to studying abroad is the (perceived) additional financial burden.
  • A separation from partner, children, and friends has turned out to be the second most critical obstacle.
  • A large degree of variation across countries can also be observed regarding the organisation, funding and recognition of foreign enrolment periods.
For the full details, please go here.

CEIBS to host the International Teachers Programme© (ITP)

CEIBS-ITPThe International Teachers Programme© (ITP) supported by EFMD, is an intensive faculty development programme dedicated to helping business educators develop suitable skills and capabilities to be successful in their careers. The ITP programme is organized by the International Schools of Business Management (ISBM), a group of thirteen leading business schools located in Asia, Europe, and North America. The 2015 & 2016 programmes will be hosted by the China Europe International Business School (CEIBS) at both its Shanghai and Beijing campuses.

The ITP has served over 1,500 high-caliber faculty and educators from many countries since it started more than 50 years ago. During this period, the programme has rotated between ISBM schools:

  •     CEIBS - China Europe International Business School, CN           
  •     HEC School of Management, FR
  •     IAE AIX Graduate School of Management, FR
  •     IMD, CH
  •     INSEAD Business School, FR
  •     Kellogg School of Management, US
  •     London Business School, UK
  •     Manchester Business School, UK
  •     New York University, Stern School of Business, US
  •     SDA Bocconi School of Management, IT
  •     Stockholm School of Economics, SE

I owe my professional progress to ITP. As a young teacher in Assam, India, I attended the program in 1982 and it changed my life. The curriculum transformed everything I thought I knew about management education. ITP introduced me to new pedagogical tools and strategies, and it helped me see deeper connections between my teaching and research. Through the program, I also gained greater confidence in the classroom. ITP challenged and inspired me to explore my potential, even as I learned how to help others discover their potential. This is a wonderful program for anyone who aspires to create and share knowledge with impact.
Dipak C. Jain, Dean, INSEAD

This will be the first time that the ITP has been offered outside a Western country. In addition to the many well-established qualities of the ITP, its location in China, the world's most dynamic economy, and at CEIBS, a globally top-ranked business school, adds a powerful and exciting dimension, while using most of the same international faculty as in previous programmes.

You can find more info via this web link. Please send any queries or questions you might have to This email address is being protected from spambots. You need JavaScript enabled to view it..

The International Teachers Program© is an intensive faculty-development program dedicated to helping business educators develop suitable skills and capabilities to be successful in their careers. This Programme is beneficial for junior and mid-career faculty who teach business and management at any level: Bachelor, Master, MBA, Executive Education, Ph.D. and faculty development professionals. It is ideal for participants with some prior teaching or coaching experience who are looking to take their capabilities to the next level. ITP has served over 1,500 high-caliber faculty and educators from many countries since it started more than 50 years ago.

Opportunity for Member Schools to Host EFMD Event

Hosting an EFMD event enables you to increase the visibility of your institution and to showcase your school to the global network of EFMD members. Any institution that is a member of EFMD, is active in the specific network for which it wants to host and has the capacity and facilities to host is eligible to put themselves forward. Host institutions of recent events include:

  • Simon Fraser University, Vancouver, Canada
  • Singapore Management University, Singapore
  • Cass Business School, London, UK
  • LUISS Business School, Rome, Italy
  • UPV Universitat Politècnica de València, Valencia, Spain
  • CBS - Copenhagen Business School, Copenhagen, Denmark
  • ESADE Business School, Barcelona, Spain
  • Grenoble Ecole de Management, Grenoble, France
  • Porto Business School, Porto, Portugal

As well as the commitments specific to an event, a person from the institution who has expertise in the content is invited to join the steering committee of the network for three years, for example the Dean of the school for the Deans & Directors General Conference or the MBA Director for the MBA Conference.

The EFMD website has a dedicated page with full details on cover networkingOpportunities to Host” where you can also find an EFMD Events Fact Sheet and an EFMD Events Host Application Form. Institutions who have taken this opportunity to showcase the professional approach of their organisation and who will be hosting an EFMD event in the near future include:

  • HEC - École des hautes études commerciales de Paris,Doha, Qatar
  • ISM University of Management and Economics, Vilnius, Lithuania
  • Said Business School, University of Oxford, Oxford, United Kingdom
  • Monash Business School, Prato, Italy
  • Université Laval, Quebec City, Canada
  • University of Groningen, Groningen, The Netherlands
  • Corvinus University of Budapest, Budapest, Hungary

You can find an overview of the main EFMD events with facts, target audience and recently addressed topics in the EFMD Learning and Networking guide.