The New EFMD Global Focus Magazine is now Available

GF-2 2014

This latest issue focuses on The Great Transformation. The future is open says Richard Straub and managers will surely be of pivotal importance for shaping it.  The world of business schools also receives the customary in-depth analysis in this issue.

In focus & Contents

BSIS, Business School Impact Survey
The key tool for measuring your business school’s impact on the world around it

Winners EFMD Case Writing Competition
EFMD is delighted to announce the winners of the 2013 Case Writing Competition

EFMD & Business: Making real progress in sustainable development

Undergraduate Management Education
Preparing our students for the journey

The great transformation
Richard Straub on why, with gigantic changes in society, managers will be of pivotal importance for shaping the future

WU’s new campus – building the future
A spectacular new campus reflects the venerable Viennese
university’s commitment to the future says Eva Male

Innovation in action: shaping management education for the world
John North and Anders Aspling detail the work of the first GRLI Management Education Innovation Cohort

Quality in context
Management Education for the Developing World

Uncertainty and the ‘entrepreneurial mindset’
How do you teach students to become entrepreneurs? Rickie Moore, who does just that, shares some ideas

EFMD & Graduway partnering to raise standards in alumni relations

Rethinking enterprise
Philippe de Woot, in an article based on his latest book,
argues that economic actions based on ethical and political dimensions are increasingly essential

Developing an international brand
Most business schools will say they are international. Are they really? Andrew Crisp and Joanne Hession provide a checklist for both schools and potential students

Quality Street: the sweet side of accreditation
Gaining accreditation (and maintaining it) is a tough business. But Julie Perrin Halot and Rachael Weiss argue that it provides its own long-term rewards

Where and how for exec ed?
Jan Ginneberge analyses the results of an EFMD survey into the current and likely future state of executive education

Smart Diploma (TM) partnership with EFMD: Grant, ensure, monitor and protect your credentials.

Error management: not just a wing and a prayer
Jan Hagen suggests that the aviation industry’s open approach to identifying and resolving errors could be applied to many other sectors

Warm memories of the Winter School
The EFMD (ESMU)/HUMANE Winter School is designed to develop the leadership potential of senior administrators in business schools and universities. Nadine Burquel looks back at its first 12 years

How many business schools does it take to change the world?
Danielle Steele and Liane Weitert describe how six business schools from around the world have joined forces to make the idea of applied interaction a reality

Innovation for growth
Stefan Schepers explains how the High Level Group on Innovation Policy Management is designing a new approach for European innovation

Upcoming EFMD events

International Deans Programme 2014/15

Reflect™ by GMAC
A new soft-skills solution for business schools and students.

The EFMD Global Focus magazine is also available via iPad and Android.  If you prefer, you can read Global Focus in Chinese and additionally access the online library of past issues. If you have any comments or questions on Global Focus or would like to propose story ideas please send them to Matthew Wood.

 

6th Global Peter Drucker Forum: "The Great Transformation - Managing our Way to Prosperity”

drucker 2014

As a premier partner and founding supporter of the Global Peter Drucker Forum, EFMD supports the endeavour to advance management thinking on the foundation of Peter Drucker’s ideas and ideals.

The 6th Global Peter Drucker Forum: "The Great Transformation -  Managing our Way to Prosperity” will take place in Vienna, Austria, this November 13-14 and we invite you to join world-class management thinkers and practitioners.

Chaired this year by Harvard Business Review Editor in Chief Adi Ignatius, the Forum brings together top executives and noted scholars to discuss the most pressing issues of the day. The dialogue is informed and animated by the writing and spirit of the late Peter F. Drucker, who is widely considered "the father of modern management."  

Confirmed speakers include:

  • Clayton Christensen, Professor of Business Administration, Harvard Business School
  • Rick Goings, CEO, Tupperware Brands
  • Gary Hamel, Management Expert, Consultant, MIX Co-Founder and Professor at London Business School
  • Herminia Ibarra, Professor of Leadership and Learning and Professor of Organisational Behavior, INSEAD
  • Adi Ignatius, Editor in Chief, Harvard Business Review
  • Julia Kirby, Editor at Large, Harvard Business Review
  • Rita Gunther McGrath, Professor, Columbia Business School
  • Roger L. Martin, Academic Director, Martin Prosperity Institute, Rotman School of Management
  • Nilofer Merchant, Writer
  • Marc Merrill, President and Co-Founder of Riot Games
  • Vineet Nayar, Vice Chairman of HCL Technologies, Founder, Sampark Foundation
  • Martin Wolf, Chief Economics Commentator, The Financial Times

A background article on the forum theme "The Great Transformation -  Managing our Way to Prosperity” has just been published in the latest issue of EFMD's Global Focus Magazine.

More information about the speakers and program outline is available via www.druckerforum.org

EFMD members have access to a reduced registration fee of 25% during the early bird period ending on July 15 from a combination of early bird discount and EFMD members reduction. To benefit from the EFMD reduced registration fee, click here to register and enter your Group code: « EFMD » or copy in your browser www.druckerforum.org/registration

We hope you will be able to join EFMD and the Drucker Society in Vienna for this high stimulating and excititng conference. If you have any questions regarding registration, do not hesitate to contact the Drucker Forum Secretariat events@druckersociety.eu
GPDF14 Banner

EFMD Awards EQUIS Accreditation to AUC, KEDGE and Frankfurt

EQUIS-accreditation2014

EFMD would like to warmly congratulate AUC, KEDGE and Frankfurt who have just been awarded EQUIS accreditation.

who have just been awarded EQUIS accreditation.This takes the number of accredited schools to 147 across 40 countries.

  • “Internationally mobile students as well as companies who work with business schools to develop their most promising talent all have an interest in whether a business school is accredited, and if so, by whom,” explained Professor Dr. Udo Steffens, President of Frankfurt School. “This is where EQUIS plays an absolutely vital role, by helping us to attract top talent from all over the world to study at our business school. This both strengthens us and raises Frankfurt’s profile as a leading business centre.”

  • "The creation of KEDGE BS was challenging for all staff and the support and understanding of the EFMD was essential to our progress. As the EQUIS criteria underpins our vision of an international school, it is particularly motivating to have achieved accreditation following our merger. The input from EQUIS was a caring balance of praise and focused criticism that will guide and motivate us for the future. We want to offer the best in personal and professional development and EQUIS helps us to do so," said Dr. Philip McLaughlin, Acting Dean and Director, KEDGE Business School.
  • “AUC School of Business has been working relentlessly and passionately over the last five years with its different stakeholders to create a culture of change and continuous improvement and to transform assessment and accreditation from being a destination to being the ongoing driver for bettering our program and service offerings to cater to the needs of the society.  It is invaluably inspiring to see the school, over such a short time despite the developments taking place in Egypt, become EQUIS accredited consequently triple-crowned and making it in a better position to serve its community,” said Dr. Sherif Kamel, Dean, School of Business, The American University in Cairo
  • “EQUIS accreditation is the ultimate acknowledgement of Frankfurt School’s successful development over the last few years – I am absolutely delighted by this achievement!” confirmed Professor Dr. h.c. Klaus-Peter Müller, Chairman of the Board of Trustees of the Frankfurt School of Finance & Management Foundation and Chairman of the Supervisory Board of Commerzbank AG. “EQUIS accreditation helps to underline the fact that our key strategic projects, such as the development of our research capabilities and international expansion, are all heading in the right direction.”

Prof. Michael Osbaldeston, the EFMD Director of Quality Services added, "We are delighted to warmly welcome the three new schools into the EQUIS community. Accreditation from EFMD is one of the best and most complete ways to certify the quality of a business school as acreditation involves an extensive self-assessment by the School, a visit of an international review team who spend several days interviewing many different people in the School, and finally a very experienced jury evaluating the assessment and findings of the review team to determine whether the School should be granted accreditation. There are currently no substitutes for such an in-depth assessment of quality and both 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
  • Become 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

Getting the Employment Deal Right: New Global Survey Results

Towers Watson logoDone by Towers Watson, the 2014 Global Talent Management and Rewards Study captures the perspective of over 1,600 organisations on attraction, retention and engagement issues, the survey was fielded from April to June 2014 and results were released earlier this month.

The findings show that there is much to be gained from getting the employment deal right. Organisations with a highly evolved employment deal (one that is formally articulated, well executed, customized for different employee segments and differentiated from those of competitors) are more effective than organizations offering a deal that is tactical.

This research by Towers Watson indicates that to succeed in attracting, retaining and engaging a productive workforce, employers need to prioritise the following drivers: career advancement opportunities, effective leaders and managers, competitive base pay, and job security. More in detail on the first two, the report highlights:

GlobalTM coverOpportunity for career advancement is a key driver of attraction and retention globally. The 8-page report states that employers are falling short because:

  • Managers are ill equipped to handle key aspects of career management.
  • Career architecture and career paths are poorly defined.
  • Technology is not effectively leveraged for career management.
  • Most organizations do not know if their career management programs are working.

To improve career management programmes, employers are recommended to:

  • Ensure their career architecture and career maps not only reflect HR and business strategies but also provide a framework for communicating with employees.
  • Train managers to identify and communicate career opportunities tailored to each employee’s skills and experience.
  • Use technology to improve career management tools and resources.
  • Track and measure the effectiveness of career management programs.

Leadership Development: Effective leadership development can be a source of competitive advantage by helping organizations retain and engage key employees as they develop leadership competencies. Companies looking to improve their leadership initiatives are recommended to:

  • Develop and implement a leadership model that incorporates desired competencies that support the business strategy.
  • Link job architecture to required competencies.
  • Integrate leadership development across all talent management programs (e.g., succession planning, performance management and career management).
  • Develop breadth of experience among future leaders by encouraging the sharing of talent across teams.
  • Enhance leaders’ international experience through talent mobility programs.

For more details, you can download for free the 8-page overview from the Towers Watson website. Earlier visitors also looked at the EFMD New Special Interest Group: An engaging place to work.

Scientific Advances in Developing Leaders for Today's Complex Environment

ashridgeYou are kindly invited to CRED3, the 3rd Ashridge Centre for Research in Executive Development Conference, that will take place at Ashridge in the UK on 11-13 December 2014.  The conference will bring together academics and practitioners to explore how research from the behavioural sciences can inform our understanding of the process and experience of learning, with the aim of improving the effectiveness of executive development in developing leaders who can prosper in today's complex environment.

This conference will address one of the developing needs and key priorities in the changing world of executive development. The business environment is growing ever more complex, and the demands placed on executives to deal with this complexity are growing in equal measure. This conference will explore how research in the behavioural sciences can inform our understanding of the process and experience of learning, to help improve the effectiveness of executive education in developing leaders who can prosper in today’s complex environment.

To this end, conceptual, empirical or practice based submissions are welcome on any of the following topics, or any others relevant to the theme of the conference:

  • Exploring the cognition behind learning to improve the way we teach
  • The neurological underpinnings and social processes of executive education
  • Exploiting the neuroplasticity of our brains to enhance our capacity to learn
  • Engaging motivation for reward to improve the effectiveness of learning
  • Applying an understanding of the biology of consumer behaviour to the classroom
  • Moving beyond competence development
  • Methods and processes to accelerate vertical development
  • The social psychology of the classroom experience
  • The impact of personality on learning and interaction in the classroom
  • Understanding the psychobiology and neurology of learning
  • Incorporating experiential learning into programmes and workplace learning
  • The collaborative nature of leadership and implications for development
  • Lessons business schools can learn from our complex and turbulent environment

Papers should include recommendations for implementation in practice. The deadline for the submission of full papers is 10th October 2014.  Please go here to download the full Call for Papers in pdf format - as well as latest news on keynote speakers.

The conference will interest HR and L&D practitioners, business school faculty and those involved in the design and delivery of executive education, as well as academics undertaking research in the application of the behavioural sciences to the development of leaders.  Please do consult the Ashridge website for full details.

Research Leadership Programme: Registrations Now Open

Research leadership bannerYou are kindly invited to register for Cycle 5 of our joint EFMD-EURAM programme on "Developing Research Managers: Creating Research Leadership in Europe".

This three-module programme is aimed at newly-appointed research managers or those aspiring to hold that position in the near future. At present, 45 participants representing 18 different countries from across the globe have taken part in the programme. For Cycle 5, we are very pleased to have  as moderator again Peter McKiernan, who initiated the Research Leadership Programme and collaborated closely in outlining the framework of this successful programme:

Module 1: The Long View – Strategy, including: Strategy of the Business School and how research fits with it, Developing a research culture and building architecture of research support, Business in society, The role of PhD programmes, Business Schools’ links with industry
Module 2: The School View – Organization of Research Activities, including: Strategic choices - Large scale collaborative research, Evaluation of research outputs with respect to strategy, Organization for innovation, Defining and implementing a research strategy, Rankings, and Managing research under-performance
Module 3: The Practical View – Resources and Capabilities, including: Meet the editors, EU research activities, Research integrity, and Open innovation.

research leadership logosThe dates for the 2014-2015 edition, which will be held at the EFMD premises in Brussels, are:

  • 11-12 December 2014
  • 3-4 February 2015
  • April 2015 (dates TBC)

The third module is immediately followed by an Alumni Day to which all past participants are invited. Please do note that attendance at all 3 modules is mandatory. Module 1 will begin on 10 December 2014 with an informal networking dinner. All meals, materials and attendance at the Alumni Day are included in the registration fee.

More information about the programme, fees and registration can be found on the EFMD website. Please note that a limited number of participants are accepted into the programme. The Early Bird fee is applied to all registrations received prior to 1 November 2014.

We hope that you will find this programme of interest to both you and to your institution. Please do contact EFMD colleague Robin Hartley with any questions you may have. We look forward to having you amongst us for cycle 5.

EFMD to Collaborate on the Business Education Jam: Envisioning the Future

JAM2Join A Global Brainstorm Envisioning the Future of Business Education

The world is rapidly changing and so is the role of business education. To envision its future, there must be a transformative conversation with broad participation: business schools, scholars, faculty, students, employers, executives, and thought leaders.

As a catalyst for innovative solutions and the international promotion of excellence in management development, EFMD is pleased to be a collaborator as Boston University School of Management and leading sponsors launch the Business Education Jam: Envisioning the Future.

This is not the usual one-way panel discussion. It is a worldwide brainstorm like never before and we need you to participate. A 60-hour virtual event occurring from September 30 – October 2, 2014, the Jam is unprecedented in the history of higher education. Focused on 10 key areas:

  • Supporting 21st Century Competencies
    How can academia and industry collaborate to identify and support the development of critical competencies?

  • Increasing the Value of Management Education
    How can management education programs enhance value for students, employers, and industry?

  • Engaging New-Generation Students & Employees
    How will industry and business education tap the unlimited potential of millennials?

  • Cultivating Research Relevance & Rigor
    How will management research drive insights for industry best practices?

  • Fostering Ethical Leadership
    How can ethical leadership be fostered across business education & industry?

  • Cultivating Innovation & Entrepreneurship
    How will future entrepreneurial leaders be developed?

  • Driving Learning Experiences
    How can business education & industry collaboratively impact student learning?

  • Harnessing Digital Technology
    How will management education and research reflect the digital age?

  • Challenging the Business Model of Education
    How will management education be positioned and funded in the future?

  • Advancing Policy & Governance
    How will policy and accreditation influence the future of business education and business

and powered by innovative IBM technology, a “Jam” is a large-scale, collaborative online event that drives creativity and probing thought. World-renowned guests will join all Jam participants to open a new dialogue that will build a stronger connection between academia and industry, bolstering the growth and development of business education and businesses alike.

As an EFMD member, you now have the opportunity to view initial Jam content and sign up to receive advanced notice of registration. The Jam is free to participate and will enable massive crowdsourcing of ideas and thoughtful input from all stakeholders: faculty, deans, and administrators, company executives and hiring managers, students and graduates, and anyone who cares about business and business education.

Join the conversations already happening, and visit www.bu.edu/jam to explore the 10 discussion forums in more detail, pre-register, and see how the Jam’s powerful social and analytic tools will make this an extraordinary conversation.

You can also follow the JAM on Twitter via @BusinessEdJam

MOOCs, Millennials and the Road Ahead for Higher Education

Humane-MOOCs coverYou are kindly invited to the HUMANE/EFMD Advisory Seminar 'MOOCs, Millennials and the Road Ahead for Higher Education' which will take place on 19 September 2014 at the EFMD offices in Brussels, Belgium.

The last 20 years have seen the biggest transformation we have ever witnessed in the way we communicate and deliver knowledge. ICT impacts every aspect of our lives and social media play a major role in the way we interact with one another. The potential for higher education to transform the entire process of knowledge delivery is enormous.    

From traditional face-to-face teaching to student centred e-learning or blended approaches there are many ways in which universities and business schools can deliver new knowledge and skills, either on their own or in strategic partnerships with educational providers around the globe.   

Andrew Crisp, director of CarringtonCrisp, the higher education marketing specialists, will moderate the seminar and speakers include:

  • Jessica di Bella, Head of Mannheim Center for Entrepreneurship and Innovation, University of Mannheim
  • Frederik Truyen, Coordinator ICT for Humanities and Social Sciences and Head of the Computer Department of the Faculty of Arts at Leuven University
  • Jean-Claude Hunsinger, Head of the ICT Department of the Université Panthéon-Assas (Paris II)

Do MOOCs offer revolutionary approaches to teaching and learning or are they just the hot topic of the moment?  What are they all about and what implications do they have for HEIs, business schools and their decision-makers?

The seminar will offer an overview on all there is to know about MOOCs as well as insight into a recent study "See the Future" to understand some of the key issues facing higher education. It will look at lessons learnt from a number of concrete cases in the broader context of innovative teaching and learning in higher education. Finally there will be a session on how education and learning styles can be adapted for millennials.

The day will adopt a highly practical approach allowing ample time for participants to interact with the moderators and speakers and reflect on the challenges and implications linked to the changing higher education landscape.  We hope you will be able to join us for this very interesting seminar and urge you to register as soon as possible as places are limited. In addition, feel free to forward this email to your colleagues who might be interested in attending the seminar.

If you are interested in more information: on the programme  and registration or do not hesitate to contact the HUMANE Secretariat for further information.

The Ten Highlights from the Last Six Weeks

GFcoversYou may perhaps have missed these from EFMD Global Focus magazine, Journal of Management Development or EFMD Blog over this summer:

Future Scenarios for Management Education: Best-case and worst-case scenarios for the next 10 years: including the most-likely with intense competition pushing schools to specialise and differentiate, a best-case where schools move closer to business practice, and a worst-case involving increasing irrelevance and a shake-out.

From Castles to Networks: Will Business Schools Survive?  Eric Cornuel, Director General and CEO of EFMD, explores the future of business schools in this TED-talk.

The Great Transformation: The future is open and managers will surely be of pivotal importance for shaping it. EFMD’s Richard Straub builds on the legacy of Peter Drucker.

Uncertainty and the “Entrepreneurial Mindset: Teaching students to become entrepreneurs, Rickie Moore shares ideas about the mastery of self, the mastery of opportunity and the mastery of the enterprise.

Developing an International Business School Brand: A checklist for both schools and potential students focusing on the nine elements of internationalisation.

JMD coverGlobal Leadership Development: Dean Jordi Canals explores the “go-anywhere, do well” characteristics of a future global leader.

EFMD Key Events and Activities in the Second Half of 2014.

Value Creation from Sustainability and from Social Business (Global survey results) including:  Four approaches to the sustainability organisation with 13 core sustainability activities; and Three primary drivers advancing social business maturity.

BannerEFMDblogThe Future of Work: A Journey to 2022 (Global survey results) Here PWC explores the impact of the changing business landscape on people management strategies in a “Blue” world where corporate is king, in a “Green” world where companies care or in a “Orange” world, where small is beautiful.

Talent Management Predicts Financial Success (Global survey results) exploring for instance what leaders need to do in order to improve and the new role of HR.

EFMD Insights: Transforming Business School Futures: Part Four

leekongchian logoAuthors H. Thomas and  M.Lee (both at Lee Kong Chian School of Business, SMU) and A.Wilson (School of Business and Economics, Loughborough University) examine the range of futures that business schools may face.This paper appeared in the special issue of the Journal of Management Development (Volume 33, Issue 5) published on the occasion of the 2014 EFMD Annual Conference.

loughbouroughUThomas et al. examine and provide a range of scenarios for the future of management education which acts as a framework and guideline for assessing appropriate future directions in the field. Using the responses of a set of experts in a scenario planning exercise, the authors develop most likely, best-case and worst-case scenarios for the next ten years in their paper, “Future scenarios for management education". The modal response for the most-likely scenario was one where intense competition pushes school to specialise and better differentiate their offerings, as they attempt to strengthen their position in the market. The best-case scenario was one where schools move closer to business practice in an attempt to gain relevance and legitimacy whereas the worst-case scenario involves increasing irrelevance and a shakeout of some of the less well-performing business schools.

emerald logoAn earlier blog post on this JMD special issue focused on new models of management education anchored around the value of the university-based business school and principles of liberal management education and can be found here. The second part dealt with “Engaging with engagement: how UK business schools could meet the innovation challenge” and the most recent part deals with Global leadership development. You are kindly invited to further explore all articles mentioned above at Emerald: Journal of Management Development, Special Issue.

EFMD Insights: Transforming Business School Futures: Part Three

IESE newestlogoJordi Canals, dean of IESE Business School in Barcelona, Spain, focuses here particularly on the set of skills and competencies that will be required for the globally sensitive business leader of the future. Globalisation has effectively changed the dynamics of business competition and consequently the role of global leadership characteristics has received increasing attention. This paper was published in the special issue of the Journal of Management Development (Volume 33, Issue 5), published on the occasion of the 2014 EFMD Annual Conference.

JMD coverIn his paper, “Global leadership development, strategic alignment and CEOs commitment” Dean Jordi Canals  focuses on two main aspects of this dynamic. He first develops a set of global leadership competencies which are designed to match the roles, and functions that global leaders need to perform in the ever-expanding global context and diverse set of global cultures. He then aligns this global leadership role with the firm's goals, vision and strategic positioning in order to build a sense of commitment, a “go-anywhere, do-well” attitude that should characterise a future global leader.

emerald logoAn earlier part focused on the JMD special issue focused on new models of management education anchored around the value of the university-based business school and principles of liberal management education and can be found here. The second part dealt with “Engaging with engagement: how UK business schools could meet the innovation challenge”. Forthcoming in this four-part series of EFMD insights is:Future scenarios for management education.

Building the Workplace of your Dreams

LessonsGWP coverBusiness leaders around the world are interested in workplace cultures that have an impact on business success. This “Great Place to Work” whitepaper distills the key takeaways from the 2014 Great Place to Work® conference and focuses on the realities of creating a great workplace in today’s world. The 18-page report includes recommendations on, amongst others:

  • Top companies are leading with shared values.  When employees are guided mainly by rules, trust is not at the heart of the relationship and further policies do not provide a strong platform for innovation or empowerment.
  • Employees’ experience of the workplace is key with practices like involving employees in workplace decisions, keeping them informed of important issues, tending to their ongoing professional development.
  • At great workplaces, leaders are committed to the goal of being a great workplace by for instance spending time with new employees or staying close to customer and employee experiences.
  • Employee commitment or productivity are by-products of generosity.  It can take the form of a focus on development, transparent communication or increased autonomy, all are smart investments in the employer/employee relationship.

For more details, please do consult the full white paper: Five lessons for leaders as they build a great workplace.

ielogoYou may also be interested to join the EFMD Special Interest Group (SIG) on the theme of “An Engaging Place to Work”. Alstom, Baloise, Merck/MSD, Pirelli as well as UBS and Unicredit have already committed to take a lead role in this group for experience and best practices sharing. This EFMD Special Interest Group will explore cross-functional strategies to build the “workplace of your dreams”. Itwill focus on areas like leadership, talent management, values of a new employee generation as well as innovative technologies and how they change our work experience. The goal is to advance the critical field of employee engagement in concrete terms, by creating a menu of “best practices” and jointly developing innovative “next practices”.

hoenleThe SIG is addressed to senior delegates from a broad set of specialty backgrounds, including HR, Learning, Talent Management, Technology, Communications, Branding or Strategy. Dr. Siegfried Hoenle (photo), Senior Advisor EFMD, Visiting Professor at IE Business School and former CLO and Head Talent and Credit Suisse, has agreed to facilitate the SIG. Dr. Simon Stoepfgeshoff, Professor for International HR Management at University of Applied Sciences Bern, will provide inputs and co-facilitate the SIG work.

UBSDetails of the final work schedule and specific challenges to be addressed will be agreed upon by SIG members once the project is fully underway. The kick off meeting - hosted by UBS - will take place on 3-4 November 2014 in Zurich, Altstetten (Switzerland). Please click here for more information and application or do contact EFMD colleague Shanshan Ge with any  question you may have.

EFMD Insights: Transforming Business School Futures: Part Two

JMD coveremerald logoRichard Thorpe, a senior British academic, and Richard Rawlinson, a senior consultant, provide a series of perspectives about business model innovations in UK business schools based upon a report written on behalf of the Association of Business Schools in the UK. This paper was published in the special issue of the Journal of Management Development (Volume 33, Issue 5) with Emerald on the occasion of the 2014 EFMD Annual Conference. Guest editors Howard Thomas and Eric Cornuel explore business model innovation and the continued search for academic legitimacy.

Booz logoIn the paperEngaging with engagement: how UK business schools could meet the innovation challenge” authors Thorpe (Leeds University Business School) and Rawlinson (Booz & Company) address particularly the criticisms of poor preparation of students for business and management practice and the irrelevance and impact of much of the management research output. They suggest six major recommendations that should straddle the engagement gap between business schools and management practice. They are as follows:

  • LeedsUBSDesigning practice and practical pedagogy into courses;
  • Bringing more practitioner experience into faculty through training and hiring experimental “clinical faculty”;
  • Developing better multi-touch relationships with business e.g. training, placement, internships, research links and teaching programmes;
  • Improving meaningful engagement of impactful research; promoting research in multi-disciplinary teams and
  • Creating distinctive and differentiated roles for the set of British business schools.

An earlier blog post on this JMD special issue focused on new models of management education anchored around the value of the university-based business school and principles of liberal management education. Forthcoming in this four-part series of EFMD insights are:

  • Global leadership development
  • Future scenarios for management education

Two New Global Surveys: Value Creation from Sustainability and from Social Business

Findings from two new global surveys became recently available, in parallel they highlight the importance of alignment when looking into generating social business value and sustainability’s strategic value.

MCKinseyquarterlySustainability’s Strategic Worth: According to the 3344 executives in this McKinsey global survey, sustainability is becoming a more strategic and integral part of their businesses. In past surveys, respondents most often cited cost cutting or reputation management. Now 43 percent say their companies seek to align sustainability with their overall business goals, mission, or values, which is more than double compared to 2010 survey findings.

sustratworth coverIn this survey, executives were also asked about sustainability-specific organisational practices and the researchers identified four distinct approaches from sustainability leaders (described in detail in the research report): deeply integrated (36 percent), externally oriented (20 percent), leader supported (14 percent) and execution focused (13 percent). Of 13 core sustainability activities asked about, executives most often say their companies are reducing energy use in operations (64 percent), reducing waste (63 percent), and managing their corporate reputations for sustainability (59 percent). Yet, the researchers point to a lack of clarity around reputation management, on average, companies most frequently communicate their activities to consumers and maintain stakeholder relationships. Please do consult the full survey results in the 12-page report at McKinsey Insights & Publications.

socialbus coverGenerating Social Business Value Across the Enterprise: This 2014 global survey finds clear evidence that companies are creating value with social business. Social business is defined as using social media, social software and technology-based social networks to enable connections between people, information and assets.  This new 38-page report by MIT Sloan Management Review and Deloitte highlights as major findings: Social business is perceived as important both today and in the future; Measurement sophistication is starting to prove its value; Social business is not just a B-to-C phenomenon; and Employees want to work for companies that excel at social business. According to the authors, company can advance toward social business maturity by focusing on its three primary drivers:

  • Using social business data to help make decisions
  • Having a leadership vision premised on the belief that social can fundamentally change the business
  • Moving social business beyond marketing to realise that vision

You may be interested in the detailed findings from the 2014 social business global executive study and research project by MIT Sloan Management Review and Deloitte. The report is downloadable for free, after registration.

Executive Development Conference: Exploiting/Improving and Exploring/Innovating

Banner2014exdevWe would like to remind you that you have until the 5 September to register online and benefit from our normal conference fee for the 2014 EFMD Executive Development Conference, hosted by the University of St. Gallen, Executive School of Management, Technology and Law, Switzerland (1-3 October, 2014).





Join participants from London Business School; Queen’s School of Business; Victoria University of Wellington; Swiss Reinsurance; Vlerick Business School; Mannaz; Amcor; Saïd Business School, University of Oxford; EADA Business Schoool; Duke Corporate Education; HKUST Hong Kong University of Science and Technology and a host of other leading professionals in the Executive Development sector who have already registered. The conference brings together business schools, executive development centres, consultants and network providers as well as clients (companies) and will investigate, discuss and explore: (EI)² Exploiting/Improving AND Exploring/Innovating.

We would like to encourage you to attend the event with your corporate partner(s)*, so that all viewpoints can be heard, shared and debated during the numerous discussion groups schedules in the programme. *A special conference fee is available for accompanying clients.

EIP2014 GoldThe event will also showcase four outstanding learning and development partnerships from the 2014 EFMD Excellence in Practice Awards (EIP) Gold Award cases.

Please click here  for the complete programme of the 1-3 October conference, you can register online here, and please do contact EFMD colleague Delphine Hauspy with any questions you may have.

EFMD Insights: Transforming Business School Futures: Part One

JMD coverThis special issue of the Journal of Management Development (Volume 33, Issue 5) has been published with Emerald on the occasion of the 2014 EFMD Annual Conference. Guest editors Howard Thomas and Eric Cornuel explore business model innovation and the continued search for academic legitimacy. Written by distinghuished scolars from EFMD member shools, a first set of papers focus on new models of management education anchored around the value of the university-based business school and principles of liberal management education.

KozminskiUIn this paper, “The business school model: a flawed organizational design?”, J.C.Spencer (Kozminski University) examines flaws in the business school model and agrees with other scholars that to teach management well you need to add skills of managerial judgement and synthesis to those embedded in the rational analytic tradition. He speculates that if this were to happen, management education would then retrieve what was “central to management education for centuries before the rationalist trend began”.

AsmithBS logoFrom relevance to relevate: How university-based business school can remain seats of “higher” learning and still contribute effectively to businessHere Robert Chia (Adam Smith Business School) articulates that university-based business schools can effectively bridge the gap between themselves and business/industry by creatively educating students and businessmen to understand and make relevant the seemingly irrelevant research and teaching output. To do this it must expand the conventional business school curriculum recipe focused mainly on business disciplines and functions by drawing upon the synthetic and critical skills involved in the study of the humanities and examining more closely the implications of the social, economic, technological and global forces impacting the future roles of business in the context of government and civil society. He firmly believes that rigorous research and teaching can produce and also, through adopting approaches of careful explanation and translation of research findings, enhance the very best of business practices.

SMU logoTom Estad, Stefano Harney and Howard Thomas (Singapore Management University) explore in “Implementing liberal management education through the lens of the other” the challenge of implementing a liberal management education using the core undergraduate curriculum of Singapore Management University (SMU) as a case example. They suggest that the two-sided nature of the liberal arts – namely, both context and reflective perspectives – must be present if the objective of an ethical management education is to be successfully achieved.

emerald logoForthcoming in this four-part series of EFMD insights are:

  • Business school business model innovations from a UK perspective
  • Global leadership development
  • Future scenarios for management education

This special issue of the Journal of Management Development (Volume 33, Issue 5) has been published with Emerald on the occasion of the 2014 EFMD Annual Conference.

People Central in any Business Model: Valuing Talent

cipdThe way in which we understand the value of talent is transforming.  CIPD has been exploring how people drive value in organisations and concludes amongst others that there is a lack in consistency with which human capital is collected, analysed or reported. This recent report  “Managing the value of your talent: A new framework for human capital measurement” launches a framework to help you assess how to manage your human capital. The model breaks down in four layers:

  • Input: such as workforce composition or skills, qualifications & competencies
  • Activities: including performance management, learning & competency development, workforce and succession planning
  • Outputs: including leadership capability, workforce capability
  • Outcomes: organisational agility, organisational culture

Key findings and conclusions are documented in this 8-page document (for free).  You may want to know also more details and background information on this joint UK research project.

Talent-DevelopmentRegarding talent development, you will probably be very interested to learn how it has successfully been done by FrieslandCampina & Ashridge Business School. “Developing Talent for 2020”: building international leadership capability and stimulating significant culture change through the creation of a talent pipeline in the world’s largest global dairy cooperative.  This development initiative is a structured 18-24 month process, where multiple workplace initiatives seamlessly interweave with catalytic leadership events.

This is an EIP Gold Winner in the 2014 EFMD Excellence in Practice Awards. The EFMD Excellence in Practice Awards (EIP) recognise outstanding and impactful learning and development partnerships. At the upcoming EFMD Executive Development Conference, in an innovative ‘vernissage’ session the four 2014 Excellence in Practice Gold Awards will be exhibited. Participants will be able to go from one to the other and ask their questions to the presenters live. In this dynamic session you will share knowledge and experiences with:

  • Banner2014exdevFrieslandCampina & Ashridge Business School
  • Promsvyazbank (PSB) & Chicago Booth School of Business
  • Stora Enso & IMD
  • University Medical Center Groningen & Amsterdam Business School

Please do go here for the detailed programme information.  The EFMD Executive Development Conference takes place on 1-3 October 2014 in Switzerland, hosted University of St. Gallen, in St. Gallen. For registration, please immediately go here or please do contact EFMD colleague Delphine Hauspy with any questions you may have regarding the EFMD Executive Development Conference.

MENA Business Cases: The Best on and from the Region

Case2013winner logoHECQatarTo stimulate the development of teaching materials on the main issues characterizing the MENA region is at the core of this category in the EFMD annual Case Writing Competition and the 2013 winner in this category, sponsored by HEC Paris in Qatar is: 


Roca in Egypt”, written by: Josep Franch and Marianna Sablina Kondratieva, both at ESADE Business School in Spain. The case examines Roca, worldwide leaders in the bathroom industry, acquiring Grevena, an Egypt-based manufacturer of bathroom products. The plans for launching the Roca brand in Egypt were seriously troubled by diverging brand values between the local team and senior management.  The authors focus on marketing, communication and advertising concepts as well as cross-cultural issues in international esade logobusiness. Full details are available from the Case Centre.


With the aim of encouraging the writing of case materials, EFMD has been organising its annual Case Writing Competition for many years and this year saw a record number of 258 high quality entries. In the 2013 category “MENA Business Cases” another case was highly commended:
A Tragedy in the Red Sea: Al Salam 98”, written by: Iman Seoudi and Mirette Shoeir, American University in Cairo, Egypt. This case examines the belated rescue operation after the ferry sunk, resulting in the loss of 1129 lives. Full details are available from the Case Centre.

AUCairoEFMD is furthermore supporting management research in MENA countries via the EFMD/Emerald MENA Management Research Fund Award. Here the 2013 the winners are :

  • Sibylle Heilbrunn, Ruppin Academic Center, Israel and Mohammed Abu Nasra, at the Hebrew University Jerusalem, Israel with "Getting their act together: Management practices of Palestinian Israeli women entrepreneurs".

There are also two highly-commended runners up:

  • Mehmet Yusuf Yahyagil, Ph.D. at  Yeditepe University in Turkey with "The nature of the associations between universal individual values, experienced feelings, job satisfaction and satisfaction with life"
  • Hala Helmi El Hadidi, Phd at the British University in Egypt, Egypt with "The role of universities in stimulating innovation and economic development in a Factor-Driven Economy: A study of Egyptian Higher Education"

For more details on the above, please go here. You may also be interested to consult the full list of winners for all 15 categories in the EFMD Case Writing Competition. Regarding the 2014 EFMD Case Writing Competition, online case submission dates are 26 June – 10 October 2014.

Impact of Cost on Higher Education Institutions and Student Demand

EU ET logoThis EU report (published last month) analyses the effects of different models of cost-sharing in higher education (the split between public and private contributions to higher education funding) on students and higher education institutions. The study examines trends in participation and completion in third-level education, as well as factors such as system structure, institutional revenue and strategy over the last 15 years in nine case study higher education systems in order to understand better how different models of funding – and changes to these – affect students and institutions. The study is framed by four hypotheses:

  • As private funding increases, total revenue of HEIs increases.
  • As the incentives to earn private funding increase, HEIs become more responsive to student demand.
  • Increasing private funding has a negative effect on student demand.
  • Increasing private funding affects student choice of how and what to study.

EU costchanges coverThe authors carried out nine systematic country case studies – seven countries from the European Union and two from outside Europe: Austria, Canada, England, Finland, Germany, Hungary, Poland, Portugal and South Korea. The main findings as highlighted in this 121-page report include:

  • The introduction of tuition fees usually makes the system better-off overall, by increasing the total amount of resources available
  • The resources gained through new fee-derived income are not always invested in ways that would be expected to perceptibly improve the student experience
  • HEIs’ behaviour is not necessarily affected by the availability of fee income
  • Real responsiveness does not result from putting private funding into public
  • university systems; it comes from permitting new institutions to evolve
  • Unless the magnitude of change is exceptionally large, rises in fees seemingly have no detectable negative effect on aggregate demand and enrolment
  • Study aid matters
  • Cost-sharing strategies call for integrative approaches to institutional funding  and student aid
  • Higher education data systems remain incomplete

The report also has a chapter on implications at institutional level and details changes in academic programming, in enrolment composition, in outreach practices, in expenditure, and in quality and relevance. Another chapter is dedicated to implications at student level and looks particularly at changes to student demand and changes in mode or programme of study.

Humane logoFor more details, please go to the European Commission, Education and Training website, for having access to: The entire 121 page report; Detailed country reports; the Executive summary of 12 pages in English, Français and Deutsch.

You may also be interested in the upcoming EFMD-HUMANE Advisory Seminar: MOOCs, Millennials and the Road Ahead for Higher Education. This event will take place in Brussels on 19 September 2014 and is aimed at Heads of Administration, Deans, Associate Deans and Directors. All details are available here and you can go here for registration.

Latin America Business Cases: The Very Best

universidad externado de colombiaBusiness 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 2013 winner is this category is:
Mabe: Learning to be a Multinational”, written by José Luis Rivas, ITAM-Santa Teresa Campus and Luis Arciniega, ITAM-Rio Hondo Campus, both campuses in Mexico. All details are available from the Case Centre. 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? Learning objectives include understanding motivations and means of international expansion, respecting cross-cultural differences, understanding economies of scale and global competition as drivers of strategy.

itamAlso the winning cases from the previous years in the “Latin American Business Cases” category  are available from the Case Centre.
In 2012, the winner was “Veja: Sneakers With a Conscience”, from the Richard Ivey School of Business, USA. This 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. More in general, the case deals with the issue of how ventures integrate sustainable practices into a holistic and ever improving offering, which engages multiple supply chain participants in co-devising a value proposition appealing not just to our sense of fashion, but also to our conscience.

In 2011, the winner was “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 15 categories on the EFMD website, and NOW submit cases for the 2014 EFMD Case Writing Competition.

GMAC Launch Admissions Institute for New Professionals Europe (AINP Europe )

AINP logoGMAC is launching a new professional development certificate programme - the Admissions Institute for New Professionals (AINP) Europe and are now recruiting admissions professionals, with six to 36 months experience in an admissions function, to be part of the 2014 class.

Highly recommended by EFMD, AINP Europe will provide participants with a comprehensive understanding of the GME industry, including history and candidate application trends worldwide. It will also cover key topics such as how to understand rankings, implementing effective yield management strategies, and engaging with social media. Participants will leave with an in-depth understanding of the key areas of an applicant lifecycle: outreach, evaluation and yield. Attendees will explore application trends, recruiting challenges and outreach opportunities.

AINP Europe will be hosted at the GMAC London office on 12-15 October 2014 and is designed to help practicing admissions professionals master the admissions toolbox, the program mimics an executive education experience and the learning environment is analogous to a competitive masters programme. There is no other program in the market that provides such a comprehensive admissions curriculum. Please go to the dedicated GMAC wesite for all programme details.

Special discounts will be offered to schools that send more than two participants who are enrolled before 15 August. Places are limited to ensure quality attention, participation and learning assimilation, so email today to learn more about the curriculum, assessments, timetable and costs. GMAC has a global reputation of excellence in admissions and are pleased to be offering this certified program that builds upon the already successful Admissions Institute for New Professionals offered annually in the US.

For more information on AINP Europe, please email programseurope@gmac.com.

The Future of Work: A Journey to 2022

Futureofwork coverTremendous forces are radically reshaping the world of work as we know it. This recent PWC report takes you on a journey to 2022 and explores how the changing business landscape will impact people management strategies. The Future of Work report, which surveyed more than 10,000 people across China, India, Germany, the UK and the US, found that one-fifth of workers see themselves working virtually, with the ability to log on from any location within the next 10 years.

The PWC report focuses on three worlds of work:
The Blue World – corporate is king: Big company capitalism rules as organisations continue to grow bigger and individual preferences trump beliefs about social responsibility. Employee value propositions are focused on job security and long-term service.
The Green World – companies care: Social responsibility dominates the corporate agenda with concerns about changes in climate and demographics, and embedding sustainability becoming the key drivers of business. The employee value proposion is around ethical values and work-life balance in return for loyalty towards the organization.
The Orange World – small is beautiful: Companies begin to break down into collaboration networks of smaller organisations; specialisation dominates the world economy. For employees the report foresees flexibility, autonomy and varied challenges in return for working on a short-term contractual basis.

There is furthermore a summary of people management characteristics in 2022, broken down according the same three projections of a blue, green or orange world and looking into: How organisations source and attract talent; Reward and performance; The role of HR; and The role of technology in managing people.

PWC logoConcerning learning and development’s role, this The Future of Work report details that:

  • in a Blue World: Individuals build skills and experience to adapt to changing business needs. Learning and development is closely aligned to objectives and performance measures.
  • In a Green World: Personal and professional development fuse in areas such as volunteering.
  • In an Orange World: Individuals develop their own skills. Professional guilds will re-emerge and certify skills alongside online references and performance rankings.

For more details, please do consult the entire 32-page report, downloadable for free from the PWC website.  Actually, are you a green, blue or orange person? You can also take a quiz to see to which future world you belong to.

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

Case2013winner logoimd“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 2013 winner is:
Child in Need Institute: Non-Profit or Hybrid?”, written by Anjan Ghosh, Sougata Ray, and Indranil Biswas, three colleagues at the 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. The authors provide core characteristics of a social enterprise, along with strategies to fulfil its mission in a rapidly changing and challenging socio-economic context. Full details are available from the Case Centre.

IIMCalcutta logoAlso the winning cases from the previous years in the “Inclusive Business Models” category are available from the Case Centre. For 2012 it was: “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.

There was also a highly commended case: “Schneider Electric in rural India”, INSEAD Singapore.
This case describes the evolution of Schneider Electric’s efforts to serve the base of the pyramid (BOP) market in rural India. Starting out as part of a stand‐alone corporate social responsibility programme to serve villages with no electricity, these have been integrated over time with a rural business initiative that aims to profit from the long‐term opportunity these markets present.

You can also consult the full list of winners for all 15 categories that is on the EFMD website, and NOW submit cases  for the 2014 EFMD Case Writing Competition.

Leadership Development Beyond Competencies

CCL leadership coverBehavioral competency models have shed a great deal of light on the field of leadership development over the years. However, the authors of this White Paper “Leadership Development Beyond Competencies” by the Centre of Creative Leadership (CCL) believe that a “Beyond Competencies Model” will strengthen our understanding of leadership development by emphasizing that leaders are multidimensional.

The current model outlined in this paper takes into account what we share in common, the physiological systems at work in the human body—our circuitry. This model also recognizes our differences, that our inner content is unique and that different leaders may react differently to different situations based on their past. Finally, this model points to what is needed to create healthy and effective leaders and leadership—conscious engagement—developing our ability to monitor and modify our circuitry and inner content and be aware of the inner world of others with whom we work.

The experts from CCL furthermore highlight some of the questions and concerns that still remain, namely:
  • What information from neuro-science or positive psychology and related areas is most relevant to developing leaders?
  • What are legitimate, evidence-based practices related to the “power of the mind”?
  • What is the appropriate role of leadership development experts in translating this material?
  • How can we deal with the new complexities that come with a holistic view of leadership development?
  • What is the best common language to use in this new area of research?
You are kindly invited to download this 18-page new White Paper (or other recent publications) from the CCL website.

From Castles to Networks, Will Business Schools Survive?

tedex logosEric Cornuel, Director General and CEO of EFMD explores the future of business school. This recent talk was given at a local TEDx event, in Aix-en-Provence, France with EDHEC Business School serving as an official partner. Under the theme “Disruptive Leadership Education” this event focused on ground-breaking technologies, entertainment and design with the aim of leveraging a number of initiatives to support and promote ideas capable of changing the world.

Eric underlines the importance of dissemination of knowledge and dissects the current business school business model.

You can watch this 12 minute video via YouTube. You will probably also be interested in this recent issue of the EFMD Global Focus Magazine: The Business School of the Future with over 75-pages of  highly relevant insights

Smart Specialization Strategy: New on the 2014-2020 Agenda

RIS3 logoA total of 330 billion is proposed for the Cohesion Policy in Europe for the periods of 2014-2020. Under this Cohesion Policy Framework, Smart Specialization Strategy needs to be in place in each Member state and region in order to access financial support for its research and innovation measures.

Research and innovation strategies for smart specialization (RIS3) is a novel approach to regional economic and social development promoted by the EU, based on the principle that discovery of well-defined domains for specialization in each region will enhance competitiveness and economic growth.

At a joint high-level conference on June 20, European Commission and European University Association re-affirmed their commitment to support universities in becoming key actors in designing and implementing smart specialization strategies in their regions. As centers of expertise on innovation and entrepreneurship, business schools are particularly well-positioned to perform the role of 'boundary spanners' - identifying the strategic strengths of their region in relation to international landscape, building partnerships between industry and academia, and consulting on knowledge transfer and innovation. However, in pursuit of international and national excellence, maintaining active local anchorage often becomes a difficult balancing act to attain.

BSIS logoEFMD is supporting its members in efforts to re-assess and strengthen their local positioning as regional engagement gains both urgency and support in the Europe2020 policy. Business School Impact Survey is the new service whose arrival coincides with this period of exciting new opportunities for business schools to become recognized as regional as well as international actors. It assists schools with collecting sufficient and pertinent data on their engagement with the region to date and building an information system that will allow to track this dimension of its operations on a yearly comparative basis. A review based on this data provides an external analysis of areas of strengths and recommendations for future action, thus setting the stage for the school's renewed regional strategy and communication with regional stakeholders engaging in smart specialization.  For more information, please do contact EFMD colleague Inga Zalyevska.

Talent Management Predicts Financial Success: New Global Survey Results

Leadership Forecast coverThis newly released report “Global Leadership Forecast 2014-2015” is a joint effort of DDI and The Conference Board. It includes survey responses from 13,124 leaders; 1,528 global human resource executives; and 2,031 participating organizations in 48 countries. The authors conclude that effective leadership development is a strong driver of leader quality and that leader quality helps predict financial performance. Detailed findings are in a most interesting 56-page report that is structured around six core questions:

What is Keeping CEO's Up at Night?
  • CEO's Top Challenges - Leaders Aren't Ready
  • Working Within the VUCA Vortex: Leaders need more preparation
Are Leaders Ready to Deliver?
  • Leadership Outlook - Going Nowhere Fast: Development efforts have stalled
  • Millennials - From Generational Differences to Generating Growth
  • Leadership Readiness - Which Countries Make the Grade
  • Leadership Readiness - Which Industries Are Rising, Which Are Falling?
  • Critical Leadership Skills - What's Important Is Being Ignored: Time to change focus
The New Role of HR
  • Evolving HR - From Partner to Anticipator: Get strategic, sooner
  • Leadership Analytics - How HR Can Use Big Data to Provide Big Value: Move forward by looking aheas
  • Global Program Implementation - Balancing Corporate vs. Local Control: Finding the optimal balance
What do Leaders Need in Order to Improve?
  • 70:20:10 - The Right Ratio...Or So We All Thought: More structured development and learning from others
  • Critical Periods for Leadership Growth - Match the Timing to the Target
  • Drivers of Crucial Leader Outcomes - What Experiences Matter Most?
  • Managing the High-Potential Dilemma - Who, How Many, and What Then?
Leadership Forecast logosWhat is Holding Them Back?
  • Interacting vs. Managing - Organizations Place More Value on Managing--and That's the Problem
  • Top Barriers to Learning - Make the Course More Like the Job and the Job More Like the Course: Crafting a better learning experience
  • Gender Diversity - Pays Off: Some differences count
What Happens When Organizations Get it Right?
  • Pipeline or Pipe Dream? Avoiding the Nightmare Scenario: How talent management practices reduce succession risk
You can download this 56-page research report with recommendations for each of the above items (after registration) from the DDI website.

Call For Papers: Language in Global Management and Business

GEML logoScholars and practitioners involved in global management and business have turned their attention to languages as they form the trajectories and channels through which knowledge is generated and shared across an increasingly networked world. Over the last three decades scholars, who consider language to be a key element for understanding the functioning of the international corporation, whether large or small, have contributed to the development of a distinct research stream.

Language-sensitive research in the field of global management and business is currently exploding and this call for papers aims to provide purpose and direction for this body of knowledge. You are kindly invited to submit theoretical, methodological or empirical papers which carry these current developments forward. The list of themes below is indicative only.
Theme 1: Language and Identity: Contributions about the nexus of ties between language and identities, including national language, English language, but also professional and corporate languages and how they relate to potentially multiple identities.
Theme 2: Language and Performance: Contributions about the role of language/s in global, dispersed and multilingual teams, units of international companies or other organizational forms; the role of language in overall company, group or individual performance; the role of language in particular functions (e.g. marketing; HRM; accounting & finance).
Theme 3: Language, Power and Politics: Contributions about language hierarchies, corporate language policies; languages as used as embedded agency; the interplay of discourse, languages and decision-making.
Theme 4: Theoretical and Methodological Avenues: New paradigms and theoretical approaches to language-based research in global business and management contexts; for example: post-colonialism or critical theory; sense-making; particular linguistic traditions; translation issues; methodological issues.

Please do consult the GEM&L website for the detailed guidelines for authors, submission schedule and the members of the Scientific Committee. Proposals in French or in English in Word format are to be uploaded on the GEM&L website by 15 January 2015

The 9th GEM&L International Workshop on Management & Language will take place in Helsinki, Finland on  11-12 June 2015, kindly hosted by  Aalto University – School of Business and Hanken School of Economics. For any information concerning the conference, please contact GEM&L by mail.

Five Year Overview of How Business Schools Adapted Programme Offerings

aacsb logoThe changing landscape of business schools has been described in many different terms, and below are statistics on how schools have changed programme offerings in the period 2008 till 2013. Using a controlled set of schools that responded to the AACSB Business School Questionnaire over the past five years, it shows that in total
the fastest growing areas in programme offerings - comparing academic years 08-09 up to 12-13 - are:
  • Business ethics (including corporate social responsibility (plus 37.50%)
  • Supply chain, transport and logistics (plus 17.36%)
  • Entrepreneurship, small business (plus 13.48%)
  • Statistics (plus 12.50%)
The disciplines most in decline - comparing academic years 08-09 up to 12-13 - are:
  • E-business and e-commerce (minus 46,81%)
  • Public administration (minus 25,93%)
  • Quantitative methods (minus 15,63%)
  • Operations research (minus 15%)
  • Behavioural sciences, organizational behavior (minus 14,29 %)
  • Business communication (minus 13,33 %)
  • Taxation (minus 13,51 %)

For both the disciplines of "International Business" and "Finance including Banking" a fluctuation of less than 1% is reported. You are kindly invited to consult the full details at the AACSB Data and Research blog post of a few days ago.

New Research: Becoming an Expert Takes More Than Practice

Psycho cover"Deliberate practice may not have nearly as much influence in building expertise as we thought", according to new research published in Psychological Science. Scientists have been studying and debating whether experts are “born” or “made” in recent years. This new study suggests that the amount of practice accumulated over time does not seem to play a huge role in accounting for individual differences in skill or performance. Deliberate practice means in this context "practicing in a way that pushes your skills set as much as possible".

The researchers performed a “meta-analysis” of 88 studies examining practice and performance in domains as diverse as music, games, sports, professions, and education. Nearly all of the studies showed a positive relationship between practice and performance: The more people reported having practice, the higher their level of performance in their specific domain.

Overall, practice accounted for only about 12% of individual differences observed in performance across the various domains. However, the domain itself seemed to make a difference. Practice accounted for  about  26% of individual differences in performance for games,  about 21% of individual differences in music, and  about 18% of individual differences in sports.
But it only accounted for about 4% of individual differences in education and less than 1% of individual differences in performance in professions.

Furthermore, the findings showed that the effect of practice on performance was weaker when practice and performance were measured in more precise ways, such as using practice time logs and standardized measures of performance. “There is no doubt that deliberate practice is important, from both a statistical and a theoretical perspective. It is just less important than has been argued,” says author Macnamara. The researchers speculate that the age at which a person becomes involved in an activity may matter, and that certain cognitive abilities such as working memory may also play an influential role. If you are interested in more details, please go here.

Corporate Learning Goes digital – A Promising Avenue for Companies

RBerger logoThis new study conducted by Roland Berger Strategy Consultants "Corporate Leaning goes digital – How companies can benefit from online education" analyzes the enormous potential of e-learning.The corporate e-learning market will grow by about 13% per annum in the period up to 2017, because companies are seeking new ways to further their employees' know-how that are flexible and tailored to the individual person's needs.  The 20-page research report concludes that  new forms of learning will prevail.

The opportunities offered by online education influence all stages of the corporate learning value chain.The changes will be so far-reaching that they will affect the learning culture within the company as a whole. Online learning technologies favor intrinsically motivated, independently organized learning and help employees to take charge of their own training and development rather than expect ing the company to provide it all. Technologies allow for agile and adaptable organizations that encourage learning.

CorpLearningDigital coverThe future is not in free, mass offerings, but in customization and tailoring of education for lifelong learning. The report elaborates on the challenge for corporate learning: corporate management wanting to see measurable contributions to success. The answer, according to the Roland Berger experts is in new diversity on the online education market.  Providing insights into MOOCs, the report introduces POOCs (personalised open online courses) and SPOCs (small, private online courses).

A separate chapter is dedicated to how online corporate education is changing the rules in the four stages of the value chain of corporate learning:

  • Defining what needs to be learned
  • Designing courses
  • Disseminating knowledge and enabling
  • Reviewing application of knowledge and behavioural change
You can download for free this 20-page research report from the Roland Berger Strategy Consultants website.

2014 EFMD Case Writing Competition: Submissions Now Open

Case submission coverYou and your school are kindly invited to submit cases to the 2014 EFMD Case Writing Competition. The 2013 edition of the competition broke another record with 258 submissions. 

In addition to the 14 regular categories, generously sponsored by the schools and organizations listed below, we will once again have the “Best of the Best” category, to which all the winning cases from the different categories will be eligible. The 2013 overall winners were:

“SMS for Life Case Series" by IMD and Novartis", written by: Donald A. Marchand, Anna Moncef, Patricia Santos all from IMD, CH.



We warmly thank the sponsors for their continued support. All of the winning cases receive €2000, wide visibility across the EFMD network and publication by The Case Centre.

The “Best of the Best” winners are featured in the EFMD’s Global Focus Magazine, receive visibility across the EFMD and Case Centre networks and are awarded with an engraved plate during the EFMD Annual Conference Awards Ceremony.



Case submission sponsorsThe deadline for the submission of cases is 10 October 2014. For more information and for submitting your case, visit the 2014 EFMD case Writing Competition page.

 There also is a a sponsorship opportunity, if your school or organization would be interested in sponsoring the Family Business category, please contact Inês Proença.

  • Corporate Social Responsibility: Sponsored by Kedge Business School, FR
  • Entrepreneurship: Sponsored by E.M. Lyon, FR
  • Family Business: Sponsorship Opportunity !
  • Finance and Banking: Sponsored by Toulouse Business School – Groupe ESC Toulouse, FR
  • Supply Chain Management: Sponsored by Kedge Business School, FR
  • Emerging Chinese Global Competitors: Sponsored by Renmin University of China School of Business, CN
  • Euro-Mediterranean Managerial Practices and Issues: Sponsored by Groupe Sup de Co Montpellier Business School, FR
  • African Business Cases: Sponsored by China Europe International Business School (CEIBS)
  • Indian Management Issues and Opportunities: Sponsored by Emerald Group Publishing Ltd.
  • Responsible Leadership: Sponsored by University of San Diego - School of Business Administration, US
  • Inclusive Business Models: Sponsored by IMD, CH
  • Latin American Business Cases: Sponsored by Universidad Externado de Colombia, CO
  • MENA Business Cases: Sponsored by HEC Paris in Qatar, QA
  • Bringing Technology to the Market: Sponsored by ESMT, DE

Please feel free you to consult the 2013 winners in the various categories and also do not hesitate to pass this on to a colleague who might be interested in participating. Please do contact EFMD colleague Ines Proenca with any questions you may have.

44 New EFMD Members Ratified

MembersgipAGM14EFMD wants to warmly welcome the new members ratified at the EFMD General Assembly Meeting on 16 June, 2014. The new institutions are:
  • Ajou University, School of Business, Rep. of Korea
  • Anadolu University, Turkey
  • Assicurazioni Generali, Italy
  • Bond University, Faculty of Business, Australia
  • Bryant University, College of Business, United States of America
  • Carrefour Group, France
  • Centre Africain d'Etudes Supérieures en Gestion (CESAG), Senegal
  • CIFFOP, Université Panthéon Assas-Paris 2, France
  • College of Charleston, School of Business, United States of America
  • ESDES School of Management, Université Catholique de Lyon, France
  • European College of Economics and Management (ECEM), Bulgaria
  • Federation University of Australia, Faculty of Business, Australia
  • FIA - Fundação Instituto de Administração, Faculdade FIA de Administração e Negócios, Brazil
  • Groupe ESC Dakar (Groupe Sup de Co Dakar), Senegal
  • Hamdan Bin Mohammed e-University, e-School of Business and Quality Management, United Arab Emirates
  • HEADway Advisory, France
  • IAE de Nice, Ecole Universitaire de Management, France
  • IAE Savoie Mont-Blanc, Université de Savoie, France
  • IBS - SP International Business School of São Paulo, Brazil
  • Indian Institute of Management Raipur, India
  • Institut Futura21, Switzerland
  • Institute of Higher Studies Tunis, Tunisia
  • KIMEP University, Bang College of Business, Kazakhstan
  • Laurentian University, Faculty of Management, Canada
  • Mountbatten Institute, United Kingdom
  • National Institute of Development Administration (NIDA), NIDA Business School, Thailand
  • Nazarbayev University, Graduate School of Business, Kazakhstan
  • Northwestern Polytechnical University, School of Management, China
  • OHIM (Office for Harmonization in the Internal Market), Spain
  • Pan-Atlantic University, Lagos Business School, Nigeria
  • Pon Holdings B.V., The Netherlands
  • Saint Mary’s University, Sobey School of Business, Canada
  • Strathmore Business School, Kenya
  • Swansea University, School of Management, United Kingdom
  • Universidad Adolfo Ibañez, School of Business, Chile
  • Universidad de la Sabana, International School of Economic and Administrative Sciences, Colombia
  • Universidad ICESI, School of Business and Economic Studies, Colombia
  • Universiti Putra Malaysia, Faculty of Economics and Management, Malaysia
  • University of Regina, Faculty of Business Administration, Canada
  • University of Worcester, Worcester Business School, United Kingdom
  • Vilnius Gediminas Technical University, Faculty of Business Management, Lithuania
  • Wroclaw University of Economics, Faculty of Management, Computer Science and Finance, Poland
  • Zhejiang Gongshang University, MBA School, China
  • Zhejiang Zhongke Institute of Business, China


VideoAR14On a dedicated webpage you will find  the new members, organised by membership category. Please also consult the full list of EFMD members, totaling 817 institutional members in 82 countries, for your ease this rather long list is structured "per country" and has direct links to all member institutions. 

You may also be interested to watch this two-minute video on the highlights of the 2013 EFMD Annual report, as well as in details on EFMD membership. Also the brand-new 2013 EFMD Annual Report is available for you from the EFMD website.

CEOs Reveal How to Create Responsible Leaders

ashridgeThis new research reveals that hands-on learning opportunities for executives that expose them to stark social realities are core to creating more responsible business leaders.  

Conducted by Ashridge Business School and Business in the Community (BITC), the study analyses the charity’s pioneering experiential Prince's Seeing is Believing programme, where chief executives see and experience social issues first-hand.  

The Ashridge research investigated why some business leaders put creating value for wider society at the heart of their work, whilst, at the same time, stories of corporate failures attributed to poor leadership abound.

The new report "Developing Responsible Business Leaders" is based on in-depth interviews with nine chief executives who have taken part in the initiative. The study draws on their early careers, role models, influencers and defining experiences to reveal how first – hand engagement with social issues has acted as a catalyst to kick-start their consciousness and drive to embed responsible business practice.  

AshridgeCBSMatt Gitsham, Director, Ashridge Centre for Business and Sustainability and author of the report, said: “Thirty years ago there was very little discussion around corporate sustainability – people expected issues to be resolved through public policy interventions. Times have changed, and sustainable business practices are something every business leader needs to understand.”  

Developing ethical leaders Research-led recommendations to develop responsible leaders who are powerful forces for social good include:  
  • Leading by example - They must act as exemplars and champion responsible business leadership on public platforms and in conversations with peers, and encourage responsible leadership through the goals they set, the stories they tell, the shadow they cast through what they are seen to do and who they celebrate and reward.
  • Recruiting the right people - Talent management and recruitment processes need to value different qualities and life experiences, such as volunteering and secondments to voluntary organisations. These activities make a crucial contribution to developing the right worldview and an ethical, responsible organisational culture.
  • Developing responsible leadership - Leaders and HR professionals must embed experiential learning into their organisation’s leadership development activities to improve workplace performance.

"Developing responsible business leaders: insights from 24 years of the Prince's Seeing is Believing visits" is an Ashridge Research Report, more information on the Ashridge Faculty Publications website.

Call for Papers: MENA Region: Post 2015 Development Agenda

AUC bannerThe American University in Cairo (AUC) will be hosting its annual research conference on the MENA (Middle East and North Africa) region and post-2015 development agenda on 16-18 March, 2015.

The aim of this conference is to provide an exchange platform for relevant, inter-disciplinary and multi-stakeholder research and policy debates on the region’s current development efforts, in addition to addressing visionary post-2015 agenda policies. The conference seeks to scale up MENA’s existing successes, identify appropriate best practices, and elicit innovative solutions that solve critical challenges facing the region. The conference will bring together academics, policy makers, thought leaders, business community and civil society in a structured array of academic discussions and policy debates relevant to the themes of the conference.

Authors are invited to contribute to the conference by submitting abstracts that contain sound research results in the form of full papers, case studies, or survey work that propose evidence-based policy recommendations, or suggest research avenues to tackle problems related to the following four major themes of the conference:
  • Social Inclusion
  • Human Development
  • Sustainability and Governance
  • Regional and Global Integration
Deadline for abstract submission is 30 October 2014, to be submitted to the conference email. A special Egyptian cultural evening will be held with sound and light show at the Pyramids. Details are here and the registration form will be available soon here.

EFMD Partners CVTRUST / Now Offer Smart Diploma with Smart Ads

CVTrust logoLast year EFMD signed a strategic partnership with CVTRUST. The aim of CVTRUST is to increase trust where it is becoming ever more valuable: in academic and education credentials.

Recently CVTRUST joined LinkedIn’s Direct-to-Profile Certifications pilot program, adding a new social dimension to its Smart Diploma™ solution. It is now possible for Smart Diploma™ owners to upload their certified credentials onto their LinkedIn Profile in just a click!

By granting Smart Diploma™ to your graduates, alumni, programme participants etc they are able to validate and push their credentials onto their LinkedIn profile in one click. Following on from this schools that use the Smart Diploma™ solution can now make use of a new service Smart Ads™.

The new Smart Ads™ feature is unique because it allows your school to use the CVs of the people connected to the school as marketing and branding tools that can help promote your institution (and programmes) by your best ambassadors. If you use Smart Diploma™ then every award that you have ever granted becomes firstly validated and secondly becomes a marketing tool to showcase your school. The examples below show how it can work (click and see the Smart Ad on the upper right side the institution’s banner) -

·       IMD diploma: click here
··      INSEAD diploma: click here

smart diploma

Schools using CVTrust include:

INSEAD (FR/ SGP), IMD (CH), MIT Sloan (US), Mannheim Business School (GE), Nyenrode (NL), HULT (International), IEP Paris (FR), IPL (online), INSEEC (FR), STUDIALIS (FR), Solvay Brussels School (BE),…

If your institution would like to learn more, please contact

Join Now for the 2014 EFMD ABS International Deans Programme (IDP7)

idp We would like to inform you that you now can register for the 7th edition of the EFMD-ABS International Deans' Programme (IDP).

This exceptional programme enables a group of up to 20 international deans to visit business schools in four countries. You will gain a unique overview of strategy, operations, structures and future markets in business and management education.

The three compulsory module for the 2014 International Deans' programme are:

  • 16-18 September 2014 at The Hong Kong Polytechnic University, Faculty of Business, The Hong Kong University of Science and Technology and City University of Hong Kong, College of Business, HK
  • 14-15 January 2015 in United Kingdom at Saïd Business School, Oxford,and Imperial College Business School, London, UK
  • 15-16 April 2015 in Copenhagen Business School, DK and School of Economics and Management, Lund University, SE

Other benefits of joining the programme include:

  • Global networking with the potential for long-term collaboration
  • Time to think and engage in current debates on the future of management and business education
  • Psychometrics: MBTI, 16PF, FIRO-B, 360 feedback
  • Join a network of over 75 business school deans from 23 different countries that have already participated in the programme
  • Please note that this programme is aimed at recently appointed directors general/deans of the whole business school only.

More information is available here  and you can register online.  If you have any questions or require further information please do not hesitate to contact EFMD colleague Virginie Heredia-Rosa directly.

EFMD Support the Fifth International Business School Shanghai Conference

antaiEFMD is delighted to be a strategic partner of the Fifth International Business School Shanghai Conference that will be hosted by Antai College of Economics and Management (ACEM), Shanghai Jiao Tong University on Oct. 9-10, 2014.

Innovation and entrepreneurship are widely recognized as effective ways to revitalize the global economy. International markets seek new ideas and innovative business practices, which have the potential to strengthen and stabilize economic growth. So many regions, including China, are striving to develop entrepreneurial management practices and create supportive environments that foster and enable innovation.

Business schools are the origins of many successful entrepreneurship practices, and play a vital role in boosting development of economies and the prosperity of business. This requires the business education industry to reflect on questions such as how to nurture management talents who are able to generate new ideas and implement the ideas in innovative ways.

Therefore, the conference has established Innovation and Entrepreneurship as its theme. It is expected to foster discussions on the latest developments in innovation and entrepreneurship, and exchange viewpoints on two parallel session topics: “How Business Schools’ Innovation Education is Driving Sustainable Development” and “Business Schools’ Education about Entrepreneurship”.

In addition, the IBSSC features two pre-sessions on business schools’ development. Some changes in international accreditation standards indicate that the innovation and sustainability of business schools are increasingly recognized as priorities, so:

  • Pre-session 1 will focus on the topic of “New International Accreditation Standards for the New Management Education Era”, to discuss the trend and how business schools will respond to it.
  • Pre-session 2 will explore the topic of “Future of Management Education: Emerging Opportunities for Asian B-schools”.

The biennial IBSSC is one of the most important forums held by ACEM. Since the first successful conference in 2006, the IBSCC has itself become an international brand and the largest dean-level conference for business schools in the Asia-Pacific region.

An outstanding line up of speakers includes:

  • Prof. Peter Blair Henry, Dean of Leonard N. Stern School of Business, New York University, USA     
  • Prof. Soumitra Dutta, Dean of Johnson Graduate School of Management, Cornell University, USA     
  • Prof. Gnanalingam Anandalingam, Dean of Imperial College Business School, UK
  • Prof. Alfons Sauquet, Dean of ESADE Business School, Spain     
  • Prof. CAI Hongbin, Dean of Guanghua School of Management, Peking University, P. R. China
  • Prof. William Boulding, Dean of Fuqua School of Business, Duke University, USA     
  • Prof. Edouard Husson, Dean of ESCP Europe Business School, France
  • Prof. Fiona Devine, Head of Manchester Business School, UK     
  • Prof. Emerson de Almeida, President of the Board Committee of Fundação Dom Cabral, Brazil
  • Prof. Chris Styles, Dean of Australian School of Business, University of New South Wales, Australia   
  • Prof. Steef van de Velde, Dean, Rotterdam School of Management, Erasmus University, Netherland  
  • Prof. Larry Edward Penley, President of Thunderbird School of Global Management, USA     
  • Prof. Santiago Iñiguez de Onzoño, Dean of IE Business School, Spain (TBC)     
  • Prof. Hirokazu Kono, Dean of Keio Business School, Japan     
  • Prof. WU Xiaobo, Dean of School of Management, Zhejiang University, P. R. China

The conference convenes more than 100 deans/general directors from overseas business schools, and 100 local Chinese business school deans, who exchange their ideas on cutting-edge topics in the field of management education. Due to its focused themes, global scale and western and eastern integration, the IBSSC has already become an extremely valuable forum for business schools around world, and Antai is committed to developing the IBSSC into the most influential management forum in the international management education circle.

Who should attend?
Deans, Directors, Rectors and Vice Deans from leading business schools in the world; top executives from international organizations in the business education industry.

For more information about the conference and reserving your seats, please refer to the website http://www.acem.sjtu.edu.cn/intl/conferences/5_en/index.html, or contact Antai College of Economics and Management via Tel: +86-21-52302510; Fax: +86-21-52302511; Email: iceo@sjtu.edu.cn

Please join us in Shanghai in October for this unique event. Registration details are here.

Key EFMD Events & Activities in the Second Half of 2014

efmd-newlogo2013-lr coloursBefore the summer, we would already like to update you on the key EFMD events planned for the second half of 2014. 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.

July
“Digital Performance: People Make it Real!” is the theme of the Future Series Webinar to be held on 1 July. This webinar will put into question the established solutions to measure the business impact of learning and development and suggest new ways to do it.

September
The EFMD-HUMANE Advisory Seminar with a focus on “MOOCs, Millennials and the Road Ahead for Higher Education” will take place on 19 September at the EFMD premises in Brussels.

On 23 September, another Future Series Webinar will take place at 13.00 hours (CET Paris) focused on “Leadership in the Digital Era: A New Deal?”

On the 30 September EFMD is pleased to be a collaborator as Boston University School of Management and leading sponsors launch the Business Education Jam: Envisioning the Future. The JAM is unprecedented in the history of higher education. and will involve a worldwide brainstorm like never before and we need you to participate. Over 60-hour this virtual event will run from the September 30 – October 2, with many EFMD members engaged in the dialogue.

October
October is one of the busy months with the 2014 EFMD Executive Development Conference taking place on 1-3 October, hosted by University of St.Gallen, Switzerland. The theme is this year’s event is: (EI)2 Exploiting/Improving AND Exploring/Innovating.

The fifth International Business School Shanghai Conference (IBSSC) will take place on 9-10 October, hosted by Antai College of Economics and Management, Shanghai Jiao Tong University (in a strategic partnership with EFMD). "Innovation and Entrepreneurship" has been established as this year’s theme.

Richmond, Virginia USA is the location for the 2014 EFMD Conference on Undergraduate Programmes. The Robins School of Business, University of Richmond will host the event (on 13-15 October), focused on “Undergraduate Management Education – Preparing our Students for the Journey".

In London EQUIS and EPAS Accreditation Seminars will be held on 14-15 October, hosted by Imperial College Business School. These Seminars are offered sequentially, giving participants the opportunity to register for one or both events.

The next Sharing Best Practice CLIP Workshop will take place 16-17 October at Capgemini Corporate University in Paris, France. The theme of this “inivitation only” event is “Capability of the Corporate Learning Function to address crucial business issues”.

November
The GBSN and EFMD Joint Conference in Africa will take place in Accra (Ghana), hosted by GIMPA and CEIBS Africa. This event takes place 3-5 November on the theme: “Quality in Context: Management Education for the Developing World”.

EFMD is also  once again supporting the 6th Global Peter Drucker Forum and “"The Great Transformation - Managing our Way to Prosperity" is the theme of this event taking place on 13-14 November in Vienna, Austria.

November will also see the 2014 EFMD Career Services Conference. On 19-21 November, Porto Business School in Portugal will be the host institution for this new EFMD community that was launched last year.

An EPAS/EQUIS Accreditation Seminar will take place on 25-26 November in Bangkok (Thailand), kindly hosted by Thammasat University.

December
“Master Programmes: Going Global” is the theme of the 2014 EFMD Conference on Master Programmes which will be held in Grenoble (France) on 3-5 December, hosted by Grenoble Ecole de Management.

On 11-12 December, EFMD will be holding the first module of the Research Leadership Programme-Cycle 5. This is a partnership between EFMD and EURAM on the focus theme of “The Long View – Strategy”. Modules 2 and 3 are planned is February and April respectively.

January
The 2015 EFMD Conference for Deans & Directors General will take place 29-30 January 2015, hosted by ESADE in Barcelona (Spain)

Further events already planned for 2015 include:

  • 2015 EFMD Entrepreneurship Education Conference on 25-27 February
  • 2015 EFMD Conference for International and External Relations, PR, Marketing, Communication and Alumni Professionals on 25-27 March
  • Research Leadership Programme - Cycle 5 - module 2/3 on 3-4 February
More information on all the events is available on the EFMD website.

EFMD Awards EQUIS Reaccreditation to 11 Leading Business Schools

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

Amsterdam Business School, Universiteit van Amsterdam, Netherlands
Babson College, USA
CENTRUM Católica Graduate Business School, Pontificia Universidad Católica del Perú, Peru
ESCP Europe, France
Durham University Business School, UK
IESE Business School, University of Navarra, Spainequis2013
Keio University, Keio Business School, Japan
London Business School, UK
LUSEM - Lund University School of Economics and Management, Sweden
The Hong Kong Polytechnic University, Faculty of Business, China
University of Leeds, Leeds University Business School, UK

“EQUIS has set new standards of quality in management education. The EQUIS accreditation process is a unique opportunity for a university or a business school to reflect on the relevant strategic issues that any institutions face in today’s changing world, as well as on the operational dimensions that make the university’s  educational experience truly good.”
Jordi Canals, Dean, IESE Business School

"EQUIS accreditation provides independent evidence of quality to past, current and potential members of the London Business School community. We are pleased to have their confirmation of the success of our constant search for excellence.”
Sir Andrew Likierman, Dean of London Business School

"We do appreciate that we are granted EQUIS label for another three years. Under the accelerated globalization of management education, this reaccreditation is just the starting point for our improvement for the coming three years."
Prof. Hirokazu Kono, Dean, Keio Business School

"It is a great honour to be awarded five years accreditation by EQUIS and I would like to thank the peer review team for their carefull consideration of Leeds University Business School. I also would like to pay tribute to all the hard work put in by my colleagues, which has resulted in this well-deserved accolade.”
Prof. Peter Moizer, Dean, Leeds University Business School, University of Leeds

"We are delighted that we have been awarded with EQUIS reaccreditation for a second time. The reaccreditation exercise is a clear demonstration of our dedication to excellence, and the priority placed on internationalisation.”
Prof. Edwin Cheng, Dean, Faculty of Business, The Hong Kong Polytechnic University.

"Amsterdam Business School – part of the University of Amsterdam- is proud to be continuously in the league of schools with EQUIS accreditation.”
Prof. Dr. Marc Salomon, Dean, Amsterdam Business School, University of Amsterdam

Prof. Michael Osbaldeston, the EFMD Director of Quality Service added, "I would like to congratulate the schools that have gone through the reaccrediation 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.

EFMD Future Series webinar – “Emerging Trends in Social and Digital Transformation”

WebinarsThis upcoming series of webinars will focus on "Emerging trends in social and digital transformation and their impacts on the People Agenda”, and will be delivered by Stephan Paolini, Senior Vice President, Capgemini Consulting.

According to Capgemini Consulting’s vision, digital transformation is first and foremost a business transformation. People, not technology, are the most important piece in the digital transformation puzzle. 

paoliniDigital transformation has become the ultimate challenge in change management because it impacts not only industry structures and strategic positioning but all levels of an organization (every task, activity, process) and its extended supply chain. Leaders must constantly challenge their organizations to ensure that this technology-enabled change can unlock productivity gains and significant competitive advantage and understand where and how the fundamentals of their current operations could be unsettled by agile new entrants or new business models".

We invite you to take advantage of this great opportunity to share best practice by participating in the following 2 webinars:

Digital Performance: People Make it Real! on Tuesday 1 July 2014 (1:00pm - 2:00pm CET Paris)

  • Emerging trends in social and digital transformation and their impacts on the People Agenda.
  • Which components’ structure the picture and how can it be addressed?
  • Which impacts on the Corporate Learning Function and its drivers for change?
  • Some concrete examples of “game changing” initiatives.

Leadership in the Digital Era: A New Deal?  on Tuesday 23 September 2014
 (1:00pm - 2:00pm  CET Paris)

  • How are the Digital / Social / Open context affecting Business management?
  • How do the (digital) new ways of working change the Leadership/ Managerial landscape?
  • How can it be anticipated / adapted / supported?

Free event for EFMD corporate members and special guests.

EFMD Launch Strategic Learning Review

SLRcover web2

At the EFMD Sharing Best Practice Masterclass earlier this year, hosted by UniCredit in Torino, EFMD officially launched SLR – Strategic Learning Review.

"Company-based learning organisations are being challenged to maximize the effectiveness, relevance and quality of their programmes. Learning must be seen to deliver value and impact; this new service from EFMD will help companies determine whether their learning organisation is delivering (and is perceived to be delivering) services in line with their strategic mission”, said Prof Eric Cornuel, CEO & Director General of EFMD.

The design of SLR draws on EFMD’s 15 plus years of experience in the area of quality assurance for both business schools and learning organisations through the EQUIS and CLIP accreditation systems. SLR offers a diagnostic check-up service that allows a Learning Organisation to take stock of the strategic effectiveness of its operations and its impact within the company. It is designed to be a flexible service for learning organisations at any point of their development.

“EFMD’s one-day strategic diagnostic review (Strategic Learning Review) was very valuable. The review, which was conducted by experienced auditors enabled us to highlight the strengths and weaknesses of our corporate university. The conclusions, covering a range of strategically significant areas,  have led us to strengthen a number of our processes and better prepare ourselves for future accreditation. I highly recommend this Strategy Learning Review to companies in search of a true strategic approach.” Safran Corporate University

Combining guided self-assessment and a one-day on-site visit by a two-person EFMD team, the evaluation highlights both the areas where the Learning Organisation is performing effectively and the areas where fundamental problems may need to be addressed. The process is designed to offer a checkpoint that provides a critical analysis of the situation at a given moment in time, whilst also helping companies construct a learning roadmap for future development.

"We used the EFMD Strategic Learning Review to get outside feedback on where we stood in our pursuit to build up a state-of-the-art L&D organisation. Based on a one-day visit only, the experienced EFMD consultants were able to draw a very concrete picture of our current strengths as well as the areas we still need to develop. This has since helped us a lot to refine our current priorities. We highly recommend this pragmatic tool to other organisations who want to develop their L&D strategy."  Baloise Campus

The SLR process is centred around six key points: the clarity of purpose & mission of the Learning Organisation, the scope of its activities, its positioning in the company, its operating model, the portfolio of programmes and services offered and finally the governance system to keep it properly aligned.

"The starting point for any strategically effective L&D organisation is always going to be a well-defined purpose and coherent objectives as regards what is to be achieved. SLR focuses on the value chain that links intentions and outputs", said Gordon Shenton, Senior Advisor, EFMD.

The many benefits of SLR include:

  • An assessment of the Learning Organisation’s effectiveness and relevance in delivering on its strategic remit
  • Identification of major dysfunctions, disconnects, misalignments or missing elements in the construction of the Learning Organisation.
  • Bringing to light the perceptions of major stakeholders within the company
  • Outside-in challenge: the visiting experts bring an external view with a constructively critical perspective
  • A sounding board providing an opportunity to test ideas and share concerns with experienced professionals in the field of corporate learning
  • A checkpoint for the Learning Organisation team to concentrate minds and build commitment to future development
  • An opportunity to reinforce the buy-in of major stakeholders in the company.

Two information session webinars are organised to find out more about the SLR process:
19 June 2014 CET 13,00 - 14,00, by Jan Ginneberge, Sernior Expert EFMD
10 July 2014 CET 13,00 - 14,00, by Jan Ginneberge, Senior Expert EFMD with testimonial from Achim Wolter, Head of People Management at Baloise

SLR is a service for any organisation anywhere in the world that wants a strategic review of their learning and development structure and design process. If you would like any further information or have any questions please contact Shanshan Ge (shanshan.ge@efmd.org) or visit www.efmd.org/slr.

Invitation to Join the New EFMD Special Interest Group: "An Engaging Place to Work"

efmd-newlogo2013-lr coloursYou are warmly invited to join the EFMD Special Interest Group (SIG) on the theme of “An Engaging Place to Work”. Alstom, Baloise, Merck/MSD, Pirelli as well as UBS and Unicredit have already committed to take a lead role in this group for experience and best practices sharing.

Across industries and geographies the question how a company can become and stay an engaging place to work is being discussed with increasing intensity. Two main factors seem at the core of this discussion: First, with Generation Y entering the labor market a distinctively different set of expectations has taken the stage. Second, companies need to constantly adapt and innovate in a world driven by exceptional speed of change. This can only happen where employees take their hearts and minds to work and act like entrepreneurs from where they sit in the organization.

Companies with higher workforce engagement are more innovative and more productive. Recent numbers published by Gallup found a 22% advantage in profitability to companies in the top quartile of employee engagement vs. those in the bottom quartile. Gallup figures also shock us with an overall ratio of only 12% engaged employees as per their latest worldwide report. The case for action seems clear: not only is creating an “Engaging Place to Work” the right thing to do from a human and organizational health perspective, it is also a prime opportunity for leading companies to differentiate themselves lastingly from their competition.

This EFMD Special interest Group (SIG) will explore cross-functional strategies to build the “workplace of your dreams”. We will focus on areas like leadership, talent management, values of a new employee generation as well as innovative technologies and how they change our work experience. The goal is to advance the critical field of employee engagement in concrete terms, by creating a menu of “best practices” and jointly developing innovative “next practices”.

This SIG is addressed to senior delegates from a broad set of specialty backgrounds, including HR, Learning, Talent Management, Technology, Communications, Branding or Strategy. Dr. Siegfried Hoenle, Senior Advisor EFMD, Visiting Professor at IE Business School and former CLO and Head Talent and Credit Suisse, has agreed to facilitate the SIG. Dr. Simon Stoepfgeshoff, Professor for International HR Management at University of Applied Sciences Bern, will provide inputs and co-facilitate the SIG work.

Details of the final work schedule and specific challenges to be addressed within the SIG will be agreed upon by SIG members once the project is fully underway. The kick off meeting - hosted by UBS - will take place on 3-4 November 2014 in Zurich, Altstetten (Switzerland). Please click here for more information and application.

We invite you to take advantage of this tremendous opportunity to leverage best practice, utilise leading experts and collaborate with peers to deliver real value to your organisation. Please do contact EFMD colleague Shanshan Ge with any other question you may have.

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) and the 2015 & 2016 programmes will be lead 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, exciting dimension, while using most of the same international faculty as in previous programmes.

Please take a look at the brochure and send any queries or questions you might have to Aileen Zhang. You can find more info via this web link.

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.

Invitation to International Summer Programme at McGill in Montreal

Desautels logoThis International Summer Program at the Desautels Faculty of Management at McGill runs 2-30 July 2014  and is designed to provide international undergraduate students the opportunity to gain critical North American perspectives on issues of global importance.

The program offers two courses: In Managing in North America, current global  questions are analysed and potential solutions are discussed that correspond to the unique character and needs of the Canadian, American, and Mexican economies. In Global Branding, understanding and appreciation of brands is enhanced and participants develop theories, models, and tools to improve the ability to create and evaluate local and global brand strategies. Each course is worth three McGill credits, equivalent to six ECTS credits, to be approved by each student’s home university.

The McGill campus is located in the heart of multicultural, metropolitan Montreal. As a major cultural and technological centre, Montreal offers students unparalleled opportunities to explore life outside the classroom. Full details about application and registration, as well as FAQ are here.

You may also be interested to know more about the approaches in the International Masters in Practicing Management, IMPM. In this EFMD Global Focus magazine article, Leslie Breitner and Dora Koop explain how the IMPM programme has retained its freshness as one of the world’s most innovative senior management programmes.

Last year in May, the Henry Mintzberg, IMPM & EFMD Special Workshop in Brussels also focused on developing practicing managers and their organisations, and the EFMD upcoming events are here.

The Art of Teaching and Learning: Counting Down to the 2014 EFMD Annual Conference

ac14 app

This week in Vienna on 15-17 June 2014, the wonderful new campus of WU - Vienna University of Economics and Business will play host to EFMD’s 2014 Annual Conference.

An App has been created specifically for this conference that can download it on your smartphones through the Appstore/Google Play. The App will enable you to discuss sessions, check the conference schedule, find contacts and speaker information.

Apple store
Google Play

Twitter
The hashtag for the EFMD Annual Conference is #EFMDAC14 so if you wish to tweet before, during & after the event, please use this tag and follow us at EFMD @EFMDnews.

This unique event is designed for all those interested in management education and development. It brings together over 400 EFMD members from all over the world. This year, under the theme "The Art of Teaching and Learning", we will discuss how new technologies have influenced the way people learn and teach, the impact they have on architecture and the design of learning spaces.

Building on Vienna’s musical tradition, we have invited Joshua Jampol, freelance management writer and author of the book “Living Opera” to interview one of the leading figures of the world of music to talk about the leadership skills required to direct music productions and the challenges classical music is facing today. How can classical music productions be adapted to today’s younger audience? How can you modernize classical music without altering its beauty?

wu new campusThe Conference Committee have put together a series of outstanding sessions which include:

  • Designing Learning Spaces: Wolf D. Prix, Founder, COOP HIMMELB(L)AU, Austria
  • MOOCs: how to get started: Vivek Goel, Chief Academic Strategist, Coursera and Santiago Iniguez, Dean, IE Business School.
  • Financial Models for Educational Institutions: Thomas Estermann, Head of the Unit Governance, Autonomy and Funding, European University Association.

Also the smaller workshops groups will give you the occasion to see and discuss best practice examples on an array of themes:

  • Alliances: with Mariëlle G. Heijltjes, Associate Dean & Director Postgraduate Education, School of Business and Economics, Maastricht University; Ali Dastmalchian, former Dean, Gustavson School of Business, University of Victoria and moderated by Stephen Murdoch, Associate Dean International, IESEG School of Management
  • Research Innovation: with Alan Irwin, Dean of Research, Copenhagen Business School and moderated by Christophe Lejeune, Research Advisor, Research & Surveys Unit, EFMD
  • New Technologies & Accreditation: with EFMD Quality Services Associate Directors Martin Schader, David Asch, and Ulrich Hommel

As always, the event will give you numerous networking opportunities, including a Gala dinner at the Hofburg, Vienna’s Imperial Palace in the heart of the city.

We look forward to seeing you in Vienna!

EQUIS Policy Revisions 2014 - Multi-Campus Operations, Collaborative Provision, Institutional Change & Restructuring

equis2013The 2014 revision of the EQUIS documents include three significant changes in the EQUIS Process Manual Annexes, all related to specific features of business school operations.

1. Policy on Multi-Campus Operations (Annex 12)

Many business schools are nowadays spreading their activities across multiple campuses and, in some cases, it is not even clear anymore which campus is to be considered the headquarter (home) campus. Given that quality may differ greatly within a business school’s campus network, the EQUIS process must include a review of the school’s activities at different campus locations, the linkages between them, the degree of managerial and operational independence granted to them and the form of control exercised by senior management. The purpose of the new annex is to ensure that schools in process supply sufficiently detailed information on their campus networks at all stages of the accreditation process.

The new EQUIS policy requires schools to include all of its campuses and provide a detailed description in the Self-Assessment Report with an informative summary added to the datasheet and supporting evidence presented in the base room. The information to be submitted includes: Description of the activity portfolio carried out at each campus location, local resource support, governance mechanisms to control campus activities and to ensure coordination within the campus network, quality assurance, financial performance and risks specific to local operations. Multi-campus strategies, development objectives and performance milestones need to be explained in detail as well. Peer Review Visits may involve several campuses, typically the headquarter campus and the perceived weakest links within the campus network.

For further information, see Annex 12, EQUIS Process Manual Annexes.

2. Policy on Collaborative Provision (Annex 13)

The 2014 document changes serve the purpose of further detailing existing policy. An increasing number of business schools deliver degree programmes in collaboration with partner institutions. The partners may be located in the same country or offshore; they may be academic or non-academic institutions. Degrees may be awarded solely by one of the partners, jointly by several partners (joint degrees) or individually by several (typically not more than two) partners (dual degrees). Collaborative provision is normally regulated by bilateral agreements. Consortium structures can be set up with a portfolio of bilateral contracts or may be formally operated as a joint venture.

Collaborative provision implies that the business school requesting EQUIS accreditation is likely not to fully control the design, delivery and management of the respective degree programmes. It is therefore necessary to assess during an EQUIS review how collaboration is impacting quality and therefore indirectly the EQUIS brand.

The document revisions clarify that some forms of collaborative provision (e.g. dual degree offerings in support of student outward mobility for the School’s main degree programmes) have become a mainstay in management education and are therefore unlikely to warrant special attention under this policy. Off-campus delivery in cooperation with a lesser reputed partner institution definitely will.

The revised policy makes the information requirements more explicit. Schools are required to describe all collaborative activities (including partner institutions) in full as an appendix to the Self-Assessment Report with an informative summary also included in Datasheet. The Base Room must include partnership agreements, policy documents, minutes, (financial) data and any further evidence needed to understand the School’s collaborative activities. Otherwise, the previously established process still applies.

For further information, see Annex 13, EQUIS Process Manual Annexes.

3. Policy on Major Institutional Change and Restructuring (Annex 18)

The existing Policy on Major Restructuring has been modified to clarify its scope and when it is necessary to notify the EQUIS Office. In addition, the potential consequences have been strengthened, all in an effort to protect the EQUIS brand.

The addition ‘Institutional Change’ to the title of this policy reflects the observation that ‘major restructuring’ is in many instances triggered by ‘major institutional change’. The parent of an accredited school may for instance decide to merge the business school with another unit, which can alter governance, autonomy, strategic outlook and operations in fundamental ways. Alternatively, an accredited school may be negatively affected by changes in its economic environment (e.g. departure of a major donor, tightening of student visa regulations), which can eventually serve as a trigger for major restructuring.

The 2014 version clarifies the policy’s intended scope: The policy already applies when it can be reasonably assumed that major institutional change will occur (rather than when major institutional change or the resulting restructuring actually materialise). It also includes instances where institutional change and restructuring are not the result of a deliberate act by the accredited school.

Schools need to notify the EQUIS Office without undue delay in case the institutional change is potentially “major” and then the previously established procedure applies. Failing to submit notification, submitting the notification too late or misrepresenting the institutional change and its consequences can lead to the suspension of accreditation at the discretion of the EQUIS Accreditation Board.

For further information, see Annex 18, EQUIS Process Manual Annexes.

EFMD Launch Business School Impact Survey (BSIS)

BSIS

At the 2014 EFMD Deans & Director General Conference in Gothenburg hosted by the University of Gothenburg, School of Business, Economics and Law, EFMD officially launched BSIS - Business School Impact Survey.

Prof Eric Cornuel, CEO & Director General of EFMD said, "BSIS is a vital addition to the EFMD portfolio of services as it provides a process and tool to capture the value that a school brings to a defined region. It is a service for any business school anywhere in the world that is interested in collecting key statistical data on its impact. Once collected this information can then be used both internally and externally with key stakeholders to widen the debate about "the role of business schools in society" and showcase the enormous added value and impact they bring to a community."

The BSIS scheme identifies the tangible and intangible benefits that a business school brings to its local environment. For example, a school spends money in its impact zone; it provides jobs and pays salaries that are partially spent in the zone; and it attracts faculty and students from outside the zone whose expenditures contribute to the local economy. Beyond this measurable financial impact, a school contributes to the life of the community in numerous ways. Its faculty generate new business creation through entrepreneurial projects and support local business needs through professional training. Its students are a source of dynamism in the life of the region and are a valuable talent resource when they graduate. A business school also provides an important intellectual forum for the introduction of new ideas in a wide variety of social, cultural and political areas of concern within a region. Last but not least, it contributes to the image of the city or region.

"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," added Prof. Gordon Shenton, Senior Advisor, EFMD.

At a time when all organisations, public or private, are being held accountable for their activities, there is a need to demonstrate the impact that they are having on their immediate environment. This is particularly the case when they are financed or politically supported by local stakeholders.

"From my experience of BSIS in seven French Business Schools (La Rochelle Business School, IAE Lyon, Groupe ESC Troyes, Audencia, IAE Grenoble, EM Normandie and Toulouse Business School) the first benefit of BSIS was unexpected, as the process significantly raised the awareness within the school of the importance of its impact on the Region. The second major benefit from going through the BSIS review was it substantially improved communication with all of the key stakeholders of the Business Schools," said Michel Kalika, Senior Advisor, EFMD.

The BSIS scheme was initially designed by FNEGE (the French National Foundation for Management Education) and is already well established in the French higher education arena. The BSIS process has been adapted for an international audience and is now offered in a joint venture between EFMD and FNEGE as a service to EFMD members in any part of the world.

If you would like further information or are interested in your school taking part you can visit www.efmd.org/bsis or please contact: Gordon SHENTON: gordon.shenton@efmd.org, Michel KALIKA: michel.kalika@efmd.org or bsis@efmd.org

EFMD is Delighted to Announce the Winners of the 2013 EFMD Case Writing Competition

CaseWriting-Award ecch

Winners include ESADE Business School, ESCA School of Management, IBS Hyberabad, IE Business School, IMD, Indian Institute of Management Calcuta, Indiana University, Indian School of Business, INSEAD, ITAM Mexico, Lagos Business School, SDA Bocconi, Solvay Brussels School of Economics and Management.

EFMD is delighted to announce the winners of the first phase of the 2013 EFMD Case Writing Competition. This year was a record with 258 case entries from 30 countries. The quality was 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 at the end of April.

Corporate Social Responsibility: “Accenture Development Partnership” written by Michelle Rogan and Christiane Bode, both at INSEAD, FR. This category is sponsored by Kedge Business School.

Entrepreneurship: “WooRank: Creating & Capturing Value in a European Web Start-Up” written by Robin Demaria, Olivier Witmeur and Paul Verdin, all colleagues from Solvay Brussels School of Economics & Management, BE. This category is sponsored by EM Lyon.

Family Business: “Trusted Family: By Families, For Families, Forever…" (video case) written by Benoît Leleux, IMD, CH.

Finance and Banking: “Tumi and the Doughty Hanson Value Enhancement Group (VEG)" written by Benoit Leleux, Michel Galeazzi and Esmeralda Megally, all from IMD, Switzerland. This category is sponsored by Toulouse Business School-Groupe ESC Toulouse.

Supply Chain Management:CISCO Systems Inc.: Supply Chain Risk Management”  written by Maria Jesus Saenz, MIT-Zaragoza International Logistics Program (ZLC), ES and Elena Revilla, IE Business School, ES. This category is sponsored by Kedge Business School.

Emerging Global Chinese Competitors: “LENOVO Challenger to Leader”, written by: Hadiya Faheem, Freelance Case Writer, India and Muralidhara G.V., IBS HYDERABAD, India. This category is sponsored by Renmin University of China School of Business.

Euro-Mediterranean Managerial Practices and Issues:HPS, a successful South/North Technology Transfer Model”, written by Belhcen Lhacen and Abbitan Yoni, both at ESCA School of Management, MA. This category is sponsored by Groupe Sup de Co Montpellier Business School.

Public Sector Innovations: “Finding Community Solutions from Common Ground: A New Business Model to end America’s homelessness”, written by Howard Yu, IMD, CH

African Business Cases: Research in Motion: Managing Channel Conflicts”, written by Uchenna Uzo, Lagos Business School, NG. This category is sponsored by China Europe International Business School (CEIBS).

Indian Management Issues and Opportunities:Embrace”, written by: Mridula Anand and Anand Nandkumar, both Indian School of Business, IN and Charles Dhanaraj, Indiana University, IN. This category is sponsored by Emerald Group Publising Ltd.

Responsible Leadership:SMS for Life Case Series”, written by Donald A. Marchand, Anna Moncef and Patricia Santos, all IMD, CH. This category is sponsored by University of San Diego-School of Business Administration.

Inclusive Business Models:Child in Need Institute: Non-Profit or Hybrid?”, written by Anjan Ghosh, Sougata Ray and Indranil Biswas, all three at Indian Institute of Management Calcutta, IN. This category is sponsored by IMD.

Latin American Business Cases:Mabe: Learning to be a Multinational”, written by José Luis Rivas, ITAM-Santa Teresa Campus, MX andLuis Arciniega, ITAM - Rio Hondo Campus, MX. This category is sponsored by Universidad Externado de Colombia.

MENA Business Cases:  “Roca in Egypt”, written by Josep Franch and Marianna Sablina Kondratieva, both at ESADE Business School, ES. This category is sponsored by HEC Paris in Qatar.

Bringing Technology to the Market: “787 Dreamliner: cleared for takeoff?”, written by Vitaliano Fiorillo, Raffaele Secchi and Silvia Zamboni, all at SDA Bocconi School of Management, IT. 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.

EFMD Awards EPAS Accreditation to Programmes at Sheffield, TUM & SHFM

The EPAS Accreditation Board has recently awarded the EPAS quality label to the following programmes: epaslogo13

  • Sheffield Business School, Sheffield Hallam University, UK for its programme (set)*:
    MSc International Business Management
    BSc Programme Set: BSc (Hons) Hospitality Business Management, BSc (Hons) International Hotel Management, BSc (Hons) Tourism Management

  • TUM School of Management, Technische Universität München, Germany
    Bachelor of Science Technology and Management (TUM-BWL)

  • Higher School of Finance and Management, Russian Presidential Academy of National Economy and Public Administration, Russia
    Master of Science in Financial Management

The following 9 programmes have also been re-accredited:

  • Lomonosov Moscow State University Business School, Russia
    Bachelor of Management

  • School of Business Administration, Al Akhawayn University in Ifrane, Morocco
    Bachelor of Business Administration

  • Groupe Sup de Co La Rochelle, La Rochelle Business School, France
    IECG - International Bachelor
    ESC - Master in Management

  • Higher School of Finance and Management, Russian Presidential Academy of National Economy and Public Administration, Russia
    MBA Finance

  • HEC Management School University of Liege, Belgium
    Master in Management Sciences
    Doctoral Programme

  • CIIM - Cyprus International Institute of Management, Cyprus
    MBA and Master In Public Sector Management Suite

  • Faculty of Economics and Business, University of Zagreb, Croatia
    Bachelor Degree in Business

Quotes from the Schools
"It is our students who really benefit from this accreditation through an international market recognition of our high quality business and management programmes. It gives Sheffield Business School greater potential for cross-border recognition by national quality agencies and other EPAS-accredited institutions. The accreditation process particularly focuses on academic rigour, the quality of the student experience, the level of business engagement, the international dimension of the programme, and linkages with alumni and their career progression."
Professor Adrian Hopgood, Pro Vice-Chancellor and Dean, Sheffield Business School, Sheffield Hallam University

“EPAS has helped us to strengthen the unique profile of our bachelor in management and technology. We used the EPAS accreditation process to make the high quality of our programme more visible to the international community.”
Prof Gunther Friedl, Dean of TUM School of Management

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 depth and rigour of the assessment processes (relative to the degree level of the programme)
  8. The quality of the student body and of the programme’s graduates
  9. The institution’s resources allocated to support the programme
  10. The appropriateness of the faculty that deliver the programme
  11. The quality of the alumni and their career progression

EPAS was launched in 2005 and in 9 years has had a considerable impact on the quality of business schools programmes all over the world. As of Feb 2014, 84 accredited programmes from 63 institutions in 27 countries that have been awarded EPAS accreditation. 25% of the total are (E)MBAs, 32% are Masters, 29% are Bachelors, 2% are Doctoral Programmes and 12% are non-Bologna country-specific programmes.

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

GSE / EFMD Global Focus Collection Now Available in the SOL Library

solSpecialist publishers and partners of EFMD, Greenleaf Publishing and GSE Research have launched a new online collection of books and journals in sustainability, CSR, corporate governance, ethics, environmental policy and management, and related fields.

The collection also includes the GSE/EFMD Global Focus collection that contains over 100 papers focusing on sustainability, social responsibility, and business and executive education.

Containing almost 400 volumes, the Sustainable Organization Library (SOL) gives instant access to an international collection, for use in study, research and executive education. The books and journals in SOL have never previously been available as a collection, and many have never been available at all digitally.

The Sustainable Organization Library also includes subscriptions to Greenleaf’s Journal of Corporate Citizenship, and Business Peace and Sustainable Development journals, and draws on material from a number of international publishing partners. More information is available at www.greenleaf-publishing.com/sol

Greenleaf Director John Peters said: “There has never been a more pressing need to bring sustainability into business practice and management education. This can’t be seen as ‘nice to do’ any more – it’s must do.”

“Sustainability is one of the key issues for the 21st century – this is an exceptional collection that will be of great value to business schools, companies and NGO's all over the world,” said Prof. Eric Cornuel, CEO & Director General, EFMD.

SOL is available to buy outright, or on an annual subscription, and is hosted on the well-established IngentaConnect platform. SOL operates under the simple and straightforward SERU (Shared e-Resource Understanding) licence created by NISO, the US National Standards Institute, with no digital rights management (DRM) restrictions. This makes SOL available to all members of an organization.

In the SOL collection, each chapter or paper– more than 5,000 – is tagged individually, so users can easily find individual items that are relevant to them.

Professor Simon Mercado, Associate Dean at Nottingham Business School commented: “This is a welcome innovation for all of us committed to responsible leadership values and sustainability-related research and education.”

Greenleaf Publishing was launched 21 years ago following the first Rio Earth Summit in 1992 and now has representation in the USA and India, as well as publishing offices in Leeds and Sheffield, UK. Greenleaf is an independent publisher, which works in partnership with many international organizations including EFMD and PRME, the United Nations Principles for Responsible Management Education.

To review our book titles, or if you are interested in writing for Greenleaf, go to our site www.greenleaf-publishing.com.

Free trials of the SOL collection are available to all EFMD members. To request a free trial, please forward this to your institution’s librarian. For more information, email sales@greenleaf-publishing.com or john.peters@greenleaf-publishing.com. Or contact Greenleaf Publishing, Aizlewood’s Mill, Nursery Street, Sheffield S3 8GG, UK; telephone +44 114 282 3475.

Free Participation for Students in the Global Marketing Competition 2014

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Free Participation for Students in the Global Marketing Competition 2014

ESIC in collaboration with Santander and EFMD are running the 19th 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 organisation 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 www.globalmarketingcompetition.com

  • 19th year
  • 81 participating countries
  • Students from more than 850 Universities and Schools of Business from 5 continents

Register Now - Free for all students - the closing date for entries is the April 24th.

Find out more by visiting www.globalmarketingcompetition.com or www.facebook.com/globalmarketingcompetition

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Counting Down to the 2014 EFMD Deans & Directors Conference

The 2014 EFMD Deans & Directors General Conference is fast approaching and will be hosted by the University of Gothenburg, School of Business, Economics and Law in Sweden next week on the 30-31st Jan. ddm2014pic

This year’s conference will cover topics such as:

  • Integrating sustainability and what this means for business education;
  • Are business schools preparing graduates with competencies linked to sustainability?
  • The hot topic of MOOCs will be explored in detail;
  • The relationship between corporations and business schools: are they really working?
  • Reflections on business education in general: does business education have a need for more innovation, is it relevant;
  • Interdisciplinary programmes, how a school can best link disciplines to its advantage, etc.

This is a unique global meeting that allows Deans to exchange, discuss and share their own experiences with their peers from around the world.

The conference will be chaired by Christopher Earley, Dean, Krannert Graduate School of Management, Purdue University, US and speakers include:

  • Sustainability – Corporate Perspective - Tom Johnstone, President and CEO, SKF AB, SE

  • Panel Discussion on The Role of MOOCs
    Provider perspective: Simon Nelson, CEO, Futurelearn, UK
    Pedagogical perspective: Paul Stacey, Senior Project Manager, Creative Commons, USA

  • Swedish Corporate Perspective
    Olaf Persson, President and CEO, Volvo, SEAnd many more…

For the opening panel on Thursday 30 January, Adrian Wooldridge, Management Editor and 'Schumpeter' columnist from The Economist will reflect on the changing business education landscape, the role and purpose of business education and highlight some of his key concerns for the industry. The session and Q&A will be moderated by Johan Roos, Dean and Managing Director, Jönköping International Business School, SE.

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The full programme is here and there is still time to register online. If you have any questions please contact Delphine HAUSPY delphine.hauspy@efmd.org

EQUIS & EPAS Accreditation Seminars in Paris

We hope that you will join us in Paris to find out more about EFMD accreditation and the many benefits the accreditation process can bring to your school. The EQUIS & EPAS Accreditation Seminars will be hosted by the EDHEC Business School – Paris Campus, on Thursday 20th and Friday 21st of March 2014.

Accreditation benefits include:paris

  • 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
  • Become 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 (especially full-time MBA)
    - creating double degree partnerships
    - forming international exchange relationships
    - recruiting executive development custom program clients
    - recruiting new faculty

Currently there are 144 EQUIS accredited schools and 82 EPAS accredited programmes at 62 business schools around the world.The Seminars are targeted at institutions considering applying for EQUIS or EPAS accreditation, those holding active eligibility or accredited Schools wishing to get a better understanding about the systems. They are relevant for Deans and Directors, Associate Deans, Directors of major programmes, Directors of External Relations and Accreditation Officers. EQUIS and EPAS Peer Reviewers are also encouraged to attend in order to receive an update on recent process developments within the EFMD accreditations.
 
The Seminars will focus on the following aspects:

  • Interpretation and Practical Application of the Standards and Criteria equisepasedafdiagram-1
  • Understanding the Key Stages of the Accreditation Processes
  • Preparing an Effective Self-Assessment Report and Peer Review Visit
  • Presentation of the EQUIS & EPAS Documents

Ample time will be allotted for participants to raise issues of particular concern to them. Attending the Seminars also represents a great opportunity to interact with other representatives of the EQUIS and EPAS networks.

An introduction to EDAF – EFMD Deans Across Frontiers, will also be presented. EDAF is a mentoring system that can help Schools in their preparation of EQUIS and/or EPAS accreditation.

The seminars will be led by Prof. Michael Osbaldeston, EFMD Quality Services Director and Prof. Christian Delporte, EFMD Business Schools Services Director.

Registration for the seminars will be online shortly. if you would like to provisionally reserve a place you can email Veronique Roumans.

Find out more about EQUIS, EPAS and EDAF.

Invitation to all EFMD member schools to compete in the ‘mai Bangkok Business Challenge® @ Sasin 2014’

Sasin2014Advocating sustainable development, the ‘mai Bangkok Business Challenge® @ Sasin 2014’ cordially invites graduate student team(s) from EFMD member schools to submit a business plan that is proactive in sustainable development.

Held annually since 2002, originally as the Bangkok Business Challenge®, the ‘mai Bangkok Business Challenge® @ Sasin’ competition has been co-hosted since 2007 by the Market for Alternative Investment (mai), Thailand’s Stock Exchange for medium-sized public companies, and Sasin Graduate Institute of Business Administration of Chulalongkorn University - the first and only AACSB and EQUIS accredited business school in Thailand. In 2008, this competition was launched globally, becoming Thailand’s first and only global new venture plan competition, accepting 63 entries from 20 countries last year.

A full list of past entries is archived on our website: www.bbc.in.th.

The following teams won H.M. the King of Thailand’s Award at the ‘mai Bangkok Business Challenge® @ Sasin’ in the following years:
2013: Latis Energy, Queensland University of Technology, Australia
2012: Corrosion Solutions, University of Oregon, U.S.A.
2011: Siam Organic, Sasin Graduate Institute of Business Administration of Chulalongkorn University, Thailand
2010: Indirect Imaging, Rice University, U.S.A.
2009: Immeasure, Technical University of Denmark, Denmark
2008: Immutell, Aarhus School of Business, Denmark.

For the ‘mai Bangkok Business Challenge® @ Sasin 2014’ competition, student teams from throughout the world are being invited to compete for $114,000 in prizes and awards, with the grand winner also receiving H.M. the King of Thailand’s Award.

This is a unique opportunity for your students to challenge themselves against teams of students from many of the best academic programs in the world by entering the ‘mai Bangkok Business Challenge® @ Sasin 2014’ competition, with this prestigious event promising to provide an unforgettable and invaluable learning experience for all the participants.

We strongly urge your participation and ask that each student team complete and submit an application form (with a Summary Business Plan), available on our website: www.bbc.in.th, during November 7, 2013 and December 30, 2013. For further details please or if you have any questions please email - contact@bbc.in.th

Last Chance to Join the 2013 EFMD Career Services Conference - Special Guest Speaker - Edurne Pasaban

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2013 EFMD Career Services Conference - Special Guest Speaker - Edurne Pasaban

There is still time to register for our first EFMD Career Services Conference that will take place on 20 - 22 November 2013 at IE Business School, Madrid, Spain.

careeropportunitiesThere is still time to register for our first EFMD Career Services Conference that will take place on 20 - 22 November 2013 at IE Business School, Madrid, Spain.

The conference is aimed at persons in charge and responsible for taking strategic decisions in the field of career services.

We are delighted to announce that the remarkable Spanish mountaineer Edurne Pasaban will lead a plenary session during the conference on Personal Development. On May 17, 2010, Edurne became only the 21st person and the first woman to climb all of the fourteen eight-thousander peaks in the World. Her first 8,000 peak had been achieved 9 years earlier, on May 23, 2001, when she climbed to the summit of Mount Everest.

"Conquering the 14 eight-thousanders in the world has taught me the keys to lead a project successfully. My ​​expeditions have trained me as a mountaineer, as a person and as a team leader. During my session I will tell my story and offered a personal analysis that can be applied to any activity that demands high performance and team management".

Click here to have more information on the conference and the programme.

Please register now and join peers from business schools around the world including IE Business School, HEC Paris, Stockholm School of Economics, Queen's School of Business, Shanghai University, Vlerick Business School, UBC Sauder School of Business, Aarhus University, WHU - Otto Beisheim School of Management, SDA Bocconi/ Bocconi University, BI Norwegian Business School, Maastricht University, Leeds University, Wits University Graduate School of Business Administration, Porto Business School.

Numerous networking opportunities will be available throughout the event so you can develop you own community of career service professionals.

If you have any questions or require further information please contact Virginie HEREDIA-ROSA virginie.heredia-rosa@efmd.org. We look forward to seeing you in Madrid in November!

EFMD's Global Focus - See the Future

See-the-Future

This is the 21st issue of the magazine since it was launched in January 2007, so we can, to some extent, claim that Global Focus has “come of age”.

Global Focus was conceived as a way of improving communication between the EFMD and its members. But it was always regarded as something rather more sophisticated than a simple PR tool. It was seen as a forum for lively debate and information on the major current issues of management education and a way for EFMD to formulate, consolidate and share policy on the basis of its European underpinning and its increasingly global outreach and vision.

It has played a full part in the work of EFMD, publicising and reporting on meetings and conferences and providing background briefings and interviews with key speakers as well as, for example, explaining the development of policy in key areas such as accreditation.The seven years covered by these 21 issues have, of course, been among the most volatile and disruptive in the long history of management education. And their effects have yet to become totally apparent.

Global Focus has worked hard to keep up with these developments though a wide range of articles and features that particularly address the key issues facing EFMD member organisations. Many of the sector’s best-known and most effective thinkers and players have contributed articles or shared their thoughts in interviews.

The latest issue is no exception and features:

  • The future is out there
    Andrew Crisp reports on a major new study that explores the future challenges facing business schools

  • International Deans’ Programme 2014
    Gain unique insights into the multiple roles of deans of business and management schools in a cohort of around 20 participants from around the globe

  • Preparing leaders for tomorrow’s businesses
    The world is changing so fundamentally that business leaders who act as if the old rules still apply will find themselves and their organisations side lined or overtaken completely. However, say Thomas Malnight and Tracey Keys, those who adapt to this new world will be well placed to make the most of the opportunities it will offer

  • Moving on from Rio
    Last year’s Rio+20 UN summit may have been something of a disappointment but there were still some significant and positive outcomes say Anthony Buono, Jean-Christophe Carteron and Matthew Gitsham

  • Coping with complexity
    Personal resilience is an increasingly necessary tool to face the stress of a complex work environment. Fiona Dent and Viki Holton describe what it is and how to attain it

  • Employers still in love with MBAs
    Management education is increasingly valued by companies worldwide, according to the 2013 Corporate Recruiters Survey. Christophe Lejeune and Michelle Sparkman Renz report

  • The disappearing classroom
    Michael Desiderio describes how new technology is knocking down the walls of the Executive MBA for business leaders

  • PhDs and DBAs: two sides of the same coin?
    Laura Maguire, Elena Revilla and Angel Diaz look at the differences (and even more the similarities) between the traditional PhD programme and the newer Doctor of Business Administration

  • The IMPM innovations and teaching approach
    The International Masters in Practicing Management (IMPM) programme is 18 years old but continues to be seen as one the world’s most innovative senior management degree programmes. Leslie Breitner and Dora Koop explain how the programme has retained its freshness for so long

  • Accreditation – how to get it right
    María Helena Jaén outlines how to make the accreditation process as pain-free and rewarding as possible

  • Walking the talk: managing a management school
    It is one of the oldest and most common complaints – management schools are great at giving good advice to others but themselves rarely practise the management skills they preach. But it can be done. Loick Roche and Sabine Lauria explain how

  • ACE project offers new opportunities
    The new EFMD-backed Alliance of Chinese and European business schools (ACE) offers new opportunities for mutual understanding and increased co-operation says Martine Plompen

  • Soft skills in the business and personal world
    George Pennington provides a psychologist’s perspective on why training in soft skills is vital for business (and personal) life

  • Planting the seeds of change
    Lea Stadtler and Gilbert Probst describe how the Ethiopia Commodity Exchange came into being and the lessons it holds

  • More EQUAL than others?
    The European Quality Link (EQUAL) is one of the less well-known bodies in which EFMD is involved but is also one of the most innovative and long-standing. Irina Sennikova explains its role

Every issue of Global Focus is available digitially via this link.

We are always pleased to hear your thoughts on Global Focus, and ideas on what you would like to see in future issues. Please address comments and ideas to Matthew Wood at EFMD: matthew.wood@efmd.org

EFMD Global Focus Special Supplement: 2013 Excellence in Practice Winners

GF-EIP 13

This Special Supplement of Global Focus features the winners and highly commended entries of the 2013 EFMD Excellence in Practice Awards (EIP). The EIP Awards are one of the most prestigious accolades available for both executive development providers and client organisations alike.

 For over five years now companies have been facing a difficult economic climate. It is an environment that increases the risk of focusing on reactive rather than proactive measures, thus limiting the options to rather drastic and short-term interventions. It also means the steady development of organisational capabilities and culture become a luxury in the minds of executive fire-fighters trying to save what is possible in what seems an irreversible decline.

In these critical circumstances support functions in general, and HR development more specifically, are frequently subject to scrutiny and efficiency targets. Their role in analysing and framing issues proactively becomes secondary to supporting existing services and processes with reduced resources.

Intriguingly, all the cases – not just the winners – in the Excellence in Practice Awards competition are going against the tide and focusing on effectiveness and impact in their development projects. And all were successful in bringing an investment focus to learning and development.

The cases also provide interesting reading with respect to the creativity and elasticity of the partners in coping with the pressures and challenges mentioned above.

New formats of risk sharing, mutualising the commitment and inventive partnership constructions have been presented to the competition jury, which more than ever congratulates all contestants on their professionalism, persistence and ingenuity.

As always, we hope the featured cases in this Global Focus supplement will inspire further debate and action. eipaward2013

This year the five category winners were:
 
Award for Organisational Development Category:
EDF & Toulouse School of Economics
“Corporate Turnaround: Focusing, Aligning and Building for Success”
By David Jestaz (EDF Corporate University for Management) and Thomas-Olivier Leautier (Toulouse School of Economics)

Award for Executive Development Category:
Groupe Danone & London Business School
“Danone Leading Edge Program – A Leadership Odyssey”
By Thierry Bonetto (Groupe Danone) and Linda Irwin (London Business School)
 
Award for Talent Development Category:
Atos & HEC Paris
“Developing Atos Future Leaders? GOLD, a Tailor-made Curriculum”
By Valérie Caillaud (Atos) and Christine Baldy Ngayo (HEC Paris)

Award for Professional Development Category:
Danske Bank Sweden & Stockholm School of Economics IFL Executive Education
“Pathway to Premium - Creating Investment Advisors at Danske Bank”
By Lisa Nyberg (Danske Bank) and Kristina Nilsson (SSE IFL)
 
Special Cases Award:
Galician Automotive Cluster (CEAGA) & CEAGA’s Corporate University
“Management & Development of New Products Programme -Training for Change on the Automotive Sector”
By Pedro Pineiro and Carla Jiménez (CEAGA´s Corporate University) and Alberto Cominges (Fundación CEAGA)


Highly Commended Cases:

  • DB Schenker Logistics & Ashridge Business School
    “Transforming Individual Lives and Organisational Culture for a Sustainable Future”
  • Royal DSM & The Wharton School of the University of Pennsylvania
    “Royal DSM Executive Leadership Program”
  • Airbus Military & IESE Business School
    “Empowering Internal Talent to Innovate”
  • IBM & Northeastern University
    “X-SELLerate:  A Professional Development Program for IBM Client-facing Professionals”
  • Repsol & BTS
    “PRISMA – Health, Safety and Environment Leadership”
  • Greater Manchester Chamber of Commerce & Lancaster University Management School
    “Lancaster LEAD: Transforming Leadership and Management in UK SME’s”

The supplement features articles on the 5 winning cases and the Executive summaries of the highly commended papers. Click here for a link to download your copy now or view the issue digitally here.

The 2014 Excellence Practice Awards and now open and you can find out everything you need to know about submitting a case here.

1st EFMD Global Network Americas Annual Conference: Registration Now Open

 
EFMD is happy to inform you about one of the first activities of the EFMD Global Network Association, an key EFMD partner: The EFMD Global Network Americas Annual Conference.
 
The event will be held at Escola de Administração de Empresas de São Paulo da Fundação Getulio Vargas (FGV-EAESP) on 27-29 April 2014 in São Paulo, Brazil.

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

Maria Tereza Leme Fleury – FGV- EAESP Director will chair the conference.

 Sessions will focus on understanding Brazil and Latin America as well as exploring trends on management education in the Americas with Gustavo Herrero, Executive Director, Harvard Business School Latin America Research Center; David Saunders, Dean, Queen’s School of Business, Queens University and insights from recent GMAC research.

Executive education and the corporate perspective will be discussed for the different regions of the Americas as well as the role of business schools in addressing change.

In-depth explorations are planned to focus on:

  • The challenges in the North American market:  learning from the SKEMA experience
  • South America as a region of opportunities: examples and reflections on different types of partnerships
  • Unique business school models from Latin America
  • EFMD accreditation and mentoring in the region

Further information about the programme and registration is available here.

The EFMD Global Network Association is a network of business schools, universities and corporations with more than 600 members in Europe and worldwide. The EFMD Global Network aims to develop relationships among higher education institutions and works towards improving the quality of management education worldwide.

If you have any questions or require further information please contact us by email saopaulo@efmdglobal.org

EFMD Awards EPAS to Nottingham Business School

EFMD-Awards-EPAS Nottingham

EFMD would like to warmly congratulate 

Nottingham Business School, Nottingham Trent University, UK : BA (Hons) International Business who have recently been awarded EPAS accreditation.

Melanie Currie Head of Undergraduate Programmes at NBS said, "We are delighted to have achieved EPAS accreditation for our International Business Suite of Programmes, as the course team have carefully crafted the content, delivery and international aspects of this programme to offer an exceptional international experience for our students."

Baback Yazdani, Dean of NBS added, "The process of EPAS accreditation has been extremely valuable to the School and we are delighted to have achieved the 5 year accreditation which provides an excellent platform for us to build upon."

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 depth and rigour of the assessment processes (relative to the degree level of the programme)
  8. The quality of the student body and of the programme’s graduates
  9. The institution’s resources allocated to support the programme
  10. The appropriateness of the faculty that deliver the programme
  11. The quality of the alumni and their career progression

EPAS has established itself as EFMD's Programme Accreditation system, next to the well-known EQUIS system, EFMD’s institutional accreditation service.  The feedback from the market has been tremendously positive, which is clearly reflected by the EPAS numbers after only 7 years of regular operation. Currently we have 82 accredited programmes from 62 institutions in 27 countries. 26% of the total are (E)MBAs, 31% are Masters, 28% are Bachelors, 2% are Doctoral Programmes and 12% are non-Bologna country-specific programmes.

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

EFMD and Management Education in Africa

The interesting thing about Africa is that it is a living laboratory of the global world. There is growth potential, an abundance of natural resources but also developmental challenges as well as disparity and inequality. Derick de Jongh - based at the University of Pretoria in South Africa - believes that the continent is on the verge of a huge explosion of growth but he is worried that sustainability may get lost in the process. In African Futures - a recent Global Focus magazine article he says: “We need to challenge the basic foundation of the theory of for Upretoriainstance economics, or marketing or finance. That takes guts, courage, a very open mind – almost a new breed of faculty”. He feels optimistic about the future in that there is a huge desire and demand for improved education at all levels across the continent and business education and development can and must play a critical role in moving the continent forward.

How can African business schools best serve the often unique needs of African businesses and people? Moustapha Mamba Guisassy gives an example in “Management in Africa”.  After elaborating on internal and external factors in the changes processes, he illustrates how IAM in Senegal established a school-community partnership. The efforts include modules on African anthropology and sociology, Fulani and Mandingo languages for business, research on entrepreneurship and immersion and incubation projects.


With the aim of encouraging the writing of case material, EFMD has been organising its annual Case Writing Competition for many years. The 2012 cases related to Africa included:

  • The “Ethiopia Commodity Exchange” case documents the establishment of a transparent and efficient commodity exchange in Ethiopia. The authors also explore the balancing act between the private and public interests in this partnership.

  • “Nuru Energy” is a social venture providing lighting solutions to 800 million poor people without access to the electricity grid in sub‐Saharan Africa.  The case describes the challenges of growing a social enterprise in Africa with a dual role – making a profit and a social impact.

  • The “Beauty of Sorbet” case covers a chain of beauty salons targeting upper income women in South African metropolitan areas with a strong focus on branding.

  • The “Black Rhino” case deals with the creation of a market for legalized black rhino hunting covering elements of Creative Capitalism and Stakeholder Theory and including all its polarizing and contradictory elements.

IAMlogoEconomic growth on the African continent and the demand for local managers backs the need for raising the level of African Business Schools. Following conferences in Cape Town and Nairobi, EFMD is very pleased to go to Senegal for the fourth edition of 2013 EFMD Africa Conference which will take place from 13-15 November 2013, hosted by Groupe IAM - Institut Africain de Management in Dakar, Senegal. Traditionally attracting over 100 participants from around the globe, a variety of corporate and academic speakers will provide input and lead discussions around the theme of “Entrepreneurship and Management Education in Africa: are we miseducating our students?.

The New Frontiers of Executive Development

exed2013pictureCome and join us at the 2013 Executive Development Conference hosted by the Stockholm School of Economics IFL Executive Education on 9-11 October (Stockholm, Sweden) to explore “The New Frontiers of Executive Development”

This conference will explore the changing and evolving models of partnership between L&D providers and companies. In a fast changing world there is no longer a clear-cut provider-customer relationship but a co-creation, co-design and/or co-deployment partnership. This becomes even more challenging in situations where budget pressures require achieving more with less.

The 2013 EFMD Excellence in Practice Awards (EiP) winning cases - which were recently selected by an international jury panel - will also provide live inputs to the debates.

Join this unique dialogue where key participants of a new emerging ecosystem come together and provide perspectives from different angles: Corporations, Business Schools, Executive Development Centres and Consultancies.

Register now to join peers from Allianz; Atos; BP; CEAGA; Danone; Danske Bank; EDF; Rabobank; Raiffeisen; Repsol; Santander; Sberbank; Siemens; Volvo; IESE Business School; Rotman School of Management, University of Toronto; Melbourne Business School; Koç University; The American University in Cairo, School of Business; Duke Corporate Education; HKUST Hong Kong University of Science and Technology.

Click here for the complete programme.

REGISTER ONLINE now as places are limited. 

We look forward to seeing you this fall in Stockholm for what we are sure will be a highly stimulating and exciting EFMD Executive Development Conference. if you have any question or require further information please contact Delphine Hauspy.

See The Future - A Brave New World For Business Education

see future 2013

See The Future - A Brave New World For Business Education

A new survey on the future of business education suggests demand from students and employers is growing for a more sustainable, international and technological future.

A Brave New World For Business Education - Money Or Fulfillment, China Or Chicago, Sustainable or Shareholder Value, on Campus or Online?


A new survey on the future of business education suggests demand from students and employers is growing for a more sustainable, international and technological future.

With much uncertainty in business education during the global financial crisis, CarringtonCrisp, supported by EFMD and ABS, launched the See the Future research study to better understand some of the key issues in business education over the next few years.

Andrew Crisp, one of the authors of the See the Future report commented “Students are embracing change faster than business schools. Many of the changes have been accelerated by the global financial crisis, vast growth in international study and rapid adoption of new technologies. The generation entering business schools today have grown up with digital technology, it’s a core part of their lives, they expect it to be part of education and understand it offers the opportunity for lifestyle learning”.

Working with 37 business schools CarringtonCrisp conducted an online survey that attracted 5365 respondents from 137 different nationalities. Some of the key findings are set out below.

Value of a business education

  • More students value a business education to get a more fulfilling job rather than a more highly paid job

Business in society

  • Over 70% agree that business models need to change to better engage with society
  • More than 81% agree that business needs to be about more than just maximising shareholder value
  • However 8% of prospective undergraduates disagreed that business leaders should behave ethically at all times

Sustainability, ethics and corporate social responsibility

  • More than 80% of respondents agree that ‘sustainability and ethics should be embedded in all business education programmes’
  • Just under half of all respondents agree that ‘schools that don’t teach sustainability, corporate social responsibility and ethics should be ranked lower than those that do’
  • Over 60% of respondents agree that ‘business schools should run projects to give back to local, national or international organisations and communities’

Internationalism

  • While the USA and the UK remain the most popular destinations for international study, Singapore and China are on the rise, ranking 4th and 6th respectively with many respondents
  • More than 30% of respondents choose a international study destination because they are ‘attracted by the sporting and cultural profile of the country’
  • Over a third of all managers and directors agree that ‘graduates should learn another language as part of their degree’. 

Technology

  • More than 50% of all prospective students agree that they ‘would not study a business programme in a MOOC’
  • Around half of all managers/directors agree that ‘I am uncertain of what a MOOC offers and how it can be part of a business degree’ and that ‘I would not recruit a graduate who had only studied online’
  • More than 60% of all current students agree that ‘For academics, technology often means little more than using a PowerPoint presentation’
  • Over 70% of prospective and current students and alumni want lifestyle learning, using technology to learn around work and family commitments

Despite the uncertainty and upheaval in business education, between 70% and 80% agree that business is a force for good in society. Demand for business education seems likely to remain strong, albeit with changing content, in different locations, delivered in new formats and with changed outcomes.

Background information
Data was collected for the See the Future study in May 2013.  Respondents were prospective students, current students, alumni and employers. Copies of the full report are available for £360 (+VAT where applicable).  To purchase a copy of the full report email: info@carringtoncrisp.com or purchase by credit card through PayPal on the See the Future page.

For further information, please contact:

Andrew Crisp, CarringtonCrisp
andrew@carringtoncrisp.com, +44 (0) 207 229 7373 or +44 (0) 7802 875260

Matthew Wood, EFMD
matthew.wood@efmd.org, +32 2 629 08 10

Major Disruption Ahead - Global Focus Magazine

Welcome to the latest issue of Global Focus with content that certainly reflects the title. The coverage is indeed global, ranging from stories about China to Senegal by way of America, Canada, France and others. And the focus is acute, centering on some of the key issues facing management education in today’s uncertain world. You can view the full issue digitally here or download the individual articles as PDFs below.

logo_pdf 1. In focus and contents Issue 2 2013 cover

logo_pdf 4. Management Education for the World
A vision for business schools serving people and planet

logo_pdf 6. Challenges and opportunities in the new business education world
Dominique Turpin analyses the issues and forces that are buffeting business schools

logo_pdf 10. Major disruption ahead!
Ulrich Hommel and Christophe Lejeune discuss how technology could change the business model of business schools

logo_pdf 14. Managing complexity: an idea whose time has come
Richard Straub explains why we now need to tackle the complexity of business

logo_pdf 20. Preparing Chinese managers for global leadership
As Chinese business goes global it is time to start training its managers for leadership in a global business world say Jørgen Thorsell, Justin Bridge and Fiona Gardner

logo_pdf 24. Cadres for the common good
The 50+20 vision has ignited a flame that illuminates a path towards the future of management education. John North describes the latest steps on the journey

logo_pdf 28. Fuelling business growth through coaching and mentoring – the Swiss Re approach
The long-lasting financial crisis challenges the business case for corporate learning. Andrew Rutsch suggests that re-insurance group Swiss Re’s business-focused emphasis on coaching and mentoring may be one way forward

logo_pdf 32. Business school evolution: media insights and the future outlook
Gillian Goh, Michelle Lee and Howard Thomas examine the way the media has reported the business school “industry” over the past 20 years and what the future might hold

logo_pdf 38. Giving students the best in international education
John Oldale explains how Canada’s University of Victoria’s business school turned the search for a more international MBA into a new type of graduate programme

logo_pdf 40. Liberal education key to business success
A new form of business education that links business competences with a grounding in liberal arts and sciences is essential argues a new book. John Johnson reports

logo_pdf 44. The looming leadership gap
David Altman and Roland Smith of the Center for Creative Leadership analyse why both developed and emerging economies may well suffer a leadership gap at all levels of business

logo_pdf 48. A French debut in America
French business school SKEMA is opening campuses around the world, including a unique venture on the American mainland. Pascal Vidal details the how and why

logo_pdf 52. Management in Africa
How can African business schools best serve the often unique needs of African businesses and peoples? Moustapha Mamba Guirassy gives one example from Senegal that may serve as a guide

logo_pdf 56. UN PRME and emerging economies
Business schools from emerging economies need to embrace UN PRME, argues Umesh Mukhi, and suggests some ways they could do it

logo_pdf 60. Risk management ante portas
Ulrich Hommel and Anna Pastwa present the results of the EFMD Risk Management survey and argue that most business schools have just begun to look at this issue more seriously

We are always pleased to hear your thoughts on Global Focus, and ideas on what you would like to see in future issues. Please address comments and ideas to Matthew Wood at EFMD

EFMD Excellence in Practice Awards 2013 - Congratulations to the Winners

eip winners2013

EFMD Excellence in Practice Awards 2013 - Congratulations to the Winners

EFMD is pleased to announce the Winners and Highly Commended Cases of the EFMD Excellence in Practice Award 2013.

"Once again the EIP Awards have drawn out some outstanding cases that illustrate the value and impact of successful partnerships in Learning & Development. Providing an environment that helps to engage and develop people and enhances skills is an essential component for any company. All of the winning cases and highly commended cases clearly show that investing in people is not a luxury; it is a key strategic asset for business success if done well," said Dr. Richard Straub, Director of Development at EFMD.

EIP Winners 2013

Organisational-Development  Executive-Development  Talent-Development  Professional-Development  Special

Category: Executive Development
  • Groupe Danone & London Business School
    “Danone Leading Edge Program – A Leadership Odyssey”
    By Thierry Bonetto (Groupe Danone) and Linda Irwin (London Business School)
    logo pdf Executive Summary
Category: Talent Development
  • Atos & HEC Paris
    “Developing Atos Future Leaders? GOLD, a Tailor-made Curriculum”
    By Valérie Caillaud (Atos) and Christine Baldy Ngayo (HEC Paris)
    logo pdf Executive Summary
Category: Professional Development
  • Danske Bank Sweden & Stockholm School of Economics IFL Executive Education
    “Pathway to Premium - Creating Investment Advisors at Danske Bank”
    By Lisa Nyberg (Danske Bank) and Kristina Nilsson (SSE IFL)
    logo pdf Executive Summary
Category: Organisational Development
  • EDF & Toulouse School of Economics
    “Corporate Turnaround: Focusing, Aligning and Building for Success”,
    By David Jestaz (EDF Corporate University for Management) and Thomas-Olivier Leautier (Toulouse School of Economics)
    logo pdf Executive Summary
Category: Special - Network Partnership
  • Galician Automotive Cluster (CEAGA) & CEAGA’s Corporate University
    “Management & Development of New Products Programme -Training for Change on the Automotive Sector”
    By Pedro Pineiro (CEAGA´s Corporate University) and Alberto Cominges (Fundación CEAGA))
    logo pdf Executive Summary

EIP Highly Commended 2013

Category: Executive Development
  • DB Schenker Logistics & Ashridge Business School
    “Transforming Individual Lives and Organisational Culture for a Sustainable Future”
    By Monica Behrens (DB Schenker Logistics) and Stefan Wills (Ashridge Business School)
    logo pdf Executive Summary

  • Royal DSM & The Wharton School of the University of Pennsylvania
    “Royal DSM Executive Leadership Program”
    By Marcin Skarbon and Chris Van Steenbergen (Royal DSM) and Catherine L. Hawkes and Jane H. Farran (The Wharton School, University of Pennsylvania)
    logo pdf Executive Summary
Category: Talent Development
  • Airbus Military & IESE Business School
    “Empowering Internal Talent to Innovate”
    By Javier Matallanos and María Jesús Navarro Veroz (Airbus Military) and Marta Elvira, Alfonso Sanz and Ana Vinambres (IESE Business school)
    logo pdf Executive Summary
Category: Professional Development
  • IBM & Northeastern University
    “X-SELLerate:  A Professional Development Program for IBM Client-facing Professionals”
    Berverly Ward (IBM) and David Abdow (D’Amore-McKim School of Business, Northeastern University)
    logo pdf Executive Summary
Category: Organisational Development
  • Repsol & BTS
    “PRISMA – Health, Safety and Environment Leadership”
    By Celia GallegoQueipo (Repsol) and Marta Zaragoza (BTS)
    logo pdf Executive Summary
Category: Special
  • Greater Manchester Chamber of Commerce & Lancaster University Management School
    “Lancaster LEAD: Transforming Leadership and Management in UK SME’s”
    By Clive Memmott (Greater Manchester Chamber of Commerce) and Eleanor Hamilton (Lancaster University Management School)
    logo pdf Executive Summary
The winners and highly commended cases were short-listed by an international jury-panel and the winning partnerships will be presented during EFMD's Executive Development Conference hosted by the Stockholm School of Economics IFL Executive Education, Stockholm, Sweden on the 9-11 of October.

For more information visit www.efmd.org/eip.


Quotes from the Winners

"We are grateful & proud to have been granted this prestigious EFMD award. It is recognition for the challenging & inspiring approach we have dared to take together with our trusted partner London Business School, to make the "Leading Edge program" sustainable & impactful over time, while reinvented every year. It is also an encouragement for the Danone L&D team, to continue to explore new horizons in learning & leadership development, to support business growth, people growth and the nurturing of our culture".  Thierry BONETTO, Group Learning & Development Director, Danone

EFMD Awards CLIP Accreditation to ArcelorMittal, BBVA & PSA

EFMD-Awards-CLIP

EFMD Awards CLIP Accreditation

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.

We are delighted to announce that ArcelorMittal, BBVA - Banco Bilbao Vizcaya Argentaria and PSA Peugeot Citroën have recently received CLIP accreditation and join the CLIP community which also includes:

The CLIP accreditation was an important achievement given the complexity of our organization. We are proud of the official recognition for the quality of our work so far, which will also strengthen our position internally. At the same time the peer review report gives also clear indications on the way forward, how to further improve and bring more structure into our learning landscape. The CLIP accreditation has certainly given a new momentum to the global roll out of ArcelorMittal University.Christian Standaert, General Manager, ArcelorMittal University

CLIP will help us to be positioned on the same level of excellence as other global organizations that like BBVA have long-standing learning models, with high standards of quality and rigorous, dynamic and high impact organizational learning management models. Organizations that are CLIP certified reflect excellence in its learning model and meet the quality standards in the more rigorous learning management values. Therefore, it is an honor for Campus BBVA to have obtained this certification and to have been recognized as a best-practice reference in the learning industry. The accreditation process has given us the opportunity to conduct a rigorous internal analysis,  that has pointed out not only our strengths but also  the areas for improvement that we must promote as a unit that supports our business in the achievement of its goals and our professionals in their development. This is the recognition of a sustained continuous effort of many people in the last years; people that are aligned with BBVA’s values that have committed firmly to the people as the center of the organization, and to their learning and development as differential elements.
Ignacio de La Vega Garcia, Chief Learning Officer, BBVA

The 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.

Richard Straub, Director of Corporate Services who leads the CLIP process at EFMD believes the whole experience delivers a great deal of added value to an organisation. “In the past corporate universities and training centres have either flourished or failed because of how they are perceived internally. Gaining CLIP accreditation has helped to establish the credibility and internal recognition of the corporate university and gives a corporate university something tangible it can show to its board.”

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

Vision 2020 Video Contest Winner Announced

And the winner is ................vision2020



Global Business Education Cloud System in 2020

Danyang Li, Solbridge International Business School, Korea




EFMD, Babson and the Robins School of Business would like to congratulate Danyang Li and her team for the winning submission. They have been invited to attend the EFMD Annual Undergraduate Conference that will take place at the St Petersburg Graduate School of Management, St Petersburg, Russia to share their ideas with a network of undergraduate programme directors who are part of the EFMD community of business schools.

We would also like to highlight the entries from Christian Janisse, Odette School of Business; Alejandra Vasquez, Universidad Externado de Colombia & Jan Natividad Schulich School of Business - York University that we all Higly Commended by the Jury.

Finally we would like to thank everyone who entered as there were some fabulous ideas that will be debated in much more detail at the Undergraduate Conference later this year. All of the video submissions can be found online at http://www.efmdvision2020.org/

EFMD Awards EQUIS Accreditation to McGill University

McGill University

EFMD Awards EQUIS Accreditation to McGill University

EFMD would like to warmly congratulate the Desautels Faculty of Management at McGill University in Canada who have recently been awarded EQUIS accreditation. The faculty and management at Desautels are commended for their commitment to excellence.

equis2013EFMD would like to warmly congratulate the Desautels Faculty of Management at McGill University in Canada who have recently been awarded EQUIS accreditation. This takes the number of accredited schools to 142 across 39 countries.

“Over the past years, the Desautels Faculty of Management has undergone a significant transformation, such as the redesign and creation of innovative international programs, the expansion of the professoriate, significant investments in career services, and major building renovations, just to name a few. Our students are truly among the very best in the world and our alumni continue to have a hugely positive influence in both business and society around the globe. We want to build on these strengths to become a top-10 business school in the world by 2020. The strategic review process required by EQUIS has helped our Faculty solidify the objectives and strategies that will help us get there,” said Prof. Peter Todd, Dean of the Desautels Faculty of Management.

Prof. Michael Osbaldeston, the EFMD Director of Quality Service added, "We are delighted to welcome the Desautels Faculty of Management at McGill University into the global community of EQUIS accredited schools. Accreditation from EFMD is one of the best and most complete ways to certify the quality of a business school as accreditation involves an extensive self-assessment by the school, the visit of an international review team who spend several days interviewing many different people in the School, and finally a very experienced jury evaluating the assessment and findings of the review team to determine whether the School should be granted accreditation. There are currently no substitutes for such an in-depth assessment of quality and the faculty and management at Desautels are commended for their commitment to excellence.

There is a wide mis-conception that accreditation is about box ticking and conforming to certain standards but this is completely off the mark with accreditation from EFMD. EQUIS is about excellence and continuous quality improvement linked to the strategy, vision and leadership of the business school. It is also forward looking and helps a school set a quality agenda for the future. None of the rankings, stars, Palmes, voting systems, referrals etc come close to the quality assessment process involved in going through EQUIS accreditation. 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."

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
  • Become 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
EQUIS is not primarily focused on the MBA or any other specific programme as its scope covers all of programmes offered by an institution from the first degree up to the Ph.D. Institutions that are accredited by EQUIS must demonstrate not only high general quality in all dimensions of their activities, but also a high degree of internationalisation. With companies recruiting worldwide, with students choosing to get their education outside their home countries, and with schools building alliances across borders and continents, there is a rapidly growing need for them to be able to identify those institutions in other countries that deliver high quality education in international management. EQUIS also believes that business schools should be as closely connected to the real world of business as schools of medicine are to working hospitals. There must be a balance between high academic quality and the professional relevance provided by close interaction with the corporate world. EQUIS attaches particular importance to the development of managerial and entrepreneurial skills and fosters a students sense of global responsibility.

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

EFMD Open House - Quality Services Information Session - Cape Town

stellenbosh1EFMD is organising a Quality Services Information Session in Cape Town, South Africa, hosted by the University of Stellenbosch Business School. The session will be given by Professor Michael Osbaldeston, Director of Quality Services, EFMD.

The EFMD Open House - Quality Services Information Session will take place on Friday, 2 August 2013.

Participants will have the opportunity to learn more about EFMD and its activities around the world.

equisepasedafdiagram-1The session is designed for institutions that have little or no knowledge of the EFMD global network and its quality services porfolio. The information session will provide a basic introduction to  EQUIS (EFMD Quality Improvement System), EPAS (EFMD Programme Accreditation System) and EDAF (EFMD Deans Across Frontiers development system) and the underlying concepts of accreditation, mentoring and quality improvement. Special emphasis will be put on two of EFMD’s systems: EPAS and EDAF. The information session will be relevant for Business School Deans or their delegates with responsibility for quality assurance and/or accreditations. This is highly recommended for any School that wants to learn more about EFMD membership, accreditation and development.

After the information session, participants will have ample time for questions and also have the opportunity to discuss individually the services which EFMD offers. If you wish to schedule a face-to-face meeting with Professor Osbaldeston in the afternoon of the 2 August please contact marielle.vanrenterghem@efmd.org. This is highly recommended for any School that is considering applying for EFMD accreditation or development systems and the extra knowledge acquired during the session will be helpful in this process.

Do not miss the opportunity to explore EFMD and its accreditation and mentoring systems. The programme of the session, practical information and online registration form is available here. Find out more about the EDAF, EPAS & EQUIS.

2013 Emerald / EFMD MENA Management Research Fund Award

emerald logoEmerald and the EFMD are pleased to announce that the deadline has been extended for their Middle East and North Africa (MENA) Management Research Fund Award.

The closing date for receipt of applications is now 1 December 2013.

The Prizes
There will be one award of £2,000 (or currency equivalent) for the winning research project, and two awards of £500 each for highly-commended runners up, to fund or part-fund these projects. The winner will be invited to receive their award at the 2014 EFMD Conference in the MENA Region and will receive a complimentary delegate pass. In addition to the research fund it is also hoped that once the research is completed its findings can be published in one of Emerald’s many excellent management research titles.

The main member of the research team must be based in a MENA country. For the purposes of this award, MENA countries are defined as: Algeria, Bahrain, Djibouti, Egypt, Iran, Iraq, Israel, Jordan, Kuwait, Lebanon, Libya, Malta, Morocco, Oman, Qatar, Saudi Arabia, Syria, Tunisia, United Arab Emirates, West Bank, Gaza, Mauritania, Sudan, Turkey and Yemen.

For further information and details of how to apply please visit the webpage below: http://www.emeraldinsight.com/research/awards/mena_man.htm

This award represents a fantastic opportunity for researchers to gain significant financial support as well as international recognition. Please pass this message on to anyone else that you feel may be interested in applying.  If you have any questions regarding the award please do not hesitate to contact either:

Emma Stevenson, Emerald Head Office, UK
E-mail: estevenson@emeraldinsight.com
Tel: +44(0) 1274 785198

or Inês Proença, EFMD
E-mail: ines.proenca@efmd.org
Tel: +32 2 629 08 10

EFMD Call to Participate in a Pilot Network Supporting Virtual Internships

ProvipWhat is a virtual internship?

International internships are gaining more and more importance in the context of the internationalization of higher education and globalization of our (professional) world. Traditional international work placements, where the learner travels abroad to the company, are not always feasible for all students because of financial, geographical, social or other reasons. For those physical placements abroad that do happen, there are also a number of difficulties to overcome, mainly related to a lack of communication between the student, the foreign company and the institution for higher education.

Virtual mobility and ICT-supported interaction can help address these issues. There are always three stakeholders involved in an international internship: the higher education institution, the student and the receiving company or organization. ICT-supported activities can be used to facilitate the interaction between these stakeholders. When the interaction between a student and a company is mainly ICT-supported, this is classed as a virtual placement.

The European project EU-VIP looked into the conditions for success when integrating virtual mobility in international internships. All of the results are available via www.euvip.eu.

The project noted that international internships are mostly the result of individual relationships or actions, while - for successful virtually supported placements - a structured implementation and collaboration between higher education institutions and companies is desirable. These issues are now being addressed in the follow-up project PROVIP (“Promoting Virtual Mobility in Placements”, 2012-2014), http://www.provip.info. This project is aimed at creating an international network of companies and study programmes in the fields of marketing, IT and engineering, interested in offering international internships to students, vip2supported or facilitated by virtual mobility. The whole internship process (before, during and after) will be supported through an online platform.

Who are we looking for?
We are looking for companies or their departments of marketing, IT and engineering willing to be part of this pilot network and its innovative approach towards international internships. We are also looking for study programmes in the same fields that can provide mature students who can work independently.
 
What can you expect from us?

For companies
  • An additional international pool of candidates for an internship
  • Contacts with higher education institutions from all over Europe, active within study fields related to your sector
  • A network that can serve as a bridge towards foreign markets, other languages and business cultures
  • Development of the online platform based on your needs and current practices regarding (international) internships
  • Input of extensive knowledge in the field of virtual mobility
For business schools and HEIs
  • An additional offer of virtual or virtually supported international internships to your students
  • Contacts with companies from all over Europe, active within sectors related to your study field
  • A possibility to further internationalize your curriculum and work on the intercultural competences of your students
  • Development of the online platform based on your needs and current practices regarding (international) internships
  • Input of extensive knowledge in the field of virtual mobility
What do we expect from you?
  • To promote your internships via the platform or to promote to your students the international virtual or virtually supported internships in addition to your “traditional” internships
  • Active participation in and use of the platform by the internship supervisor
  • To assist in platform evaluation
Timing?
  • June 2013: input of information about your needs and practices regarding internships
  • September / October 2013: short training session about the use of the platform
  • October 2013 – June 2014: pilot run of the network and platform, during this period evaluative input will be asked of the participants twice.
If you are iInterested to know more or to get involved, please contact Boriana Marinova at boriana.marinova@efmd.org.

New Strategic Alliance of Chinese and European Schools

On the 31st of May in Angers, France, ESSCA School of Management inaugurated the new Alliance of Chinese and European Business Schools (ACE). Twenty universities and colleges areACElogo2 the founding members of the alliance, which is under the patronage of EFMD.

Already since 2012, Wei Shen (Associate Dean for China at ESSCA) and Chong Li (Director EFMD Asia) have been combining efforts to create this important project.

The sharing of experiences and exchanges around the internationalisation and the future development of teaching and research are the keystones," says Catherine Leblanc, Director General of ESSCA Group.

On May 31st, the inaugural ceremony was held in the presence of

  • Yansheng Ma, Minister Counsellor for Education, Chinese Embassy in Paris
  • Stéphane Chipponi, Sous-Préfet of Maine et Loire
  • Professor Cheng Siwei, Dean of the Chinese Academy of Sciences Management School (former Vice-President of the National People's Congress of China)
  • Prof. Eric Cornuel CEO & Director General of EFMD

"For over 40 years EFMD has been involved in raising the standards of management education around the globe. Through accreditation, conferences, seminars and research EFMD has been a key element in the internationalisation of business education. All of the ACE Alliance partners are active members of EFMD and we wholeheartedly support this initiative and give it our full support," said Prof. Eric Cornuel, CEO & Director General of EFMD.

ACE will focus on academic excellence and the synergy between research and education in order to better prepare the next generation of executives. High-level representatives of the 20 schools finalised the ACE consortium agreement in parallel Deans’ forum discussions.  Planned activities include the establishment of a joint programme under the ACE label, exchanges of professors and students, projects and research conferences and the development of international skills modules. The initiative is closely linked to EFMD activities, whilst the commitment to quality improvement is assured. Already in the first year, ACE will provide a symposium on research and will lay the foundations for the first batch of students for a joint programme.

The ACE Founding Members are, under the patronage of EFMD:

•    Antwerp Management School (Belgium),
•    Beijing Jiao Tong University (China),
•    Chinese Academy of Sciences (China),
•    EBS Business School (Germany),
•    ESSCA School of Management (France),
•    Gothenburg University (Sweden),
•    Harbin Institute of Technology (China),
•    Hong Kong Polytechnic University (Hong Kong),
•    Leeds University (UK),
•    National Tsing Hua University (Taiwan),
•    Northwestern Polytechnic University (China),
•    MIP Politecnico di Milano (Italy),
•    Rotterdam School of Management, Erasmus University (Netherlands),
•    Shanghai University of Finance and Economics (China),
•    Southwestern University of Finance and Economics (China),
•    Universidade Catolica Lisbon (Portugal),
•    University of Ljubljana (Slovenia),
•    University of Macau (Macau),
•    VSE University of Economics Prague (Czech Republic),
•    Xiamen University (China).

For more information on the ACE Alliance, please contact Wei Shen wei.shen@essca.fr or Chong Li – chong.li@efmdasia.org

2013 EFMD Higher Education Research Conference (HERC) – Key Insights and Outlook

highereducationresearch2013The 2013 HERC that took place in Paris Dauphine University on May 23-24th was a great success, concluded Prof. Ulrich Hommel. With more than 50 scholars participating, 20 competitively selected papers and 5 keynote speeches, this second edition of HERC has confirmed the role EFMD can play as a catalyst in the field of research.

“Since its creation, the Higher Education Research Conference was conceived with a long term perspective to stimulate research on and around business schools and higher education institutions. This is an important initiative for EFMD and we are fully satisfied with the achievements so far”, said Prof. Eric Cornuel, CEO & Director General of EFMD.

Of remarkable insights were the conference’s keynote speeches. Prof. Jordi Canals delivered a talk on the impact of business schools on society. He insisted that there are nowadays new dimensions of impact that have to be taken into account (social innovation, job creation, fighting poverty, etc.) as well as long term challenges that he structured around the purpose of Business Schools, their intellectual foundations and their governance.

Then, Prof. Andrew Pettigrew presented a major research project he is undertaking on the present and future of the business school professionariate and the changing rules of the game. Finally, Prof. Hellen Hazelkorn introduced a more macro research policy perspective in the conference, by explaining how higher education had moved from elite-based education to a mass-production model, therefore challenging the idea of the university as an “ivory tower”. Thinking of higher education as part of an “eco-system”, Prof. Hazelkorn talked about some major current trends for more co-production of knowledge, engaged scholarship and demonstration of impact.

In his closing remarks, Prof. Andrew Pettigrew, Chair of the Research Steering Committee, was pleased to announce that Stockholm University School of Business will be the host of next year’s conference, which will also take place in May.

Full details on the 2013 conference can be found here. More information concerning the 2014 conference will be available later in the year.

White Paper: MOOCs - Massive Open Online Courses

moocsMOOCs are on the Move: A Snapshot of the Rapid Growth of MOOCs

A White Paper by Dr Lindsay Ryan - January 2013

What are MOOCs
MOOCs are Massive Open Online Courses and they are rapidly changing the game for higher education, executive education and employee development generally. MOOCs offer free online courses covering a growing range of topics delivered by qualified lecturers from some of the most well-known universities in the world. In this age of lifelong learning, MOOCs are a means of providing learning and development to virtually everyone, anytime, anywhere in the world with internet access.

This paper presents a snapshot of current developments in MOOCs, noting that MOOCs have really only gathered momentum in the past year and are constantly developing and evolving almost on a weekly basis.

Background
The original concept for a MOOC came from academic research in the early 1960s with the idea that people could be linked by a series of computers to listen, discuss and learn about a particular topic. Now, continuous development in technology has become the enabler for virtually everybody in the world to have access to a broad and diverse range of education and learning topics.

MOOCs provide free online courses that enable people with an interest in a selected topic to study and learn through interaction with others also interested in the same topic. Other participants could be from the same organisation, city or region, learning together with people from other organisations, cities, regions and countries from around the world. MOOCs are the internet equivalent of distance education and there could be 1,000 or 100,000 participants in a single course.

MOOCs create the opportunity for vast numbers of people across the world to access learning through quality courses, content and lecturers that most would never have access to. For many people, further and higher education can seem overwhelming or beyond them. MOOCs open a world of opportunity for people in remote areas and developing countries as well as people with aspirations to achieve more with their lives. MOOCs are changing the traditional nature of education mainly being for the affluent and elite to being free and accessible to virtually everybody.

The growth of MOOCs is phenomenal. During the three months from mid-October to mid-January, including the quiet period for learning and development over Christmas-New Year, one major player, Coursera, continued to grow at the rate of 6,900 new participants (Courserians) PER DAY. Anything that grows at such a rate cannot be ignored and Coursera is just one of an increasing number of MOOC providers bringing together a diverse and expanding range of open online courses.

MOOCs started as a form of collaborative online learning with people interacting and learning from each other and being exposed to different perspectives, views and ideas. Over the past year, MOOCs have started to move to the mainstream and increasingly resembling more traditional courses, especially as a significant number of MOOCs are shorter versions of many traditional courses, and often delivered by highly qualified professors and academics whose research and academic expertise underpins the course on a MOOC.

Some of the MOOCs, such as EdX, continually research their courses to better understand how participants learn and explore ways of using the technology to transform and further enhance the learning and online experience for the participantsmoocs1.

Major MOOCs
Coursera (www.coursera.org), established by two Stanford University professors, is currently the biggest MOOC platform providing 212 different courses in such areas as: economics and business, computer sciences, biology, social sciences, music and film, medicine, health, food and nutrition, physical and earth sciences. Coursera has a consortium of 33 of the most well-known and highly regarded universities in the world delivering free online courses including Harvard, Stanford, Pennsylvania, Washington, London, Edinburgh, Toronto and Melbourne.

Udacity (www.udacity.com) has a focus on computer science courses and provides a range of topics from beginner courses to intermediate and advanced courses.

EdX (www.edx.org), owned by the prestigious academic institutions Harvard University and Massachusetts Institute of Technology, draws content from a selection of their highly regarded courses.

Khan Academy (www.khanacademy.org) is a MOOC platform for young learners from kindergarten to Year 12 with courses centred on mathematics and science: biology, chemistry and physics, as well as some elements of economics and history.

FutureLearn (www.futurelearn.com) is the newest significant player reflecting how MOOCs are constantly changing. FutureLearn comprises a consortium of 12 major UK universities including The Open University, which has considerable experience in distance and online education, Birmingham, Warwick, Cardiff, Leeds, Bristol and St Andrews. Their web site is live but the courses and content are still being developed.

In addition, many high profile and elite universities are now offering their standard courses as open courses where people can watch the lectures online and access course slides and materials. To achieve the formal qualification people need to apply and enrol with the respective universities, pay the program fees and satisfactorily complete the assessment requirements associated with each course.

Participating in a MOOC
Participants complete a simple online registration for a course that interests them. They might want to learn more about a particular topic or it could be an introduction to consider a future study option or a possible formal university program or career direction. Each course on a MOOC is open for people over the age of 18 and, with parental approval, young learners over the age of 13. Coursera also asks participants to agree to an honour code that all the homework, quizzes and exams is their own work and that they won’t cheat or do anything that could dishonestly improve their results or dishonestly affect another person’s results.

When registering for a MOOC, participants are advised they are registering for a course and not enrolling with any of the universities delivering the courses. The courses are free and most materials and notes can be down-loaded from the course site. Occasionally other resources are recommended, such as additional books and reference materials for particular courses which can be purchased, but they are rarely prescribed as part of a course. A growing number of MOOCs offer a certificate signed by the lecturer once participants satisfactorily complete the course and there may be a fee for the certificate.

Until recently MOOCs have not provided participants with credit for further or higher education programs. However this is an area many universities are now considering, especially as one university in the US, Antioch University in Los Angeles, has started providing credit for selected MOOCs into specified college courses. Many overseas participants, especially in India, are seeking credit for their studies through MOOCs. While most MOOCs incorporate regular self-tests, projects and compulsory exams, universities are still exploring how participants can demonstrate mastery of a topic in order to be able to grant credit for the MOOC study. The American Council on Education is currently investigating a means of accrediting selected MOOCs for credit towards higher education courses.

moocs2How MOOCs Work
MOOCs allow a single teacher/lecturer to teach thousands and sometimes tens of thousands of participants in a single course delivery. With this size class, there is little participant contact with the lecturers, although some have scheduled times when they join online forums with participants to discuss various aspects of a course or provide further explanation on a topic.

MOOCs are often four to six weeks duration and the course format involves participants watching a series of short videos prepared by the lecturer detailing a particular topic theme for each of the specified weeks of the course. The format uses asynchronous learning so that participants can view the video at times that best suit them as well as their time zone. During each topic there are usually online tests that allow participants to respond and check their understanding of the concept or information presented.

In some courses participants are required to write an essay or more detailed response instead of an online multiple choice exam. In these cases, some MOOCs arrange for participants to forward their papers to five other participants for peer assessment and marking. This approach allows each participant to receive feedback and critique from five other participants. A lecturer may moderate an assessment where the spread of grades is diverse or a particular participant has a reputation for marking harshly.

The key to MOOC success is interaction among participants. Participants have interactive online tests during a course and then they will often post comments in online forums. Some MOOC lecturers try to organise face-to-face study groups in various physical locations or separate online forums for participants to promote learning and understanding through the sharing of ideas, perspectives and experiences with other participants.

MOOCs are based on Connectivism principles where learning and knowledge is created through connecting different people with a diversity of opinions. Technology is the enabler for MOOCs and with the growing use of smart phones and mobile computing, participants can maintain on-going connection with their MOOC class and interaction with other participants when they are at work, home, travelling and at any time of the day.

The Significance of MOOCs
  • MOOCs are accessible to virtually everybody who has access to the internet and the courses are free. This means there is no direct cost for a participant to explore a potential new area of interest or learning;
  • Learning occurs at times and locations that best suit the participant;
  • Participants interact with other people with a shared interest and are exposed to a diverse range of perspectives and ideas that can stimulate reflection and further interest in a topic;
  • Being part of a global class, participants can gain insight into attitudes, ideas, and trends among different populations and countries on a particular topic;
  • The continuing growth in the number of MOOCs will lead to significant choice and options for free online courses. This will allow learning and development to be tailored to the needs and/or interests of each participant;
  • MOOCs open a world of learning possibilities and promote lifelong learning for all those who are interested, able and motivated to participate;
  • Although some critics of MOOCs claim there is a low completion rate for courses, this has more positives than negatives. It means that people are interested in the concept of MOOCs and willing to investigate online learning, which most people would not have experienced previously. It also means that people have the opportunity to explore a topic without being committed to it and incurring significant costs as happens with many undergraduate programs.
  • Those people participating in a MOOC who do not complete a course are not precluding somebody else who wanted to participate but did not meet the selection criteria or cut-off levels.
Implications of MOOCs
Participants:
  • The opportunity to learn something new or completely different from their normal discipline;
  • The opportunity to appraise higher education or a specific topic without the need to apply and enrol with an educational institution and incur course fees;
  • The opportunity to learn through interacting with other participants from diverse backgrounds, experiences and countries;
  • Everybody has an equal opportunity to interact online compared to on-campus lectures which some participants find intimidating speaking or asking questions in large groups;
  • MOOCs could be used as an introduction to certain topics that lead to further study and possibly advanced standing in further education programs, subject to assessment of mastery at a prescribed level. This could reduce the duration and costs associated with completing a formal qualification.
Higher Education Providers:
  • Some higher education providers may see MOOCs as a threat, particular those who regard lectures and course materials as their intellectual property and only accessible to fee paying students;
  • Other higher education providers will see MOOCs as the opportunity to showcase some of their courses and use the MOOCs as a means of attracting new participants to undertake studies;
  • Need to develop a system for assessing student mastery of certain MOOCs and provide credit or advanced standing for participants applying for higher education programs. Participants completing a number of MOOCs and able to demonstrate mastery of the topic also demonstrate commitment to study and are likely to complete formal qualifications;
  • Should promote the environment and resources of their university, student experience and value of the qualification for participants who progress from a MOOC to enrolling in a formal university program.
Industry:
  • Employers could utilise MOOCs as part of the learning and development of employees. Those employees that show real interest, commitment and motivation for certain areas of studying could then be supported by their employer to enrol in further studies in areas relating to their employment and career development;
  • Some organisations and industries could use a series of MOOCs, selecting the most appropriate courses from a number of MOOC aggregators, as a pre-qualification for people applying to work in a particular industry, in addition to or instead of a university degree.
Employee Development Potential
MOOCs provide employers with the opportunity to develop an integrated organisation development plan and tailor a learning and development plan for each employee. Such a plan might comprise:
  • One or a series of MOOCs on topics relevant to each employee’s development needs;
  • Work-based projects that enable employees to learn and immediately apply their learning, which promotes greater understanding of concepts and better retention of the learning;
  • A mentor for each employee to discuss their work-based projects, workplace issues and career development options;
  • TED videos (Ideas Worth Spreading) to stimulate ideas, thinking and discussion within an organisation and/or workgroup;
  • YouTube-Education videos with specific topics and speakers used for employees to watch and then discuss or lead discussions with work colleagues.

The above integrated approach to employee learning and skills development could apply to all employees, from frontline, through supervisor and middle management, up to senior managers and executives.

Final Comment
MOOCs have been described in some circles as the biggest development in education for 200 years. It would appear that MOOCs are a win-win for participants, higher education providers and industry.

However, the unanswered question is: if MOOCs are free how do they pay for themselves? At this stage the universities involved in launching MOOCs seem to be following the approach adopted by one of the most successful companies of the digital age: Google. As identified by Jeff Jarvis, Google banks users, not money. When Google rolls-out a new product they worry about whether they will have users. If they have users, the money will follow (Jarvis, Jeff, (2009) What Would Google Do?, HarperCollins, New York).

About the Author
Dr Lindsay Ryan is Director of Corporate Education Advisers.
Lindsay is a thought leader, adviser and mentor to organisations assisting with organisational development and employee learning that enables organisations to develop their capability and capacity. Utilising leading-edge research, Lindsay assists organisations adopt a strategic approach to their corporate education to ensure employee training and development aligns with their goals and strategic direction. Based in Adelaide, Australia, Lindsay’s work is highly regarded internationally and he is also Visiting Fellow in Corporate Education with Birmingham City Business School in the United Kingdom.

CONTACT DETAILS:
(61) 0418 809 170
Lindsay@corpedadvisers.com.au

EAIR 35th Annual Forum Rotterdam 2013 - Registration Now Open

eairThe EAIR Forum 2013 Rotterdam Forum Programme Committee and the EAIR Executive Board is delighted to hereby inform all colleagues and friends of EAIR and everyone that is interested in EAIR, that the official registration for the 35th Annual EAIR Forum “The Impact of Higher Education: Addressing the Challenges of the 21st Century” is open.

The 2013 EAIR Rotterdam Forum will take place from Wednesday 28 August till Saturday 31 August 2013 at the Erasmus University Rotterdam, the Netherlands.

Please note: The early bird registration deadline is closing on 1 July 2013 so make sure your Forum registration is done in time! For the 2013 EAIR Rotterdam Forum registration form, please go to: EAIR Registration.

For more information regarding the Forum registration, please go to the Conference website. Information about the preliminary timetable, hotels, travel, academic events, social events, tracks and keynote speakers can be found on the 2013 EAIR Rotterdam Forum website.

The Erasmus University is centrally located near the river in one of the most vibrant cities of the Netherlands. Being the main port of Europe, Rotterdam is a multicultural experience with outstanding museums and restaurants and well known for its modern architecture. The Erasmus University itself has a world wide reputation in the areas of economics, business administration and health, strengthened by law, social sciences, history and arts, and philosophy. Students from all over the world follow Dutch and English language bachelor’s programmes as the basis for leading international master’s specialisations at the interface of economics, health and society.

Please visit http://www.eair.nl/forum/rotterdam regularly for the updated news about the 2013 EAIR Rotterdam Forum.

EFMD Annual Conference: Does Management Education Create Impact?

efmd annual conference 2013

EFMD’s 2013 Annual Conference

We invite you to join us in Brussels from 9-11 June for the occasion of EFMD’s 2013 Annual Conference. See how top-level speakers from business schools and companies from all over the globe answer the question: “Does Management Education Create Impact?” 

ac2013Confirmed plenary speakers include:

  • Howard Lurie, Vice President for Content, edX
  • David A. Wilson, President & Chief Executive Officer, Graduate Management Admission Council
  • Soumitra Dutta, Dean, Samuel Curtis Johnson Graduate School of Management, Cornell University
Two sets of breakout sessions will give you the occasion to explore and discuss the following topics:

  • Research
    Mark Jenkins, Director of Research, Cranfield School of Management, UK

  • Executive Education & Corporate Universities
    Philip Healey, Regional Director Belgium, Center for Creative Leadership, BE
    David Jestaz, Director, Corporate University, EDF Group, FR

  • Sustainable Business Strategies to Create Wealth from Less Resources
    Walter R. Stahel, Founder-Director, Product-Life Institute, CH
    Jonathan T. Scott, Senior Lecturer (Chair of Management); Founder and Director, Center for Industrial Productivity and Sustainability, Kozminski University, PL

  • EFMD Accreditation Portfolio
    Chris Greensted, Christian Delporte and Ulrich Hommel, Senior Advisors, Quality Services, EFMD.

The conference will be chaired by Philippe Haspeslagh, Dean of Vlerick Business School and confirmed plenary speakers include:

Please sign up by May 6th to benefit from an advantageous fee. More information about the conference is available via the EFMD website.

We hope to see you in Brussels in June!

EFMD Annual Conference Steering Committee

Henry Mintzberg Workshop on Developing Practicing Managers and their Organisations

henrymThe Henry Mintzberg, IMPM & EFMD Special Workshop will take place on 16th May in Brussels on the theme: "Developing Practicing Managers and their Organisations".

The workshop will be led by led by Henry Mintzberg, Cleghorn Professor of Management Studies, McGill University, Desautels Faculty of Management, CA together with his two colleagues Dr. Leslie K. Breitner, Cycle Director, IMHL and IMPM Programmes and Dora Koop, Director, McGill University Executive Institute.

Do not miss this unique opportunity to discuss new ways to engage in management education and development with academics, training professionals and staff of corporate academies. Join colleagues and peers from business schools including INSEAD, IESE, Rotterdam School of Management, Vlerick Business School, ESCP Europe and Oxford Said Business School as well as corporate representatives from L'Oréal, GDF Suez University, SAFRAN, Eli Lilly and Company, Rabobank and Novo Nordisk.

The workshop will tap into the years of learning from the International Masters in Practicing Management (IMPM.org), founded in 1996, and a family of spin-off programs that have been designed to build on that experience. Picking up where Henry Mintzberg left off in his book Managers not MBAs,, the IMPM has made significant progress in rethinking education and development for people well into their managerial careers.  The pedagogy is built around the belief that managers will invest by building on their own experiences and involves a number of pedagogical innovations such as; managerial mindsets, morning reflections, managerial exchanges, friendly consulting (on managers’ challenges), competency sharing, IMpact teams, and novel seating arrangements.

Participants in this workshop will not only hear about these new ideas but also live them in the design.  To open, they will be asked to share their concerns for management education and development, and to close, they will reflect on the consequences of the day’s learning for their own programmes.

If you have any questions please contact Virginie HEREDIA-ROSA virginie.heredia-rosa@efmd.org

Announcing the Winner of the "Best of the Best" 2012 EFMD Case Writing Competition

case-award2012The winning case from the "Best of the Best" category has now being evaluated by ecch and EFMD is delighted to announce that -

Inclusive Business Models: Planting the Seeds of Change: The Ethiopia Commodity Exchange, Lea Stadtler and Gilbert Probst, University of Geneva, CH 

has been selected as the 2012 "Best of the Best Case Award". Many congratulations to Lea Stadtler and Gilbert Probst from the University of Geneva.

"Our case illustrates the challenging and inspiring journey of establishing an efficient commodity exchange in Ethiopia by means of an inclusive public-private partnership. Given the technological challenges in the country and the deep mistrust of many of the stakeholders involved, this was no easy task. Once the seeds of change had been planted, however, the Ethiopia Commodity Exchange (ECX) experienced a period of strong growth, which, in turn, led to new challenges.

We are really honored to receive the "Best of the Best" category of the internationally well-known EFMD Case Writing Competition. It is also a great timing since it conincides with the creation of our Geneva PPP Center: a university center to serve as a hub and catalyst for PPP-related research projects. Our thanks go to all case stakeholders involved, especially Dr. Eleni Gabre-Madhin, and the reviewers who nominated the case."


Choosing the “Best of the Best” award is always so difficult due to the outstanding nature of all the case involved so we would like to once again congratulate all of the Category Winners.

 2012 Category Winners

  • Corporate Social Responsibility: Novo Nordisk: Managing Sustainability at Home and Abroad, written by Jette Steen Knudsen, Copenhagen Business School, DK and Dana Brown, EMLYON Business School, FR

  • Entrepreneurship: ENVIU: Starting World Changing Companies, written by Luca Berchicci and Giovanna Domingues Sanches, Rotterdam School of Management, Erasmus University, NL

  • Family Business: Bavaria and the Swinkels Family: Brewing a Sticky Brand, written by Benoit Leleux and Jan Van der Kaaij, IMD, CH

  • Finance and Banking: Irish Schools: Sovereign Risk in Social Infrastructure PPP, written by Pierre Hillion and Jean Wee, INSEAD

  • Emerging Chinese Global Competitors: Hard Choices: Best Buy and Five Star in China_Cases A , B and the Industry Note, written by Terence Tsai, Zhu Jianhua and Xu Leiping, CEIBS (China Europe International Business School), CN

  • Supply Chain Management: Danfoss - Global Manufacturing Footprint, written by Torben Pedersen and Jacob Pyndt, Copenhagen Business School, DK

  • Euro-Mediterranean Managerial Practices and Issues: Launch of Durra: Women in Islamic Banking, written by Alexandra Roth and David T.A. Wesley, Northeastern University, US

  • African Business Cases: Nuru Energy (A): Financing a Social Enterprise - Nuru Energy (B): From Breakdowns to Breakthroughs, Filipe Santos and Anne-Marie Carrick, INSEAD

  • Public Sector Innovations: Restoring the British Museum, written by Anand Narasimhan and Jean-Louis Barsoux, IMD, CH

  • Responsible Leadership: VOLTIUM, Inc, written by Eloy del Potro, Juan Carlos Vasquez Dodero, Jose Ramon Pin Arboledas and Guido Stein, IESE Business School, ES

  • Inclusive Business Models: Planting the Seeds of Change: The Ethiopia Commodity Exchange, Lea Stadtler and Gilbert Probst, University of Geneva, CH  

  • MENA Business Cases: Chabros International Group: A World of Wood, written by Paul W. Beamish and Bassam Farah, Richard Ivey School of Business, CA

  • Latin American Business Cases: Veja: Sneakers With a Conscience, written by Oana Branzei and Kim Poldner, Richard Ivey School of Business, CA

  • Indian Management Issues and Opportunities: Bayer CropScience in India (A): Against Child Labor, written by Charles Dhanaraj, Indiana University Kelley School of Business, US, Oana Branzei and Satyajeet Subramanian, Richard Ivey School of Business, CA

We would like to thank all of our sponsors of their continued support of the Case Writing Competition. Abstracts for the cases are available on the EFMD website and all of the cases are available on the ecch website.

The 2013 competition will open twoards the end of May. If you would like further information please contact Inês PROENÇA ines.proenca@efmd.org

EFMD Introduces Broader Coverage of Ethics, Responsibility and Sustainability to EQUIS

equis2013The 2013 edition of the EQUIS documents for the first time broadly recognizes the role of business schools as ‘globally responsible citizens’ and as advocates of ethical and sustainable behavior in business and society. ‘Ethics, Responsibility & Sustainability (E∙R∙S)’ has been added as a transversal feature to the EQUIS system implying that these aspects are now covered throughout the EQUIS Standards & Criteria (S&C) – with a dedicated chapter (replacing the chapter on ‘Contributions to the Community’) as well as sections in most other chapters. E∙R∙S is therefore positioned in the same way as ‘Internationalization’ and ‘Corporate Connections’ (see Figure).

Figure: The EQUIS Criteria Framework
equisframe















The approach adopted by EFMD reflects the belief that E∙R∙S is relevant for every aspect of business school management and operations. The starting point for business schools should be to reflect on the role of E∙R∙S in mission, vision and strategy (EQUIS S&C, chapter 1). The adopted strategy should be backed up with clearly defined objectives, specific milestones and adequate resource support. It is further assumed that the strategy is broadly communicated to the various stakeholder groups.

Business schools should integrate E∙R∙S into their educational offerings, which include degree programmes (EQUIS S&C, chapter 2) and non-degree executive education (EQUIS S&C, chapter 6). Reporting should differentiate between offerings dedicated to E∙R∙S and coverage in other programmes. In the case of degree programmes, detailed information should be provided on how E∙R∙S is integrated in programme design, delivery and assessment. It is certainly expected that applicant schools have moved beyond the still widely used approach of simply tagging on an E∙R∙S module to the curriculum with no obvious connection to the programme core. In addition, E∙R∙S should be linked to all facets of student management, which includes recruitment, admissions, scholarships and awards, diversity management, personal development as well as support provided for (extra-) curricular student engagement (EQUIS S&C, chapter 3).

The new standard will challenge business schools to reflect on how E∙R∙S can be mapped into faculty management (EQUIS S&C, chapter 4) and how faculty can be encouraged to integrate E∙R∙S into research & development (EQUIS S&C, chapter 5). Applicants should also present evidence that they are actively contributing to the ethical, responsible and sustainable development of businesses and business practices (EQUIS S&C, chapter 10). Explicit policies should be in place to ensure that E∙R∙S is firmly embedded in the School’s infrastructure management, operations, and administration (EQUIS S&C, chapter 7).

A transversal chapter dedicated to E∙R∙S (EQUIS S&C, chapter 9) represents the anchor of the new standard. It gives Schools the opportunity to summarize their E∙R∙S-related achievements and to report on their contributions to the ethical, responsible and sustainable development of local as well as global communities.

The revised EQUIS documents are operational as of now. Schools in process must ensure that they comply with all E∙R∙S-related changes, which also includes an additional section in the EQUIS data sheet and revised information requirements for the Self-Assessment Report and the Base Room.

Given the holistic nature of the EQUIS framework and the emphasis placed on diversity, business schools will have considerable degrees of freedom in complying with the E∙R∙S standard. The introduction of E∙R∙S should therefore not be misinterpreted as a fundamental questioning of management education as practiced by most business schools today.

In recent years, many EFMD member institutions have adjusted their educational offerings, their research foci and in some cases even their strategic development trajectories to address issues such as global warming, unethical behavior of high-profile managers and business practices perceived to be socially irresponsible. These achievements have largely escaped public attention. With the revised EQUIS framework, business schools are given a more explicit opportunity to document their multi-faceted contributions to E∙R∙S and to achieve recognition for embracing their wider role in society.

If you have any questions or require further details on EQUIS please contact us via equis@efmd.org

The GRLI Announces a Strategic Alliance with EFMD and AACSB International

grliBrussles, Belgium (March 21st, 2013) – Announced today, the Globally Responsible Leadership Initiative (GRLI), has entered into a long-term strategic partnership with EFMD and AACSB International (AACSB). The agreement will see two of the most influential global voices in management education working closely with the GRLI, a network of forward thinking companies and business schools, to focus on an important message: that business and business schools need to work collectively to devote greater attention to developing responsible companies and leaders in the future.

Mark Drewell, CEO of the GRLI said, “Over the past nine years we have learnt a great deal about catalysing change in the complex interface between management education, business and society. This move creates a platform on which we can transform success into significance as we work to scale our impact in partnership with EFMD and AACSB International.”

Eric Cornuel, Director General and CEO of EFMD said “The GRLI, which we co-founded with the United Nations Global Compact (UNGC) in 2004, plays an important role already in providing direction, support, and visibility to what business schools are doing to foster responsibility and sustainability.  However while there has been some initial success, much more remains to be accomplished. GRLI will become the armed wing of our shared ambitions at EFMD and AACSB to accelerate change.”

Commenting on the announcement, AACSB International President and CEO John Fernandes said: “In recent years, the role of business as a sustainable and socially responsible enterprise has risen consistent with the world’s demand for accountability. Through our accreditations and services, AACSB and EFMD are important stakeholders in addressing society’s objectives of sustainability, social responsibility and ethical leadership. This move increases the intensity of our focus in this area, and will enable both organisations to serve our members more fully as they seek to address the challenges of 21st century management education.”

EFMD and AACSB will join GRLI’s current Board of Directors, by each appointing two representatives that will participate in governing decisions. The two organizations will also provide financial support to bolster GRLI’s capacity to achieve its mission.

Detailed  discussions will take place amongst the three organisations over the coming months to turn the agreement into a practical programme. This will include making knowledge and expertise developed by the GRLI accessible to EFMD and AACSB members, as well as participation in GRLI’s pipeline of projects and its various international events.

For further information contact:
Mark Drewell (GRLI) +44 7805 568 493 mark.drewell@grli.org

Editors Notes

About the GRLI (www.grli.org)
The Globally Responsible Leadership Initiative (GRLI) is a worldwide partnership of companies and business schools/learning organisations working together in a laboratory of change to develop a next generation of globally responsible leaders. The GRLI engages in thought leadership, advocacy and projects to achieve measurable impact. It’s current projects to support the development of responsible management education are concentrated around the implementation of the 50+20 Agenda, a blueprint of management education in service to society launched at Rio+20 in June 2012.

About EFMD (www.efmd.org)
EFMD is a leading international network of business schools and companies (810 members / 82 countries) at the forefront or raising the standards of management education and development globally. EFMD runs the EQUIS and EPAS accreditation systems as well as the EFMD Deans Across Frontiers programme (EDAF) and is one of the key reference points for management education worldwide.

About AACSB International (www.aacsb.edu)
AACSB International (The Association to Advance Collegiate Schools of Business), founded in 1916, is an association of more than 1,300 educational institutions, businesses, and other organizations in 81 countries and territories. AACSB's mission is to advance quality management education worldwide through accreditation, thought leadership, and value-added services.
As a premier accreditation body for institutions offering undergraduate, master's, and doctorate degrees in business and accounting, the association also conducts a wide array of conferences and seminar programs at locations throughout the world. AACSB's global headquarters is located in Tampa, Florida, USA and its Asia Pacific headquarters is located in Singapore.

Updates from the ETP in Japan and Korea

logo-etpThe Executive Training Programme (ETP) provides European Companies with the knowledge and skills necessary to overcome business, language and cultural barriers in Japan and Korea, in order to take advantage of the many trade and investment opportunities available with these two countries.

The current cohort of participants have already started their immersions in Japan and Korea following a well-received inception module at the School of Oriental and African Studies in London. The EU ambassadors and delegations, along with Waseda University in Tokyo and Yonsei University in Seoul, have welcomed the participants who are now enjoying intensive language training. The ETP training providers have been chosen for their international recognition and experience. Together with them, the EU ensures that ETP participants are given the very latest information, know-how and skills they need to succeed in Japan and Korea.
 
The European Commission is now seeking new candidates for the ETP 2013/2014 cycle. In order to provide interested candidates and stakeholders with more details on the EU-funded Executive Training Programme (ETP), the ETP team organised a series of webinars. You may view the slides from the webinar here.  You may download the recording and listen to the full webinar here.

The ETP is designed to help you and your company succeed by improving your knowledge of the Japanese or Korean language, cultures and business practices while leveraging EU networks. This infographic summarizes the benefits of participating in the ETP. You can download it here,
www.euetp.eu/sites/default/files/content/infographic/infographic-etp.pdf

The next training cycle of the ETP begins in November 2013. The enrolment is open, apply now via the ETP website: www.euetp.eu

  • The skills I learned through the ETP undoubtedly helped me guide my company towards success in Japan. The programme gave me the tools to do it
    Richard Thornley, President Rolls-Royce Japan Co. Ltd., Japan
  • There are a few things in life which you can put your finger on and say ”this really changed my life.” ETP is one of them
    Vanessa Åsell Tsuruga, Sports Marketing Executive, ASICS Skandinavia Sweden

EQUIS, EPAS and EDAF as a Quality Portfolio

equisepasedafdiagram-1The Quality Services Department at EFMD has provided accreditation services over the past 15 years. These services have the aim of improving management education in Higher Education institutions by establishing internationally agreed standards and assessing institutions against them. Institutions deemed to meet the standards are accredited and thus gain international recognition. EFMD accreditation is recognised worldwide by potential students, employers, other clients, and the media (often being a pre-requisite for entry to rankings). It is the process of striving to meet these standards that leads to quality improvement. The accreditation process is well established and consists of self-reflection and peer review followed by recommendations for improvement and, where appropriate, accreditation.

Beginning in 1997, the EFMD Quality Improvement System (EQUIS) was designed to assess the quality of a business school holistically and to grant accreditation to those that met its exacting standards. These standards cover the school’s governance and strategy, its resources, its faculty and their intellectual activity, its degree programmes and students, executive education and the school’s international focus on the business world. It should be noted that the EQUIS approach is rooted in respect for diversity and EQUIS therefore does not believe in “one best model” for a business school.

In recognition of the fact there are many excellent programmes offered in schools that may not yet be able to achieve EQUIS accreditation, in 2005 EFMD launched the EFMD Programme Accreditation System (EPAS). This is designed to assess in depth the design, delivery and graduate output of any business and/or management degree programme. Such programmes would normally be offered by a business school but EPAS also recognises that many other types of organisations offer business related programmes such as degrees in health or engineering management.

Because of the fact that EQUIS and EPAS between them can only touch maybe 500 schools which is a very small, and top end, proportion of the business schools community, EFMD launched EFMD Deans across Frontiers (EDAF) in 2011. This is a service designed to assist the management of business schools at any stage of their evolution to develop their institution further. By peer review, EDAF evaluates where the institution is currently positioned with respect to its key strategic objectives and it makes recommendations for improvements. EDAF then provides a 3-year mentoring process to assist the institution’s management to achieve its goals, which may include eventual accreditation.qsbrochurecover

The Quality Services Portfolio
The three systems (EQUIS, EPAS and EDAF) are now designed as a portfolio. Each of them is a free-standing quality improvement process dealing with different aspects of an institution. However they are also linked as a potential pathway between systems. For example an institution entering EDAF may either use it as part of its development trajectory or to aim in due course for EPAS accreditation for one or more of its programmes, or perhaps to achieve EQUIS. On request EDAF can provide a gap analysis on the key areas requiring improvement in order to achieve an accreditation.

An institution entering EPAS may just be seeking programme accreditation or it may use it to develop its range of programmes before aiming for EQUIS and it too can receive advice on its readiness for EQUIS as part of the EPAS process (EQUIS gap analysis). Alternatively an EPAS school could instead use the EDAF process to assist it to evaluate its gap to EQUIS accreditation and to receive guidance through mentoring to achieve its goal. In principle an EQUIS school might even wish to have one of its programmes, eg its doctoral programme, reviewed in depth by EPAS. However, this would require a change in the policy agreed by the EFMD membership some time ago that EQUIS schools should not be permitted to undergo EPAS.

Finally EQUIS and EPAS member schools (as part of their own social responsibility) are particularly welcome to sponsor EDAF schools in terms of supplying advisors and mentors and/or funding some of the EDAF costs. With this structure, EFMD and Quality Services offer a coherent portfolio of improvement and development services which are open to the full quality spectrum of business schools or institutions. For further information go to www.efmd.org

Chris Greensted is a Senior Advisor at EFMD. This post is taken from a recent Global Focus article "Peak Performance". The new Quality Services Portfolio Brochure is available here.

See the Future - A New Study About the Future of Management Education

futureIt seems that not a day passes without an article about the uncertain future for higher education.  However, much of this is opinion and crystal ball gazing.  To provide clear direction for any school thinking about the future, CarringtonCrisp, the education market research specialists, working with EFMD, are planning a special new group market research study, titled 'See the Future'. 

Taking part will cost only €800.


The study will provide an overview on the future of management education from the student and business perspective – the role it should play in society, its position in higher education, the value to the potential student, the support it can provide for business and data on key trends in the marketplace. We will question four key audiences: prospective students, current students, alumni and corporates and ask these groups about five key areas:future2

  •     attitudes to business,
  •     the value of a business education,
  •     sustainability and CSR,
  •     internationalisation, and
  •     the role of technology.
And provide reports based on audience, geography and business school, as well as a global view of the market place. The aim is to have at least 100 business schools take part and to capture the views of more than 10,000 respondents.  The study will take place in late April/early May with results from mid-late June.

For further details on how to take part please contact CarringtonCrisp by email at info@carringtoncrisp.com or by telephone on +44 207 229 7373 or Matthew Wood matthew.wood@efmd.org +32 2 629 08 10.

We hope that your school will take part in this fascinating study.

Join us in Madrid for the 2013 EFMD Entrepreneurship Conference

The 2013 EFMD Entrepreneurship Conference

...will take place on 4th - 5th March 2013, hosted by EOI Business School, Madrid, Spain. The theme of the conference is "Empowerment of Entrepreneurs for Growth".

Join colleagues and peers from across the globe for a mix on plenary sessions covering – Social Entrepreneurship, Youth Entrepreneurship & When Entrepreneurship Meets Educators and Students to an arrays of parallel sessions with presentations and cases covering many of the key issues facing entrepreneurs and entrepreneurship education and teaching.


  • Internationalisation Strategies into BRIC Countries - A Comparison of Danish Family and Non-family Businesses
  • Entrepreneurship: from Motivation to Start-Up
  • Venture Philanthropy through New Radical Social Enteprises: An examination of Key Success Factors
  • Is Entrepreneurship a Determinant of Economic Growth?
  • Creating Social Entrepreneurial Opportunity: Preliminary Findings
  • Designing a National Innovation System for Social Entrepreneurship and Social Enterprises
  • Mapping the Environment of a Civic Entrepreneur
  • Entrepreneurial Resilience: an Approach to the Concept in the Context of Start-up Companies
  • Modern Open Platforms for Innovation and Entrepreneurship Development - Case Presentation Aalto University, School of Business, Small Business Center
  • The Reverse Side of Growth: Exploring Encountered Problems during the Founding Process of University Spin-offs
  • Recruiting Partners for Co-Evolution: Leveraging on Sidecar Investments and Escalating Commitment
  • The Use of Product Development Networks to Grow the New Venture
  • Entry Mode Strategies of Exporting SMEs to Distant Growth Markets
  • The Impact of Absorptive Capacity and Business Owner Human and Social Capital on Start-up International Growth
  • Toward Internationalisation of SMEs: Capturing the Relevance of Regulative Dimension in Emerging Economies
  • Designed and Made in Denmark for a Purpose: Threading Social Innovation in New Meaningful Patterns
  • COEUR – Developing Business Creativity and EuroPreneurship in European University Networks
  • Modelling an Innovative Approach to Social Entrepreneurship Education
  • Entrepreneurship Education and Developing University Students’ Metacompetences
  • Entrepreneurship Education and the Triple Helix Theory
  • Be Entrepreneurial. Active Learning Approach
  • Developing the Student Enterprise Mind Set Through Multi Partner Work-based Learning
  • Understanding the Impact of Creative Activities for Learning in Innovation (CAL4INO)
  • Business Curricula and the Teaching of Entrepreneurship
  • Developing Entrepreneurial Capabilities Through Action Learning in an MBA Program
  • Riding the Third Wave of Social Entrepreneurship Education: Assessment of Effectiveness of Projects as a Tool to Learn about Social Entrepreneurship
  • Does Business Simulation Gaming Affect Entrepreneurial Intent in Undergraduates?
  • A New Technology for Entrepreneurship Education as an Extra-curricula
We hope that you will join us in Madrid for one of the key entrepreneuship events in Europe. If you have any questions please visit the special website for the event or contact Virginie HEREDIA-ROSA virginie.heredia-rosa@efmd.org directly.

Coaching and Mentoring as Motors of Change - 15 March

Join us for the EFMD Sharing Best Practice CLIP workshop hosted by SwissRe in Munich on 14 (evening) - 15 March 2013!! The workshop will examine the many different areas and ways in whichmentoring coaching and mentoring techniques can be deployed in support of strategic L&D objectives.

  • How does coaching and mentoring fit into a company’s strategic learning processes?
  • To what extent can the learning outcomes of coaching and mentoring be considered organisational and not just individual?
  • How should the ‘targets’ for development through coaching and mentoring be chosen from a strategic perspective?
  • What learning and development objectives should be set for the different target groups?
  • How does coaching and mentoring fit into the learning organisation’s toolkit of didactic techniques?
  • How should coaching and mentoring be combined with other L&D techniques?
  • What is the place of coaching and mentoring in group-oriented leadership programmes?
  • How can the effectiveness of these techniques be measured?
  • How can the cost be justified?   
swiss rePrisca Peyer-Ehrbar, Head of SwissRe Academy, will share her experience with you. Other speakers will include Justus Boeckheler, Vice President, Center for Expertise Development & Change, BASF; Philippe Bonnet, Vice President, Global Head Learning & Education, Essilor International; Andrew Clayton, Head of Group Learning Allianz and Charles Jennings, Former Chief Learning Officer for Reuters and Thomson Reuters, Founding Director of The 70:20:10 Forum.

Join colleagues from Airbus, Alcatel-Lucent, Allianz, Atos, Baloise, BASF, Coca-Cola, Daimler, DuPont de Nemours, EDF, Eli Lilly, Gas Natural Fenosa, GE, ING Insurance, Maersk Line, Rabobank, Siemens, ThyssenKrupp, UBS and UniCredit. For more information and registration please click here.

About the EFMD Sharing Best Practice CLIP Community

Led by representatives of EFMD and EFMD's Chief Learning Officer Community, HR and learning & development professionals meet twice a year to work in depth on the key challenges modern corporate learning functions are facing. The CLIP accredited companies share their experience with complementary inputs supported by other CLOs and/or Business Schools. These events are designed for senior corporate HR and learning & development practitioners from EFMD company members network and selected guests. As an interactive forum, this community of practitioners is unique in corporate learning and development in Europe.

For more information, please contact Shanshan GE  Shanshan.ge@efmd.org

EFMD's External Relations / Marcoms Community to meet in Hong Kong

The 2013 EFMD Conference for International, External & Corporate Relations, Marketing, PR, Communication and Alumni professionals

will be hosted by the Hong Kong Baptist University in Hong Kong, on the 14-15 March 2013. Registration is now open.



Join colleagues and peers from over 20 different countries to network, share ideas and make new connections. Schools already registered include: HEC Paris, Monash, QUT, RSM, MIP-Politecnico di Milano, Asian Institute of Management, University of Edinburgh Business School, Leeds University Business School, Nyenrode Business Universiteit, EADA, Toulouse Business School, Tsinghua University, Lingnan (University) College, Nottingham Trent University, Audencia Nantes School of Management, EDHEC, Hanyang University, Aston Business School, ESCP Europe, HKUST Business School, KAIST and more.

The organizing committee has chosen to investigate, discuss and explore the theme of: Bridging the “Gap” – Awareness and Collaboration between Europe and Asia and has put together an exceptional programme with high-class speakers including:
  • Hong Kong as a Regional Education Hub
    Cherry Tse Ling Kit-Ching, Permanent Secretary for Education, Education Bureau, Hong Kong Special Administrative Region Government, HK, CN 

  • Trends
    Chris Tsang, Executive Director for MBA/MSc Programs, Hong Kong University of Science and Technology, School of Business and Management, HK, CN
    Speaker to be announced from, KPMG Hong Kong, HK, CN

  • Student Mobility
    Wei Shen, Associate Dean for China and Professor of International Affairs, ESSCA School of Management, FR
    Jane Delbene, Director of Marketing, EMEA, GMAC - Graduate Management Admission Council®, UK

  • Cultural Understanding of International Collaboration
    Steven DeKrey, President, AIM - Asian Institute of Management, MY
    Karmen Yeung, Partner, China Tax, KPMG Hong Kong, HK, CN

  • Community Relations and Engagement
    Carol Ma, Assistant Director, Office of Service-Learning and Adjunct Assistant Professor, Department of Sociology and Social Policy, Lingnan University, CN

And much more…

You can view the complete conference programme online and see what is of interest for you. Moreover, some of you will be regular participants of the APAIE Conference (Asia-Pacific Association for International Education) and will be happy to learn that their 2013 conference will take place just before ours, also in Hong Kong. Hopefully this will allow you to attend both international events and make wise use of your time and trip to Hong Kong.

Hong Kong is a fantastic venue and also home to EFMD’s Asia office, which was opened last year. Having a presence in Asia has lead to a significant increase in membership from the region so we really are hoping that this event will bring many opportunities to learn, share and form new alliances and partnerships.

I would like to invite you to join the EFMD External Relations group on LinkedIn which will help you build your own network and contacts across the EFMD network. If you have not yet joined please request to join the EFMD - External Relations group. You can also follow @EFMDnews on Twitter for news and updates from EFMD and the international network.

We hope that you will be able to join us in Hong Kong for what promises to be an exiting event! If you have any questions or require further information please contact Delphine HAUSPY delphine.hauspy@efmd.org

 

What does the future hold for academic research?

imagesMost deans of leading business schools would agree that being a top-performing faculty member is synonymous with being a top researcher. The production of widely cited A-level articles has become the core ingredient for a successful academic career, leading to peer recognition, tenure and ever-larger pecuniary rewards in the form of higher base salaries and bonuses.

At the same time, though, many practitioners would argue that the way academics are conducting research is the very essence of what is wrong with business schools today. They claim that research methodologies and outcomes are too often detached from the realities of managing enterprises and that researchers lack the motivation as well as all too often the ability to credibly surpass Andrew Pettigrew’s double hurdle of generating academically meaningful as well as practically relevant knowledge.

What is particularly worrying about this long-standing debate is the apparent unresponsiveness of the business school community, which continues to operate in the “we know best” mode. Business schools are facing environmental dynamics that will eventually make change inevitable. PhD programmes are not producing enough graduates to fulfil the hiring needs of a rapidly growing sector. Market entry by non-research for-profit providers will produce additional challenges to a system where business schools are using a large part of their resources to support a seemingly zero-return activity. There are effectively two pieces to the puzzle.

Researchers argue that they are, above all, writers seeking recognition from their peers. In contrast, communication experts claim that business schools need to improve on their customer orientation. They should produce research that meets the real needs of their stakeholders in terms of content and packaging.

Building a bridge between these two positions is not impossible. Business schools are currently operating based on model where researchers are drifting like particles in institutional space, where they have complete freedom to interact with other particles within or across institutional boundaries and where they eventually release output that is measured by a centuries-old metric.

But why not define academic research as a starting point of an innovation chain? It would allow researchers to focus on what they know best, the production of peer-reviewed articles. It would also, however, introduce the research outcomes into a refinement process that leads to spin-off outputs such as case studies, podcasts,  business simulations, policy position papers, open source e-learning content and interactive communication with corporate partners.

Embedding researchers into vertical innovation chains might also foster mutual learning with practitioners, which will affect the direction of research \and thereby address the main criticism of the corporate world.

In sum, business schools should reflect on how to organise their research activities better in order to justify the significant resource commitments. Laissez faire, with some moderation using a system of external, peer-based controls, has so far not enabled them to pass the double hurdle test. Existing research capabilities could possibly be made better us of by reversing the atomisation of research production and by creating support structures for top researchers.

Proceeding on this line must and should not infringe on the academic freedom of the individual researcher as since this would probably lead to harmful feedback effects in terms of research quality and productivity. However, business schools should attempt to break open their research silos and let the wider community that surrounds them participate in the benefits of their knowledge-generation activities.

Ulrich Hommel, Director of Research & Surveys at EFMD

Can Business Education Change the World? We Think So!

gbsnmbalogoThe Global Business School Network is once again challenging business and entrepreneurship students and recent graduates to show how they are using their business skills to make a difference in the developing world. The MBA+ Challenge Video Contest is now it its third year and has been opened up to ALL students, undergraduate, graduate and certificate programs in addition to traditional MBAs.

The MBA+ Challenge Video Contest asks students to produce a short (3 minutes or less) video showing how they are using their business education to make a difference in the developing world through:

  • New business ventures
  • Student projects
  • Volunteer work
  • Impactful Careers
Any student who is currently in school or who has graduated in the past 5 years is eligible to enter.  The submission period for videos is March 1st – 31st with online voting from April 1 – 14th to  determine the top 5 videos.

The first prize is an all expenses paid trip for one team member to the GBSN Annual Conference and 10th Anniversary Celebration in Tunisia June 10 – 12, 2013.  They’ll also be featured on GBSN’s website, have the opportunity to blog for nextbillion.net and get visibility for their work around the globe. The top 5 finalists as determined by online voting will each have the opportunity for an online mentoring session with a world leader in business or development. The distinguished list of mentors will be released soon, so stay tuned.

A panel of judges will then determine the 1st, 2nd and 3rd place videos from the 5 finalists.

Click here to watch the winning video from 2012 from Tuck School of Business students called "The $300 House Project"

Full details on how you can take part can be found via - www.gbsnonline.org/mbachallenge

Leading the MBA: The Good, the Bad & the Ugly

Leading the MBA: The Good, the Bad & the Ugly

EFMD with the support of the Graduate Management Admission Council (GMAC), has great pleasure in inviting you and your business school to attend the 2013 EFMD MBA Conference that will be hosted by IMD in Lausanne, Switzerland from the 17-19 of March.

mba2013cover

The conference will explore the role of the Programme Director under the theme “Leading the MBA: The Good, the Bad & the Ugly” and will include a tailor made case "The MBA Director’s Dilemma” that will address some of the key challenges encountered by Programme Directors.

The conference will be Chaired by Giulio Toscani, Director of the MBA Programme at EADA, Spain. The event brings together the global community of MBA directors (full-time, part-time, distance learning or executive) to share and exchange ideas whilst providing practical tools and examples that are applicable in day-to-day life. It also offers a great networking opportunity to collaborate internationally and build your own network of MBA contacts around the world. If you are involved in leading an MBA programme this is a key annual event that you must attend so please register now to join peers from: IMD, esmt, EADA, LBS, Bocconi, BI, Lancaster and more.

In addition, we have scheduled the following sessions:
  • Developing Partnerships & Portfolio Expansion Strategies
    Julia Marsh, Director MiM, LBS, UK

  • Creating Positive Group Dynamics
    John Sadowsky, Professor of Leadership and Marketing, Grenoble Ecole de Management, FR

  • Trends in Graduate Management Education                                                                                                    
    Deborah Somers, Director, EMEA, GMAC ®, UK

  • Media: Developing Key Messages about You and Your Programme
    Teresa Martini, Consultant, Ex-International Producer at CNN, UK

  • Learning how to Learn
    Sonja Zaar, Director MBA programmes and International Projects at Maastricht University School of Business and Economics, NL

  • Corporate Panel
    Are employers actually aware of the programme details when hiring your MBAs? Can they really tell the difference between a specialised Masters Programme and an MBA? What in-house training do they provide and how relevant are business schools to them?

  • Innovation in Blended Learning …and much more to come! 
More information about this event is available via the EFMD website.

We very much look forward to seeing you in Lausanne next spring - if you have any questions or require any further information please contact Diana Grote - diana.grote@efmd.org

ISB-Ivey Global Case Writing Competition 2013 supported by EFMD

The Centre for Teaching, Learning, and Case Development at the Indian School of Business (ISB), in partnership with Richard Ivey School of Business, The University of Western Ontario is delighted to announces the launch of the ISB-Ivey Global Case Competition 2013. This event is supported by EFMD and the Association of Indian Management Schools (AIMS).isb
Launched in 2010, this is the fourth year of hosting the competition and second in its global avatar. Through this competition we aspire to reach out to a wide network of Indian and Global Business Schools with the objective of facilitating the building of a repository of a high-quality, internationally benchmarked cases about Indian businesses. The submitted cases are suitable for use in MBA classrooms across the globe as they showcase the unique issues and challenges faced by organizations and business leaders in India.

A panel of internationally acclaimed subject experts judge each case in a double-blind review process and give written feedback on each case. The top cases from this competition are marketed to a global audience of business schools through Ivey and distributed through Ivey and Harvard Publishing (Harvard University, USA)—the two largest sources of business cases in the world. The deadline for submission of intent to participate is February 20th 2013 and more submission details, categories, criteria and deadlines can be found on the Case Competition website. Previous winning cases can be found here.

For more information on the ISB-Ivey Global Case Competition 2013, please visit - http://events.isb.edu/casecompetition/.

If you have any questions please contact -
  Arun Khan, +91 40 2318 7299 or ctlc@isb.edu

2013 EFMD MENA Conference - Empowering the Next Generation of Leaders

2013 EFMD MENA Conference - Empowering the Next Generation of Leaders

We are delighted to invite you to the 2013 EFMD Conference in the MENA Region hosted by the Abu Dhabi University and sponsored by GMAC® in Abu Dhabi, United Arab Emirates, on the 14-16 April 2013.

mena2013 2013 EFMD Conference in the MENA Region.
Business Schools in the MENA Region - Empowering the Next Generation of Leaders

The EFMD MENA conference is one of the most important management education events in the region and brings together business schools, companies, NGOs and the private sector to share and exchange ideas and best practice examples. More specifically it addresses ongoing trends in management education inside and outside of the MENA Region and promotes an active debate between regional actors and participants from other regions of the world.

Topics such as business education for employment, family business and succession planning, the role of business schools in preparing entrepreneurs for the region, research, managing country risk perception, executive education, alumni engagement and the role of international campuses will be discussed, with the contribution of leading academics and business representatives from the MENA Region, North America and Europe.

As well as the conference there will be an EFMD Quality Services Seminar that will provide information on EQUIS & EPAS accreditation and the EFMD Deans Across Frontiers development system (EDAF). The seminar will take place on Sunday 14 April just before the conference starts and requires a separate registration (which can be done through the same link as the conference, by choosing the option "I will attend the EQUIS, EPAS and EDAF Seminar on Sunday 14 April").

If you and your school are interested in participating in the conference and seminars, please register by visiting the conference webpage: www.efmd.org/mena. If you have any additional questions you can contact Inês Proença (ines.proenca@efmd.org).

Finally, do not hesitate to pass on this invitation to your colleagues who might be interested in attending.

Update on the EFMD Extraordinary General Assembly

efmega002It is my pleasure to give you some information about our Extraordinary General Assembly that took place at EFMD on November 22nd, 2012.

First of all, I would like to express my gratitude to all the members who attended this assembly. I know that their time is precious and their agendas are very busy. Having them in Brussels demonstrated their commitment to EFMD. I would also like to thank all of the members who sent their proxies, to have their voice heard and to shape the future of our organisation. The Extraordinary General Assembly allowed us to present the evolution of EFMD over the last 10 years and to share with you our vision for the future and our strategy for EFMD development.

During the last 10 years, EFMD has seen uninterrupted growth, as well as unprecedented change in its membership. We have evolved from a predominantly European organisation into a truly efmdega043 international one, as more and more institutions from all regions of the world are joining us and supporting our goals and values.

As you have been informed, EFMD Global Network, a non-for-profit organisation, has been created in Geneva. Its role is to accompany and facilitate the global development of EFMD. Becoming a member of EFMD Global Network is solely possible for EFMD members and you are all invited to join this new organisation.
 
This new structure, EFMD Global Network, will be responsible for the management of international offices in Asia (Hong-Kong) and the Americas (Miami), in order to offer our non-European members closer proximity and better targeted services. EFMD Brussels will maintain its historical stronghold, playing a key role in the heart of the network.

We see this evolution as a great opportunity to ensure a better visibility of the EFMD brand and activities worldwide. All EFMD members will have the possibility to join EFMD Global Network in Geneva. The 2013 membership fee for EFMD Global Network will be 1500 €.

efmdega042We have taken careful steps to ensure that this dual membership will bear no financial consequences for our members. This is why we proposed a decrease in the EFMD membership fees for the members of EFMD Global Network, enabling them to be members of both institutions at no extra cost.

This was the object of the resolution that was voted on at the Extraordinary General Assembly and I am very pleased to say that this proposition was met by an overwhelming approval from the members.

Out of 547 voting members, 287 participated in the voting exercise, a number that far exceeded the 182 votes needed for quorum. It is a pleasure to announce that theefmdega186 outcome is 286 (99.65%) votes in favour of the resolution.

We remain at your entire disposal for any further information. Mayen Enodien (mayen.enodien@efmd.org) will be happy to answer any of your questions on these membership issues. 

We would like to thank all our members once more for their continuous support. We feel confident that this new step in our development will bring you a stronger network, better fitted to face the international challenges whilst providing you with more valuable services in the future.

Eric Cornuel, Director General & CEO, EFMD


Click here to view the photos from the Extraordinary General Assembly

Record Year for Entries to the Case & Doctoral Awards

caseprize20122012 has been a record year for entries to the EFMD Case Writitng Competition and the EFMD / Emerald Outstanding Doctoral Research Awards. 210 cases were submitted to the Case Writing Awards and 422 papers were submitted to the Doctoral Research Awards.

We would like to warmly thanks all of the sponsors for their support of the Case Awards and thank Emerald for the long-standing partnership in developing the Doctoral Awards. We would also like to thanks all of the people who have submitted cases and papers and wish them well in the judging stages! The winners will be announced in 2013.

EFMD Case Categories

EFMD / Emerald Doctorla Reserach Award Categoriesemerald logo

The Case & Doctoral Awards run annually so please make sure you school, faculty & students take part next year. If you have any questions concerning the EFMD Case Awards please contact - Ines Proença (ines.proenca@efmd.org). If you require any further information on the Doctoral Research Awards please contact Emma Stevenson (EStevenson@emeraldinsight.com).

EFMD Quality Services Seminars in Ho Chi Minh City, Hanoi, Moscow & Beijing

equis-epas-edafThe information sessions will provide an introduction to EFMD and the international network  as well as providing information on EQUIS (EFMD Quality Improvement System), EPAS (EFMD Programme Accreditation System) and EDAF (EFMD Deans Across Frontiers mentoring system) and the underlying concepts of accreditation, mentoring and quality improvement. The sessions will be relevant for Business School Deans and / or their delegates with responsibility for quality assurance and/or accreditations. This is highly recommended for any School that wants to learn more about EFMD membership, events, seminars, and specifically about accreditation and mentoring.

November


More information on all of the events is available on the EFMD website or please email info@efmd.org if you have any question or require further information.

Join us for an EFMD Quality Services Information Session in Moscow

equis-epas-edafEFMD will be organizing a Quality Services Information Session in Moscow on Thursday 29 November 2012, hosted by Lomonosov Moscow State University Business School. The session is given by Professor Christian Delporte, Associate Director, Quality Services, EFMD.

The session is designed for institutions that want to learn more about EFMD, its accreditations and other quality services and will provide a basic introduction to EQUIS (EFMD Quality Improvement System), EPAS (EFMD Programme Accreditation System) and EDAF (EFMD Deans Across Frontiers mentoring system) systems and the underlying concepts of accreditation, mentoring and quality improvement. Special emphasis will be put on two of EFMD’s systems: EPAS and DAF. The information session will be relevant for Business School Deans or their delegates with responsibility for quality assurance and/or accreditations. This is highly recommended for any School that wants to learn more about EFMD membership, accreditation and mentoring.

After the information session, participants will have ample time for questions and also have the opportunity to discuss individually the services, which EFMD offers. If you wish to schedule a face-to-face meeting with Professor Christian Delporte in the afternoon of the 29th, please contact magdalena.wanot@efmd.org. This is highly recommended for any School that is considering to apply for EFMD accreditation or mentoring systems and the extra knowledge acquired during the session might be helpful in this process.

Do not miss the opportunity to explore EFMD and its accreditation and mentoring systems: EPAS and DAF. The programme of the session, practical information and online registration form is available here. Find out more about the Deans Across Frontiers programme (EDAF), EPAS & EQUIS.

If you have any question or would like further information please contact magdalena.wanot@efmd.org.

Innovation Beyond Technology within the Asia-Pacific Region - EFMD supports the AAPBS Annual Meeting

aapbsbannerEFMD is supporting the AAPBS Annual Meeting - “Innovation Beyond Technology within the Asia-Pacific Region" on the 27-28 of November in Kuala Lumpur hosted by the International Business School, Universiti Teknologi Malaysia (UTM-IBS).

The theme, ‘Innovation Beyond Technology’, is timely given the increased challenges in the business and management education landscape. Accelerating economic growth in the region, increased demands for quality management education, heightened competition among program providers, depleting federal funding, diversity of consumer profiles are some of the challenges that business schools are forced to face and address. Innovation is a must if business schools want to prosper in this environment.

The meeting provides a platform for AAPBS members and participants to exchange ideas and share best practices about how the business schools in the Asia Pacific region may pursue innovation. Members and participants may expect fruitful discussions on innovative areas in school governance, management, teaching and learning, research and publications, student services and funding models for the cost sustainability of business schools. It is hoped that the meeting will contribute to AAPBS’ continuous efforts towards the advancement of business and management education in the Asia Pacific region, create a solid Asian business and management education model, and establish constructive collaborations among the participants.

"One thing that is certain is that UTM-IBS is looking forward to showering you with Malaysian hospitality", Professor Dr. Mohd Hassan Bin Mohd Osman, Dean, UTM-IBS

Professor Michael Osbadeston, Director of Quality Service at EFMD will be speaking in one of the plenary sessions on "Innovations in Business Schools". The full conference programme and speakers details are available via these links - AAPBS programme & AAPBS speakers.

For details on registration please visit - AAPBS registration. If you have any questions or require further information please contact - aapbs@ibs.utm.my

EFMD Webinars – Showcasing the 2012 Excellence in Practice Award Winners

webinarThe 2012 EFMD Excellence in Practice Awards winners include:  BAE Systems, Goldman Sachs, Leeds University Business School, Lonza, Merck, Saïd Business School, Siemens, the Wharton School and the University of St. Gallen.

The winning partnerships will be presenting their experiences via FREE webinars which you, your partners and peers are welcome to join.  Please feel free to pass this invitation on.

2012 Excellence in Practice Award Winners - Webinar Series
 
8 November 2012, at 2:30pm (CET): Merck and The Wharton School
“Merck Global Human Health Executive Development Programme””
Register for the webinar

20 November 2012, at 6:00pm (CET): BAE Systems & Saïd Business School
“Trusted, Innovative, Bold - Building Global Mindsets for a Global Future”
Register for the webinar

22 November 2012, at 10:00 (CET): Lonza & University of St.Gallen
“Business Unit Strategy at Lonza – Linking Executive Education and Strategy Development”
Register for the webinar

6 December 2012, at 10:00am (CET): Siemens & Siemens Learning Campus
"Senior Siemens Production System (SPS) Expert Program”
Register for the webinar

Online registration is required but all the webinars are free, however they do have a restricted number of seats with priority offered to EFMD members.

issue 3 2012 eipcover
EFMD Global Focus Special Supplement - 2012 Excellence in Practice Winners

This special supplement is available online and features articles on the winning cases as well as executive summaries of the highly commended cases and observations and trends from all cases submitted. You can view and online copy here or download a copy here (pdf).
 
Join the 2013 Excellence in Practice Awards – Call for Papers now OPEN

Deadline for submission: 15 April 2013
Expression of interest: Florence Grégoire
More info: www.efmd.org/eip

Inspirational Guide for the Implementation of PRME: copies available to order now

prmeguideThe Inspirational Guide for the Implementation of PRME: Placing sustainability at the heart of management education, created by the UN Global Compact initiative, Principles for Responsible Management Education (PRME) was presented at the Rio+20 Earth Summit in June 2012 and is now offered for sale in print for the first time by publishers, GSE Research.

The book features 63 case studies from 47 institutions, representing 25 countries across Asia, Oceania, Latin America, USA and Canada, Europe, the Middle East and Africa. The business schools’ experiences are classified into six sections, corresponding to the Six Principles of PRME (Purpose, Values, Method, Research, Partnership, and Dialogue) and offering useful advice on setting up and implementing specific aspects of each. This important compilation will be an inspiration for all forward-thinking Business Schools across the world, especially those who are keen to embrace the PRME principles and put sustainability at the heart of their operations.

“Seeking to inspire the further integration of responsible management education, real world examples are highlighted from around the globe on fostering a sustainability culture, changing curricula, enabling faculty or managing and consolidating. This is a unique publication in that the 63 cases illustrate successful and relevant approaches in their different contexts, moreover the standardised structure around challenges, actions taken and results provides the most effective source of inspiration. A must-read on the transformation of management education and on how our institutions are placing sustainability at the heart of management education.”
Prof. Eric Cornuel, CEO & Director General of EFMD

The guide is now available to purchase in print, priced at £29.95 (excluding shipping). To purchase your copy of the Inspirational Guide, please visit the GSE online shop: http://www.gsepublishing.com

For more information on PRME visit - http://www.unprme.org/index.php

What Do Companies Need from an Executive Training Programme in Japan and Korea?

logo-etpSHARE YOUR VIEWS ON COMPANIES’ NEEDS FOR THE STAFF TRAINING
The aim of this on-line consultation is to gather the EU companies’ opinion on their specific needs and requirements with regards to specialised long-term training, as well their expectations and willingness to send key staff members on the training programmes. Please fill out the online questionnaire which should take you no more than 5 to 10 minutes.

The survey has been developed in relation to the EU-funded Executive Training Programme in Japan and Korea which aims to support EU companies and their executives to develop their business plan and build knowledge of Japanese / Korean business practices, culture and language in order to succeed in the Japanese and Korean markets. The results of the survey will allow the European Commission to further improve the programme with EU companies’ expectations in a continuously changing environment.

What is the Executive Training Programme?

Since 1979, the European Commission’s Executive Training Programme (ETP) has helped over 800 European companies and 1000 European executives to succeed in the Japanese and South Korean markets by providing intensive language and business training for their executives.

Following the successful selection of candidates for the 2012 cycle of Executive Training Programme (ETP) which will start this November, applications are now open for the 2013 cycle of this prestigious business support and executive training programme.

The ETP enables EU companies and their executives to develop their business plan and build knowledge of Japanese / Korean business practices, culture and language, as well as their networks in order to succeed in these Asian markets. The selected participants, who will be granted a scholarship, will follow an intensive business and language training at the internationally recognised universities in Japan / Korea, including an internship in a local company.

EU executives can apply by submitting an online application via http://www.euetp.eu.

Why participate in the Executive Training Programme?
  • On average, participant companies’ related turnover increases two fold within ten years of completing ETP
  • More than 65% of ETP alumni proceed to become top executives within their companies
  • Executives from 15 of the top 20 European companies have taken part in ETP
  • The training is given by prestigious and internationally recognised universities and leads to real business opportunities
Financial support
- Funding for the entire training course in Japan or Korea
- A scholarship of 2,200€ per month for Japan or 2,000€ per month for Korea

Further information
The deadline for applications for the next ETP cycle 2013-2014 is 31st May 2013. Enroll now on www.euetp.eu

Sustainable Business Education for Africa - 3rd Annual EFMD Africa Conference

africapictureEFMD is organizing its 3rd annual Africa Conference entitled "Sustainable Business Education Appropriate for Africa", which is scheduled to take place in Nairobi, Kenya from 11-12th October 2012 co-hosted by the University of Nairobi School of Business and Strathmore Business School. The conference will be preceded by a joint introductory seminar on EPAS and Deans Across Frontiers (DAF) on 10th October. It will be followed on 13-15th October by the "Meeting of the Minds" conference in the Masai Mara organized by University of Stellenbosch Business School.

Topics covered in this year's Africa Conference will include: The Role of Business Schools in Africa, Partnerships, Management Development Powering Development, Income Streams, Which Governance for a More Sustainable Business Schools, and many more. Speakers will come from top African Business Schools & leading schools from across the EFMD global network, African companies and NGO's.

Join us in Nairobi and take advantage of this unique opportunity to network with peers from across the globe as well as the speakers. Please refer to the EFMD website for further information and registration details.

We hope to see you in Nairobi.