EFMD Advisory Seminar - The Impact Challenge

2015 EFMD Advisory seminar dec

The seminar is intended to help participants integrate impact awareness into strategic planning with particular focus on impact definition, measurement and interpretation.

Siemens Global Learning Campus Re-accredited by CLIP

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

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

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

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

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

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

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

Exclusive Competition for EFMD Members Only

2015 GMASS EFMD BlogBanner 607x285 v2
Win $500 worth of GMASS® names to promote your programmes and events to.

To enter the competition, simply complete this form to receive your free demo in order to be entered into our prize draw. Go to: gmac.com/efmd/contest

GMAC, with its global reputation of excellence in admissions, is pleased to be offering one lucky EFMD member the opportunity to promote their programmes to over 600 highly qualified candidates through the GMASS® Search Service.
2015 GMASS logo EFMD 225x225
What is GMASS?
GMASS® is GMAC’s global database of more than 600,000 quality candidates’ information—all of whom are interested in earning a graduate management degree AND hearing directly from business schools like yours.

The next-generation recruitment solution utilizing a data-driven approach
Utilize up to 37 search criteria to narrow your outreach from GMASS® expansive database, including 63,000+ candidates interested in specialised master’s programmes, 60,000+ candidates with a GMAT score of 600 or above, 45,000+ underrepresented minority candidates, and many more.

Learn more about GMASS® from Maryke Luijendijk-Steenkamp, Director Marketing and Admissions at Rotterdam School of Management, who is already incorporating GMASS® as a key part of her marketing and recruitment strategy.



EFMD Webinars – Showcasing the 2015 EiP Award Winners

EiPwebinarsThe EFMD Excellence in Practice Awards (EiP) recognise outstanding and impactful Learning & Development partnerships in the domains of Leadership, Professional, Talent and Organisation Development. The winning cases from 2015 will be presented in a series of upcoming webinars.

EiP Gold 2015 emailRebuilding Profitability: How COWI's engineers learn to think like business people

COWI & Mannaz
Thursday 10 December 2015 (11:00am - 12:30pm CET)
GOLD Award 2015 in the category of Professional Development

Engineers Lead the Transformation of a Fortune 100 IT Company
Cisco & LIW
Wednesday 16 December 2015 (12:30pm - 2:00pm CET)
GOLD Award 2015 in the category of Talent Development

Faster and Easier Clinical Research - Developing a Thriving National Community of NHS R&D Directors and Managers
National Institute for Health Research (NIHR) & NHS Trusts & Ashridge Business School
Thursday 14 January 2016 (1:00pm to 2:30pm CET)
GOLD Award 2015 in the category of Organisational Development

Delivering one of the Biggest Industrial Transformations in UK History: Building Leadership in Royal Mail Group
Royal Mail Group & Saïd Business School
Wednesday 20 January 2016 (12:00pm-1:30pm CET)
GOLD Award 2015 in the category of Executive Development

EiPSilverGlobal Challenges – Global Solutions: The Syngenta-INSEAD Partnership for Marketing and Sales Excellence
Syngenta & INSEAD
Friday 15 January 2016 (12:00pm - 1:30pm CET)
SILVER Award 2015 in the category of Professional Development

Transforming Healthcare through Leadership Development
St John New Zealand & Melbourne Business School - Mt Eliza Executive Education
Friday 19 February 2016 (9:30am-11:00am CET)
SILVER Award 2015 in the category of Executive DevelopmenEIP award2016 LRt

Are you interested to take part in the 2016 EFMD Excellence in Practice Awards? 

Feel free to join the Information session webinars are organised on 12 January, 1 February and 4 March.

For further information, please visit www.efmd.org/eip or contact This email address is being protected from spambots. You need JavaScript enabled to view it..

Dr Martin Moehrle Joins EFMD Corporate Team

picMMEFMD is delighted to announce that Martin Moehrle has joined the Corporate Services team as an Associate Director, where he is in charge of the Corporate Learning Improvement Process (CLIP).

“Martin brings great expertise and insight into EFMD with his vast experience on how to improve management effectiveness, HR practices and change. He was a founding member of the team that originally designed CLIP and has been a strong supporter of EFMD and we warmly welcome him into the team“, said Prof. Eric Cornuel, CEO & Director General.

For many years through 2008, Martin was Chief Learning Officer, Global Head of HR Development and member of the Global HR Committee at Deutsche Bank. He assumed various HR executive positions and led many initiatives to transform Deutsche Bank into an agile, learning, global, and diverse organization.

From 2012 to 2015, Martin was Global Head of Talent and member of the HR Executive Committee at UBS, based in Zurich and leading all talent acquisition and talent development practices globally. Following the financial crisis, he helped UBS to successfully rebuild its talent engine and to align its culture to the new realities of the industry.

“I have been a friend of EFMD for almost 20 years, when there was still a Financial Services roundtable that I regularly joined and hosted at the time. I taught in the Link programme, was part of the team around Gordon Shenton that designed CLIP in 2000, took Deutsche Bank through the process, and did a good number of EQUIS reviews and a dozen CLIP reviews over the years. I am honoured to take on CLIP from Gordon and am looking forward to being part of the EFMD family”.clip

The Corporate Services team supports EFMD’s business members, concentrating on excellence in international  corporate learning and development. Sharing best practices and contributing to the strategic innovation and improvement of the L&D function are at the core of its services with a strong focus on executive development but also professional, talent and organisational development. The CS community shares a commitment to development, a focus on strategic L&D interventions, and a readiness for benchmarking and shared learning among peers.

You can connect with Martin via LinkedIN. For more information on Corporate Services please contact This email address is being protected from spambots. You need JavaScript enabled to view it. or visit www.efmd.org/companies

MBA Digest - Global Source for Noteworthy MBA Programme News

Busy MBA Programme Administrators & Faculty Can Now Keep Abreast of the Global Competition and Industry Changes

Did you know...
•    A large number of US students are heading to European programmes to earn their MBA?
•    IE is going to offer an EMBA in Egypt?
•    American B-Schools may be headed for a GM-like catastrophe?
•    The Price of an M.B.A. at Arizona State University’s Business School? Free!
•    That UMUC Launched a New MBA Programme in Asia?
•    That Sacramento State suspended its Singapore MBA programme?
•    That RSM and the University of Cologne Launched a Joint Executive MBA Programme?

The MBA News Digest provides subscribers access to news content like this and more!
Designed as a free resource to keep administrators and faculty informed about the dynamic landscape of MBA programmes worldwide. Articles are handpicked from the popular press and academic journals that relate specifically to MBA programmes (curriculum, marketing, technology, alliances, courses, specialisations, etc.)
•    Keep up-to-date with industry trends
•    Search articles that are tagged by topic
•    Access over 5,000 archived articles
•    Start and monitor discussions
•    Choose either daily or weekly email updates

MBA programme administrators and faculty can now keep abreast of the global competition and industry changes is especially challenging for administrators given their time demands and their limited resources. The MBA News Digest provides curated content relating to MBA programmes around the world so busy MBA programme administrators can keep current with minimum time and effort.

Subscriptions are free to business school faculty and administrators and subscribers can choose to have the Digest delivered to their inbox as a weekly or daily summary. Subscribers also have exclusive access to the MBA News Digest website, which includes a searchable archive of more than 5,000 articles. The website also allows subscriber commentary about each of the articles to prompt further discussion and sharing of ideas. Subscribers can change their subscription settings at any time and the MBA News Digest never shares email addresses and personal information with third parties.

2015 EFMD GN Asia Annual Conference

EFMD GN Asia Annual Conference 2015

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

With Dinosaurs Getting Younger, Business Schools Need to Evolve

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

Dino2IT is widely accepted that the biggest challenge facing business schools today is to remain relevant. In an age when phrases such as “paradigm shift” and “game-changer” are employed with unthinking abandon, our willingness to muster a meaningful response to the transformation taking place all around us is too often rooted in natural inertia.

Of course, everyone turns into a dinosaur eventually. When I was appointed dean of Nottingham University Business School five years ago, propelled into the role with just a few weeks to re-orientate my focus from running a teaching and research institution, I had little doubt that most of the students would regard me as decidedly Jurassic.

Yet, there is a marked difference between individuals inexorably finding themselves “out of date” and an entire sector increasingly allowing itself to become ever further removed from the cutting edge of technology and development. The former is a fact of life; the latter, ultimately, is a matter of extinction.

Having recently completed my deanship, I consider myself fortunate to have been afforded a greater understanding of the things business schools do well and the things they do somewhat less impressively. I now appreciate, too, having attended numerous conferences and shared my experiences and insights with other deans, that these successes and shortcomings are common to business schools around the world.

At Nottingham I had charge of approximately 2,000 students in the UK and oversight of another 3,200 within the business schools at the university’s campuses in China and Malaysia. Shaping the curriculum so that it would best meet their requirements in terms of both content and delivery was one of my most important duties.

As any dean knows only too well, this is both a privilege and a burden. There are opportunities and constraints alike. Although we have significant autonomy, we have to negotiate various permissions with regard to appointments and expenditure that sit outside our allocated budgets.

It is true that management responsibility in universities still lies principally with academics. Yet, this flawed but fundamentally appropriate approach is under mounting threat. As Benjamin Ginsberg remarks in The Fall of the Faculty, the encroachment of professional administrators into all areas of management – most notably strategic and financial – represents a real danger throughout academia.

The need to seek permission is not without its advantages. For instance, it requires deans and their teams to construct strong, clear cases for their proposals. Yet the cost of negotiations, as I found out, is the time and distractions that arise as a consequence of the steady move from trust-based relationships to the box-ticking processes of justification.

The enormous value of trust-based working is becoming ever more elusive in modern organisational structures, including business schools. I repeatedly heard its merits stressed at deans’ conferences, but I just as often heard concerns over the loss of curricular control to centralised planners and the consequent erosion of a meaningful rapport between faculty and students.

This brings me back to the issue of dinosaurs. The more you distance yourself from the student population, whether by design or decree, the less likely you are to meet their needs. The constraints that nowadays envelop business schools – bureaucracy, centralism, metrics, measurable outcomes – are not conspicuously conducive to the freedom necessary to change, adapt and stay relevant.
I have long been a believer in radical innovation. My half-decade as a dean has only strengthened that conviction. The university sector in general has let itself become wearily accustomed to incrementalism, and such a philosophy too often sits uncomfortably with the demands of the “real world”. Business schools in particular too easily overlook how well positioned they are to champion the radical over the risk-averse.

As I hand over the reins to my successor, I like to think I got most things right; and yet I also know there are things I could have done better. The same might be said of the sector as a whole. If there is one lesson above all others that I have learned it is that dinosaurs are getting younger. The need for dramatic evolution grows ever more pressing.

GMAC & EFMD Admissions Institute for New Professionals Europe

GMAC AINP 2015 banner right sideWould you like to become more effective in your admissions practice? Gain perspective and understand the current Graduate Management Education landscape? Answer ranking related questions with confidence? Maximize your outreach efforts? Interview more effectively? In essence, master the admissions process while strengthening your professional network?

The Graduate Management Admission Council has worked for over 60 years with graduate admissions professionals from around the world. Steeped in admissions expertise and experience, we see the need for more formal education and training in admissions practices.

Building on the successful launch in Europe in 2014, GMAC is delighted to be partnering with EFMD for the second edition of the Admissions Institute for New Professionals in February 2016. The partnership combines the expertise, networks and knowledge of two of the industry’s leading bodies to deliver a robust programme essential for every new professional in admissions.

Participate in this unique programme designed as a cohort learning and executive education experience that utilizes a combined learning methodology that include lectures, cases, group discussions, workshops, and individual contributions to help participants master the admissions profession.

AINP Europe is targeted at professionals from a variety of schools—large, small, global, and regional—with work experience between six to 36 months in graduate management admissions. Past attendees have previously held positions in the corporate world or other areas of the university.

Learn why other admissions professionals have attended AINP. See the VIDEO.

Since seats are limited, please register as soon as possible. For more information on the programme and registration, please visit the event website and do not hesitate to contact This email address is being protected from spambots. You need JavaScript enabled to view it. for further information.

Launch of EFMD-EuroCham HR White Paper in Singapore

Eurocham 3For our second EFMD corporate meeting in Singapore, EuroCham is proud to hold an event especially dedicated to Human Development Strategies in ASEAN on Tuesday, 1 December 2015. The event will be held at the Singapore National Trade Union Congress (NTUC) Centre located at 1 Marina Boulevard.

The event marks the release of our White Paper: Human Development Priorities for the ASEAN Community, a joint collaborate between the European Chamber of Commerce in Singapore and the EFMD.

The meeting will be graced by E.U. Ambassador H.E. Dr. Michael Pulch, EuroCham, EuroCham President Mr. Jan B. Djerf, Mr Matthew Wood, EFMD Director of Operations and Professor Gerry George, Dean, Lee Kong Chian School of Business, SMU, who contributed to the White Paper.

The 2015 commitment of ASEAN countries to create the ASEAN Economic Community (AEC) raises essential questions about what direction the region will take. Our White Paper assesses how the European experience of integration and development of a European management philosophy - which created the EFMD - can contribute to human development policies for ASEAN. The paper shows the views of European HR leaders in the region and explores corporate learning and development strategies for ASEAN.

To celebrate the launch, a cocktail will follow the one-hour White Paper event.
 Attendance is free of charge and you will be the first to receive a copy of the White Paper. Should you wish to learn more or to register for this event, please kindly click here on the Eurocham website.

CEIBS Acquires Lorange Institute of Business Zurich

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

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

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

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

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

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

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

New Study Sets Benchmark for Corporate International Service Learning

CISL 3Experiential learning approaches are becoming much more popular and global organizations looking to develop their leaders experientially are embracing corporate international service learning (CISL) programs as a way to build the behaviours and competencies required to lead in the future.

Specialist consultancy, Emerging World, whose MD Matthew Farmer wrote a piece about CISL approaches in the latest issue of Global Focus magazine, has just announced the publication of a new study into the impact of CISL programs in partnership with BD, Credit Suisse, EY, GSK & Microsoft.  The company has also scheduled some interactive webinars to help interested individuals understand more about this growing area of work.

The study, conducted during April and May 2015, had responses from over 300 participants who had all completed a CISL experience in which they had travelled internationally to apply their work-based skills to address social issues as part of their development. The findings demonstrated that CISL programs provide a strong return on investment in terms of depth of learning, the development of global leadership competencies and behaviours, enhanced career mobility and employee engagement.  It is the most robust study of its kind and establishes a benchmark for companies that want to develop programs in this area.

“The findings show that CISL experiences leave a transformative and lasting impact – not only on employees, but also on the organisations and people theyCISL 1 serve,” says Will Wolf, Global Head of Talent Acquisition and Development of Credit Suisse, one of the companies that participated in the study with their the Global Citizens Program.

Other examples of CISL initiatives include Microsoft’s Front Lines program, which won the EFMD Excellence in Practice award in 2011. Front Lines brings senior executives into emerging markets to work with strategically aligned partner organizations such UN agencies and start-up incubators on business challenges using Action Learning.  Through the experience, Participants gain insights into emerging market business models, learn how to hold diverse perspectives within their decision-making and hone leadership skills to help them navigate VUCA.

Another example is The EY Vantage Program, which connects future EY leaders with market leaders of tomorrow to accelerate growth and create jobs. During a six-week assignment, top-performing managers and senior managers work alongside high-impact entrepreneurs in emerging markets to help them address their biggest obstacles to growth. In turn, Vantage advisors gain once-in-a-lifetime leadership development opportunities and the global mindset that comes with an overseas work experience.
CISL 2Highlighted findings of the study include:
•    Outstanding approval ratings: 99.7% of participants had recommended a CISL experience to a colleague
•    Deep levels of learning: 79% of employees reported positive changes to the way they work as a result of their experience
•    Broad development of 12 global leadership competencies and behaviours vital for future success
•    Accelerated promotion: 66% of returning participants have moved to roles of increased scope and seniority
•    Enhanced loyalty and engagement: 75% of respondents came back with increased motivated to contribute more than was required of their role

To help interested individuals to understand more about how CISL approaches can be used to drive learning and development objectives, Emerging World are scheduling a special interactive information session entitled Leadership Development that Lasts: Using CISL to deliver your Learning and Development goals on 12th November 2015 10:30 EST, 15:30 GMT, 16:30 CET. This email address is being protected from spambots. You need JavaScript enabled to view it. if you’d like to participate.

Free Tool to Benchmark Your Leadership Capabilities

IMD globalleader cover"Leadership assessment is big business, but it is also a distraction from leadership development. Every year, companies spend close to $2 billion on hiring consulting firms to assess their top talent and to find out what type of leaders they are. "

The above according to IMD professor James Henderson in his recent blogpost, on IMD Tomorrow’s Challenges.

Professor Henderson furthermore explains "Companies should begin assessing their leaders by choosing a general leadership assessment model - perhaps one that is free like the IMD Global Leader Index  - that allows for broad benchmarking across companies and industries, rather than focusing on company-specific leadership criteria.

IMD globalleader videoThe purpose of this outside-in assessment exercise would be to identify and focus on the key leadership competency gaps at the leader and organizational level. In turn, the translation from competency gaps to leadership development could then be made.

Indeed, still according to Professor Henderson, rather than customizing leadership assessment, companies should customize the development of their leaders. If companies spent less time on building sophisticated customized leadership competency models and more time on translating leadership competency gaps to creating a customized leadership development program, where customization really matters, they could get down to the real business of helping their leaders develop and improve.

IMDgloballeader comp
Please do find out more about the IMD Global Leader Index, a free tool that allows managers to assess and benchmark leadership skills against nearly 10,000 global executives. You can also watch the introduction video. The IMD Global Leader Index is a tool for benchmarking your professional capabilities and identifying opportunities for leadership development. By taking a 48-question survey and defining your professional profile, you get an overview of how you compare to thousands of other executives around the world at your level according to four key global leadership capabilities.

Please also take the opportunity to consult for free the EFMD Global Focus magazine , of particular interest will probably be:

Building Leaders Through International Development: Matthew Farmer sheds new insights on how skills-based volunteering overseas can help build tomorrow’s global leaders.

Building Trust Is The Toughest Leadership Challenge: Confucius said that rulers need three resources: weapons, food and trust. The ruler who cannot have all three should give up weapons first, then food but should hold on to trust at all costs. David Watkins explains.

Quality in Teaching

Q teaching coverImproving quality teaching in higher education requires institution-wide policies, aimed at spurring teachers’ innovation and assisting them through adequate learning environment and professional development. Incentives are key to foster teachers’ commitment in quality teaching as well as to involve students as co-producers of their own learning. Evaluation systems should furthermore be expanded and combine quantitative and qualitative instruments with the objective to encompassing the complexity of quality in higher education.

Please download the 18-page paper for all details. It breaks down into:

Quality teaching: how to translate a concept into a policy?
  • Agree on a shared definition of quality teaching
  • Raise awareness and develop a quality culture
  • Set quality as an objective and define a policy
  • Align other policies with quality teaching policy
Lead the change: an institutional organisation to implement the quality teaching policy
  • Coordinate actors and map responsibilities
  • Set up a specific unit in charge of quality
Enforce quality teaching within the institutions
  • Encourage grassroots initiatives
  • Provide adequate support
Q teaching itpMonitoring and Evaluation: how to make the institution accountable for quality?
  • Create an institution-wide evaluation system
  • Engage students in the evaluation process
Concluding remarks

You may also be interested in the International Teachers Programme 2016. The International Teachers Programme is an intensive faculty-development programme dedicated to helping business educators develop suitable skills and capabilities to be successful in their careers.
Please feel free to consult the detailed schedule.

Eight University Leaders on Governance and Funding

EUA leaders perspectivesWith the series “Leaders’Perspectives”, EUA gives the floor to the executive heads of its member universities on the essential issues that are on the horizon for the sector.

Each of the eight guest contributors summarises the game-changing evolutions in their higher education system, highlighting challenges and opportunities for university governance and funding.

The contributors acknowledge their role as political leaders who need to inspire a vision and the dynamics of change, while insisting on the importance of creating consensus and gaining the endorsement of all constituencies.

Authors T.Estermann and E.Bennetot Pruvot also share a composite portrait of today’s university leader: A political and academic leader managing a complex community; fostering the development of the institution; responsible for financial sustainability.

Please do consult the 28-page report for the detailed insights from:
  • Stefano Paleari, Rector, University of Bergamo, Italy
  • Mari Sundli Tveit, Rector, Norwegian University of Life Sciences, Norway
  • Alain Beretz, President, University of Strasbourg, France
  • Per Holten-Andersen, President, Copenhagen Business School, Denmark
  • Joachim Hornegger, VP for Research, F.A. University of Erlangen-Nuremberg, Germany
  • Marcin Pałys , Rector, University of Warsaw, Poland
  • Gérard Blanchard, President, University of La Rochelle, France
  • Stephen Hwang, Rector, Lennaeus University, Sweden
 WinterSchool Barcelona bannerYou may also be interested in the EFMD (ESMU) - HUMANE Winter School.

WinterSchool Barcelona logoThis event on 6-11 March 2016 develops the leadership potential of talented Senior Managers by making them fully aware of the concepts and practices of strategic management in a European context, and the importance of integrating academic matters, finances, human resources, governance, leadership and communication strategy in the elaboration of university strategy.

The EFMD (ESMU) - HUMANE Winter School is hosted by UPF Universitat Pompeu Fabra in Barcelona in Spain.

Become a Speaker at the EAIE Conference

EAIE 900x250 LIV CallProposals
The EAIE hosts the largest international higher education conference in Europe, providing an open arena for international professionals involved in all aspects of higher education to exchange ideas, learn from best practices, and debate policies and hot topics in the field.

What is EAIE looking for?

The Conference Programme Committee (CPC) invites all those interested in international higher education to become actively involved in the 2016 conference programme. The CPC seeks current and thought-provoking topics, and speakers who can engage their audiences with quality-driven content in lively and informative discussions.

The CPC is looking for proposals that:
•    Link to the conference theme ‘Imagine…’
•    Explore trends and developments in the field
•    Stand out from the crowd with interesting, interactive formats
•    Offer opportunities to really engage with the audience
•    Share best practices and innovative solutions
•    Examine controversial topics that evoke debate and discussion

Deadline for proposals in 3 November 2015.

The EAIE Expert Communities assist the CPC in selecting proposals for the conference. A number of Expert Communities have suggested some current and relevant topics which may help to give you some ideas for your proposal.

Tips for submitting a successful proposal

To increase your proposal's chances of being accepted, make sure to follow these useful tips:
•    Choose a title that is short and catchy.
•    Explain how you will be creative and innovative in the delivery of your session or workshop – remember that audience engagement and interaction are key!
•    Try to include contributors from various institutions/countries and a variety of viewpoints to score high on diversity of speakers.
•    Be clear about the level of your proposal − both beginner and advanced level sessions are in demand.
•    Ensure that all contributors (chair and speakers) already have an EAIE account so that you can find them in the system and add them to the proposal.
•    Check out the 2015 Conference Programme to see what's been done before.
•    Download the sample forms to help you prepare your proposal thoroughly with fellow contributors in advance of submitting via the online process: session, Ignite© session, workshop and poster session.
•    Read through the submission information specific to the sessions, Ignite© session, workshops and poster sessions to learn about the format, dates, contributor information, assessment criteria and more.
•    Make sure that your proposal is complete and final. Only complete proposals will be considered for review.
•    Keep your proposal simple and to the point, but comprehensive!

EAIE also recommends that you read the blog post written by the CPC Chair on how to write a successful proposal.

Conference schedule

The conference runs from 13 - 16 September 2016. By submitting a proposal, contributors agree to be available on all of the relevant dates specified.

ESIC Business & Marketing School Re-accredited by CEL

CEL logo13 LRWe are happy to announce that the CEL re-accreditation was awarded to the Business Simulation Methodology at the ESIC Business & Marketing School.

“ESIC Business & Marketing School is proud to obtain, for the third time, the accreditation from CEL for its Simulation Methodology applied in its Master Programs. ESIC achieved its first accreditation by CEL in 2008, renewed it in 2011, with an improvement in quality levels set by CEL. ESIC has demonstrated, with this accreditation, the quality of its learning methodology based on learning with simulations, with the support of technological tools which simulate real-life markets. CEL has attributed recognition and a stimulus for continuous improvement.”
Mrs Gracia Serrano, Director of Accreditations, ESIC Business & Marketing School, Spain

ESIC logo
The quality of both the products and programs in the field of ICT-based learning vary widely and there is still lacking a concept of quality improvement which is theoretically sound and at the same time meeting the expectations of practice. Thus, the fundamental objective of the EFMD CEL programme has been to raise the standard of technology-enhanced learning programmes worldwide. EFMD CEL aims to facilitate standard setting, benchmarking, mutual learning, and the dissemination of good practice. It allows for different approaches and diversity in designing and implementing such programmes.

So far 10 technology-enhanced learning programmes have received CEL accreditation. 

For more information on CEL visit www.efmd.org/cel or contact This email address is being protected from spambots. You need JavaScript enabled to view it., Director of Operations, EFMD.

Education and the Investment Plan for Europe

On 5 October 2015, Nadine Burquel, EFMD Director EU Cooperation, and Elysse Vincze, Special Advisor, attended a joint event organized by the European Commission - DG Education and Culture - and the European Investment Bank on the theme “Education and the Investment Plan for Europe.”
Investment Plan EuropeSince the global economic and financial crisis, the EU has been reporting low levels of investment in Member States. These have dropped by 15%. In the short term this will slow down economic recovery while in the long term it will have a damaging effect on EU growth and competitiveness.   

The initiative by President Juncker of the European Commission to launch an Investment Plan for Europe is meant to bring back private investors' confidence, having the potential to add between €330 and €410 billion to the EU GDP in the three coming years, and to create between 1 to 1.3 million new jobs.

Education and training will directly benefit from the Plan through investment projects in education and training that will lead to economic returns and private capital, and the development of start-ups (for example on digital education and training).

The European Fund for Strategic Investments (EFSI) is at the heart of the Investment Plan. As an instrument set up within the European Investment Bank (EIB) its purpose is to mobilise additional investments in the economy in areas including infrastructure, education, research, innovative and sustainable energy. EFSI targets projects that promote job creation, long-term growth and competitiveness. In research and education loans will be available to renovate existing infrastructure or to support the development of new campuses. In addition a significant focus will be placed on supporting the development of knowledge and innovation (e.g. skill development, teacher training).     

Projects will be selected on the basis of their “additionality” (i.e. they could not have been realized without the backing of the EU), their economic viability, reliability and credibility in their contribution to key EU policy areas (e.g. innovation and the digital economy, energy union, transport, education and knowledge).   

As a single entry point, the European Investment Advisory Hub (EIAH) will offer support and technical assistance for project development and preparation across the European Union.

The European Investment Project Portal (EIPP) will offer investors information of existing and future projects.

EFSI will be complementary to existing European Structural and Investment Funds (ESIF).  
Some examples:  
•    Oxford University to benefit from largest ever EIB university loan
•    EIB supports Vrije Universiteit Amsterdam campus development
•    Bocconi Campus and student support
•    £60 million European funding boost for Swansea University

Competency Management: Best Practices, Trends and Business Drivers

UK CCM coverThis research report discusses developments in Competency and Capability Management (CCM) in the UK.

You can also read the IEDP press release “The ROI from Investing in Developing People."

Highlights in the 28-page report include:
  • Awareness of the need for and value of CCM is rapidly moving out of the HR department into the Board room.
  • Best-in-class CCM results in sector leaders outperforming their peer average by two to three and a half times on critical financial KPIs.
  • The highest value enabled by good CCM is avoiding major incidents and enabling successful bold business decisions.
  • Developing the capability of senior portfolio and project managers offers the highest financial returns, but investment at this level is sparse in most sectors.
Best Practice identified in this 28-page report:
  • Constant improvement of CCM methods and frameworks driven by corporate KPIs and competitive benchmarking.
  • Adoption of published standards to form the basis of competency frameworks.
  • Reaching out to best-in-class organisations in other sectors to uncover proven best practices that may be suitable for adoption.
  • Internal operations and project academies to discipline and accelerate the development of corporate capability.
  • Board level appointments specifically to handle CCM development.
The main trends highlighted are:
  • A focus on senior management capability frameworks and soft skills for portfolio and programme management.
  • A focus on behavioural capability as a key enabler of performance.
  • The use of IT to facilitate global interventions for Just-In-Time/ Just-Enough upskilling, personnel recruitment and assignments.
  • Case study and scenario based learning, and facilitated sharing of best practices, for critical management positions.
  • Extending CCM throughout entire supply chains.
The authors also identify the five main business drivers:
  • Major operational and project failures have been and will continue to be the main driver for investment in competency and capability management.
  • Commissioning authorities and prime contractors increasingly demand proof of competency and capability through their supply chains.
  • Governments track Competency and Capability management of key suppliers.
  • Growth in organisational and project complexity means that demand for experienced portfolio, programme and project managers will exceed supply.
  • Wealthy developing countries are creating unprecedented global demand for experienced management and skilled trades. Demand is set to double by 2025, an increase that cannot be met with traditional approaches to staff development and education.
Please do download the 28-page report for definitions, the CCM Index and several sector examples.

Last Chance to Submit Your Case in 2015 EFMD Case Writing Competition

You are kindly invited to submit cases to the 2015 EFMD Case Writing Competition.

The 2014 edition of the competition attracted again an exceptionally high number of submissions of an outstanding quality. This year, in addition to the 14 regular categories, generously sponsored by the schools and organisations 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 2014 overall winner was: "J.M. Huber: A Family of Solutions", submitted in the category "Family Business" and written by Benoît Leleux and Anne-Catrin Glemser, both 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 writting sponsorsThe deadline for the submission of cases is 30 October 2015. For more information and for submitting your case, visit the 2015 EFMD Case Writing Competition page.

 The 2015 submission categories are listed below:

  • 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, FR
  • Supply Chain Management: Sponsored by Kedge Business School, FR
  • Emerging Chinese Global Competitors: Sponsorship Opportunity!
  • 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
  • Urban Transition Challenges: Sponsored by Climate KIC
  • Sustainable Production Systems: Sponsored by Climate KIC
  • Integrating the Innovation Pipelines: Sponsored by Climate KIC

Please feel free you to consult the 2014 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 This email address is being protected from spambots. You need JavaScript enabled to view it. with any questions you may have.

EQUIS Re-accredited Seven Leading Business Schools

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

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

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

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

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

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

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

Prof. Witold Bielecki, Rector, Kozminski University, Poland 

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

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

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

First Interactive Map of University Mergers in Europe

EUA mergersmap coverMergers and concentration processes are on the rise in the university sector. Close to 100 cases over the past 15 years have been listed by the European University Association. They now feature in EUA’s University Merger Tool, the first interactive online map of the institutions borne out of these processes.

"Whether mergers/clusters are part of large-scale restructuring of the higher education and research landscape or a response to local challenges, public authorities as well as university leaders and managers need to overcome similar issues."

EUA mergersmapThe University Merger Tool intends to support them by helping to identify previous cases of interest, and thus foster the exchange of experiences and good practice across borders.

The tool includes not only a series of mergers but also some of the most significant strategic clustering processes, where universities and other higher education institutions have joined together under an umbrella “community” or “association”. As a pilot, the website also allows users to give feedback and contribute to the development of a unique database.

The objective of the EUA University Merger tool is to map institutional mergers in the university sector across Europe. t is a pilot tool based on the data collected by the European University Association throughout the DEFINE project.
The following information has been collected for each merger case: Name of the newly created institution, Legal seat of the institution, Location of campuses and operations , Date of merger, Number of students, Website address, Name and type of founding institutions.

This new EUA tools allows you to
  • Click on the map for an overview of mergers in a given country
  • Click on the grey panel to search mergers on different criteria
  • Use the timeline at the bottom to filter mergers for a specific period

Addressing Your Leadership Gap for 2020

CCL Leadership2020"Five years ago, the iPad was new. Uber was unknown. Obamacare became a thing. The Chinese economy expanded by 10.3%, while austerity was the name of the game in Europe. Five years from now—who knows? The important question is: Will your leaders be ready?

A new White Paper by the Center for Creative Leadership is now available. The full breakdown of leaders’ strengths compared with the capacity needed to be successful over the next 5 years is detailed in: The Leadership Gap: What You Need and Still Don’t Have When It Comes to Leadership Talent.

Key findings of the CCL study include:

Nine leadership skills are consistently viewed as most important now and in the future.
They are change management, inspiring commitment, taking initiative, building collaborative relationships, leading employees, strategic perspective, strategic planning, participative management, and being a quick learner.

Leaders lack the skills they need to be effective today
. Of the “top five” needs—inspiring commitment, building collaborative relationships, change management, taking initiative, and leading employees—none are considered to be a “top ten” skill. This is what CCL calls “the current leadership deficit.”

Leaders are not adequately prepared for the future.
Today’s leadership capacity is insufficient to meet future leadership requirements. The four most important future skills—inspiring commitment, leading employees, strategic planning, and change management—are among the weakest competencies for today’s leaders. The leadership gap appears notably in high-priority, high-stakes areas. Other areas where there is a significant gap between the needed and existing skill levels are employee development and self-awareness.

Please do consult this 18-page CCL White Paper for expert advice from author Jean Brittain Leslie on addressing  the need for leadership development in a way that is current and realistic.  The 18-page document breaks down into:
  • Part One: Identifying the Need, including: 20 characteristics of successful executives, comparison of leadership skill importance now and 5 years from now
  • Part Two: The Current Leadership Deficit, including: for all 20 competencies, needed strength is significantly higher than current strength
  • Part Three: The Future Skills Gap, including: break-down into over-investments, on track, reserves and key gaps
  • Part Four: Bridging the Gap, including : detailed recommendations around seven core competencies
  • Part Five: Drivers behind the Leadership Gap, including: five steps to address future leadership needs

EQUIS Accreditation Awarded to Bond, CKGSB, ESMT & LUISS

2015 EFMD EQUIS Accreditated Business Schools 03

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

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

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

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

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

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

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

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

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

The Growth of Online MBA Programs

onlinemba logoGuest post by Bella Campbell, OnlineMBAtoday.com

Although institutions of higher education around the world now offer MBA programs, this degree is of pure American origin. The first graduate school of management, the Tuck School of Business, was founded in 1900 at Dartmouth College.

According to the school’s website, it was the original graduate business school to award the Master of Commercial Science degree, which later became known as the Master of Business Administration. This idea of a graduate business education quickly caught on and in 1908, the Harvard Graduate School of Business Administration enrolled 80 students in the first ever MBA program, according to its website. Throughout the years, MBA programs have grown in number and range of subject matter.

Once you’ve decided that an MBA is what you need to get your career to the next level, it’s time to decide what type of MBA program would be the best choice for you. Online MBA programs offer a unique learning experience that can often be customized to meet personal preferences, schedules or goals. These types of programs can be a great choice for independent learners who prefer self-directed study in which they set the pace for course completion.

onlinemba chartIt’s easy to find an accredited online MBA program nowadays, but it wasn’t always that way.

Aspen University, in Denver, was an early pioneer in online education. In fact, Aspen was the first University to offer a 100% online MBA program – back in 1987. Since then Aspen University has taught over 4000 students, bringing classes to learners via the internet.

Why the explosive growth? PayScale crunched the numbers for Fortune and identified the online grad degrees that lead to lucrative careers — and those that lead to high stress and low pay.

Salary may not be the sole motivation for pursuing a graduate degree, of course. But it makes sense to know the outlook for someone on your educational pathway before ponying up – or, taking on a huge long-term debt (in the U.S. today, average tuition for a graduate degree runs $36,000 to $63,000 a year.)

To determine the best and worst graduate degrees for jobs, Fortune consulted the careers site, PayScale. The site considered the full-range of graduate degrees, including Ph.D.s, master’s degrees, and law degrees.

The ranking is based upon these factors:
  • Long-term outlook for job growth
  • Median salaries, at mid-career
  • Job satisfaction scores
Please read the full article for all details,charts and benefits on getting that online MBA.

onlinemba ESADEYou can also check out the “The Rise of the MBAinfographic.

Moreover, you may want to note the 2016 EFMD MBA Conference dates. This event is aimed at MBA Directors and business school staff involved in part-time, full-time and executive MBA programmes and will take place 13-15 March 2016 at Sant Cugat (Barcelona) in Spain, hosted by EADE Business School. The event webpage will soon have further details.

Business Education in Africa

Guest blog post from Mr. Stephen Murdoch, Associate Dean, IESEG School of Management Lille-Paris, France and Ms. Nadine Burquel, Director, Business School Services, EFMD.

It takes just one drive through the streets of Yaoundé, Abidjan, Nairobi, Accra or any other thriving city in Africa to feel the spirit of entrepreneurship and family business: the enthusiasm of the people and the richness of the culture, the daring to be new and innovative, the family atmosphere.  

2015 EFMD Africa Conference banner rightThese are the qualities that business schools must recognize and build into the life of their schools. The enormous potential of Africa on the world stage is playing out and business schools must be at the centre of this development. 

There is great and untapped potential in Africa. How can African business schools provide support to develop this great potential, acting as trigger to stimulate growth and changes in society? New business models are emerging, building on partnerships around the world. Transformations of African organisations and individuals require critical business skills to generate new knowledge, stimulate entrepreneurial mindsets and produce economic growth and developments in society.

“What works”?

Join us in Dar Es Salaam, Tanzania, from 29 November to 1 December for the 2015 EFMD Africa Conference to explore successful examples and different solutions to boost business schools in Africa. A wide range of speakers from across Africa and around the world will explore topics such as new business models for management education in the African context, African Business Schools leading changes, alumni relations in Africa, etc. You can find the programme and registration following this link or contact This email address is being protected from spambots. You need JavaScript enabled to view it. for more details.

Executive Education Ranking: Recommendations for all Stakeholders

Unicon logoUNICON has released its research report: Understanding the Financial Times Executive Education Rankings: A 360‐Degree Review. The 145-page report is organised in four main sections:

A detailed look into the mechanics of the ranking

A 360° view on how the rankings are perceived and used
  • Open enrolment customers: an early step in the process, a supporting role not a determining one
  • Learning and development professionals: a sophisticated customer and a variety of uses
  • Business schools: among participating schools satisfaction is mixed
  • Ranking experts: do not confuse media rank with quality metric, how to capture innovation
Unicon rankings coverChallenges and disconnects: does the FT measure the right things?, How should criteria be weighted?, Is there adequate inclusion?, Satisfaction data is problematic in general, Is a 10-point scale the way to go?, What is really in an ‘item’?, Data challenge when surveying custom program clients, Does the FT use the right programs for its rankings?, Is a ‘program’ the right unit to measure?, Calls for more transparency, Challenges to weigthings especially for custom, Exploring the ‘bullwhip’ effect, Underlying purpose and conflict of interest, Auditing?, A unique development opportunity

If the rankings stay the same and for all schools to get the most out the FT executive education rankings, authors J.Stine, J.Pulcrano and T.Cavers suggest the following:
  • Take the rankings seriously and be proactive
  • Put someone in charge of rankings
  • Focus on the programes you are going to have ranked and survey participants post program
  • Create a FT EE rankings strategy and when appropriate innovate separately
  • Align your rankings strategy with your school’s strategy
  • Be explicit about what you offer to participants as follow-up
  • Pay attention to your L&D partner and her needs
  • If you decide to opt out, find other ways to generate awareness and quality perception
  • Proactively share with the FT and the world your quality metrics
For customers, L&D professionals and open enrolment particpants, authors J.Stine, J.Pulcrano and T.Cavers suggest:
  • Have your own strategy on how to use rankings
  • Go beyond just looking for the final column in the ranking
  • Do not assume a halo effect between rankings
  • Understand what accreditation of a school means to you
  • Let the FT know what you need
Recommendations to the FT for evolving the rankings (by authors J.Stine, J.Pulcrano and T.Cavers):
  • Reconsider the rather broad current definitionof ‘program’
  • Update the criteria
  • Rank with speciality areas
  • Provide alternative rankings for small and large custom program providers
  • Consider creating an online ranking tool that allows users to create their own rankings
  • Consider adopting the Princeton review approach and publish more types of rankings
  • Consider having surveys in additional languages
  • And more detailed recommendations for achieving more transparancy
For the detailed description of mechanics, challenges, disconnects and recommendations, please do download the 145-page report. The report also has all survey data and charts specified.

Transformational Change: 20 Recommendations for Practitioners Plus Four Case Studies

CIPD transChange coverThis new CIPD research report seeks to inform senior executives and HR, OD and L&D practitioners by providing a platform of knowledge on the ‘how’ of designing, managing and embedding change.

A first report last year identified ten essential aspects of transformational change processes, this in three areas : techniques to design change, build understanding and manage change.

Now in this second report, authors J.Balogun and V.Hope Hailey (who are both at School of Management, University of Bath) identify 11 additional key themes to do with designing change, building understanding and management, common to the approaches organisations take to successfully land transformational change.

Designing change: Three additional aspects of the design of transformational change facilitate success. These are new CEOs/business leaders with a transformational change agenda; ‘backstage’ preparatory work with executive teams; and expert facilitation. The backstage preparatory work is significant for the formation of a team united in leadership of the transformation, in terms of a shared vision and the capability to lead change through role-modelling. Expert facilitation for this backstage work and the subsequent change process was provided by individuals often from an HR background, with significant knowledge of the delivery of change, although not necessarily in roles identified with HR.

Building understanding: Techniques to build not just understanding of change but also commitment to it include: mass engagement events; repeated and consistent communication from the top; achieving clarity through brevity and translation through detail; and changing patterns
of interaction. These techniques when used together created an integrated set of interventions that led to not just a shared understanding of the need for and nature of change, but also how this change had to be translated into new behaviours, systems and processes at an individual level down through the organisation

Managing the change: Managing the change process to enable change also involved creating change advocates, removing obstacles and providing tools, and acting on measurement.

Authors Balogun and Hope Haley conclude the report with 20 recommendations for HR, OD and L&D practitioners based on how organisations successfully land transformational change and breaking down into: Design/human resources; Techniques/organisation development and Management/learning&development.

For all details, please download the 63-page report. The report also features four change case studies which can be downloaded separately: BBC Worldwide, HMRCNews UK, and Zurich UK Life.

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

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

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

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

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

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

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

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

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

Focus on Western Balkans: Top Tips for Internal Quality Assurance

EAU QA WBalkansEUA recently launched: EUREQA Moments!

The EUREQA project (“Empowering universities to fulfil their responsibility for quality assurance”) focused during three years on capacity building activities for higher education institutions in Albania, Bosnia and Herzegovina and Kosovo.

Authors A. Gover and T. Loukkola focus on  “overcoming the challenge of minimising bureaucracy while promoting participation and ownership of the whole higher education community in quality assurance" and suggest that "an appropriate balance between formal and informal – or structural and cultural – measures could be one key to success”.

The final project publication is a 52-page report breaking down into:
  • Laying the foundation: Policy and context: EUREQA moments include: Quality assurance must be context sensitive and thus individualized; Developmental phases of dealing  with quality; Complementary QA processes
  • From foundation to framework: Structure and responsibilities: EUREQA moments include: In a culture of quality everybody is responsible for quality; Students are full stakeholders
  • From framework to action: Processes and tools: EUREQA moments include: A mix of instruments ensures good intelligence; Performance indicators have to make sense at all levels; Consider different feedback mecanisms; Regular review and revision
The 52-page report is available for you in English. It is also available in Albanian, in Bosnian, in Croatian,  and in Serbian.

If you have a particular interest in the Western Balkans, please do check the University of Sarajevo, School of Economics and Business.

Regarding quality assurance in general, please feel free to consult the EQUIS-EFMD Quality Improvement System. Amongst the 2015 Guides, you can freely consult the EQUIS Standards and Criteria. This EQUIS Guide of 78 pages in printable format has dedicated chapters on: Context, governance and strategy, Programmes, Students, Faculty, Research and Development, Executive Education, Resources and administration, Internationalisation, Ethics, responsibility and sustainability, Corporate Connections.

Students, Computers and Learning: Making the Connection

OECD PISA report coverStudy results from OECD here discuss differences in access to and use of ICT that are related to students’ socio-economic status, gender, geographic location, and the school a child attends.

Current findings make clear that all students first need to be equipped with basic literacy and numeracy skills so that they can participate fully in the hyper-connected, digitised societies of the 21st century.

This study is focused on “15-year olds” being the shorthand for the OECD-PISA (Programme for International Student Assessment) target population. Participating countries and economies in the study are: Australia, Austria, Belgium, Brazil, Canada, Chile, Chinese-Taipei, Colombia, Denmark, Estonia, France, Hong Kong-China, Hungary, Ireland, Israel, Italy, Japan, Korea, Macao-China, Norway, Poland, Portugal, the Russian Federation, Shanghai-China, Singapore, the Slovak Republic, Slovenia, Spain, Sweden, United Arab Emirates and the United States.

Key findings include:

  • Even countries which have invested heavily in ICT for education have seen no noticeable improvement in results for reading, mathematics or science
  • School systems need to find more effective ways to integrate technology into teaching and learning
  • Ensuring that every child reaches a baseline level of proficiency in reading and mathematics will do more to create equal opportunities in a digital world than solely expanding or subsidising access to high-tech devices and services
  • OECD PISA webinarTop performers were Singapore, Korea, Hong Kong-China, Japan, Canada and Shanghai-China.
  • Students in Korea and Singapore perform significantly better online than students in other countries with similar performance in print reading, as do students in Australia, Canada, Hong Kong-China, Japan and the United States. In contrast, students in Poland and Shanghai-China – both strong performers in print reading – do less well transferring their print-reading skills to an online environment.

For obtaining further details, the webinar of 15 September 2015 discussing the findings this report is available and lasts 56 minutes.

OECD PISA slidedeckYou can also access the 63-page slidedeck presentation or alternatively you can read the 204-page report online. It has chapters on:

  • How students’ use of computers has evolved in recent years
  • Integrating ICT in teaching and learning
  • Main results from the PISA 2012 computer-based assessment
  • The importance of navigation on online reading: think, then click
  • Inequalities in digital proficiency: bridging the divide
  • How computers are related to students’ performance
  • Case study: understand what drives performance
  • Implications of digital technology for education policy and practice

EFMD Awards EPAS Accreditation to Three New Programmes

EPAS Accred 2015 UE IAE

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

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

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

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

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

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

Leading from Asia: Inaugural Meeting in Singapore

Asia meeting Sep 1
The Inaugural Meeting for Learning and Talent Leaders took place in Singapore on 14 September 2015. The purpose of the meeting was to strengthen the EFMD community of senior learning and talent leaders in Singapore. The meeting was hosted by DBS bank Singapore.

Leading from Asia
Under the theme “Leading from Asia”, Chief Learning Officers from top companies, such as Axa, Barclays, BASF, KPMG, Shell and UTC, and business stakeholders, met to discuss challenges and opportunities for corporate education in Asia.

Asia meeting SepAsia - from the "factory of the world" to the "marketplace of the world"
Piyush Gupta, Chief Executive Officer and Director of DBS Group shared with the audience his views on how Asian companies have changed. In the past, Asian companies grew out of hub and spoke operations serving multinationals as the “factory of the world”. Today’s Asia is the “marketplace of the world” and at the same time Asian multinationals are going globalMeasure.

Measure of Man
When writing the book Measure of Man, Bob Aubrey, EFMD Senior Advisor for Asia on future challenges for L&D leaders, began thinking seriously about some of the things that CLOs face in the future such as robotics, artificial intelligence, genetics, neuroscience as well as social changes.

Caterpillar’s global perspective
A guest speaker from China, Charles Shao, the only Chinese manager based in China running L&D for a global multinational, Caterpillar, an EFMD member company, concluded that Asian companies need L&D that is strongly linked to organisational development rather than being focused on training individuals in classroom settings.

Exchange with CLOs
For Philippe Bonnet, the globAsia meeting Sep 3al L&D role based in Asia puts the challenges on Asians.

Leading from Asia, the biggest challenge is to be close to a business that is changing and growing quickly. The business in Asia sets the following priorities:
- Develop talent
- Transform the organisation
- Partner with the business for mergers and acquisitions where specific learning needs have to be delivered quickly

For more details and the full report, please contact This email address is being protected from spambots. You need JavaScript enabled to view it..

EFMD and NVAO Sign International Collaborative Agreement

EFMD NewLogo2013 LR coloursNVAO logo

Today, EFMD Director General & CEO, Eric Cornuel, signed in Brussels a collaborative agreement with NVAO Board Member, Paul Zevenbergen, to join the accreditation processes of both organisations.

DSC1218For Dutch and Flemish higher education institutions, the collaboration between NVAO and EFMD means less red tape and a more efficient accreditation process. All the assessment processes and procedures that are required to have institutions and programmes accredited by both EFMD and NVAO can now be completed in one procedure. Joint accreditation will provide the Dutch and Flemish institutions that currently hold one of EFMD’s accreditations (EQUIS/EPAS) with a streamlined process to include NVAO accreditation.

"With over 840 members from 83 countries, EFMD has always fostered excellence in management development globally. I am pleased to see that the quality and international perspective that the EQUIS and EPAS accreditation systems bring, will benefit Dutch and Flemish institutions through a streamlined process. I very much look forward to more such synergies being established with local accreditation bodies around the world", says Eric Cornuel, Director General & CEO, EFMD.

DSC1223Paul Zevenbergen, NVAO Board Member said: “We can now take all the requirements of the professions and the sector into consideration in our accreditation process. This makes it much easier for business schools, economic programmes and management development professionals to obtain not just our accreditation but that of the professional organisations AACSB and EFMD as well. That is why we were happy to get in touch with these two organisations in order to interlace our procedures, without affecting our responsibilities and without lowering standards.”

EFMD welcomes this development and looks forward to more collabotations and synergies being created between EFMD international accreditation systems and local accreditation bodies.

EFMD Report Now Available - "An Engaging Place to Work"


The latest EFMD report summarises a learning journey from the EFMD Special Interest Group (SIG) on “An Engaging Place to Work - Strategies for Winning the Hearts and the Minds of your Employees”.

Dr. Siegfried Hoenle, Managing Director of Talent & Leadership Solutions and Visiting Professor at IE Business School, facilitated the SIG and Dr. Simon Stoepfgeshoff, Director of Corporate Programmes at Executive School of Management, Technology and Law at St Gallen, co-facilitated the SIG work.

The SIG explored strategies to build an excellent place to work. The focus was on making the business case for engagement, managing engagement processes smartly and identifying drivers to make organizations better places to work and live. It aimed to advance the critical field of employee engagement in concrete terms, by creating a menu of “best practices” and jointly developing “next practices” to drive positive change.

A group of highly reputed companies with presence around world decided to join the SIG. Participant companies were: Alstom, Allianz, Baloise, Mazars, Merck/MSD, Pirelli, Raiffeisen Bank International, Repsol, Swiss Re, UBS and Unicredit.

This report provides the reader with an integrated view of what the group collectively learned from its collaborative process in this SIG:
  • What engagement challenges companies are currently dealing with and the importance the topic has today and in the future
  • What engagement leaders can do to:
    • Make engagement a business priority
    • Manage engagement processes smartly
    • Drive up engagement
  • How we see the future of employee engagement
The full guide is available for EFMD corporate members by contacting This email address is being protected from spambots. You need JavaScript enabled to view it..

Engaging the Future Workforce - Is GEN Y Different?

On Tuesday, 20 October, 12:30 pm - 2:00 pm CET will take place the last session of a series of three webinars: “Engaging the future workforce - is GEN Y different?”

These webinars present the findings of 11 leading companies, Allianz, Alstom, Baloise, Mazars, MSD, Pirelli, Raiffeisen Bank International, Repsol, SwissRe, UBS, UniCredit that took part in our recent Special Interest Group. They joined forces over a 6 month period to advance the practice, learn from each other and leverage input from renowned thought leaders. These webinars show a way to sustainably drive company performance by enhancing employee engagement.

Based on results from a recent study on more than 16.000 millenials across the globe, key findings will be presented with a specific focus on what they mean for engagement:

  •     How are Millenials interested in Leadership positions?
  •     How important is work-life balance for Millenials?
  •     What does challenging work mean for Millenials?
  •     How are their expectations different across cultures and geographies?
Specific recommendations are derived from this study and will be presented to develop an engagement framework for this growing population in the labor market place.

Don’t miss this great opportunity! The webinars are free for EFMD corporate members and special guests. Please click here to register!

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

Be Part of the EFMD Excellence in Practice Award (EiP)

Will your organisation participate in the Excellence in Practice (EiP) Award next year?

EIP award LRThe EiP Award has developed into one of the leading global awards that recognise excellence in learning and development partnerships. To learn more about this competition, come and join us in Barcelona (14-16 October 2015) or during different webinars organised in autumn.

“Writing the EiP case helped us better understand the positive impact of our project. It brought many benefits in team building and strengthened the relationship with our partner organisation” (EiP participant 2015)

The EiP 2015 Gold and Silver winners will be showcased along various moments in autumn. Don’t hesitate to join, the cases are providing many good insights for your own programmes:

- The EiP cases play a central role in the content of the 2015 EFMD Executive Development Conference hosted by the Barcelona School of Management (Universitat Pompeu Fabra, 14-16 October, Barcelona). Conference participants will include representatives from leading companies including Amcor, Cisco, COWI, Deloitte, Dupont, Energias de Portugal, Gas Natural Fenosa, HSBC, L’Oréal, Royal Mail, Raiffeisen, Repsol, Safran.

- If you can’t make it in Barcelona, the gold and silver winning cases will be presented in a series of EiP 2015 webinars in autumn. Dates will be soon confirmed on the website.

- A Special Supplement of the EFMD Global Focus magazine will showcase all winners in October 2015.

For those who want to enter the EiP competition in 2016 (or later), please visit our webpage providing all required information.

Info Session Webinars are organised on 12 January 2016, 1 February 2016 and 4 March 2016.

Submission deadline: 30 March 2016.
Come and show us your achievements!

If you want to be informed automatically on all what concern the EFMD Excellence in Practice Awards, please contact Ms. This email address is being protected from spambots. You need JavaScript enabled to view it..
EiP Gold 2015 email

EU-Mexico Policy Dialogue: Outcomes and Recommendations

EU MexicoEFMD attended the EU-Mexico Policy Dialogue in Mexico on 24-25 September 2015 where themes such as international mobility, internationalisation, cooperation, credit recognition and quality assurance in higher education were discussed between a number of experts and government representatives.

The EFMD expertise with quality assurance, accreditation and the internationalisation was very well received.

The purpose of the Dialogue, the second one of its kind only with Mexico, was to share experiences with EU/international mobility programmes, quality assurance systems and accreditation in the EU and Mexico.

The critical question of study recognition was also addressed. This was based on an extensive study produced by EFMD(ESMU) three years ago on EU-Mexico challenges and opportunities to internationalisation.

The study reviewed the Quality assurance mechanisms in the Mexican higher education system, looked at credit recognition and transparency tools. It made a number of recommendations that are still fully relevant today.

The full report, including the main findings and recommendations, is available here.

Free E-Book: Becoming a Better Leader

ILA book coverThe International Leadership Association and Routledge just presented a free eBook "Becoming a Better Leader: Applying Key Strategies",  featuring an introduction by Ron Riggio and original content from key players in the field.

This free eBook has been curated to deliver practical, succinct strategies for developing efficient, effective leadership skills.

The book is a mix of new, original content and excerpts from top leadership books published by Routledge and EFMD is very proud that so many authors are connected to EFMD member institutions.
The 16 chapters represent a selection of timely, diverse topics that will illuminate key skills and concepts every leader should master:

  • The Leadership Toolkit, by Michael Genovese: easy-to-digest toolkit for skills, temperaments and specific competencies
  • How to Be a Better Follower, by Marc Hurwitz: the importance of combining leadership and followership to create great partnerships and healthy impactful collaborations
  • Leaders - Born or Made?, by Aneil K. Mishra and Karen E. Mishra : leaders are both born and made
  • Ethical Leadership, by Lonnie R. Morris, Jr.: you can never go wrong when you do the right thing
  • The Five Components of Leadership, by Robert M. McManus and Gama Perruci: leadership in five straighforward components
  • Being a Virtual Leader, by Nita Cherry:tips to stay energetically engaged
  • Coaching Rising Stars Around the Gender Gap, by Michael Harvey: effectively fostering leadership potential in the next generation
  • Sustainability Through Deep Systems Leadership, by Rian Satterwhite: addressing environmental sustainability in the context of everyday life
  • Multicultural and Global Leadership, by Juana Bordas: broaden the spectrum of leadership
  • Coming to Judgment, by Nathan Harter: illustratingthe process by which leaders decide on a course of action
  • Having Effective Conversations, by Al Bolea and Leanne Atwater: expanding the potential of people and organisations
  • Cultivating the Capacity to Suffer, by John Eric Baugher and Éliane Ubalijoro
  • Self-Sacrifice and Humility in Leadership, by Rob Nielson, Jennifer A. Marrone, and Holly S. Ferraro: including practical tools to behave more humbly
  • Your Role in Creating Healthy Organizations, by Kathryn Goldman Schuyler: fostering an environment where all feel included
  • 10 Common Errors in People Management, by Carlos Martí Sanchis: and tools you need to nagigate them
  • Lessons to Enhance Women's Effectiveness in Leadership, byFaith Wambura Ngunjiri, Karen A. Longman, and Susan R. Madsen
For the full inputs, please get the free e-book (159 pages) in PDF format.

The International Leadership Association (ILA) promotes a deeper understanding of leadership knowledge and practices for the greater good of individuals and communities worldwide.

Global Legitimacy Challenges for International Companies

handshakeMultinational entreprises (MNEs) experienced ‘golden days’ during the 1990s and 2000s, they expanded globally and were major players in globalization. Today they have become powerful actors in the global economy. However, they are facing global legitimacy challenges like tax avoidance, using low wage countries for corporate benefits only, disrespecting privacy regulations. etc.

Although many of these challenges are not new, they have resurfaced and become more apparent during the past couple of years, partly due to the economic recession that many developed economies have faced and to the broader awareness of increasing global inequality and the importance of sustainability.

How can international business respond? Strategic business diplomacy may be the answer.

The 1st International Conference on Business Diplomacy will address and discuss the global legitimacy challenges of international business in today’s global economy and how strategic business diplomacy can help to deal with those issues.

The event takes place on 4-5 December 2015 at the Windesheim University of Applied Sciences – Zwolle in the Netherlands. In collaboration with Netherlands Institute of International Relations Clingendael, Ghent University (Belgium) and Diplomacy Dialogue (Geneva).

This conference brings together international business representatives, practitioners and researchers in a one and a half day-event. Insights into business diplomacy presented by leading international companies are seen as important input for the conference.

Researchers who have contributed to the development of the field and who have worked with business leaders will address what strategic business diplomacy looks like from their perspective, and how it impacts the legitimacy challenges that international business faces.

For more information on the conference, read the invitation letter here or contact This email address is being protected from spambots. You need JavaScript enabled to view it.

Researchers and practitioners with a scholarly interest from around the world are invited to submit an extended abstract of a paper to be presented at this conference. Please lern more on the submission procedure here.

You migh be also interested in “Business Diplomacy Competence: A Requirement for Implementing the OECD’s Guidelines for Multinational Enterprises” by Raymond Saner and Lichia Yiu. This article discusses the challenges of implementing the OECD Guidelines on Responsible Business Conduct and proposes that MNEs consider appointing business diplomats, who the authors consider are best qualified to meet these complex but also increasingly important business challenges.

Mobilising Academic Community Action in Response to the Refugee Crisis

Call for actionEFMD is sharing the call for action to business schools and management-related higher education institutions (HEIs) in response to the current refugee crisis.

As the global refugee crisis is unfolding across Europe, the Middle East and Africa, sixty million people have been displaced by conflict and over 410,000 people have crossed the Mediterranean from the Middle East so far this year. Understanding that the primary responsibility for peace rests with Governments, the urgency of the global refugee crisis is a challenge that requires support from all actors in society on a short-, mid- and long-term basis.

The UN Global Compact and the UN Refugee Agency (UNHCR) are calling on businesses to take action. In conjunction, the UN Global Compact’s Principles for Responsible Management Education (PRME) initiative and its Steering Committee members AABS, AACSB International, ABIS, AMBA, CEEMAN, CLADEA, EAUC, EFMD, GMAC, and GRLI are calling on business schools and management-related Higher Education Institutions (HEIs) to work together with business to take action. HEIs play a key role in building more sustainable societies and creating new paradigms through the education of current and future leaders.

The leaders of the international academic community are called to take action and address the refugee crisis. In particular, by providing access and scholarships to business and entrepreneurship related classes and knowledge resources to refugees, HEIs can contribute to the education of those who will return home to build a future worth living with their families and within their communities.

Furthermore, HEIs can take steps to raise awareness and understanding regarding the situation of refugees, and foster social cohesion. HEIs are called to offer their support and incentivize their students to be engaged in these efforts. By joining forces with business, governments, UN agencies, civil society organizations and/or other HEIs, business schools can forge long-term partnerships for education and sustainable development. HEIs should determine how best to support, based on their own assets and capabilities.

Click here to join the movement and make a commitment to the refugee crisis. Commitments will be highlighted on the official UN Business website.

Students Online: Global Trends 2015

Digital technology continues to have a significant impact on how prospective students assess and compare educational options. The more it advances, the more students have come to rely on it for communication, information-seeking and decision-making, especially when it comes to researching and interacting with higher education institutions.

QS Digital Online 2015To explore the impact of changing digital technologies on the student decision-making process, in 2013 QS Digital Solutions launched a dedicated global survey of prospective international students.

The latest 2015 Students Online: Global Trends report provides insight into:

  • students’ preferred online resources
  • the influence and importance of social media
  • students’ preferred methods of communication

Some of the key findings include:

  • Online and offline resources both remain important to potential candidates, with 66% of respondents rating them equally important.
  • The importance of social media to respondents’ interactions with universities remains ambiguous.
  • Email remains the vastly preferred method for contacting (69%) and being contacted by (72%) universities.
  • Trends in the adoption and use of online resources are complicated by age and geography.
Please download the full report (registration is compulsory) to find out more.

Latest Insights into the Demand for MBA and Masters around the Globe

GMAC appl coverNearly 650 graduate management programs contributed data to GMAC’s 16th annual assessment of key application trends.

The 2015 Application Trends Survey Report features data and analysis of year-on-year application volume trends, applicant pool composition, targeted candidate outreach, tuition assistance, and employer funding.

The report also features findings on several all-new survey topics:
  • The “ideal” business school candidate—Respondents describe the candidate who would be an ideal fit for their program.
  • The average weight of admissions criteria in decision-making process—Respondents identify which admissions criteria are most important in their admissions decisions.
  • The impact of tuition on student demand—Analysis of the relationship between a program’s tuition costs and its year-on-year change in application volume.
The 2015 Application Trends Survey Report features data from 641 programs at 306 business schools worldwide. GMAC conducted the survey from mid-June to mid-July 2015. Programs represented in the survey findings are located in 35 countries around the globe.

Other key findings include:
  • Globally, the majority of full-time MBA programs, both two-year and one-year formats, report increases in application volume compared with last year and 10 years ago.
  • In the domestic market for US-based, full-time two-year MBA programs, a majority (59%) report year-on-year domestic application growth— a level not attained since 2010.
  • GMAC appl chartA greater share of online and flexible MBA programs report year-on-year application volume growth compared with part-time and executive MBA programs, which are on par with last year.
  • A majority of master’s programs in Finance, Management, and Marketing and Communications report application volume increases this year compared with 2014; however, just 40 percent of Master of Accounting programs report increased volume versus 47 percent that saw declines.
  • European-based full-time one-year MBA programs rebounded in 2015 after two years of stagnant volume. The majority (67 percent) report year-on-year application volume growth, compared with 38 percent reporting the same the last two years. This uptick can be attributed largely to increased demand from international applicants (63 percent of programs report increases compared with last year).
  • For the Asia-Pacific region, full-time two-year MBA programs are performing exceedingly well -- 90 percent report increases in volume. Sixty percent of full-time one-year MBA programs, on the other hand, report decreases in volume. These Asia-Pacific programs are unique within the full-time MBA market in that the majority of applicants are coming from within the region.

For more details and detailed charts, please download the 36-page report in pdf format: it has chapters on: Trends for MBA programs; Trends for specialised master’s programs; Applicant profile; Recruitment and candidate outreach.

You can also view the infographic or consult the GMAC News Center for more details.

15 ConfMastersPlease also check out the  2015 EFMD Conference on Master Programmes. This event takes place on 9-11 December 2015 in Lisbon, Portugal, hosted by
Católica Lisbon School of Business & Economics, under the theme “Master Programmes: Bridging New Markets” Please do consult the event webpage for all details, or directly go here to register.

Join Now for EFMD - CABS International Deans Programme (IDP)

IDP2015 banner 900px
The role of a business school dean has become increasingly pressured and challenging in a highly competitive global environment. After seven successful editions, the International Deans Programme (IDP) will run again, starting in November 2015. 

If you are a recently appointed dean/director of a business school, the International Deans’ Programme (IDP) is the perfect programme for you! You will gain insights on the different aspects of your role as a dean, build a new and strong network of global peers, reflect on the strategies of your schools and debate on numerous issues related to your role under the Chatham House Rule.

This year, the programme will be facilitated by Prof. Rolf Cremer; immediate-former President and Chief Executive Officer of EBS University of Business and Law, Wiesbaden, DE, as well as Dean and Vice-President of CEIBS, CN, amongst his extensive experience. Rolf will build on his many years of practice as a dean across the world to jointly deliver with EFMD and CABS a programme that addresses the needs and challenges specific to your position.

Join the IDP and learn by visiting 7 schools from three different continents:

Module I:
3 - 5 November 2015:

University of Sydney Business School, Sydney
University of Technology Business School, Sydney
Macquarie University Faculty of Business and Economics, Sydney

Module II:cabs logo
12 - 13 January 2016:

ESCA School of Management, Casablanca
HEM Business School, Casablanca

Module III:
18 - 19 April 2016:

Aalto University School of Business, Aalto
Hanken School of Economics, Helsinki

The IDP runs in a partnership between EFMD and the Chartered Association of Business Schools.

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 This email address is being protected from spambots. You need JavaScript enabled to view it. directly.

Global Sustainability Strategy: Discount for EFMD Members

ABIS logoBocconi logoYou are kindly invited to attend the 14th ABIS Annual Colloquium 2015, it will take place on 20-21 October 2015 at SDA Bocconi in Milan, Italy. 

The focus will be: Global Sustainability Strategy: New models and approaches to achieve sustainable living.

EFMD members will receive a 15% discount on our current fees. To take advantage of this special offer, please  contact ABIS before registering by This email address is being protected from spambots. You need JavaScript enabled to view it..

ABIS confbannerThe following high-level keynote speakers will be present:

  • Jacques Attali, Economist and Senior Statesman
  • Christof E. Ehrhart, Head of Corporate Communications & Responsibility and Executive Vice President at Deutsche Post DHL
  • Frank Geels, Professor of System Innovation and Sustainability
  • Andrea Illy, Chairman and CEO of illycaffè S.p.A.
  • Ioannis Ioannou, Assistant Professor of Strategy and Entrepreneurship at London Business School
  • Andrew A. King, Professor of Business Administration at Tuck School of Business at Dartmouth
  • Mario Monti, President of Bocconi University and Chairman of the High-level Group on Own Resources of the European Union
  • Letizia Moratti, Italian Businesswoman & Member of the Advisory Board of the Pubblicità Progresso Foundation
  • Alessandra Perrazzelli, Italy Country Manager at Barclays
  • Antoine de Saint Affrique, President of Unilever Foods/CEO of Barry Callebaut
  • Cristina Scocchia, CEO of L'OREAL Italia
  • Markus Tacke, CEO Wind Power and Renewables of Siemens AG
  • Angela Wilkinson, Strategic Foresight Counsellor at OECD

For all details, please do consult the event webpage.

E-leadership Skills You Need to Develop: Take a Short Survey!

led30 banner
EFMD is a partner in the Le@d3.0 Academy, a project that will develop training programmes on e-leadership skills for managers and for teachers and trainers from universities, business schools and corporate academies.

The digital economy - which has evolved massively over the last decades - continuously calls for new skills. Professional life now requires not only the digital skills but also, e-communication skills, e-team working skills, e-entrepreneurship and innovation, e-reputation skills and e-lifelong learning skills, to name but a few.

EFMD and its project partners have launched a European survey on training needs for all these skills. The results will allow us to better understand the priorities for training and to help the trainers to develop their programmes.

Your input is very important and we would be very grateful if you could devote a few minutes to fill in the online questionnaire.

Please visit the survey and share your opinion!

Should you have any questions on the survey, please do not hesitate to visit the Le@d3.0 Academy website and its newsletter or contact the This email address is being protected from spambots. You need JavaScript enabled to view it. directly.

Call for Papers: Crossing Language Boundaries in Organisations

geml logoThis call for papers is focused on further exploring the ability of organisations to cross language boundaries, capitalizing on advances in research on language as a core organisational issue.

Particularly welcome are empirical and conceptual papers which aim at breaking new ground, and especially, papers which examine the way language impacts such vital activities as translation, boundary-spanning, knowledge transfer, knowledge management, and intra-unit communication.

Authors are encouraged to explore approaches to language issues within organisations, and to closely scrutinize daily business practices and activities. The areas of enquiry which may be explored include, but are not limited to, the themes listed below:

  • Language boundary-crossing and knowledge transfer
  • Language boundary-crossing and translation
  • Language boundary-crossing and the management of linguistic capital

For the full details, please consult the Guidelines and criteria for the submission of full papers.
Practically, proposals in French or in English in Word format are to be uploaded on the GEM&L website, by 30 November 2015.  Final papers are to be ready by 1 March 2016.

Moreover, GEM&L is the guest editor of a Special Issue on Crossing Language Boundaries in Organisations to be published by the European Journal of International Management, Vol. 11, No. 6, to be released in November 2017. Rebecca Piekkari and Susanne Tietze are invited authors of this special issue.

geml escp logoTeaching Workshops on Language and Intercultural Communication
You are also invited to propose a half-hour workshop on best practices in your field. Proposals which support the conference theme of crossing language boundaries in organisations are especially welcome. The deadlines for submission are the same as those for paper submissions. All proposals will be reviewed by a panel of GEM&L board members.

Proposals in French or in English in Word format are to be uploaded on the GEM&L website, by 30 November, 2015.

The 10th GEM&L International Conference on Management & Language will take place on 17-18 March 2016, in Paris, France, hosted by ESCP-EUROPE.

For all information concerning the conference, pleaseThis email address is being protected from spambots. You need JavaScript enabled to view it.. For registration, please directly go here.

The Global 2015 Innovation Index Now Available

inseadGII report coverInnovation-led growth is no longer the prerogative of high-income countries alone, middle-income countries are catching up fast.

"There is a common misconception about the success of Silicon Valley; that its success is largely down to the disruptive and rebellious innovators who have made it their playground. A hive of innovative activity it may be, but the truth is that the young and ambitious have congregated around the valley because it is home to universities, research labs, venture capital firms and armies of risk-taking talent, which came because of smart government policies"

Still according to Bruno Lanvin, co-author of the Global Innovation Index (GII) report: “There are three key policy elements that can mean the difference between success and failure.

  • First, policies matter. From tax incentives to regulations and from grants to funding, the role of policies is crucial.
  • Secondly, as Jean Monnet, one of the founders of the European Union famously said, “nothing starts without people, nothing lasts without institutions.”
  • Thirdly, risks need to be made attractive. Entrepreneurs and innovators need clear legal frameworks, clear fiscal frameworks and clear business frameworks to mitigate risk and investment confidently. “

Other key findings include:

  • Similar characteristics defined the top 10 in the GII, with Switzerland leading the pack for the 5th year in a row. The Swiss recipe stands out for its historical engineering culture, its strong emphasis on education, especially of the vocational sort, and its open mindset where talent comes and goes freely.
  • The top ten further reads: UK, Sweden, Netherlands, USA, Finland, Singapore, Ireland, Luxembourg, Denmark.
  • This year’s report takes specific steps to understand how policy is being leveraged by the “innovation achievers”, economies that perform at least 10 percent better than their peers in the same income group.
  • Among such achievers are China, Malaysia, Vietnam, India, Morocco and Jordan. They are all making improvements to institutional frameworks, the skills of the labour force with expanded tertiary education, better infrastructure and a deeper integration with global credit investment and trade markets.
  • Getting the right talent and an institutional framework in place appear to be the most difficult of all inputs to achieve both in general but for low-income countries in particular.

GII Lanvin vidoeThe Global Innovation Index ranks countries according to:

  • Innovation Inputs: Institutions, Human capital and research, Infrastructure, Market sophistication, Business sophistication
  • Innovation Outputs: Knowledge and technology outputs, Creative outputs

Please do watch Bruno Lanvin, the executive director of Global Indices at INSEAD explaining the main conclusions in a 8 mins video.

GII Dutta videoPlease also feel free to check out the Global Innovation Index homepage. Here you can explore all detailed findings and charts, for instance:

  • download the full report (printable format, 453 pages): An interactive table of contents allows to quickly access the eight chapters on: Effective innovation policies for development; Benchmarking innovation outperformance at the global and country levels; Innovation policies for development; Principles for national innovation success; Innovation & policy: a business perspective; The impact of science and technology policies on rapid economic development in China; Enabling the transformation of Georgia's innovation system; Policies to drive innovation in India
  • get a quick overview from the infographics
  • Explore the 2015 country rankings interactively
  • Learn the highlights by co-editor Soumitra Dutta

 GII logo SolvayYou also may want to learn more on the 2016 EFMD Entrepreneurship Education Conference.
This event will be held 24-26 February 2016 in Brussels, Belgium, hosted by Solvay Brussels School of Economics and Management, ULB - Université Libre de Bruxelles. It is aimed at professionals involved in entrepreneurship education related to management education.

Quality Assurance in Universities: Implementation Status

EUA InternalQA coverEUA logoEUA has just published a new report examining current European trends in quality assurance (QA) in higher education. The report “ESG Part 1: Are universities ready?” outlines what is known about the current status of implementation of each standard of part I of the current standards and guidelines for quality assurance in the European higher education area (ESG).

The paper highlights a number of areas that are likely to require further attention from institutional leadership and QA managers. These include the need to:

  • link QA with strategic management
  • demonstrate implementation of student-centred learning
  • develop robust measures for reviewing programmes

Mapping the status of internal quality assurance (QA), the 32-page report breaks down into:

  • Policy for quality assurance: institutional policy, involvement of internal and external stakeholders
  • Design and approval of programmes: Qualifications frameworks, learning outcomes, involvement of internal and external stakeholders in programme design
  • Student-centred learning, teaching and assessment
  • Student admission, progression, recognition and certification
  • Teaching staff: trends in support and assessment, pedagogical development
  • Learning resources and student support: trends in learning environment
  • Information management: indicators related to learning and teaching
  • Public information
  • On-going monitoring and periodic review of programmes
  • Cyclical external quality assurance

Please go here for the full report: "ESG Part 1: Are universities ready?"

EQUIS EPASlogosYou will no doubt also be interested in the EFMD International Accreditations:
EQUIS - EFMD Quality Improvement System: please do explore: the EQUIS general information, the list of EQUIS accredited schools, the EQUIS key timings, as wel as the EQUIS Guides 2015.

EPAS - EFMD Programme Accreditation System: please feel free to consult for further details: the EPAS general information, the overview of EPAS accredited programmes, the EPAS key timings, as well as the EPAS Guides 2015.

EUA logo firAdditionally, you can always attend the EQUIS and EPAS Accreditation Seminars. These are targeted at institutions considering applying for EQUIS or EPAS accreditation and those holding active eligibility wishing to get a better understanding about the system. Currently, accreditation seminars are planned for:

15-16 October 2015  in Prague, Czech Republic, hosted by University of Economics, Prague - Faculty of International Relations

EUA logo MBA12-13 November 2015 in Miami, United States, hosted by Manchester Business School – Americas Centre, Miami

Discover FT Masters in Management Hub

MiM FTThe Financial Times has recently published the Financial Times Masters in Management Special Report which will help prospective students choose the best degree for them. Via the FT hub, students can evaluate schools using FT interactive rankings tables and read the latest Masters in Management magazine online.

Inside this Report, you can find:

Introduction: Riding high by Della Bradshaw
MiMs have come to the rescue of US schools and are finding a toehold in China

Rankings: On top of the world by Laurent OrtmansGloabalFocusMagasine SpecialSuppl Vol9Issue02 cover2
Graduates’ career success helps keep St Gallen at number one

Letter from the editor: Master minds by Della Bradshaw
Are world leaders really qualified to run a country?

Big game plan by Simon Kuper
Jean-Claude Blanc’s business education has helped him guide PSG to the top of French football

Many companies consider that MiM graduates are excellent “value for money” compared to freshly qualified MBAs. While Masters Programmes is an area where European business schools can claim to hold a dominant position on the world stage, some regions such as North America invest in programmes on their own. In the Global Focus special supplement on Masters Programmes, leading specialists on the development of these masters2015 mailing pictureprogrammes as well as stakeholders from the industry, including Della Bradshaw, Business Education Editor of the Financial Times, give their unique perspective.

You migh be also interested in the EFMD Conference on Master Programmes which is the only global event of its type that focuses on the Masters degree and we hope to link and exchange ideas with participants from all over the world. This year’s conference will take place in Lisbon on 9-11 December 2015 at Catolica Lisbon School of Business & Economics, with speakers from Asia, Europe, Latin America, around the main theme “Master Programmes: Bridging New Markets”. More information and registration is available here.

Sustainability: Key Messages to Business Schools

PRME logoAt the recent PRME Global Forum in New York City, business representatives from the Global Compact LEAD and PRME Champions groups met to discuss how they could work together to move the sustainability agenda forwards for their respective organisations and beyond.

The discussion focused on the need to develop employees and graduates with the relevant competencies and skills that businesses of the 21st century need. In her recent blog post, Giselle Weybrecht summarises six key messages coming out of the discussion, including:

  • "Business doesn’t need sustainability professionals, but rather professionals that are capable of making sustainable decisions in any role.
  • Business needs better managers/leaders/team members to move sustainability forward.
  • Business can see that graduates are increasingly interested in the topic of sustainability and are seeing some benefits….
  • …but also recognise that there is more business could do to help in this regard.
  • Business is interested in engaging with business schools, but partnerships need to be mutually beneficial.
  • Business schools should become knowledgeable in what business needs are in the area of sustainability today, and prepare for what they may be in the future."

PRME StateSustainabilityPlease read the full insights here and for more on the outcomes of both meetings, please go here.

You may also be interested in:

The State of Sustainability in Management Education: It provides a summary of some of the challenges that management education are facing in embedding these topics into their curriculum as well as some of the opportunities for business and academic institutions to work together moving forward. Please feel free to download the 10-page paper in printable format. It covers:

  • The Role of Management Education in Sustainability: spectrum of business school engagement
  • Embedding Sustainability in Management Education: Teaching - creating the graduates business needs; Research-generating the knowledge society needs
  • Understanding the Systematic Elements in Management Education: Internal elements-the academic institution; External elements - the impact of the outside environment
  • Conclusions: Seven ways in which business and business schools can engage to enhance progress

PRME CSRWireCan Management Education Change the Culture of Business?
This is the most recent article in the series "Education for a Sustainable Future". Other September 2015 articles include:

Oscars of Management Thinking: The 2015 Nominees

Thinkers50Thinkers50 just announced the shortlisted nominees for this year’s  “Distinguished Achievement Awards”.

Thinkers50 scans, ranks and shares the very best in management ideas and is published every two years.

The shortlists include business experts from more than 12 nationalities, including Austria, Canada, Cuba, France, India, Italy, Korea, Netherlans, Spain, the UK and the US. It also includes more women than ever before.

EFMD is very proud that again so many EFMD member schools are represented amongst the nominated thinkers, amongst others: IE Business School, IESE, INSEAD, Kellogg-Northwestern University, Said Business School-Oxford, Tuck School of Business. Congratulations! Awards will be made in ten categories:

CK Prahalad Breakthrough Idea Award: The T50 Breakthrough Idea Award celebrates a Eureka moment in  management . It is  given to a radical idea,  which has the potential to change the way we think about  business forever.  This award is dedicate ed to  the legacy of CK Prahalad who proved there is nothing so practical as a great idea.

Digital Thinking: The T50 Digital Thinking Award celebrates the thinker who has done the most to convert the digital  language of the 0 and 1 into useful human insights.

Ideas into Practice: The T50 Ideas into Practice Award celebrates an organization putting new ideas to work.

Innovation: The T50 Innovation Award  recognizes the thinker who has contributed the most to our understanding of  innovation over the last two years.

Leadership: The T50 Leadership Award acknowledges  thinkers who shed powerful and original new light onto this perennial and still vital  subject.

Social Enterprise: Capitalism can be a force for good. Social enterprises businesses, which aim to do good as well as making a profit–challenge the way we think about business and its  role in society. The T50 Social Enterprise Award celebrates the business thinker who  has done the most to further our understanding of these nascent organizations.

Strategy: Strategy is the intellectual and inspirational lifeblood of organizations. The T50 Strategy Award celebrates the very best of strategic thinking. If you were running a corporation who would you turn to for strategic advice?

Talent: With the changing attitudes to work and new generations  entering the workforce, the challenge now is to better understand how talented  individuals work best and they can be effectively attracted, motivated and  retained.  Research into talent has never been so important and practically useful.

Radar Award:Which of the new generation of business thinkers is most like ly to shape the future  of business and business thinking? Whose work has the potential to challenge the  way we think about management? With the T50 Radar Award we identify and  celebrate the thinker- most – likely - to.

Lifetime Achievement Award: The T50 Lifetime Achievement Award acknowledges an exceptional individual whose  work has made an important contribution to global thought leadership over an  extended  period. This person has brought insights that challenge the way we think  about management. Their work must be global, original and embraced by  practitioners.

Thinkers 50 is a celebration of the very best new management thinking as well as  those ideas which stand the test of time,” says Des Dearlove, who created Thinkers50 with Stuart Crainer in 2001.

On 9 November 2015, thinkers from around the world will convene in London for what has been described as the Oscars of management thinking. For all details, please do consult the Thinkers50 website.

Disruptive Education Models from the Developing World

GBSN ManilaYou are kindly invited to join the Global Business School Network for their 10th annual conference in Manila, Philippines. The event takes place 4-6 November, 2015  and is co-hosted by the Asian Institute of Management

Themed “Disruptive Education Models from the Developing World”, this year's conference is focused on sharing disruptive management education models to inspire innovative ways to deliver business concepts to students and differentiate institutions in their markets.

The agenda features sessions such as:

  • A showcase of disruptive models from international schools
  • The Great Debate: Do the Bricks and Mortar Matter?
  • Cross-Disciplinary Programs: Making a Place for Design, Engineering, Humanities and Science
  • Expanding Management Education Beyond the Walls of the Classroom Through Technology
  • Business Schools for Impact: Teaching About Business at the Base of the Pyramid

GBSN is very proud to boast an innovative un-conference and a 'not so typical’ agenda, designed to be proactive, relevant and rewarding for all conference participants. The un-conference format creates space that encourages peer-to-peer learning, collaboration and creativity.  

On the third day of the conference, you can join the Field Site Visit to GK Enchanted Farm - a "voluntourism" opportunity to see social enterprise in action in the Philippines!

This conference is open to all business education faculty and administrators form around the globe, as well as anyone else with a passion for improving access to high quality, locally relevant management education for the developing world.

Please consult the event website for all details.

Guidebook to Online Programmes for Prospective Students

Accredited onlineOnline education has come to an interesting point in its over three-decade-long lifespan. No longer seen as a passing fad or novelty, it has gained widespread acceptance and credibility, not only by the general public, but from those in the field of education as well. As attitudes have favorably changed over the years, so too has the state of educational options online; thanks to this widespread acceptance, there are more choices than ever before for potential students.

Accredited online graphAccredited Schools Online created this guidebook to help prospective online students better understand the educational challenges they may face, and how to overcome them. The guide takes an in-depth look at platforms such as MIT OpenCourseware, Khan Academy, and Coursera, and includes advice and keys to success from a panel of online learning experts.

 Key features of the guide include:Accredited online graph2

  • An inspection of the different types of online learning
  • Tips for choosing an online program and how to get the most out of an online education
  • Financial aid options for online programs

Learn about all the findings and access the Online Schools Guidebook here.

Closing the Gap: Cultivating Communication Competencies in the MBA

MBA RoundtableNumerous employer surveys cite “communications” as critical skill and often business schools are criticized for insufficient development of these skills in MBAs.

The MBA Roundtable symposium presents research findings and engages participants through interactive formats to explore new techniques and to learn from other Business Schools how to create effective learning experiences and measure communication competencies.

The Roundtable will be hosted by Olin Business School, Washington University in St. Louis, Missouri, USA on 22-23 October 2015.

For more information please visit: http://www.mbaroundtable.org/annual-symposium

Management Education in Africa: The Latest Updates

Africa ME reportAABScoverDrawing from the experiences of management education providers across Africa, this report discusses unfolding trends, and indicates how factors such as demand from a growing youth population will shape the future of management education (ME).

This is a joint research report from the Association of Africa Business Schools (AABS),  the Association of MBAs (AMBA) and White Loop Limited. It suggests key areas where changes will be seen over the next 5–10 years:

  • As provision expands, the market will drive the nature of that provision.
  • The traditional MBA, with its high costs and less flexible structure, will become less relevant to business in Africa, particularly as it is likely to remain unaffordable or inaccessible for most students.
  • The management education market will continue to diversify throughout Africa in order to address the specific needs of very high numbers of learners.
  • Technology will play a greater role in empowering students and will provide greater access to courses, programmes and content.
  • There will be a continued shift away from a reliance on a certificate culture towards an environment where value is based on individual and collective impact.
  • As current debates in Africa already show, there will continue to be a tension between the need to establish new institutions set against investment in, and the evolution of, existing schools and colleges.
  • There is a need to develop a more informed and holistic model of quality assurance that is less rooted in the traditional and widely accepted concepts of what currently constitutes quality in management education.
  • There will be an acceleration of the collaboration and partnership work – supported by AABS among others – between African institutions.

The 37-page report (downloadable in pdf format) breaks down into three main parts:

  • The context for ME in Africa
  • Views on ME in Africa in 2014
  • Thoughts on the future of ME in Africa

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

Plenary sessions will focus on:

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

Please do consult the event website for the full details.

Please also do have a look at: Top African Business Cases: All details are available at the EFMD Case Writing Competition webpage

  • “Mobile Telecommunications: Two Entrepreneurs Enter Africa”, Kellogg School of Management
  • “Research in Motion: Managing Channel Conflicts”, Lagos Business School
  • “Vodafone in Egypt: National Crises and their implications for multi-national corporations”, ESMT European School of Management and Technology
  • “Planting the seeds of change: The Ethiopia Commodity Exchange”, University of Geneva

Trends in Executive Development: Ten Key Themes for Business Schools

Future trends BEThis research report presents the "voice of the customer" from more than 70 large organizations around the world. The two overarching themes are client intimacy and customization.

The Association to Advance Collegiate Schools of Business (AACSB), the Executive MBA Council (EMBAC), and the Executive Education Consortium (UNICON) sponsored a series of studies to anticipate near future changes in demand for executive education services.

The 65-page report is by Executive Core, LLC. It  focuses on suggesting what might be done differently for most business schools to take advantage of opportunities to respond to concerns outlined in this summary and to  better manage perceptions among talent management professionals.

The information was gathered from the perspective of talent management professionals and  senior executives. The report is organised around ten key themes:

  • Take Advantage of the Growing Markets Wanting More Customization: Now is a great time to invest in close partnership with corporate talent management. Research here suggests that business schools will  need a radically different strategy to compete with professional service firms.
  • Adapt to Changing Market Needs and Expectations or be Consolidated: Those business schools who adapt their offerings  to the needs of corporations may be better at  producing leaders than those who do not.
  • Significantly Dial Up the Focus on Women: Mirror the market aspirations for 50% representation by women among  students, faculty, and deans.
  • Building the Capability to Effectively  Partner with  Corporate Universities  and  Corporate  Talent Management Centers of Excellence: The sophistication of corporate internal talent management "centers of  excellence" and the evolving breadth of needs in large organizations are  beginning to outstrip the capabilities of many business schools.
  • Measure the  Transfer and Impact of  the New Learning: Corporations want trusted advisors who show keen interest in evaluating or ensuring whether the intended learning from a program or course is being effectively applied back on the job.
  • Enable and Incent Faculty to Design and Facilitate Experiential Learning: There is a continuing growing demand for designed and facilitated  experiential learning opportunities in the service of developing enterprise - wide perspective / insights and multicultural sensitivity. The business  schools are perceived to be limited in their abilities to serve these needs.
  • Prioritize the Customization of Content—Personalize and Make Practical: Companies expect customized learning to develop specific skill sets,  insights, and competencies critical to driving the capabilities of their  business where learning is seamlessly integrated with performance.
  • Align Business School Content to Current Initiatives and Learning Modules Already used by Corporations: The potential for business schools to use their existing subject matter experts to contribute to the talent  management processes of large, sophisticated companies will require the faculty's  ability to adapt and seamlessly align their content with other internal and external  service providers and effectively collaborate with those other designers and providers.
  • Develop Better Customer Intimacy Across the Enterprise: Prospective service buyers want advanced consulting and ongoing attention from the authors of the  models they are integrating into their development activities. For most business  schools, this will require a change in faculty focus and/or the development of additional  learning consulting capabilities.
  • Decide Where to Invest and Where to Not Compete: Business schools, sooner or later, will be forced to make strategic decisions about where they will  compete and frequently win and where they will not compete, even though they could, because they  have little long-term chance of winning.

The 65-page research report has far more details on each of the ten points above as well as on possible implications for business schools and areas for more research: please feel very free to consult the full report in printable format.

2015 ExDec bannerYou will also be interested in the 2015 EFMD Executive Development Conference. It takes place on 14-16 October 2015 in Barcelona, Spain, hosted by UPF Barcelona School of Management and allows you to:

  • Learn from Deloitte and Gas Natural Fenosa about transformation processes from a client’s perspective.
  • Interact with the EiP 2015–Excellence in Practice Awards Gold winners: Ashrdige Business School, Cisco, COWI, LIW, Mannaz, National Institute for Health Research (NIHR), Royal Mail Group, Said Business School-University of Oxford.
  • Network with professionals in the executive development sector from around the world.

For the full programme and practical details,  please do consult the event webpage, for registering please go here.

Winners of ISB-IVEY Global Case Competition 2015

IveyThe Centre for Teaching, Learning, and Case Development at the Indian School of Business and the Ivey Business School, Western University are delighted to announce the winners of ISB-Ivey Global Case Competition 2015.

  • The first prize winning case is “Price or Relationship: SECURENOW'S Dilemma” authored by Ripsy Bondia and Dr. Ashutosh Dash from Management Development Institute, Gurgaon.
  • The second prize winning case is “Competence, Competiveness and Intercultural Conflict in Qatar” authored by Leslie Hitch and Shreshthi Mehta from Northeastern University, Boston.
  • In the “Marketing” category, the prize went to “HCL Technologies: How Far Can We Push the Billion Dollar Website?” authored by Dr. Srividya Raghavan, Associate Professor, IFIM Business School, Apurva Chamaria and Gaurav Kakkar from HCL Technologies.
  • In the “Entrepreneurship” category, the prize went to “M/s Amarnath Gupta and Sons: The BUSINESS in Family Business” authored by Rajesh Panda, Madhvi Sethi and Pooja Gupta from Symbiosis Institute of Business Management, Bengaluru.

The award ceremony will be at the 5th University-Industry Congress: Global Higher Education Summit 2015 in New Delhi, during December 1 – 2, 2015.

All details can be viewed on the competition website: http://www.isb.edu/isb-ivey-global-case-competition-2015

The annual competition identifies and publishes the best India-centric business cases from around the world. The event is supported by Ivey Publishing, Amazon India, Confederation of Indian Industry (CII) and EFMD.

Ecosystem to “Future-Skill” a Workforce: Three Essential Components

ConfBoard Futureskilling coverNew research from The Conference Board scans future workplace trends and provides case studies and practical guides to help organizations break down functional silos, fostering greater alignment with business goals and strategies.

The report “Future-Skilling Your Workforce” was published last week by The Conference Board.

From Top-down Plans to the People Ecosystem: In place of the rigid, siloed procedures of the past, members of the dedicated Conference Board Work Group propose a “people ecosystem” that links all elements of a talent strategy to each other, enterprise-wide concerns, and external trends and risks. This ecosystem concept is envisioned as a living, interconnected structure that anticipates disruptive changes and responds with maximum agility and resilience.

The "Future-Skilling Your Workforce" report details the three essential components of a people ecosystem:

  • Strategic Talent Planning (STP): Looming labor shortages mean businesses must become more programmatic about identifying challenges, evaluating options, and considering alternatives. Instead of a static need to be filled as quickly as possible, every opening is a chance to reassess—and perhaps realign—talent strategy with enterprise goals. This proceeds in five stages: Assess business context; Prioritize Issues; Form hypothesis and perform root cause analysis; Design, develop, and execute; Measure and evaluate
  • Results-Focused Execution: No matter how rigorous the five stages of STP, they’re useless without a robust execution plan, tailored to the specific needs and resources of an organization. The report lays out possible plan components—both time-tested and cutting-edge—across three stages of execution: attract and acquire, connect and develop, and continuously monitor and optimize. Throughout, the focus is not only on mobilizing the talent required to meet the business goal at hand, but also strengthening the sense of partnership between employees and the organization.
  • ConfBoard Futureskilling logoStrategic Talent Development and Learning: In an era where untold lifetimes of knowledge are just a click away, workplace learning needs to be democratic, organic, and tailored to an employee’s individual “experience”. To meet this standard, the RWG found that a corporate Learning and Development (L&D) function must: align with overall business strategy; have a comprehensive understanding of the learner experience, especially that of younger generations; and be subject to effective governance systems, with executive buy-in, sponsorship, metrics, and control.

For all details, please go to the dedicated website. You can also watch Insight Minute by Amy Abel: How can HR leaders drive the future-skilling of their organizations' work forces? or watch a detailed webcast on 5 October 2015: Future Skilling Your Workforce: People Ecosystem Matters.

2016 HUMANE Winter School: Applications Now Open

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

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

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

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

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

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

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

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

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

Aligning Corporate Learning With Strategy: 16 Critical Questions

MITSloan Shlomo coverToo many corporate learning and development programs focus on the wrong things. A better approach to developing a company’s leadership and talent pipeline involves designing learning programs that link to the organization’s strategic priorities”.

This new MIT Sloan Management Review article, draws both on the authors’ experience in the area of corporate learning and talent development as researchers and managers of corporate learning functions as well as on a three-year program of research with global organizations recognized as leaders in the area of leadership and talent development.

Particularly Shlomo Ben-Hur is linked to EFMD as he was in the core group of chief learning officers, when EFMD's Corporate Learning Improvement Process (CLIP) was established. Now Shlomo Ben-Hur is a professor of leadership and organizational behavior at IMD, Switzerland (an EFMD member school).

Authors Ben-Hur, Jaworski and Gray present a practical way of addressing the key strategic question for corporate learning: “Are we doing enough of the right things to develop the capabilities our people need to deliver the outcomes that matter most to the business?” It breaks down in four main parts:

  • Mapping the CEO agenda
  • Aligning learning and development resources
  • Gaining buy-in for the learning agenda
  • Activating the learning agenda

Please read the full article (for free, but needs signing in !) for the further elaboration of 16 more detailed questions in the above four areas.

You may also be interested in:

Strategic Leadership and New Ways of Working to Drive Growth – the UniCredit ApproachEFMD Global Focus article on how Italian banking group UniCredit turned to strategic leadership and new ways of working in a bid to drive organisational growth.

70 Best Practice Examples in Corporate Learning and Development: In the third edition of the CLIP report, excellent practice examples detail how the CLIP-accredited companies have successfully been approaching learning and development challenges. The 70 examples are organised under five main headings:

  • Contributing strategically: This section deals with planned change and organisational development. The examples highlight successful approaches in making learning the strategic agent for transformation, a corporate cultural integrator or a global integration process.
  • Integrating people processes: Achieving more impact for learning is the overall driver in the examples in this section, with integration of people processes as the common denominator.
  • clipPositioning the learning organisation: The examples in this section revolving around positioning are mostly internally focused.
  • Designing learning services: The 14 examples in this section are around the core elements of balancing internal and external resources;  choreography of learning and to multi-location deployment.
  • Sequencing learning initiatives: The CLIP body of knowledge suggests that sequencing learning initiatives is a major approach for CLOs to achieve a greater impact on business results.

Please go here to read more.

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

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

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

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

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

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

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

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

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

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

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

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

The upcoming submission deadline is 30 October 2015.

New MBA Guidelines Developed by EQUAL

Guest post by Mark Stoddard, Director of Operations, AMBA / EQUAL Board member

EQUAL guidelinesEarlier this year, The EQUAL Board (European QUAlity Link) ratified a new draft of its MBA Guidelines. This is the latest document to be revised by EQUAL as part of its initiative to review and revitalise its output to ensure that it provides the most relevant and up-to-date guidance for academic institutions looking for the latest thinking for quality management education in Europe. This follows the publication of a new White Paper on Business Ethics published in 2012.

The process of developing the new MBA Guidelines took more than two years of extensive debate, which demonstrated the range of different opinions and regulations regarding the MBA across Europe, as well as the continued importance and relevance of the MBA to business schools and their stakeholders.

The main tenets of the new Guidelines include:
•    an explicit definition of the MBA as a post-experience general management programme (thus distancing it from pre-experience qualifications)
•    a renewed focus on learning outcomes
•    an articulation of the importance of synchronous interaction between faculty and the cohort.

The content has also been formatted in such a way that will allow for cross-referencing with similar Guidelines for other degree programmes to discern areas of distinctiveness and similarity across different types of qualifications.EQUAL logo

The revisions were led by EQUAL representatives from AMBA and EFMD, and agreed by the full EQUAL Board. To view the list of current EQUAL Guidelines, please click here.

EQUAL Guidelines and White Papers play an important role in setting benchmarks for common quality standards across the European education system, while allowing for diversity within and across the region. While intentionally not being positioned as specific criteria, the Guidelines provide a framework for reaching common ground on degree awards and programme nomenclature and incorporating elements of best practice as management education continues to evolve.

The Current State of Employee Engagement

edelman engagement coveredelman engagement logoEngaged employees are a key competitive differentiator. But how are companies actually using engagement to drive performance?” Edelman recently conducted two studies and reports here on five key findings:

  • Engagement is still just too “HR”: Employee engagement is still widely perceived as falling under the domain of “HR issues” versus being a driver of business performance
  • Engagement is hugely over-reported: Half of respondents reported engagement scores above 70 percent in recent surveys; however, many rely on generic questions that are easy to answer positively versus more discerning, tailored questions that drive action planning and change.
  • Employees do not trust that surveys lead to action: Only slightly more than half the companies studied say employees believe senior leaders will listen to their opinions and even fewer (42 percent) believe positive change will happen as a result.
  • There is a distinct lack of strategy: only 55 percent of organizations having an explicit employee engagement strategy. Among those that do have a strategy, 86 percent of senior leaders are familiar with it and only 65 percent of people managers and 38 percent of employees are aware of it.
  • It is all about you lead and communicate: Leadership behaviors and communications effectiveness are the two areas organizations are focusing on to improve engagement (74 percent and 70 percent, respectively).

Please read the full article by A.Brown and C.Hannegan for all details as well as actions to take to approach engagement in a much more effective way.

Engagement ventekesYou may also be interested in: Innovative Technology-Based Ways to Run Engagement Survey.

This EFMD Future Series Webinar will be held on 15 September 2015, 12:30 pm - 2:00 pm CET.

It is the second session in the series of three webinars. The webinars present the findings of 11 leading companies: Allianz, Alstom, Baloise, Mazars, MSD, Pirelli, Raiffeisen Bank International, Repsol, SwissRe, UBS, UniCredit that took part in our recent Special Interest Group.  They joined forces over a  6 month period to advance the practice, learn from each other and leverage input from renowned thought leaders. These webinars show a way to sustainably drive company performance by enhancing employee engagement.

This webinar will present key trends and evolutions and topics include:

  • Typical issues for employee engagement surveys – what are the pitfalls?
  • Aligning engagement with business results - how to link survey data with business data?
  • Using Employee Net Promoter Score – eNPS to measure workforce engagement
  • Trends and technological innovations to run engagement surveys – using quicker pulse surveys or open text analysis

All further details are available for you on the event webpage.

Quality Management, Accreditation, Institutional Ranking and League Tables

Humane sep15HUMANE is delighted to announce the addition of Nicki Horseman, Lead HE Analyst at Times Higher Education (THE), as a speaker at the seminar in Toulouse. This is an exciting addition to the line up of speakers already including presentations from EFMD, EUA , the French Ministry of Higher Education and Research and leading universities.

You are kindly invited to this HUMANE Seminar on Quality Management, Accreditation, Institutional Ranking and League Tables: Policy trends and institutional responses.  It will be held on 25-26 September 2015 at Université Toulouse 1, Capitole, in France.

  • What constitutes a world class university?
  • What is the real utility of quality assessment regimes and accreditation systems?
  • Are league table and ranking systems legitimate measures of quality?

The growth of mass higher education and the pace of higher education globalisation have had a direct and apparently lasting impact on the growth of higher education quality assessment and management systems, and their links with accreditation systems and processes, as well as league tables and ranking systems.

This growth has been fuelled by increasing public interest in and demand for much greater transparency of higher education’s outputs, impact and value for money, combined with the upswing in demand for ‘consumer’ information mainly by undergraduate students and particularly international undergraduate students (and the parents and financial sponsors).

Whilst many quality systems are not explicitly linked with formal accreditation processes (such as the institutional reviews conducted by the Quality Assurance Agency for Higher Education in the UK) or rankings, other systems directly link assessment and accreditation (such as the EFMD’s EQUIS institutional accreditation system and process), and are indirectly linked to league tables and ranking systems.

Governments and accreditation agencies are increasingly influenced by the outputs of these various assessment and measurement systems, using them to frame national higher education policy and financing, as are institutional leaders who are acutely aware of their impact on institutional market positioning and brand management.

Whilst many continue to decry these developments as inflating the academic ‘arms race’ and diverting scarce resource into ‘non-core’ activity, there is wide acceptance that HE systems and their constituent institutions must be more transparent in the public and private resources they consume, and more open to ranking of their performance.

Over the past several years, the debate has shifted decisively away from the credibility of these systems and process -- as it is plainly evident that they have achieved credibility -- toward questions about how should ‘quality’ be defined and measured, by whom, for what purpose, and how should these outputs be reported.

The Seminar programme will grapple with these issues from both a system-level and institutional perspective. The impressive array of speakers include:

  • Ian Creagh - Head of Administration and College Secretary, King’s College London (UK) as seminar chair
  • Etienne Desmet - Chief Operating Officer, Université Paris Dauphine (FR)
  • Frederic Forest - Deputy Director - Financial Allocations, French Ministry of Higher Education and Research, France (FR)
  • Ulrich Hommel - Senior Advisor, Quality Services, EFMD (DE)
  • Nicki Horseman - Lead HE Analyst, Times Higher Education (THE) (UK)
  • Tia Loukkola -  Director, Institutional Development unit, EUA (BE)
  • Katrina Swanton - Academic Quality Advisor, Edinburgh Napier University (UK)
  • Nel Van Dijk - Head of Quality, Communication and Policy, Amsterdam School of Arts (NL)

For the full programme and details, please visit the seminar website. You can go directly here to register and also the seminar flyer is available for you to download.

Pursuit of Relevance: Higher Education in Today’s Dynamic World

IBM HErelevance coverTo better grasp the numerous issues confronting the higher education industry and identify ways to refine an imperfect but crucial system, IBM consulted experts from both industry and academia.

In collaboration with the Economist Intelligence Unit,  the IBM Institute for Business Value surveyed more than 900 academic industry leaders and conducted interviews with 25 leading academic subject matter experts.

The 24-page Executive Report on the 2015 IBM Institute for Business Value Higher Education Survey highlights that:

  • 49% of industry and academic leaders believe higher education meets student needs
  • 41% believe higher education meets industry needs
  • 43% across industry and academia believe higher education prepares students with necessary workforce skills
  • Most academic and business leaders identified job placement as the best measure of higher education effectiveness

Authors King, Marshall and Zaharchuk suggest that the system requires a fundamental transformation driven by three key strategies:

  • Prioritize creation of more practical and applied curricula.
  • Embrace new technologies to improve educational access, experiences, variety and outcomes.
  • Build and expand relationships between higher education institutions, employers and other partners within comprehensive and far-reaching educational ecosystems.

IBM HErelevance logoUnder the heading “Today’s homework” the authors suggest steps and actions for:

Providing more practical and applied educational experiences:

  • Identify high-value opportunities
  • Partner to extend and strengthen capabilities
  • Apply metrics and refine the education portfolio

Improving education access, experience, variety and outcomes via technology:

  • Assess current capabilities
  • Experiment with new technologies
  • Extend capabilities through ecosystem partners

Building, expanding and strengthening relationships within the higher education ecosystem:

  • Identify the right partners and empower an orchestrator
  • Crystalize the vision, define objectives and gain commitments
  • Formalize processes and design for sustainability

For a full description of suggested steps and actions as well as the detailed findings, please consult the 24-page executive report: Pursuit of relevance: How higher education remains viable in a dynamic world.

Internationalisation in European Higher Education: Ten Trends and Ten Recommendations

EP Internationalisation HEThis study takes stock of the current state of internationalisation efforts and strategies in European higher education.

The ten main trends identified by authors de Wit, Hunter, Howard and Egron-Polak are as follows:

  • “Growing importance of internationalisation at all levels (broader range of activities, more strategic approaches, emerging national strategies and ambitions);
  • Increase in institutional strategies for internationalisation (but also risks of homogenisation, focus on quantitative results only);
  • Challenge of funding everywhere;
  • Trend towards increased privatisation in IoHE through revenue generation;
  • Competitive pressures of globalisation, with increasing convergence of aspirations, if not yet actions;
  • Evident shift from (only) cooperation to (more) competition;
  • Emerging regionalisation, with Europe often seen as an example;
  • Numbers rising everywhere, with challenge of quantity versus quality;
  • Lack of sufficient data for comparative analysis and decision-making;
  • Emerging areas of focus are internationalisation of the curriculum, transnational education and digital learning.”

Authors de Wit, Hunter, Howard and Egron-Polak moreover put forward ten recommendations to the future:

  • “Address the challenges of credit and degree mobility imbalances and institutional cooperation, stemming from substantial differences in higher education systems, procedures and funding.
  • Recognise the growing popularity of work placements and build options to combine them with language and cultural skills training and study abroad.
  • Support the important role of academic and administrative staff in the further development of IoHE.
  • Foster greater higher education and industry collaboration in the context of mobility of students and staff.
  • Pay more attention to the importance of ‘Internationalisation at home’, integrating international and intercultural learning outcomes into the curriculum for all students.
  • Remove the barriers that impede the development of joint degrees.
  • Develop innovative models of digital and blended learning as an instrument to complement IoHE.
  • Align IoHE with internationalisation at other levels of education (primary, secondary, vocational and adult education).
  • Stimulate bilingual and multilingual learning at the primary and secondary education level as a basis for a language policy based on diversity.
  • Remove barriers between internationalisation of research and education, at all levels, for greater synergy and opportunity.”

The impressive 326-page report has dedicated sections on:

  • Understanding internationalisation of higher education in the European context
  • Quantifying internationalisation – empirical evidence of internationalisation of higher education in Europe
  • Digital learning, mobility and internationalisation in European higher education

Also detailed country profiles of around 10-pages each are available on Australia, Canada, Colombia, Finland, France, Germany, Italy, Japan, Malaysia, Netherlands, Norway, Poland, Romania, South Africa, Spain, UK, and USA.

This study was produced by the Centre for Higher Education Internationalisation (CHEI), the European Association for International Education (EAIE) and the International Association of Universities (IAU),  in response to a call for tenders launched by the European Parliament (EP). For all details, please do consult the 326-page report in pdf-format.

Leading Now: Eight Critical Capabilities

HBP leadingnow cover “By building eight key capabilities, leaders can capture the big opportunities hidden in today’s complex business landscape”. This according to this new white paper from Harvard Business Publishing, Corporate Learing.

The findings are based on the Leadership Capabilities Framework and authors Axon, Friedman and Jordan identified eight capabilities that are particularly important in today’s complex business environment.

Manage Complexity: Leaders who know how to manage complexity are skilled at solving problems and making decisions under fast-changing conditions. A talent for systems thinking— viewing organizations and environments as complex, interdependent systems—is critical, as is the ability to continuously scan the environment in search of subtle trends and indicators of disruptive change.

Manage Global Business: Given globalization’s role in intensifying business complexity, it’s not surprising that managing global business emerged in our research as a critical leadership capability. Leaders who are adept at this capability recognize that the landscape features significant growth in emerging economies.Act Strategically
While older practices focused on long-term strategy development, today’s world requires a more continuous process: Leaders must always be prepared to adjust their strategies to capture emerging opportunities or tackle unexpected challenges.

Foster Innovation: No strategy can sustain a company’s competitive edge indefinitely. That’s why fostering innovation—the generation of new product or service offerings, new business processes, or new business models—made it to this critical capabilities

Leverage Networks: Today, networking is “the way work gets done.”
Leaders who excel at this capability demonstrate a talent for collaboration—a highly sought-after skill, according to PriceWaterhouseCoopers’s 2014 global CEO survey.

Inspire Engagement: Leaders who excel at inspiring engagement know how to foster a culture that creates meaningful connections between employees’ aspirations and values and those of the organization.

HBP leadingnow logoAdaptability: Leaders who demonstrate personal adaptability remain focused and effective in the face of uncertainty and ambiguity. They also tend to be highly resilient. Research by the Center for Creative Leadership found that these aspects of personal adaptability were highly correlated with leadership effectiveness.

Agility: Cultivating learning agility—routinely seeking out and learning from new experiences—is a crucial capability in a changed business context. Leaders who master learning agility internalize a learning mind-set: They seek out opportunities to learn.

For the full details, please feel very free to download the 12-page white paper in pdf format

Celebrating The Best Doctoral Research

ODRA winnersYou are kindly invited to apply now for the 2015 EFMD-Emerald Outstanding Doctoral Research Awards (ODRAs 2015). Closing date for applications is 15 January 2016.

Earlier winners came from:  Aarhus University, Aristotle University of Thessaloniki, EBS University, Heriot-Watt University, Indian Institute of Management-Lucknow, Indian Institute of Technology –Madras, KU Leuven, Lancaster University Management School, Nottingham University Business School, Nova Southeastern University, University of California , University of Nevada Las Vegas, University of Southampton, University of Texas at Austin, University of Toronto.

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

Please continue for more details on the 2014 and the 2013 winners in the various categories:

Educational Leadership and Strategy: Category sponsored by Journal of Educational Administration
  • Dr Huriya Jabbar, University of Texas at Austin: (PhD obtained at University of California Berkeley): “The Rising Tide: School Choice and Competition in Post-Katrina New Orleans
  • Dr Jessica Rigby, University of California: "First-Year Principals' Engagement with Instructional Leadership: The Presence, Pathway, and Power of Institutional Logics"
Health Care Management: Category sponsored by Journal of Health Organization and Management
  • Dr Jenna Evans, University of Toronto: “Health Systems Integration: Competing or Shared Mental Models?
  • Dr Melinda Taylor, University of Southampton: "The impact of sensemaking on knowledge transfer: a qualitative analysis of junior doctors' clinical handovers"
Human Resource Management: Category sponsored by Personnel Review
  • Dr Niki Glaveli, Aristotle, University of Thessaloniki: “Human Resource Management: Work-Family Reconciliation
  • Dr Elise Marescaux, KU Leuven:  “The impact of HR differentiation on employees
  • Dr Anders Klitmøller, Aarhus University: “(Re)Contextualizing Cultural and Linguistic Boundaries in Multinational Corporations: A Global Ethnographic Approach
Leadership and Organization Development: Category sponsored by Leadership & Organization Development Journal
  • Dr Ronald Johnson, Nova Southeastern University:  “Follow Me! Followership, Leadership and the Multigenerational Workforce
  • Professor Vishal Gupta, Indian Institute of Management Lucknow:  “Linking Leadership to Employee Creativity through Work Motivation, Psychological Capital and Organizational Justice: A Study of Indian R&D Professionals
Logistics and Supply Chain Management: Category sponsored by International Journal of Physical Distribution & Logistics Management
  • Dr André Kreie, Heriot-Watt University: “The Adaptation of Supply Chains to Climate Change
  • Dr David Wuttke, EBS University: “An empirical inquiry into financial supply chain management
Management and GovernanceCategory sponsored by Management Decision
  • Robert Randolph, University of Nevada Las Vegas (PhD obtained at Mississippi State University): “Collaborative Resilience: The Multi-Level Structural of Organizational Kinship in Socioeconomic Collectives
  • Dr P C Narayanan, Indian Institute of Technology-Madras: “Cross-Border Acquisitions Involving Emerging Market Firms: A Study on the Impact of Country and Deal Characteristics on Value Creation
Operations and Production Management: Category sponsored by International Journal of Operations & Production Management
  • Dr Peter Marzec, Nottingham University Business School: http://www.nottingham.ac.uk/business/index.aspx  “A Knowledge-Based View of Process Improvement: A Mixed Methods Study into the Role of Social Networks and Knowledge Acquisition”
  • Dr Juliana Bonomi Santos, Lancaster University Management School: http://www.lancaster.ac.uk/lums/ “Operations Management Perspectives on Expert Services”
All details as well as a FAQ are available for you here. The application form you can find here.

ODRA erimYou may also be interested in:

Business Development in Latin America: The Very Best Cases

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Learning and Development: Skills, Suppliers and Technology

Lumesse LD coverThe learning & development (L&D) function has, in general terms, been slower to move to digital than other parts of the enterprise, according to this Think Tank report by Lumesse. The report looks at the issues facing the L&D community focusing particularly on skills in L&D, L&D suppliers and technology as both driver and enabler.

Key points from part one: L&D and learning technologies
  • Priority skills that L&D needs for the future might not be the obvious ones of technology and instructional design
  • More important could be knowing how to work with the business, listening to your learners and comms/marketing skills
  • It’s not just about a change of skillset, but a shift in underlying attitude too
  •  70:20:10 is an important concept, but 24:25:51 is coming
  • Curation is a critical new skill to master
  • Coaching and mentoring, train-the-trainer also important
  • Some hard truths to accept: you can only fully control the 10%, a lot of learning belongs in the line – and L&D might shrink, but be focused more on innovation and consultancy.
How well do learning providers serve L&D?  Key points from part two:
  • Learning is getting briefer and more chunked, but learning providers are slow to adapt to the change
  • Buyers would like to see some certification for quality – and better technical standards
  • ‘Solutioneering’ is a common problem – but vendors do it too!
  • Buyers complain of lack of imagination among suppliers
  • The entrenched split between the digital and instructor-led sides of the industry frustrates the buyers’ desire for channel-agnostic solutions
  • Buyers acknowledge that aspects of their internal culture, and poor procurement, can make life difficult for vendors.
Part Three: Technology as both driver and enabler
  • Digital tech is enabling knowledge transfer in ways that are not always like-for-like replacements of traditional physical-world activities
  • Digital learning is putting pressure on silo boundaries (e.g. that between training and comms) – or dissolving them altogether
  • Digital’s tendency to aggregate and commoditise content means big changes for learning, which has traditionally been heavily content-based
  • Digital enables many things that simply weren’t possible before – challenging L&D to grasp some big opportunities in, for instance, better transfer of learning into the workplace
  • L&D needs to learn the new dynamic of fast response and adaptation in order to make the most of digital learning
  • This new dynamic puts pressure on suppliers as well, to adapt to the new ways in which their top deck clients are operating.
Please download the 30-page report for the detailed findings.

Gulf Region: Closing the Skills Gap

EY gulf skillsgap coverThis new study is based on an EY survey with over 1,000 GCC national students and 100 private sector employers in Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE.

EY experts suggest four collaborative approaches to creating an ecosystem of progress from education into employment:

Aligning curricula with employers’ needs: Unless local educational content is directly in line with what GCC employers need, young nationals cannot be adequately prepared for private sector employment. Only 29% of employers currently feel that the education system in their country prepares students with the right technical skills for the job.

Developing the workforce through experience and training: Work experience, such as internships, vocational training and apprenticeships, is vital to ensure students receive practical training that is employer-led.

Providing information about careers: This EY survey shows that 72% of young nationals rely heavily on friends and family for advice about careers and information about specific jobs.

Encouraging a culture of employment, innovation and entrepreneurship: If governments are to create dynamic private sectors that support their local populations, they need to find ways to boost appetite for taking on challenging work. They also need to raise the profile of alternative – but increasingly important – employment options, inspiring entrepreneurs to start their own businesses.

The EY experts also suggest next steps:
For the education sector: execution
  • Invest in a clear picture of the future business landscape to ensure that the national educational infrastructure is designed to fit the national job profile of the future
  • Focus on raising teacher training quality and introducing new approaches and techniques to teaching
  • Adapt the curricula, developing a balance of practical skills and academic understanding that is relevant to the current and future job market, and integrating work experience
  • Enhance curricular and extra-curricular opportunities to develop enterprise skills and mindset
  • Engage with parents and guardians to support young people’s career decisions
For the private sector: engagement
  • Get involved in schools, colleges and universities, talking to students, providing advice and forming partnerships to help develop curricula and work experience schemes
  • Collaborate within sectors to develop a clear, consistent set of needs to discuss with schools and the government, defining the technical and soft skills, as well as the behaviors and attitudes, that a graduate needs to have for you to hire them
  • Invest and sign up to job training, work placements and internships. Support or create apprenticeships, creating fast-track schemes for participating students
For the government: enablement
  • Mandate and push through educational initiatives with a clear strategy and focus
  • Provide incentives to the private sector to get more involved; for example, through apprenticeships and graduate training schemes
  • Ensure that incentives are not distorted further by considering equalizing public sector pay with that of private sector benchmarks
  • Get the message out to young people that employment in the private sector is rewarding
  • Invest in promoting the merits of entrepreneurship and establishing a business

For further details, you can download the 30-page report in printable format or you can check the dedicated website for a summary and detailed charts.

Mobile Websites Key to Attracting New Students

CCrisp GenWeb coverBusiness schools that don’t have a mobile website are missing out on new students according to the ninth round of the GenerationWeb study. In 2015, 61% of students in the study use their smartphone as their main device to go on line compared with just 5% in 2010; almost 30% use their smartphone to take a first look at a prospective business school.

When prospective students search on their smartphones they are most likely to be looking for course details, application deadlines and fee information.  This year’s GenerationWeb study, conducted by CarringtonCrisp with EFMD, covered 41 business school websites around the world and took views from more than 500 students across 49 nationalities.

As a participant in the GenerationWeb benchmark study for the past three years, we’ve seen tremendous benefit in the trend analysis of business students’ general online experience, as well as their experience with our own website,” says Gene Begin, Senior Director for Integrated Marketing at Babson College.

CCrisp logoAndrew Crisp, author of the report, commented “The rise of social tools and media doesn’t mean the traditional school website is dead.  However, making an impact is becoming more difficult and it is clear that the top school websites in this year’s study are working hard on design and increasingly thinking about audience and content to get their message across.

Smartphone usage is often led by social media and apps, and prospective business students are no exception; more than 90% use Facebook, over 60% use LinkedIn, half have a Google+ account, 74% use What’s App, 69% are on Instagram, 64% on Snapchat and 54% are signed up to Twitter.  Just over 40% of business students are searching for information about business schools on social networks.

Schools wanting an effective website still need to think about the basics.  The report finds a clear link between site speed, ease of navigation and quality of search with the overall impression a site gives about a business school. When visiting a school website, students want quick access to the 4Cs - courses, costs, careers and campus experience.  Content should be authentic rather than marketing-speak with use of stories from students and alumni to get across key messages.

The potential impact of a site is demonstrated when students are asked whether having seen a site in the study they would have considered applying to that school – the best school has a positive response of over +60%, while the poorest performer is at almost -40%.  The top school in this year’s study was Regent’s University, London.

A copy of the GenerationWeb report can be purchased from the CarringtonCrisp website for £350.

New Research Findings on Leadership Development

BrandonHall 15leadership dev cover For every organization everywhere, leadership excellence continues to be mission-critical year over year.

According to the 2015 State of Leadership Development Study - a new research report by Brandon Hall Group released last week:
  • 18% of organizations say their leaders are “very effective” at meeting business goals.
  • 36% of organizations say their leadership development practices are still below average or poor
  • 16% have a well-functioning process for measuring leadership capability.
This new research report by Brandon Hall Group also details critical calls to action:
  • Understand the New Leadership Workforce Demographics
  • Accelerate Millennial Development
  • Institutionalize ‘Just for Me’ Leader Learning
  • Use Predictive Leadership Analytics
The five highlighted key findings on the 2015 State of Leadership Development are:  
Leadership Requirements: Vital, but Infrequently Defined: Improved alignment is needed of business strategy, leadership strategy, and leadership development strategy.
Deficit of High-Quality Leaders is a Global Concern: Content does not necessarily drive development of critical leader skills, and delivery modalities are not keeping pace with leaders’preferences for learning.
Developing Leaders to be Effective Coaches is Critical: Asking for the most critical priorities for improving leadership capabilities: The top answer (57%) was developing leaders to be effective development coaches.
Development at All Leader Levels is Still an Opportunity: Of particular interest in the survey results was the low number (20%) of organizations that highlighted Millennial leaders as a critical talent segment to prioritize for development over the next one to two years.
Leadership Development Spending Expected to Rise: Leadership development was  cited by 52%  of organizations as the single talent process that will receive the greatest increase in talent budget allocation over the next 12 to 24 months.

The 55-page report has also sections on:

Leadership development leading practices: seven long-standing  and three new
The high-performance leadership development framework: composed of three key components:
  • Contextual frame: culture, governance, measurement, technology
  • Process frame: align on leadership requirements, assess leadership capabilities, develop capabilities at all levels, optimise leaders’ ability to perform, sustain leaders’ performance by embedding a leadership culture
  • The eight Success levers: such as change management, stakeholders experience
BrandonHall’s leadership development impact model: with four levels of leadership development effectiveness.
For all the details, you can download for free the 55-page report in pdf: an interactive table of contents makes the detailed findings and charts easily accessible.

Social Learning for Social Impact: McGill on EdX

McGill GROOC bannerEdX McGill is launching its first ever Massive Open Online Course (MOOC) for group learning (GROOC), entitled “Social Learning for Social Impact”. It will focus on learning in groups, either with a participant’s own team or with a team formed with like-minded people from around the world (using a unique matching method).

Participants will also be exposed to dozens of scholars and practitioners in the field of social change. Taught by Desautels Faculty of Management’s Henry Mintzberg, Leslie Breitner, Anita Nowak and Carlos Rueda.

This unique GROOC (a MOOC for groups) is part of a university-wide effort led by Teaching and Learning Services to develop McGill’s MOOCs through the edX consortium. It is McGill’s first MOOC designed solely for the EdX platform (i.e. not based on a pre-existing course).

The free 11-week course begins on 16 September 2015 and aims to inspire the creation of social businesses and initiatives that will help make our world a better place.

McGill GROOC mintzbergThe learning outcomes of this course will be highly personal and will depend on your level of participation in the GROOC community, however, this GROOC has been designed to help you:
  • Work as a high-functioning team (Co-Creating)
  • Learn your way to a prototype (Designing)
  • Grow your social impact (Scaling)
  • Find resources to help sustain your efforts (Resourcing)
  • Discern when and how to measure your impact (Assessing)
You may want to find out more about this unique GROOC on EdX platform.  For an intro, you also can watch the the video  and you can also register at once.

With any questions you may have: please contact This email address is being protected from spambots. You need JavaScript enabled to view it..">This email address is being protected from spambots. You need JavaScript enabled to view it.. Please also check the schools's website for all latest news.

Top Cases on Indian Management Practices and Challenges

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

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

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

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

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

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

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

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

Leadership in Tomorrowland: Ten Domains plus Eight Key Roles

Tomorrowland ESADE FWCThis article offers strategic questions for leaders to develop people, companies, and ecosystems that are able to flourish in a high tech, high touch, and high growth work reality.

The forces of globalisation, digitalisation, virtualisation and creation are reshaping the world of work. Organisations that are able to guard against the risks and to capitalise on the advantages that these forces are bringing will be prepared for the challenges and opportunities of tomorrow. Authors  Dolan, Makarevich and Kawamura suggest ten domains to assess your level of preparedness.  The three authors are in  the Future of Work Unit in ESADE.
The ten domains include: “The Mix Of Skills And Education That Knowledge Workers Will Need” and questions that executives need to ask themselves include:
  • How well are my company’s hiring practices performing the task of selecting employees with the right skills for the working world of tomorrow?
  • Are my company’s retention and promotion practices geared toward rewarding the skills and attitudes that will be instrumental in the future?
  • How are we creating cultures, practices, and capabilities that develop and maximize human potential?
  • Is my company promoting executives whose outlook (and not only skills and past accomplishments) make them ready to lead the company into the future in the face of upcoming changes?
  • How well does my own set of skills prepare me for the world of work that will be markedly different from today?
The other domains are:
  • The Impact Of Technology And The Cyber-Age On The Future Of Work
  • The Type Of Work That People Will Be Performing
  • Where Will People Work And What Locations They Consider Desirable
  • Work And Non-Work (Leisure) Combinations: The New Mix (Balance And Integration) Of Activities In A Typical Day
  • Portfolio Employment
  • The Social Context In Which Work Will Take Place
  • The Physical Context In Which Work Will Take Place
  • Perspectives On Productivity And The Factors That Contribute To Them
  • Work And Life Satisfaction In The Future
Please click to read the full article in the European Business Review: "Are You – And Your Company – Prepared For The Future Of Work In Tomorrowland?"

Tomorrowland Strategy bookYou may also be interested in “Why leaders need to be animators”: Successful firms meet the challenge of selecting, combining, and effectively implementing the appropriate combination of strategic approaches and adjusting it as circumstances change. This calls for the leader being the animator of a dynamic combination of strategic approaches, which we refer to as the "strategy collage".

In his blogpost, Martin Reeves, Boston Consulting Group, identifies eight key roles which leaders need to play to achieve this in today's complex and dynamic environments.
  • Diagnostician: takes an external perspective
  • Segmenter: matches approach to environment
  • Disruptor: reviews diagnosis and segmentation
  • Team coach: selects the right people for the job
  • Salesperson: advocates for the strategic choices
  • Inquisitor: asks probing questions to help thinking
  • Antenna: selectively amplifies important signals
  • Accelerator: puts weight behind critical initiatives
To learn more about leadership in the context of the strategy palette, see "Your Strategy Needs a Strategy" (Harvard Business Press, 2015).

Economics Business Studies Expert Community: Open Plenary in Glasgow

EAIE 940x150 Glasgow
We are pleased to inform you that in September 2015, the 27th Annual EAIE Conference - Europe's largest international higher education conference - is taking place in Glasgow, Scotland. Next to an innovative conference programme, you can expect the famous Glaswegian culture, hospitality, and even some EAIE tartan thrown into the mix!

The Economics Business Studies (EBS) Expert Community has a pleasure to invite you to Opening Plenary: "Business and Management Education at crossroads"

When: Wednesday, 16 September 2015,  11:30-13:00
Where: Crowne Plaza Hotel, Level 0, Argyll 1EAIE logo

The Dean of Strathclyde Business School, Prof. Susan Hart, and EFMD Quality Services Director, Prof. Michael Osbaldeston, will discuss challenges in internationalisation faced by economics, business and management schools, departments and faculties; the relevance of internationalisation; and how to measure quality of internationalisation in management education.

The Plenary is followed by a networking reception.

More information available here.

Top African Business Cases: Specific Challenges for Telecomms

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

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

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

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

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

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

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

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

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

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

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

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

Please do consult the event website for the full details.

MBA Studies: Five Australian Business Schools Tackling Gender Imbalance

AU MGSMCurtin University, the University of South Australia, Monash Business School and Sydney Business School have combined with the Macquarie Graduate School of Management (MGSM) to deliver their Women in MBA program (WiMBA)  -- which partners with business to identify top female employees and support them financially, logistically and by offering support and guidance to complete MBA study. This WiMBA Network will make the WIMBA program available to women in South Australia, Wollongong, Melbourne, Sydney and Western Australia for the first time.

EFMD wants to warmly congratulate the EFMD member schools on this innovative initiative.

The schools are committed to raising almost $20 million (in university and industry funds) to attract 320 new women into MBA programs over the next three years. The Memorandum of Understanding was signed on August 7 at the Australian Business Deans Council meeting.

"Studies show that a MBA has a significant impact on career pathways with graduates reporting a promotion, increased responsibilities and an increase in their salary package. However, in 2015, MBA degree enrolments are 30 - 35 per cent female, it's just not good enough," said Professor Keneally, MGSM's Director of Gender Inclusion.
"Since MGSM introduced the WiMBA program almost 12 months ago, more than 40 women, sponsored by around 25 corporate partners have signed up to this program. However, MGSM is limited to a small geographical area and this network enables the program to spread nationally and provide more Australian women with an opportunity to advance their career through MBA study" she also said.

AU monach"We believe that by addressing the inequality at enrolment level we could have a real impact on the numbers of women working in senior management, executive ranks and on the boards of our leading companies," said the Dean of MGSM, Professor Alex Frino.

Each signing institution has commented on the network:

Colm Kearney, Head of Monash Business School and Dean of the Faculty of Business and Economics said: "Monash Business School has a strong commitment to promoting equal opportunity in employment, education and service delivery. We are proud to be part of the WiMBA Network to further our support of equity in MBA education and, by extension, in the boardroom."

AU curtinUProfessor Tony Travaglione, Pro Vice-Chancellor, Curtin Business School said: "Curtin University is based in Western Australia; a mining, oil and gas intensive state. As such, we are acutely aware of the need to encourage and equip women for leadership roles and believe the introduction of scholarships specifically for women will encourage our business community to create the next generation of female leaders."

AU sydney wollongongProfessor John Glynn, Executive Dean, Faculty of Business/Sydney Business School, University of Wollongong said: "The network will ensure our future female leaders in Sydney and Wollongong have an opportunity to study in a supportive learning environment where they can gain the knowledge required in business to drive success, while receiving financial support from their organisation and the Sydney Business School."

AU USaustraliaUniversity of South Australia Pro Vice Chancellor Business and Law, Professor Marie Wilson said: "The partnership would be important in generating national opportunities for women to grow their influence and leadership. Because WiMBA is about a partnership with business to develop female leadership it does two things -- it gets business and industry thinking in the right way about women's potential and then it gets them to back women to achieve that potential. UniSA Business School is really proud to be part of a network that will support enterprising women in their career progress."

About the WiMBA program: Based on the findings of research conducted by MGSM which found that cost and time are the primary barriers to women completing MBA study, the WiMBA program encourages diversity in leadership by partnering with business to identify top female employees and supporting them through an MBA. It is driven by an internal sponsor -- a key employee of the corporate partner -- who nominates company employees on the basis that they are potential future leaders of the company.

Case Studies on Euro-Mediterranean Management Styles

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

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

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

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

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

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

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

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

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

emerald efmd banner

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

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

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

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

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

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

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

Emerging Chinese Competitors: Strategies Investigated in Top Case Studies

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

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

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

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

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

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

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

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

The Best Cases on Supply Chain Management as Competitive Advantage

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Also the winning cases from the previous years in the “Finance and Banking” category may be of interest to you:
Tumi and the Doughty Hanson Value Enhancement Group”, IMD, Switzerland
The authors investigate some of the hottest issues in the private equity industry, in particular active ownership strategies; the current difficulties in managing exits, also known as the “portfolio constipation”; the progressive incorporation of corporate social responsibility agendas in the value creation plan of buyouts; and the relationship between private equity investors and the senior management of the company.

"Apple – Time to ‘Think Different™’ about cash?", Vlerick Business School, BE
This case explores Apple’s tax payments and investigates the company’s capital structure, cash position and dividend policy. All these elements have a significant impact on Apple’s value and on methods appropriate to gauge Apple’s valuation level.

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

Critical Family Business Issues: Top Cases on Talent, Ownership, Growth and Communications

Case2014winner logoInter-disciplinary coverage of family business entrepreneurship related issues is at the core of the “Family Business” category of the EFMD Case Writing Competition. The 2014 winner in this category is:

J.M. Huber: A Family of Solutions”, written by Benoît Leleux, and Anne-Catrin Glemser, both at IMD, CH.

imdThe J.M. Huber case, based on extensive personal interviews with senior executives and family members of the J.M. Huber family business, one of the largest and oldest American family businesses, investigates the unique culture and governance structures and processes of the firm, its roots and the multiple forms of expression that enables it to survive and thrive over six generations and about as many fundamental strategic shifts (pivots) and repositionings. The following questions are explicitly addressed:

  • Can a family business culture be a “weapon to attract talent,” as stated by the CEO?;
  • What factors should be included and how should they be weighted in the recruitment of the next CEO? What kind of CEO profile should they target?;
  • How much should the family business continue to open up its communication, both internally (for family shareholders and family members) and externally (for broader stakeholder groups)?;
  • How does the Huber family instil a sense of purpose and a shared vision among its owners? In particular, how much are the various factors – the family principles and values, the Huber business principles and the Mike Huber Award – contributing?;
  • Where does the firm find the infamous “family glue” and how does it try to strengthen these bonds?;
  • What are the advantages and disadvantages of inclusion, i.e. incorporating as many family members, including in-laws? Why are many family firms reluctant to adopt/resist an inclusive environment? What structures and processes has Huber adopted to facilitate inclusiveness?

Also the finalist cases from last year in the “Family Business” category may be of interest to you:

"Trusted Family: For Families, by Families, forever… "by IMD Switzerland
This video-case is an innovative and entertaining basis to discuss a number of critical family business issues, such as governance and the communication needs of large multi-generational family firms, entrepreneurship by next generation members, the brand value of family names, etc.

"The Future of AFG: How Family Attachment Influenced Growth", Rotterdam School of Management, Erasmus University, NL.The case deals with a dilemma the Italian family firm AFG faced after making a significant investment to grow its business and the strategic decisions to be taken by the CEO.

Hermès, INSEAD, FR. This case follows the evolution of two distinct types of family-owned luxury houses. Hermès represents traditional excellence – with its low-key style, highest quality workmanship, and dependable designs. LVMH is a luxury conglomerate that grows by acquisition of designer labels. The authors explore the ownership battle between them.

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

Entrepreneurship: The Winning Cases from the EFMD Case Writing Competition

emlyonThe “Entrepreneurship” category of the EFMD Case Writing Competition is sponsored by EM Lyon and the 2014 winner in this category is: 

Jungle Beer: An Entrepreneur's Journey”, written by Christopher Dula and Kapil Tuli, both from Singapore Management University, SG.

This case follows Aditya Challa, a craft beer aficionado whose passion for good beer led him on an international quest to study the art of brewing in Scotland and eventually to Singapore, where he started a microbrewery business with his friends in 2011. By October 2012, sales of his craft beer have been increasing 20% per SMU logomonth, bringing up his production to about one third operating capacity.

However, future growth remains uncertain — with specific challenges in distribution and branding. Craft beer is still a relatively unknown concept in the city-state, and consumers remain sceptical of premium priced local beer. Moreover, big breweries in the Singapore market have already locked down most retailers with exclusive draft contracts. Challa has to review his business model and growth strategy in terms of how and where he can sell his beer while continuing to build the Jungle Beer brand.

Also the below winning cases from the previous years in the “Entrepreneurship” category may be of interest to you:

WooRank: Creating & Capturing Value in a European Web Start-Up, Solvay Brussels School of Economics & Management, BE. The cases examine a Belgian web start-up (WooRank) that develops and markets online tools for Search Engine Optimization (SEO) through to a Software as a Service (SaaS) model. The two case studies highlight the strategic and sales challenges.

Case2014winner logoLaastari: Building a Retail Health Clinic Chain, INSEAD, France. This case study presents an example of business model innovation in the context of primary care delivery. It documents the story of Laastari, a new IT-driven retail health clinic chain based in Finland, including the process that links conceptual strategy to implementation and practice, as well as the evolving stakeholder ecosystem of the company. 

You can consult the impressive list of winners for all 14 categories on the EFMD website, as well as details for the EFMD Case Writing Competition in general. With the aim of encouraging the writing of case materials, EFMD has been organising this annually for decades and this year saw a record number of 258 high quality entries.

Corporate Social Responsibility: Winning Cases on WWF, Hewlett-Packard, Accenture and Novo Nordisk

kedge logoCase2014winner logoWith the aim of encouraging the writing of case materials, EFMD has been organising its annual Case Writing Competition for over 40 years.  The category “Corporate Social Responsibility” looks for innovative ways companies are managing the demands for socially and environmentally responsible business practice.  This category is sponsored by Kedge Business School and the 2014 winner is:

WWF's Living Planet @ Work: Championed by HP”, written by Oana Branzei, Richard Ivey School of Business and Haiying Lin, University of Waterloo.

Leading up to the completion of a successful partnership between Hewlett-Packard Canada and World Wildlife Fund Canada, the two individuals who championed the program contemplate their separate and joint next steps: should their organizations renew or exit the partnership?

R IveySoB logoTogether, they had designed and delivered a world-first program, Living Planet @ Work, which had enrolled more than 500 companies, large and small, whose employees had already raised more than $1 million in charitable donations through workplace giving. The program was helping corporate Canada harness the collective desire and power of their employees for the good of business and the future of the planet. The two champions had a short window to go global and scale up the positive impact of the program.

Also the winning cases from the previous years in the “Corporate Social Responsibility” category may be of interest to you:

UWaterloo logoIn 2013, it was Accenture Development Partnership, by INSEAD France. Accenture Development Partnerships is a “not-for-loss” business unit established inside Accenture in 2003 to serve NGO and development sector clients.

The case provides an example of the effective development of a sponsorship network for securing buy-in for a new venture and illustrates the challenges of deciding how far a new venture should be separated from or integrated with the main business of the firm.

In 2012, it was Novo Nordisk: Managing Sustainability at Home and Abroad, by EM Lyon Business School in France.

This case was written to help students develop skills in analyzing the potential strategic purposes of sustainability when applied to a global business context. The case focuses both on internal organization issues in a multinational organization, as well as on how to develop a sustainability strategy in a highly competitive business context in China.

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

43 New EFMD Members Ratified

AGM newmembersEFMD wants to warmly welcome the new members ratified at the EFMD General Assembly Meeting on 8 June, 2015. The new institutions are:
  • AFI - L'Université de l'Entreprise, Senegal
  • Amcor Flexibles, Switzerland
  • Amsterdam University of Applied Sciences, International Business School,
  • The Netherlands
  • Australian Catholic University, Faculty of Law and Business, Australia
  • Azerbaijan State University of Economics, MBA Department, Azerbaijan
  • BEM Management School, BEM Dakar, Senegal
  • BML Munjal University, School of Management, India
  • Bogazici University, Department of Management, Turkey
  • CISCO Systems, Belgium
  • Dalian University of Technology, Faculty of Management and Economics, China
  • Foundation San Pablo Andalucia CEU, Postgraduate Institute and Executive Education Department, Spain
  • Helsinki Metropolia University of Applied Sciences, Metropolia Business School, Finland
  • IAE de Grenoble, Université Pierre Mendès France, France
  • ICD International Business School, France
  • Indian Institute of Management Calcutta (IIMC), India
  • Istanbul Medipol University, School of Health Sciences, Turkey
  • Lehigh University, College of Business and Economics, United States of America
  • Liverpool Hope University, Liverpool Hope Business School, Faculty of Arts and Humanities, United Kingdom
  • Mälardalen University, School of Business, Society and Engineering, Sweden
  • National Sun Yat-sen University, College of Management, Chinese Taipei
  • National Taiwan University of Science and Technology, School of Management, Chinese Taipei
  • Neumann Business School, Peru
  • OCP S.A., Morocco
  • Ryerson University, Ted Rogers School of Management, Canada
  • Saint Paul Escola de Negócios, Faculdade Saint Paul, Brazil
  • SDM Institute for Management Development (SDMIMD), Business School, India
  • Shanghai International Studies University, School of Business and Management, China
  • Sultan Qaboos University, College of Economics and Political Science, Sultanate of Oman
  • The Australian National University, ANU College of Business and Economics, Australia
  • The University of the West Indies, Arthur Lok Jack Graduate School of Business, Trinidad and Tobago
  • Turar Ryskulov New Economic University, Republic of Kazakhstan
  • Umm Al-Qura University, Faculty of Business Administration, Saudi Arabia
  • Universidad de Lima, School of Business, Peru
  • Universidade Positivo, Brazil
  • Universidad Panamericana, Campus Guadalajara, College of Economics and Business Administration, Mexico
  • University of Economics in Katowice, Poland
  • University of Stavanger, UoS Business School, Norway
  • University of Sussex, School of Business, Management and Economics, United Kingdom
  • University of Tasmania, Tasmanian School of Business and Economics, Australia
  • University of the Fraser Valley, School of Business, Canada
  • Zeppelin University, ZU Professional School, Germany

Please feel free to consult the EFMD List of Members, for your ease it is organised by country and has direct links to all institutions.

EFMD membership offers the unique opportunity to become part of the leading international network in the field of management development. The wide spread portfolio of networking opportunities allows for an enriching interaction among peers to discuss, share and benchmark their experiences.

It provides unlimited access to a global network of management education providers, companies, public sector organisations and consultancies. You may want to know more about the access to information, to services, and to quality improvement tools.

Key EFMD & EFMD GN Events in the Second Half of 2015

EFMD NewLogo2013 LR coloursBefore the summer, we would like to update you on the key EFMD events planned for the second half of 2015. You may want to register now while your calendar is not too full or perhaps share the events with colleagues who might be interested in attending.


15 September 2015 is the date for the next EFMD Future Series Webinar. Focus theme is “Innovative Technology-Based Ways to Run Engagement Survey”. This web-based event will run from 12:30 till 14:00 (GMT+02:00).

The EPAS XXL Accreditation Seminar  will take place on 17-18 September, at the EFMD premises in Brussels, Belgium.

17-18 September are also the dates for the next EQUIS XXL Accreditation Seminar. Hosted by Solvay Brussels School of Economics and Management, ULB - Université Libre de Bruxelles,Belgium.

The 2015 EFMD Conference on Undergraduate Programmes will be held on 30 September - 2 October in Prato, Italy, hosted by Monash Business School. “3E Learning – Engagement, Experience, Employability” is this year's theme.


October is one of the busy months, with the 2015 EFMD Executive Development Conference taking place on 14-16 October. Host institution is Barcelona School of Management in Spain where participants will explore “Learn to Transform in Unpredictable Times.”

EQUIS and EPAS Accreditation Seminars will also be held in Prague, Czech Republic. The next one is held on 15-16 October 2015 at the University of Economics, Faculty of International Relations, Prague.

Quebec City in Canada is the location of the 2015 EFMD GN Americas Annual Conference. It is Université Laval that will host this event on 19-21 October 2015.

The next Future Series Webinar focuses on “Engaging the Future Workforce - is GEN Y Different?”.  This webased event will take place on 20 October 2015.

Finally, October will feature the Sharing Best Practice CLIP Workshop on 29-30 October 2015. Hosted by London Business School in London, UK, under the theme: “The 100-Year-Life: a Chance to Diffuse the Demographic Time Bomb in your Business.”


November has an extra global flavour with Miami, United States as the location for EQUIS and EPAS Accreditation Seminars. Manchester Business School – Americas Centre, Miami will be the host for the seminars on 12-13 November 2015.

The 2015 EFMD Career Services Conference will take place on 18-19 November 2015. “Connecting for Success” will be the theme of this event hosted by University of Groningen in Groningen, the Netherlands.

In Phuket, Thailand, the first EFMD GN Asia Annual Conference will take place on 20-21 November 2015. Host institution is Sasin Graduate Institute of Business Administration of Chulalongkorn University.

The 2015 EFMD Africa Conference will take place from 29 November till 1 December 2015. Taking place in Dar Es Salam, Tanzania, this event is hosted by Institute of Finance Management (IFM), Dar Es Salam, Tanzania, with the support of IESEG School of Management.


December will host the 2015 EFMD Conference on Master Programmes. On 9-11 December 2015, Católica Lisbon School of Business & Economics will host the event in Lisbon, Portugal.

Please also note that preparations are well underway for the:

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

EFMD is Delighted to Announce the Winners of the 2014 EFMD Case Writing Competition

CaseWriting-Award ecch

Winners include IBS Hyderabad, IE Business School, IMD, Indian School of Business, INSEAD, Kellogg School of Management , L.N. Welingkar Institute of Management Development, Middlesex University Dubai, Richard Ivey School of Business, Rotterdam School of Management, Singapore Management University, University of Regina, University of Waterloo.

EFMD is delighted to announce the winners of the first phase of the 2014 EFMD Case Writing Competition. The quality of the case entries was again exceptionally high so we thank all of you who took part. The "Best of the Best" category is now being evaluated by The Case Centre and the results of the overall winner of the competition will be announced later in the year.

Corporate Social Responsibility: “WWF's Living Planet @ Work: Championed by HP”, written by Oana Branzei, Richard Ivey School of Business and Haiying Lin, University of Waterloo. This category is sponsored by Kedge Business School.

Entrepreneurship: “Jungle Beer: An Entrepreneur's Journey”, written by Christopher Dula and Kapil Tuli, both at Singapore Management University, SG.  This category is sponsored by EM Lyon.

Family Business: “J.M. Huber: A Family of Solutions”, written by Benoît Leleux, and Anne-Catrin Glemser, both at IMD, CH.

Finance and Banking: “Infineon Technologies: Time to Cash in Your Chips?” written by Denis Gromb and Joel Peressn, both at INSEAD, FR. This category is sponsored by Toulouse Business School – Groupe ESC Toulouse.

Supply Chain Management: “Vanderlande Industries: Parcel And Postal Predicaments”, written by Rene de Koster and Philip Lazar, Rotterdam School of Management, NL. This category is sponsored by Kedge Business School.

Emerging Global Chinese Competitors: “Yancoal: The Saskatchewan Potash Question”, written by George Peng, Paul J. Hill School of Business at University of Regina, CA and Paul Beamish, Richard Ivey School of Business, CA.

Euro-Mediterranean Managerial Practices and Issues: “Rosa Vaño And Castillo De Canena”, written by Rosario Silva and Custodia Cabanas, both at IE Business School, ES. This category is sponsored by Groupe Sup de Co Montpellier Business School.

African Business Cases: “Mobile Telecommunications: Two Entrepreneurs Enter Africa”, written by Benjamin Jones and Daniel Campbell, both at Kellogg School of Management, US. This category is sponsored by China Europe International Business School (CEIBS).

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

Responsible Leadership: “SEWA (A): Ela Bhatt”, written by Sonia Mehrotra, L.N. Welingkar Institute of Management Development and Research, IN and Oana Branzei, Richard Ivey School of Business, CA. This category is sponsored by University of San Diego - School of Business Administration.

Inclusive Business Models: “Gillette's "Shave India Movement": Razor Sharp against the Stubble?”, written by Christopher Dula, Srinivas Reddy and Adina Wong, all at Singapore Management University, SG. This category is sponsored by IMD.

Latin American Business Cases: “Chile's Concha y Toro: A Silver Bullet for the Global Market”, written by V. Namratha Prasad and Muralidhara G V, both at IBS HYDERABAD, IN.  This category is sponsored by Universidad Externado de Colombia.

MENA Business Cases: “The Booming GCC Retail Sector: Prospects for Online Fashion Retailers”, written by Muneeza Shoaib and Hameedah Sayani, both at Middlesex University Dubai, UAE.  This category is sponsored by HEC Paris in Qatar.

Bringing Technology to Market: “Moser Baer And OM&T -- Choosing A Strategic Partnership Mode”, written by Kannan Srikanth, Sonia Mehrotra, Priyank Arora and Geetika Shah, all at Indian School of Business, IN. This category is sponsored by ESMT.

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

Quality Services Events in the Second Half of 2015

Would you like to learn more about the EFMD Quality Services offer? Do you manage the accreditation process and wish to gain a thorough understanding of the process, standards & criteria? The EFMD Quality Services have different types of seminars that will address your needs, wherever you might be in your accreditation journey.

EQUIS logo13 LRWe are happy to publish the upcoming accreditation events in the second half of 2015.

Learn more about EQUIS, EPAS and EDAF by attending one of the different types of information events:

-    Information sessions: Get a glimpse of the process! These events are targeted at Business Schools with little knowledge of EFMD accreditations and quality services (2-3 hours sessions)

-    Introductory seminars: Already know a little but still undecided? These seminars are targeted at Business Schools that consider EFMD accreditation or mentoring, but have not decided yet if or when to start the process (typically, a half-day seminar)
EPAS logo13 LR
-    Standard accreditation seminars: Decided to embark on the accreditation journey? These seminars are targeted at Schools that have already decided to pursue either EQUIS or EPAS, are considering applying for EQUIS or EPAS accreditation, or are holding active eligibility and wish to get a better understanding about the system. They allow for an in-depth preparation of the application phase (typically, a 1,5-day seminar)

-    XXL accreditation seminars: Brilliant! Already in! We will guide you through the process. These seminars are targeted at EQUIS and EPAS eligible and accredited Schools. The seminars provide in-depth guidance on how to complete the different steps of the EQUIS or EPAS accreditation process successfully:  how to compile a Self-Assessment Report, how to organise an effective Peer Review Visit and how to manage the post-accreditation phase including the write-up of progress reports (typically, a 2-day seminar)

EDAF logo15 LRStill uncertain about which of the above events is most suitable for you and your School? Please contact the Quality Services Office via This email address is being protected from spambots. You need JavaScript enabled to view it., This email address is being protected from spambots. You need JavaScript enabled to view it. or This email address is being protected from spambots. You need JavaScript enabled to view it..">This email address is being protected from spambots. You need JavaScript enabled to view it.. We are always happy to assist you!

The QS department plans the following events in the coming months:

XXL accreditation seminars
-    EPAS XXL Accreditation Seminar in Brussels on 17-18 September 2015 – EFMD Office
-    EQUIS XXL Accreditation Seminar in Brussels on 17-18 September 2015 – hosted by Solvay Brussels School of Economics and Management

Standard accreditation seminars
-    EQUIS and EPAS Accreditation Seminars in Prague on 15-16 October 2015 – hosted by University of Economics, Prague – Faculty of International Relations

Introductory seminars
-    On EQUIS, EPAS and EDAF in Phuket, Thailand on 22 November 2015 (after the EFMD GN Asia Annual Conference)
-    On EPAS and EDAF in Dar es Salaam, Tanzania on 1 December 2015 (after the EFMD Africa Conference)

Practical information about registration, prices and logistics will be published on the EFMD website in due course.

2015 EFMD GN Americas Annual Conference

EFMD GN Americas Annual Conference 2015

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

CVTRUST Exclusive EFMD Member Offer: Smart Ads™ Free for 1 year!

CVTrust logoFor many business schools and universities the recruitment season is drawing to a close and offers are being sent to your 2015/16 class.  As recruitment teams start to think about where to find the next class, why not solicit the help of your alumni and graduates?
When posted to a LinkedIn profile, or shared via other channels, Smart Certificates™ become personal electronic recommendations that turn alumni into your best marketing tool.  And embedded in the certificates are Smart Ads™ that bring potential candidates direct to you.
However, not all education organizations want to leverage alumni communities for program marketing; some just want a turnkey solution to generate and manage secure digital credentials.
In recognition of the diverse needs of our client base, CVTrust is pleased to announce a new range of product and service packages. Whether you are a small or large education and training organization, we have a solution that meets your needs.

We’re also offering EFMD members a very special offer: sign up for Smart Certificates™ and get Smart Ads™ free for 1 year from the contract date.
There is no better time to implement the Smart Certificate™ solution.  Get in touch with This email address is being protected from spambots. You need JavaScript enabled to view it. to find out more.

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),…

Transnational Higher Education: Insights on Joint Programmes and Student Mobility

TransnatHE JointRussiaJoint Programmes between Higher Education Institutions of the European Union and Russian Federation
Joint Programmes are complex forms of collaboration. This report, co-authored by Nadine Burquel, EFMD Director Business School Services,  provides examples and checklists for action on how to overcome  challenges including legal restrictions, recognition issues, financial or organisational constraints, linguistic or cultural issues.

The 162-page report  highlights the  tremendous efforts put into teaching and learning cooperation in EU and Russian institutions. Several hundreds of programmes are covered and findings are structured around seven key dimensions:
  • Institutional partnership composition — Looser to more strategic partnerships
  • Programme design and delivery– Fragmented to real jointness
  • Student mobility paths — Ad-hoc to structured mobility paths
  • Recognition of study abroad — None, partial to full recognition
  • Degree types — Single (Joint), Double, Certificate
  • Programme management — From individual to institutional integrated arrangement
  • Quality assurance — Internal and external arrangement
General findings include:
  • EU-Russian Joint Programmes focus primarily on Management, Economics and Engineering, Manufacturing & Construction and are for the majority at the Master level.
  • German and French universities dominate in EU-Russian partnerships, followed by Finland and the United Kingdom.
  • In Russia, most Joint Programmes are found in Moscow, followed by St-Petersburg and Siberia.
  • Different lengths of studies in the EU and Russia create recognition problems.
  • Mobility is mainly for Russian students who travel to Europe.
For further details, please consult the 162-page report: Joint Education Programmes between Higher Education Institutions of the European Union and Russian Federation. Chapter 8 is dedicated to challenges and best practices:
  • The strength of internationalisation in partner universities
  • The lack of partners’ clear motives
  • Linguistic, cultural and legal limitations
  • Developing and establishing robust partnerships
  • Decisions at the level of programme integration and jointness
  • Creating opportunities, building brand and reputation
  • Financial constraints to ensure joint programmes’ long term sustainability
TransnatHE studentsStudent Mobility and Internationalisation
The 261-page report “Social and Economic Conditions of Student Life in Europe” presents the findings of the 5th round of the EUROSTUDENT project to which 30 countries of the EHEA have contributed between 2012 and 2015. It is a collection of key indicators on the social dimension of higher education and functions to monitor progress in the implementation of the Bologna Process reforms.  The synopsis focuses on three main topic areas: Access to higher education and characteristics of students; Study conditions; and International student mobility and future plans.

Chapter 10 examines students’ international mobility (realised and planned), obstacles to enrolment abroad, organisation and funding of enrolment abroad, and the recognition of credits earned abroad. As an indicator of internationalisation at home, the extent to which students’ national study programmes are taught in foreign language is examined. Results here indicate that:
  • International student mobility rates vary greatly by country; between 5 % and 39 % of students in the cross-sectional samples.
  • Enrolment abroad tends to be the most frequently realised foreign study-related experience.
  • Access to international student mobility can be shown to be subject to social selectivity.
  • The most critical of the analysed obstacles to studying abroad is the (perceived) additional financial burden.
  • A separation from partner, children, and friends has turned out to be the second most critical obstacle.
  • A large degree of variation across countries can also be observed regarding the organisation, funding and recognition of foreign enrolment periods.
For the full details, please go here.

CEIBS to host the International Teachers Programme© (ITP)

CEIBS-ITPThe International Teachers Programme© (ITP) supported by EFMD, is an intensive faculty development programme dedicated to helping business educators develop suitable skills and capabilities to be successful in their careers. The ITP programme is organized by the International Schools of Business Management (ISBM), a group of thirteen leading business schools located in Asia, Europe, and North America. The 2015 & 2016 programmes will be hosted by the China Europe International Business School (CEIBS) at both its Shanghai and Beijing campuses.

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

  •     CEIBS - China Europe International Business School, CN           
  •     HEC School of Management, FR
  •     IAE AIX Graduate School of Management, FR
  •     IMD, CH
  •     INSEAD Business School, FR
  •     Kellogg School of Management, US
  •     London Business School, UK
  •     Manchester Business School, UK
  •     New York University, Stern School of Business, US
  •     SDA Bocconi School of Management, IT
  •     Stockholm School of Economics, SE

I owe my professional progress to ITP. As a young teacher in Assam, India, I attended the program in 1982 and it changed my life. The curriculum transformed everything I thought I knew about management education. ITP introduced me to new pedagogical tools and strategies, and it helped me see deeper connections between my teaching and research. Through the program, I also gained greater confidence in the classroom. ITP challenged and inspired me to explore my potential, even as I learned how to help others discover their potential. This is a wonderful program for anyone who aspires to create and share knowledge with impact.
Dipak C. Jain, Dean, INSEAD

This will be the first time that the ITP has been offered outside a Western country. In addition to the many well-established qualities of the ITP, its location in China, the world's most dynamic economy, and at CEIBS, a globally top-ranked business school, adds a powerful and exciting dimension, while using most of the same international faculty as in previous programmes.

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

The International Teachers Program© is an intensive faculty-development program dedicated to helping business educators develop suitable skills and capabilities to be successful in their careers. This Programme is beneficial for junior and mid-career faculty who teach business and management at any level: Bachelor, Master, MBA, Executive Education, Ph.D. and faculty development professionals. It is ideal for participants with some prior teaching or coaching experience who are looking to take their capabilities to the next level. ITP has served over 1,500 high-caliber faculty and educators from many countries since it started more than 50 years ago.

Opportunity for Member Schools to Host EFMD Event

Hosting an EFMD event enables you to increase the visibility of your institution and to showcase your school to the global network of EFMD members. Any institution that is a member of EFMD, is active in the specific network for which it wants to host and has the capacity and facilities to host is eligible to put themselves forward. Host institutions of recent events include:

  • Simon Fraser University, Vancouver, Canada
  • Singapore Management University, Singapore
  • Cass Business School, London, UK
  • LUISS Business School, Rome, Italy
  • UPV Universitat Politècnica de València, Valencia, Spain
  • CBS - Copenhagen Business School, Copenhagen, Denmark
  • ESADE Business School, Barcelona, Spain
  • Grenoble Ecole de Management, Grenoble, France
  • Porto Business School, Porto, Portugal

As well as the commitments specific to an event, a person from the institution who has expertise in the content is invited to join the steering committee of the network for three years, for example the Dean of the school for the Deans & Directors General Conference or the MBA Director for the MBA Conference.

The EFMD website has a dedicated page with full details on cover networkingOpportunities to Host” where you can also find an EFMD Events Fact Sheet and an EFMD Events Host Application Form. Institutions who have taken this opportunity to showcase the professional approach of their organisation and who will be hosting an EFMD event in the near future include:

  • HEC - École des hautes études commerciales de Paris,Doha, Qatar
  • ISM University of Management and Economics, Vilnius, Lithuania
  • Said Business School, University of Oxford, Oxford, United Kingdom
  • Monash Business School, Prato, Italy
  • Université Laval, Quebec City, Canada
  • University of Groningen, Groningen, The Netherlands
  • Corvinus University of Budapest, Budapest, Hungary

You can find an overview of the main EFMD events with facts, target audience and recently addressed topics in the EFMD Learning and Networking guide.

Institutional Development of Business Schools

The book "The Institutional evelopment of Business Schools" provides novel empirical findings on the change and development of business schools, the causes and consequences of the ranking, and branding wars around business schools in particular and higher education systems more generally.

The book, edited by Andrew M.Pettigrew, Eric Cornuel and Ulrich Hommel, also offers a stimulating critique of some of the intellectual, professional and economic challenges facing business schools in the contemporary world, as well as concluding thoughts on “Building a Research Agenda on the Institutional Development of Business Schools”.  It has three main parts:
  • The Change and Development of Business Schools
  • Ranking and Branding of Business Schools
  • Challenges for the Future Development of Business Schools
You may also be interested to explore “Securing the Future of Management Education: Competitive Destruction or Constructive Innovation?". This "EFMD Perspectives" book (by H.Thomas, M.Lee, L. Thomas, A.Wilson) has most interesting chapters on:
  • Future scenarios for management education
  • Critical issues for the future: Unfolding gaps
  • Uncertain futures: What should business schools do now?
Of interest too may be The Business School in the 21st Century. This book is by H.Thomas, P.Lorange and J.Seth. In this book, three world experts share their critical insights on management education and new business school models in the USA, Europe and Asia, on designing the business school of the future, and how to make it work. They look at how the business school is changing and focus in particular on emergent global challenges and innovations in curricula, professional roles, pedagogy, uses of technology and organisational delineations. Set within the context of a wider discussion about management as a profession, the authors provide a systematic, historical perspective, analysing major trends in business school models, and reviewing a wealth of current literature, to provide an informed and unique perspective that is firmly grounded in practical and experimental analysis.

Also, please do check related recent articles from the EFMD Global Focus magazine:
"The socially responsible business school": David Oglethrope argues that business schools need to embrace social responsibility more enthusiastically than they have done so far.

"The new approach to growth and profitability that business schools need": Peter Lorange and Jimmi Rembiszewski argue that business schools must react more urgently to a new type of student.

2014 EFMD-Emerald Outstanding Doctoral Research Awards (Part Two)

emerald logoEFMD and Emerald Publishing announce with great pleasure the winners of the 2014 Outstanding Doctoral Research Awards. In this second listing of Winners and Highly efmd-newlogo2013-lr coloursCommended, we cover:

Leadership and Organisational Development, sponsored Leadership & Organization Development Journal

  • “Follow Me! Followership, Leadership and the Multigenerational Workforce”: Dr. Johnson, Winner from Nova Southeastern University
  • “Leadership, engagement, and workplace behaviors: The mediating role of psychological capital”: Dr. Robin, Highly Commended from The University of Melbourne

Management and Governance, sponsored by Management Decision

  • “Collaborative Resilience: The Multi-Level Structural of Organizational Kinship in Socioeconomic Collectives”: Dr. Randolph, Winner from University of Nevada Las Vegas

Human Resource Management, sponsored by Personnel Review

  • “Human Resource Management: Work-Family Reconciliation”: Dr. Glaveli, Joint winner from Aristotle University of Thessaloniki
  • “The impact of HR differentiation on employees”: Dr. Marescaux, Joint winner from KU Leuven

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

  • "The adaptation of Supply Chains to Climate Change": Dr. Kreie, Winner from Heriot-Watt University

Knowledge Management, sponsored by Journal of Knowledge Management

  • “The use of storytelling as transfer of knowledge”: Dr. Leung, Winner from The Hong Kong Polytechnic University
  • “The hidden difference – Identity status, access of knowledge and the generation of new ideas”: Dr. Silberzahn, Highly Commended from IESE Business School

Health Care Management sponsored by Journal of Health Organisation and Management

  • “Health Systems Integration: Competing or Shared Mental Models?”: Dr. Evans, Winner from University of Toronto
  • "Bottom-up safety initiatives: a case study of falls preventon at a Portuguese hospital": Dr. Barbosa de Melo, Highly Commended from  Queen's University Belfast

Award-winning entries receive a cash prize of €1,500 and international recognition. Moreover, EFMD is particularly proud to see so may EFMD member institutions represented, the first six categories of the Outstanding Doctoral Research Awards were covered in a first blog post and cover Educational leadership and strategy, Interdisciplinary accounting research, Marketing research, Information science, Hospitality management, as well as Operations and production management. You may also be interested in more details on the Outstanding Doctoral Research Awards or you may want to consult the archives of previous winners.