Launch of the Business School Impact System (BSIS) Label

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

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

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

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

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

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

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

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

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

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

Is Your Organisation Taking Part in the EFMD Excellence in Practice Awards 2016?

LastNews EFMD EiP Deadline Submission 2016

The EFMD Excellence in Practice Awards (EiP)have developed into one of the leading global awards that recognise excellence in learning and development partnerships.

In difficult times we need to reinforce the importance of investments in Leadership, Professional, Talent and Organisation Development.

Taking part in this Award helps you and your corporate client to develop and reflect on the impact and value of your learning partnership and the contribution it has made to your client organisation. EiP Gold 2015 mailing

We encourage you and your colleagues to use this opportunity to showcase your achievements by submitting a case together with one of your clients.
The submission deadline is 30 March 2016.

If you are interested in participating in 2016 (or later), you can consult the detailed EiP Brief and Submission Guidelinesfor more information.

Information session webinars are organised on 1 Februaryand 4 March for those who may have any questions about the Awards and submission process.

The Gold & Silver Award winning cases get high visibility across the EFMD network and play a central role during the annual EFMD Executive Development Conference, which in 2016 will be hosted by the Católica Porto Business School (Portugal) on 12-14 October.

Excellence in Practice Winners to date include: Amsterdam Business School - ArcelorMittal – Ashridge Business School – Atos - BAE Systems - Bentley University – CEAGA - Center for Creative Leadership (CCL) – Chicago Booth School of Business – Cisco – COWI - Danone - Danske Bank – EDF - Emerging World – FrieslandCampina - Goldman Sachs - HEC Paris – HSBC - IMD – Impact - INSEAD – ING - KickApps Startup - Lake Forest Graduate School of Management - Leeds University Business School – LIW - London Business School – Lonza – Lufthansa – MAN –  Mannaz - Merck – Microsoft – NIHR / NHS Trusts - ORMIT - Pon Holdings - Prism Venture Capital - Promsvyazbank (PSB) - RBS (Royal Bank of Scotland) – Royal Mail Group - Royal Philips Electronics - Saïd Business School (University of Oxford) – Siemens - State Street Corporation - SSE IFL Executive Education - Stora Enso - Swiss Re - The National Trust - The Wharton School - ‘the world we work in’ - TMA World - Toulouse School of Economics - UMass Boston - University Medical Center Groningen - University of St. Gallen – WHU Otto Beisheim School of Management

Quote EiPYou may also be interested to read the Global Focus Special Supplementshowcasing the Gold and Silver Awards 2015.  The winners in the categories Talent Development, Executive Development, Organisational Development and Professional Development are each described in a short article.

For any further information you can contact This email address is being protected from spambots. You need JavaScript enabled to view it..

Key EFMD & EFMD GN Events in 2016

2016 EMFD Upcoming Events

First of all, Happy New Year to all around the world! May 2016 bring you peace, happiness, prosperity & good health!

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


For the first time, EFMD is co-organising, together with GMAC, Admissions Institute for New Professionals Europe. The event will take place in Brussels, Belgium, on 8-11 February.

Another 2015 Excellence in Practice Awards Winner will be showcased at web-based EiP 2015 Webinar St John New Zealand & Melbourne Business School - Mt Eliza Executive Education, on 19 February, 9:30-11:00 CET.

The three-module Research Leadership Programme will start in Brussels on 22-24 February. This programme is run in partnership with EURAM and the following modules will take place on 31 March - 1 April and 13-14 September 2016.

The 2016 EFMD Entrepreneurship Education Conference will discuss how to model Entrepreneurship Education. The conference is hosted by Solvay Brussels School of Economics and Management, ULB - Université Libre de Bruxelles in Brussels, Belgium, on 24-26 February.


On 4 March, you will have the last chance to attend the web-based 2016 Excellence in Practice Award - Information Session (9:30-10:30 CET)

Would you like to learn what EFMD has to offer? We will welcome you at Introduction to EFMD and EFMD Global Network membership in Ciudad de México, D.F., Mexico, on 10 March. The event will be hosted by EGADE Business School Santa Fe.

Talented Senior Managers will master their strategic management and leadership skills at 2016 EFMD (ESMU) – HUMANE Winter School. The School will be hosted by UPF Universitat Pompeu Fabra Barcelona, Spain, on 6-11 March.

2016 EFMD MBA Conference will take place in Sant Cugat (Barcelona), Spain, on 13-15 March. The conference, under the theme "Digitalising your MBA", will be hosted by ESADE.

A special by invitation event, Sharing Best Practice CLIP Workshop, will be hosted by Mazars in Paris, France, on 23-24 March. Corporate learning and corporate HR practitioners from companies will debate on “Future-proofing our organisations through innovative executive engagement.”


2016 EFMD Mena Conference A3 copyThe American University in Cairo, School of Business, will host 2016 EFMD MENA Conference. All those interested in management development in the MENA region will meet in Egypt on 11-13 April.

"Surviving and Thriving in Business Schools" will be the theme of 2016 EFMD Conference for International and External Relations, PR, Marketing, Communication and Alumni Professionals, hosted by University of Edinburgh Business School, Edinburgh, United Kingdom, on 13-15 April.

In-depth guidance on how to complete the different steps of the EQUIS accreditation process will be provided during EQUIS XXL Accreditation Seminar, hosted at EFMD premises, in Brussels, Belgium, on 14-15 April.

The EPAS process will be thoroughly discussed at EPAS XXL Accreditation Seminar, hosted at EFMD premises, in Brussels, Belgium, on 18-19 April.


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

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


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


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


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

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


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

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


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

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

All those interested in management developement in Africa are invited to join us at 2016 GBSN and EFMD Africa Conference. The conference will take place in Accra, Ghana on 7-9 November, and will be hosted by the Ghana Institute of Management and Public Administration (GIMPA).

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

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

Spring EAIE Academy 2016 in Bucharest, Romania

EAIE Academy
Elevate your career and experience in the spirit of an eclectic city at Europe’s leading training event for international higher education professionals. Since 2011, more than 1000 international educators – including student advisers, credential evaluators, curriculum designers, managers, policy advisers, etc – from 20+ countries have gained valuable skills and insights in Academy courses and enjoyed some of Europe's greatest cities.

The spring EAIE Academy will take place in Bucharest, Romania, on 18–22 April 2016. The training features 11 in-depth courses on topics such as marketing and recruitment, internationalisation strategies, admissions and accreditation, summer schools and more. Registration is open until 29 March!

The EAIE is the European centre for expertise, networking and resources in the internationalisation of higher education. EAIE is a non-profit, member-led organisation serving individuals actively involved in the internationalisation of their institutions.

The University-Industry Interaction Conference 2016

UUIN conference 2016
The University-Industry Interaction Conference 2016 is the largest global event centred on university-industry interaction, entrepreneurial universities and collaborative innovation. The event will be held on 1 - 3 June 2016 in Amsterdam, the Netherlands.
Are you a university manager, researcher, policymaker or are you a business innovation or entrepreneurship manager? The UIIN conference, taking place over three days, will give you access to a wide variety of presentations and workshops and allow you to participate in numerous networking opportunities. The conference program consists out of a wide variety of aspects, highlighting the latest scientific research on university-industry interaction, providing an insight into good practice case studies from known and lesser known institutions across the world, as well as sharing experiences from practitioners.
Hosted in Amsterdam, one of Europe’s start-up capitals, the conference gives participants the opportunity to meet around 400 participants from all over the world and interact, share knowledge, and establish new contacts.
Register now and benefit from a 10% discount for EFMD members by using the voucher: EFMDdiscount.
UIIN is looking forward to welcoming you to Amsterdam.

More information available on the UIIN website:

Education - a Strategic Sector also Interesting to Emerging Countries

Guest post by Jean-François Fiorina, Vice Dean, Grenoble Ecole de Management

Current events give me the opportunity to return to a subject that is dear to me, higher education in emerging countries. The GBSN- Global Business School Network conference in Manila from the 4th to the 6th November, at which I was present, my trip to Iran, all the regional AACSB or EFMD conferences, the EDAF - EFMD GN Deans Across Frontiers (EFMD) program participate in this spirit of openness. Since these countries are now actors in the worldwide educational ecosystem, since their leaders are exerting incredible energy, I offer my convictions on the subject.
Education key« The world is not enough »
To paraphrase the title of this James Bond film from 1999 – still relevant and geopolitical par excellence! – I campaign for a specific strategy towards emerging or developing countries. Our world and « their » world have become one. Higher education cannot escape this. Why should we become involved in both a pragmatic and disinterested manner?

  • To supply locally the talents and skills needed by our global companies. We know that they no longer want (or are able to) go abroad. It is our job to find solutions to respond to this demand from French companies operating in these countries. I have already frequently given my opinion this subject; it is still a burning issue!

  • To develop specific content (case studies, good practice) to enable our students to work on specific and local situations with solutions adapted by the professors from these countries. It is essential for our students. We cannot « dump » our western visions on these regions, this will not work. The opposite is also true, schools in emerging countries should not apply our methods and principles too directly.EDAF logo15 LR

  • Because it is our responsibility to accompany the initiatives to help establishments to be better organised, to enter into a long-term quality process. Here I am thinking of the EDAF program proposed to Business schools by the EFMD.
For Grenoble Ecole de Management, it is also an opportunity to build interesting strategic alliances (see below, our program PAPTE).

  • Because they are also developing markets on which we must be present, like all the other nations. In certain countries, our presence is even eagerly awaited. Each country or zone deserves different consideration and approach. I was very pleasantly surprised by the presence of leading brands at the GBSN- Global Business School Network conference in Manila, notably American (MIT, Berkeley University), proof that attention is being paid to the emerging countries. It is enough to look at the list of members of GBSN to be convinced (see below)! Moreover one of the participants from an African country told me that he had been heavily courted by financial funds to invest in education.
Another parameter that must be taken into account: the Francophone zone, leading geopolitical stake. We have a strong hand to play. In 2050, certain studies (Observatoire de la langue française) show that 750 million French speakers will inhabit the planet. In 2015, they are estimated to be 274 million…

Another interesting figure, according to l’Observatoire international de la Francophonie, French, the 5th global language, is the 4th most used on social networks.

France is risking its credibility in relation to Francophone countries. It can legitimately exercise a soft power that the big international higher educational brands do not hesitate to use.

What are the challenges?
They are very numerous but the energy and desire that I was able to see in all the delegations offer real hope. Moreover certain challenges are identical to ours but with a much stronger degree of intensity:

  • Mass opening from a triple angle: demography, need for social ascension and willingness of women to study.
The appearance of a middle class in Africa or Brazil, for example, has changed things. Now the elites want to use their talents in their own countries. I have treated this question in one of my notes CLES de géopolitique.

  • A (too) strong presence of the public sector backed or not by the private sector or denominational institutions. The cohabitation/cooperation varies depending on the country. It is quite good in Morocco or Senegal where the public sector lacks the means to absorb the rising volumes of students. It is much more problematic in other countries where the establishments proliferate.

  • A weaker degree of professionalization, one of the most shared themes during the WISE Summit 2014 and 2015.

  • The essential role of digital technology in the access to and diffusion of knowledge to the largest number, nevertheless still under developed. An EdTech model based on the rapid development of the mobile phone network in Africa or Asia lacking existing infrastructures?

  • A brain drain and proven educational expatriation with an effective grant system proposed by certain countries. But with students understanding that their future is now in their own country rather than abroad.

  • The importance of entrepreneurship to anchor the new economical elites in the region.

  • Strong international competition with the establishments of foreign establishments of very diverse forms.
What special features for business schools ?
They are still more subjected to international competition and/or have an anarchical development in the private sector. The profusion of establishments of different sizes and nature does not guarantee teaching quality with, for some, not very commendable practices. The consolidation of markets will pass through numerous closures of establishments like in Cameroon or Tunisia.

I have remarked this willingness of business schools to play both a social and economic role in the service of development of their country. It is interesting to note that the notion of impact – of all types – is developing strongly through the program of the United Nations -UNCTAD, Business schools for impact.

Quite a few institutions that I have visited have understood. Of course the ESCA Ecole de Management in Casablanca whose mission is « to contribute to the progression of an emerging economy and has its anchor in globalisation… It trains socially responsible managers, entrepreneurs, capable of accompanying company performance and their internationalisation » explains Imad-eddine HATIMI, Associate Dean at the ESCA.

This is also true for the ISM and the IAM in Senegal, the ISCAM in Madagascar, the AIM (what a work environment!) in the Philippines.

For Grenoble Ecole de Management and its partners, the project INSEAM – Campus Euro-African de Management – is emblematic of this willingness to be involved in the development of the African continent. It will be based in Casablanca and receive students from all over West Africa. It integrates within the dynamic supported by our PAPTE program which today covers, 11 countries linked by 18 partnership conventions.

This article has been reposted from the original blop post.

ISB-Ivey Global Case Competition 2016 supported by EFMD

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

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

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

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

EFMD Enters into Strategic Partnership with StudyPortals

StudyPortals logoWe are delighted to announce that EFMD has entered into strategic partnership with StudyPortals.

StudyPortals, the world’s largest international study choice platform and EFMD, one of the word’s leading network association for management development, are joining forces with the objective to provide EFMD members with easier and more effective international marketing and recruitment solutions as well as insights on student behaviour patterns. Moreover, the partnership will raise visibility and recognition of quality management education programmes, comprising EQUIS and EPAS accredited entities, amongst prospective students.

William Davila, Chief Commercial Officer of StudyPortals said: “I am very proud of this agreement. After working for many years in business schools I can say that the amount of data about student behavior that StudyPortals is generating will help in transforming the sector in the years to come.”

With more than 12 million visits every year, StudyPortals is the leading study choice platform, helping students to find and compare all their education options globally, while delivering a global, measured recruitment channel.

“The EFMD StudyPortals strategic partnership brings a global higher education platform to all members. The easily accessible, global database of programmes, makes searching for prospective students easy while providing students with a comprehensive platform of study choice. We believe our partnership with StudyPortals will have enormous benefits for members and build stronger global bonds between our member schools and prospective students,” said Matthew Wood, Director of Operations, EFMD.

For more information about StudyPortals, click here or follow StudyPortals on LinkedIn.

If you have any other questions regarding how EFMD is supporting this initiative, please contact This email address is being protected from spambots. You need JavaScript enabled to view it., Director of Operations.

Smart Certificate™: Certified Credentials Online

logo SC blue. without TMpngAre you looking for a highly secure, easy to use solution to grant thousands of academic credentials in just a few clicks?

Smart Certificate™ is the answer!
When posted to a LinkedIn profile, or shared via other channels, Smart Certificate™ becomes a personal electronic recommendation that turna 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 organisations want to leverage alumni communities for programme marketing; some just want a turnkey solution to generate and manage secure digital credentials.
achievementsIn recognition of the diverse needs of its client base, CVTrust is pleased to announce a new Smart Certificate™ website where you can find out about the latest service packages. Whether you are a small or large education and training organisation, Smart Certificate™ has a solution that meets your needs.

We’re also offering EFMD members a very special offer: sign up for Smart Certificate™ 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),…

Value of EDAF - EFMD GN Deans Across Frontiers: Videos

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

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

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

1. What is EDAF?

2. How did the need for EDAF arise?

3. Who is EDAF for?

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

5. How does the EDAF process work?

6. How does the mentoring process within EDAF work?

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

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

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

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

11. What are the long term hopes for EDAF?

The whole playlist with all the individual videos can be accessed via the following link or by pasting the following URL

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

Value of EQUIS and EPAS Accreditations: Videos

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

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

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

- What role does EFMD feel alumni should be playing?

- The cost of accreditation versus its value

- Is EPAS a valid pathway to EQUIS?

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

- What are the challenges of internationalisation?

- How is EFMD approaching the impact of research?

The whole playlist with all the individual videos can be accessed via the following link or by pasting the following URL

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

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

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

Alumni Matters 2016: Are Your Alumni Emotionally Engaged?

AlumniMattersNew research confirms that the key to engaged alumni is delivering a strong student experience; leave the relationship until the point of graduation and support from alumni will be diminished. The study, Alumni Matters, run by CarringtonCrisp, and supported by EFMD, questioned almost 7,000 alumni worldwide.

Among those dissatisfied with the student experience only 4% of alumni felt engaged and 8% connected compared with 58% and 63% respectively among those satisfied. Poor faculty and lack of intellectual challenge are key drivers of dissatisfaction.

For many business students, motivation is all about career outcomes, yet fewer than half the alumni respondents described career support at their school as good. While much communication is directed at alumni, schools are seen as weak in helping alumni contact each other. Four times as many alumni use other social media sites to contact fellow alumni compared to those using the official school social media channels.

With fundraising from alumni a growing objective for many schools, the study also highlighted the scale of the challenge - just over half (57%) of alumni say it is ‘A little unclear how to support the business school financially’. However, only 1 in 4 indicate there is no circumstance under which they would support a financial appeal.

Andrew Crisp, one of the report authors commented, “The alumni relationship is as much emotional as it is transactional, and potentially more so.  Yet fewer than half the respondents agree that they feel engaged or connected to their school, are part of a community or have a sense of belonging.  If business schools get this right, there will be much to be gained from the alumni relationship such as mentoring, providing placements, promoting the school brand and potentially better fundraising.”

For more information and to learn how to take part in the survey, please contact This email address is being protected from spambots. You need JavaScript enabled to view it..

Eleven Schools Reaccredited by EQUIS - a Leading Business School Accreditation

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

“As Dean of the Telfer School of Management, I am delighted and proud that our School has been conferred the EQUIS accreditation label for a further period of five years! This is a remarkable achievement which confirms that our triple-accredited School meets the highest international standards of excellence! I am grateful to EFMD for the advice and guidance they have provided since we were first accredited in 2009 and which allowed us to develop and improve. We owe this success to the outstanding work of our professors, the dedication of our academic leaders and administrative personnel as well as the quality of our students and the commitment of our alumni and members of the community at large who have supported the School on its path towards continuous improvement and excellence.  Congratulations and thank you to all for this accomplishment!”
François Julien, Dean, Telfer School of Management, University of Ottawa

EQUIS is a quality assurance process. The requirements for accreditation are the basis for improving towards international standards. We are proud of this 5-year accreditation because it is a recognition of a strong commitment of our team and of the positive dynamics within Paris-Dauphine."
Prof. Laurent Batsch, President, Université Paris-Dauphine

“The EQUIS reaccreditation reinforces the school's desire to continue its five-year development strategy, the next steps of which will be announced as part of the new #Audencia2020 strategic plan, to be launched in January 2016.”
Mr. Frank Vidal, Dean & Director General, Ecole de Management, Audencia Nantes

“The third full renewal of our EQUIS accreditation is an endorsement of UCD Business’ constant efforts and focus on consistently achieving the highest quality standards in research and teaching for our students. The EQUIS accreditation, which is awarded only after a rigorous peer review, ensures that UCD Business remains positioned among the world’s top business school. Our students, alumni, faculty, staff, corporate partners and other supporters can be immensely proud of that achievement.”
Prof. Ciarán Ó hÓgartaigh, Dean, Smurfit School of Business and Quinn School of Business, University College Dublin

“The Graduate School of Management at SPbU is proud to have been re-accredited by EQUIS. It has been a long, hard journey since our first accreditation, and this re-accreditation is the achievement of many people working as a team and changing the school for the  better. Now we are ready to start the next three challenging years.  With our EQUIS accreditation we will use the recommendations we have received for our next steps towards fulfilling the potential of GSOM SPbU to be a world class business school preparing Russian and international students to manage the global businesses of the future.”
Associate Professor Konstantin Krotov, Head of Graduate School of Management, St. Petersburg University

“The Graduate School of Business, University of Cape Town is proud to continue its tradition of being a leading business school in Africa as reflected in our rankings and with this reaccreditation. This confirms our position as one of an elite group of schools with triple accreditation. Our partners know that they get a world-class education and we take our responsibility of raising a new generation of leaders very seriously.”
Prof. Dr. Walter Baets, Director & Dean, Graduate School of Business, University of Cape Town

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

More information on EQUIS business school accreditation is available at

Companies Urged to Act Before Demographic Time Bomb Goes Off

Professor Andrew Scott on why people living longer presents a huge challenge for firms around the world

DemographyOrganisations face a demographic time bomb that could harm their business unless they allow for a shift in how people with greater life expectancy structure their lives.

Andrew Scott, Professor of Economics at London Business School (LBS), said that at least 50 per cent of babies born in 2007 are expected to reach triple figures. Moreover, the number of people living longer – at least to their 80s and beyond – will completely change the nature of work.

“Global life expectancy will have increased from 30 in the year 1700 to 86 or 87 on average by 2050, and that’s down to improved healthcare and knowledge about the effects of things like fat or alcohol,” he said when speaking to attendees on day three of the Sharing Best Practice Clip Workshop.

“The three-stage life which involves education, career and retirement will no longer apply for people with an increased life expectancy. When reaching their 40s or 50s, people will consider changing careers or becoming entrepreneurs, because they’ll be spending more years in work than their parents.”

Professor Scott was discussing ‘The 100 Year Life: a Chance to Diffuse the Demographic Time Bomb in Your Business’ at the event co-hosted by EFMD, the management education accreditation body, and LBS. His talk offered a glimpse into the research that he and Lynda Gratton, Professor of Management Practice, LBS, have done on how people living longer will affect working practices. Their book "The 100 Year Life" will be published in 2016.

Unlike previous generations, millennials and people born over the coming decades will have to prolong their careers to support themselves while spending longer in retirement. This will change the way people of all ages approach their careers, according to Professor Scott.

“People aged 18-30 who I call ‘independent producers’ are doing things differently to their parents,” he said. “They are restructuring their time and the working week, holidays and weekends are changing, meaning employers have to follow suit.

“These people want to do things differently; they want to blend work and pleasure, experiment and not work for a big corporation. They’re asset light, so they have no car or house, hang out in coffee shops and are younger for longer, because they put off starting their careers, getting married, buying a house and having a family.”

The challenge for HR teams is to attract and retain young people who are less career-focused, while establishing new working policies for more mature employees.

“If you have people in their 60s working at your company alongside younger employees, who do you want to keep?” said Professor Scott. “There needs to be a policy in place to cope with this issue, given that people will be working longer. Deals will need to be renegotiated and you’ll have to decide who to let go. HR teams will have to base compensation on performance, rather than age.”

He added that businesses will also have to learn how to revitalise older employees, by adapting their current role or giving them new ones, and help people from different generations to work collaboratively together.

Roadmap for the Diffusion of Climate Innovation in European Business

Climate KiC cactus"Most European businesses are aware of their exposure to material risks from climate change, as well as the upside business growth opportunities from climate-driven demand. Many have implemented strategies which aim to manage the risks and opportunities. However, a lack of focus on radical innovation indicates that they plan to approach the issue within a ‘Business-As-Usual’ framework.”

Climate-KIC has undertaken research with European business leaders to understand their views on:
• The commercial opportunities and threats companies perceive when considering implementation of radical innovation
• The extent that business is equipped to forecast and quantify the impacts of climate change and to respond to it by innovating their business model
• What needs to happen in the future to enable business to understand the role of radical innovation and to scale it up in their organisations to effectively respond to climate change

Based on our research, Climate-KIC is optimistic about the high levels of awareness that European businesses demonstrated both of the need to avoid a 2°C world and to manage the unavoidable impacts of climate change.

In total, 63% of European business leaders surveyed by Climate-KIC think climate change poses a regulatory and physical risk to their business.

There is a firm belief among the vast majority of business leaders that real financial opportunities exist if businesses are able to implement effective ways to address climate change:

• More than two-thirds (68%) believe that investing to address their company’s carbon footprint would help to secure their place on supply chains and stay ahead of regulation
• 8 in 10 (78%) believe there are opportunities to reduce their bottom line costs by responding to climate change (eg through energy efficiency)
• Three-quarters (73%) believe that investments in responding to climate change are a necessary bottom line cost to increase the resilience of the macro economy as a whole
• 63% believe that reducing exposure to carbon emissions can increase topline growth as carbon constraints grow and demand for environmentally sound products and services increases

Climate KICCustomer demand is another key driver forcing businesses to quickly and effectively adapt to climate change. Nearly two-thirds (63%) of business leaders agree that customers are increasingly demanding corporates reduce their carbon footprints, to respond to climate change.

However, they lack the know-how to frame risks and opportunities in a way that they can be actioned effectively within planning horizons.

This is attributable to the focus on quarterly results at the expense of long term value which is endemic in corporate spheres.
However, the myopic focus on maximising short term shareholder value is not fit for purpose in a post-COP21 world, whereSustainable Business corporates must make transformational leaps to avert climate change driven impacts upon the value chain.

The research shows there are four fundamental barriers to diffusion of innovation within business:
• Addiction to incrementalism
• Corporate inertia due to lack of climate skills and empowerment to act
• Lack of regulatory certainty
• Restrictions on the ability to collaborate

*This article is based on the executive summary of “Creating a roadmap for the diffusion of radical climate innovation in European business” report by Climate-KIC. You can access the full report following this LINK.

Please also have a look at the Sustainable Business, an award-winning introduction to circular economy that is distributed as a free download in five different languages via this LINK.

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 -

Enroll in the New EFMD Special Interest Group "Transparent and Adaptive Talent Markets"

Cisco Logo RGB Screen Gray423Sponsored by Cisco, this “Transparent and Adaptive Talent Markets” Special Interest Group (SIG) will break new ground in organisational design and in people strategies. Participating companies will probe new ways of engaging and managing talent in tomorrow’s world. They will explore the preconditions for and characteristics of an environment that enables the rapid identification and deployment of talent to meet the needs of the business, customer requirements, and the aspirations of employees.

You are warmly invited to join these companies who have already committed to take a lead role in this group: Cisco (sponsor), Adidas, Capgemini, Swiss Re and W. L. Gore.

Since the turn of the century or so, companies are under increasing pressure to re-organise their internal talent markets in a fundamentally new way. No longer do the principles and instruments of the past generate the flexibility and mobility that is required to respond to the current VUCA environment. Companies’ external transparency – driven and enforced by social media – is in contrast with internal opacity on processes and talent; and the demand-driven external talent marketplace is meeting a still supply-based mindset in the internal work and talent allocation. The new generation of talent expects many more opportunities to manage their own careers than employers are actually providing. The historical boundaries between internal talent and external talent begin to blur. To sum it up: internal talent markets have become rather inefficient.

As a result of this SIG, participating organisations should be in the position to realise an improved level of engagement of their talent, an improved manager-employee relationship and an enhanced allocation of talent to opportunities.

The group will be facilitated by Martin Moehrle, Former Global Head of Talent, UBS.

Details of the final work schedule and specific challenges to be addressed within the SIG will be agreed upon by its members once the project is fully underway.

We invite you to take advantage of this tremendous opportunity to leverage best practice, utilise leading experts and collaborate with peers to deliver real value to your organisation.

Further details are available on this SIG website, including the information on how to join the group.

Please do contact EFMD colleague This email address is being protected from spambots. You need JavaScript enabled to view it. with any other question you may have.

8th Global Peter Drucker Forum "The Entrepreneurial Society"

As in past years EFMD will be a strategic partner of the 2016 Global Peter Drucker Forum.

GDFThe successful Drucker Forum 2015, under the theme “Claiming Our Humanity - Managing In The Digital Age”, touched a key theme of our time: the technology Tsunami - with Robotics, Big Data, Artificial Intelligence, Cloud Computing, and The Internet of Things - through the lens of humanity.

You can see a short impressions video from the 2015 edition following this link. A video library with all sessions at the Drucker Forum 2015 is available here. A dedicated Thought Leadership page with articles & blog post (including Harvard Business Review) is available here.

The Drucker Forum 2016, due to be held on 17 - 18 November 2016 in Vienna, Austria, will explore the theme of "The Entrepreneurial Society: Moving Beyond a Society of Employees" and will address the following key questions:

  • Are we moving towards a new society where bureaucratic hierarchies will be replaced by new decentralized forms of organizations?
  • Will organizations become networks of smaller, entrepreneurial entities enabled by digital technology?
  • Can we create entrepreneurial spirit not only in the start-up companies but in large organizations including public sector?
  • How to set free the latent human potential for engagement, entrepreneurship and innovation?
  • Will freelancers, contractors and on-demand workers and other micro-entrepreneurs become the new dominant layer of the workforce?
  • What will the new social compact be?
  • How will governments adapt industrial age regulations geared towards employment and employment related social security?
The 2016 roster of world class speakers and thought leaders includes:

  • Dominic Barton, CEO, McKinsey
  • Tim Brown, CEO, Ideo
  • Clayton Christensen, Professor, Harvard Business School
  • Philip Kotler, Distinguished Professor, Kellogg School of Management
  • Nilofer Merchant, Entrepreneur, business advisor and author
  • Fredmund Malik, Founder, Owner and Chair- man of Malik Management Zentrum St. Gallen
  • Bill McDermott, CEO, SAP (TBC)
  • Mariana Mazzucato, Professor, University of Sussex
  • Jeffrey Pfeffer, Professor, Standford Business School
  • Adrian Wooldridge, Management Editor, The Economist
Want to know more about the Drucker Forum - visit the to see what‘s happening at the Global Peter Drucker Forum 2015 “Claiming our Humanity - Managing in the Digital Age.”

Join EFMD Special Interest Group "Digital Age Learning"

sharing best practice paris oct2014 mailing hostSponsored by Capgemini, this “Digital Age Learning” Special Interest Group (SIG) will explore how organisations can equip themselves to fully exploit the learning opportunities of the digital age and focus on documenting existing good practice while trapping emerging technologies, tools, services or learning paradigms.

You are warmly invited to join this group of companies who have already committed to take a lead role in this SIG: Capgemini (lead), Novartis, Repsol, Siemens, SwissRe and Grupo Santander.

The goal of this “Digital Age Learning’ SIG is to advance the critical area of digital age learning in concrete and practical terms while helping install the practices that will allow innovation and development into the future. It will acknowledge existing research, and indicate areas where more research is needed. The essential aim is to build a powerful, strategic partnership with the members of the SIG and share their initiatives and challenges, rather than ‘tell’ them what they should do. This will be a partnership in a profound area of learning development across industries, across geographies and between research and practical application.

This SIG will:
  • Go beyond isolated approaches and individual initiatives, to look holistically at this new, digital context
  • Explore cross-functional strategies, capitalising on open sharing within the group, and drawing on leading thinkers and practitioners on specific questions of interest to the group
  • Explore and then build innovative and high-impact, pragmatically encouraging experimentation so that solutions can be implemented
This group will be facilitated by Nigel Paine – former CLO BBC and author of “The Learning Challenge: Dealing with Technology, Innovation and Change in Learning and Development”.

Details of the final work schedule and specific challenges to be addressed within the SIG will be agreed upon by SIG members once the project is fully underway.

We invite you to take advantage of this tremendous opportunity to leverage best practice, utilise leading experts and collaborate with peers to deliver real value to your organisation.

Further details are available on this SIG website, including the information on how to join the group.

Please do contact EFMD colleague This email address is being protected from spambots. You need JavaScript enabled to view it. with any other question you may have.

Sharing Best Practice CLIP Workshop on 24 March in Paris - Save the Date

The upcoming Sharing Best Practice CLIP workshop will be hosted by Mazars on (23-) 24 March and will address the topic of "Future-proofing our organisations through innovative executive engagement”.

Mazars logoThe digital era has ushered in rapid change, transformation, and disruption across our industries and business models. It has also brought on one hand opportunities for creation, innovation and new idea and on the other, destruction.

A key question we need to ask ourselves is: In this new era, how can we do both, prepare future leaders as well as “revamp" current leaders to succeed? While preparing future leaders is, and has long been, a well-worn path, “revamping" the broader population of current leaders is a major challenge, which raises questions around effectiveness, scalability and impact.

From data-driven learning and enhanced technologies, to cascading leaders as teacher models, to disruptive programmes, the landscape of broad executive engagement is moving quickly. At this Sharing Best Practice Workshop we will feature and work on different ways of engaging and further developing entire cadres of seasoned executives.

A panel of speakers will be formed to share their experience and practices. The workshop will be interactive as always.

Please book your diary now! More detailed information will follow shortly!

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

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

Season's Greetings and Best Wishes from EFMD

EFMD Wishes 2015

EFMD Call for Participation in the 2016 GMAC Corporate Recruiters Survey

 2016 corporate recruiters survey

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

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

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

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

Participating schools receive exclusive access to the following:

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

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

For more information, please visit a special webpage.

What’s Next for Africa?

Lessons Learnt from 2015 EFMD Africa Conference

Guest post by Stephen Murdoch, Associate Deans, IESEG School of Management and Olayinka David-West, Faculty Director and Senior Fellow in Information Systems, Lagos Business School, Pan-Atlantic University

EFMD_Africa_conferenceDar es Salaam, Tanzania, was the location of EFMD’s 2015 Africa Conference hosted by the Institute of Financial Management (IFM) with the support of IESEG, France. IFM, celebrating its 40th anniversary has the motto - Jifunze Uhudumie or learn to serve, an ideology espoused in ethics, responsibility and sustainability. The conference under a theme: “What’s next for Africa?” set amidst the challenges of quality management education in Africa vis-à-vis global partnerships and collaborations and drew participation from Africa-passionate individuals and institutions.

Since 2000, the Economist magazine reports of Africa’s evolution from the dark continent to Africa Rising and Aspiring Africa, in 2011 and 2013, respectively. The perception of Africa – from a continent of wars, disasters, etc. has changed to one of to economic growth, democratic rule, etc. While the continent is not free of some of the scourges, abounding economic opportunities can no longer be ignored. Thus, being discussed from the management education perspective, the question "What’s next for Africa", is common across diverse industries with emergent opportunities.

The conference aimed to address management education challenges in Africa and proposed realistic answers to its future and advancement on the continent: overcoming institutional challenges through new business models, positioning for competitiveness and building global connections.

New Business Models for Management Education in Africa
Amidst the macro challenges of poverty, corruption, low human development and competitiveness performance, the conference commenced with the introduction of two alternative business models for management education in Africa. Following an examination of the historical perspective of management education across geographies, the first perspective confirmed the existence of different management education EFMD_Africa_conferencephilosophies within geographies; hence, warranting a call for an African management education model adapted to context, content and value given that there is no meaning without culture and context.  

By describing the value delivery components, the second perspective highlighted the limited market reach of business schools and led the proposition for their renaming - from business schools to management schools - enabling effective service to the golden triangle of customers: government (public sector), businesses (private sector) and civil society.

In spite of these opinions, the emergent institutional challenges drawn from different regions highlighted the diverse operational constraints experienced by African business schools. Even though constraints varied from political and economic climates to resource management, faculty-related issues such as sufficiency, qualifications, productivity/performance, workload management and industry engagement were common across markets/regions.

Positioning for CompetitivenessAfrica conf info 3
Technology and the effective use of knowledge insights were two competitiveness initiatives proposed to the conference delegates. On technology, highlights of the “eLearning Africa Report 2015” were used to emphasise the dynamic role of information and communications technologies (ICTs) on learning initiatives. “eLearning Africa”, the international conference on ICT for development, education and technology, is an annual gathering bringing together educators, business leaders and government officials to share diverse views on ICT initiatives to improve learning initiatives. In management education, constraints - ICT and infrastructure costs (bandwidth) and content (creation) - were identified as delimiting to adoption, especially in rural locations, where offline access mechanisms were mandatory.

The tools and value added services offered by the Graduate Management Admissions Council (GMAC) were introduced to demonstrate the usefulness of research insights in student recruitment and completion success. In as much as the well renowned GMAT has been the standard admissions test for majority of business schools, GMAC is currently piloting NMAT for emerging markets. Developed in India, NMAT is not only competitively priced, but also includes factors and items tailored to the skill sets sought in emerging markets.

International Engagements
Amidst the African schools, the various engagements of international schools on the continent illustrated the emergence of diverse and cross-cultural activities and programmes across different business school activities in multiple African economies. These initiatives range from student inflows and exchanges, collaborative research education and entrepreneurship leadership programmes to the establishment of a full service business school as in the case of Henley in South Africa, are all aimed towards building people who build people that build Africa.

In spite of the macro and micro constraints, the 2015 Africa Conference presented new opportunities for African business schools that can be achieved through collaborative initiatives, accessing the vast amounts of knowledge services and adopting technology. These could be facilitated through the establishment of a Europe-Africa Initiative to enhance and facilitate collaborative partnerships; the recruitment of African Deans into the EFMD GN Deans Across Frontiers (EDAF) programme and the development of incentives that support faculty collaboration and development initiatives.

EFMD_Africa_conferenceIn summary, the call to action for African business schools was primarily centred on the need to close the skills development gap by building the much-needed potential/pipeline of human capacity. While the methods of achieving this may vary from market to market, they include participation in fora such as the EFMD Africa meetings and other related events, enhancing regional and international collaboration initiatives, developing a willingness to co-compete by working with “rivals” to deepen market engagement and the co-creation of contextually relevant initiatives and programmes.

Human Development Priorities for ASEAN Economic Community

ASEAN WHITE PAPERFor human development in the ASEAN Economic Community, what does 50 years of European integration teach us? The European Chamber of Commerce Singapore and the EFMD conclude that mobility across ASEAN for the next generation of business leaders and professionals, as well as massive student exchanges within ASEAN could have a major impact.

ASEAN nations can significantly enhance their economic growth potential through greater development of their human capital, according to a new report by the European Chamber of Commerce, Singapore (EuroCham) and the EFMD.

The White Paper, entitled: “Human Development Priorities for the ASEAN Economic Community”, is the result of extensive consultations and interviews with business leaders and Human Resources professionals within European Multinationals. The objective is to assess how the European experience of economic integration could contribute to human development policies to boost ASEAN’s human potential.

It concludes that, while ASEAN should create its own models of management rather than adopting a European model, the EU experience of integration provides examples of what works and what to avoid in the ASEAN context.

European businesses believe that in creating a specific EU management culture, the programs that allowed millions of European students to study in other European countries provides an example for ASEAN. Another example is the recognition of professional qualifications and ability to work in any country has created a European identity. Finally, the challenges Europe is facing provide examples of how ASEAN can deal with its own inevitable challenges of economic integration.

With the imminent creation of the ASEAN Economic Community, we believe that Policy makers should consider the following suggestions:

1.    Extend the mobility of workers across the region and set targets for increased mobility. Accelerate and broaden the recognition of professional qualifications across ASEAN. Create a fast track for work visas of key employees being transferred inside a company from one Member Country to another.

2.    Extend the mobility of students in higher education and professional schools by enlarging the number of higher education institutions in the ASEAN University Network beyond the present 30 members and setting regional targets to significantly increase the limited number of students currently benefiting from AEC exchanges. AEC exchanges should also be promoted for professional institutions of higher education, such as technical and tourism schools, as well as universities. Another initiative would be to link AEC initiatives with the European Erasmus programme to increase the exchange of ASEAN and EU students. Set a percentage target of all graduates enrolled in ASEAN Higher Education to spend a period of time studying or training abroad.

3.    Set up an ASEAN internship mobility network that would allow a student from one Member Country to apply for an internship in a company in another Member company. For professional and business higher education degrees, require internships outside one’s home country, especially at the Master degree level. Create ASEAN fast-track work visas for student interns to facilitate ASEAN mobility.

4.    To accelerate the number of experts, professionals and managers capable of leading regionally and globally, increase the number of Master degrees related to business and technology. Master degrees, for both pre-experience students and for working professionals, ensure a level of knowledge that is required for many leadership positions. Companies working with universities and business schools should ensure that higher education programmes provide real-world learning experience. Company partnerships can significantly enhance the employability of Master degree graduates. Finally, companies can contribute to applied research and provide projects for students.

5.    To play a leadership role in the global economy, to create global companies and develop global business leaders, proficiency in the English language is necessary in all ASEAN countries. However, ASEAN students also need to learn other ASEAN languages and gain experience studying and working in ASEAN countries. This requires a strong emphasis on providing secondary and tertiary education in English as well as promoting the study of ASEAN foreign languages.

Eurocham 1“The ability to move around, across departments, industries is a valuable skill to possess in today’s extremely globalized economy. The HR White Paper is a useful tool in pinpointing the direction of employment and human capital development for the ASEAN region. It makes known the importance of being versatile and the need for the accumulation of diverse work experiences in various environments in order to churn out top business leaders prepared for an ever-evolving global economy.” Jan B. Djerf, President, EuroCham, Singapore.

“If you look at Europe today, many students have opportunities across the region to study and work in very culturallyEFMD NewLogo2013 HR colours diverse countries. They are able to cross borders easily. This is part of the European integration success story and also a key motivation for the conception of the HR White Paper. If the younger generation in ASEAN was able to travel from Singapore to Thailand, from Thailand on to Vietnam and so on, each individual will build up a diverse portfolio for themselves, and in the process, establish an international employment profile.” Lina Baechtiger, Executive Director, EuroCham, Singapore.

“Many people point to the differences among ASEAN member countries but now is the time when ASEAN is building its future identity. Business leaders and business educators are creating the first truly ASEAN models of management. The European example proves that it can be done and European companies and business schools are not only examples but also active partners in ASEAN’s future” Bob Aubrey, Senior Advisor EFMD and Chairman of the Eurocham HR Committee who supervised the White Paper project.

For further information, please contact: This email address is being protected from spambots. You need JavaScript enabled to view it., Executive Director, EuroCham, Singapore.

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.

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.

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.

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 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

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.

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 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

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 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.

2016 HUMANE Winter School: Applications Now Open

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The upcoming submission deadline is 30 October 2015.

Business Development in Latin America: The Very Best Cases

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Top Cases on Indian Management Practices and Challenges

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

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

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

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

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

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

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

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

Top African Business Cases: Specific Challenges for Telecomms

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

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

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

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

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

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

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

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

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

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

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

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

Please do consult the event website for the full details.

Case Studies on Euro-Mediterranean Management Styles

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

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

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

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

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

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

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

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

Emerging Chinese Competitors: Strategies Investigated in Top Case Studies

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

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

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

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

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

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

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

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

The Best Cases on Supply Chain Management as Competitive Advantage

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Entrepreneurship: The Winning Cases from the EFMD Case Writing Competition

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

43 New EFMD Members Ratified

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

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

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

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

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

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


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.

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.

EFMD 2015 External Relations Conference - LAST CHANCE to Register

ext rel2015-banner

We would like to remind you that you have until the 25 February to benefit from our normal conference fee and register online for the 2015 EFMD Conference for International & External Relations, Marketing, PR, Communication and Alumni professionals. 

The conference will be kindly hosted by Simon Fraser University, Beedie School of Business in Vancouver, Canada on the 25-27 March 2015 and supported by the Canadian Federation of Business School Deans. 

One-to-One Connect Session & Alumni Cocktail

For the first time we are organising two bonus sessions to complement the conference. Soon after you have registered for the conference you will receive a complete list of participants, which will enable you to plan and structure your networking accordingly. We have added to the programme a One-to-One Connect Session to facilitate meeting up with other international schools to formally discuss alliances, exchanges, partnerships etc. This time is designed specifically for you so please don’t miss out on the opportunity!

We will also hold our first Alumni Cocktail that will be kindly sponsored by Graduway. This will give you the opportunity to invite 2 or 3 of your alumni to a networking cocktail on the Friday evening, so you can connect with them and they have the opportunity to meet others living in the Vancouver region.

PLACES AVAILABLE for the conference ARE ALMOST SOLD OUT, so if you want to join, don’t wait too long and register online today!

Join colleagues and peers from over 20 countries to network, exchange, discuss and share your experiences. Schools already registered include: 

University of New South Wales, Australian School of Business, London Business School, John Molson School of Business at Concordia University, Duke University - Fuqua School of Business, Faculté des sciences de l'administration Université Laval, Stockholm Business School, SKEMA Business School, The Hong Kong Polytechnic University, RISEBA University, University of Chicago booth School of Business, Rotterdam School of Management, Erasmus University (RSM), BI Norwegian Business School, Institute of Business Administration (IBA), Karachi, Kozminski University, ESADE Business School, Jönköping University, University of St.Gallen, Durham University Business School and many more.

You can view the complete conference programme online and see what is of interest for you. 

Finally, please note that the negotiated hotel rates at the Four Season Hotel are coming to an end on 23 February. If you haven’t reserved your room yet:
Go to this link; Enter your arrival and departure dates & number of guests in the 'Make your Reservation' tab; Click on Corporate/ Promo Code; Enter Promo Code: CI0315EFM

Please get in touch with This email address is being protected from spambots. You need JavaScript enabled to view it. with any questions you may have regarding this event.

Reflections on the Future of Business Schools and Elephants

Guest post from Prof. Johan Roos, Dean and CEO of Jönköping International Business School, Sweden.

Johan Roos
will moderate the panel discussion "What’s Next for Management Education" during the 2015 EFMD Conference for Deans & Directors General in Barcelona. Andrew Hill, Associate Editor and Management Editor, FT, and a group of distinguished panelists will reflect on what business schools do in different regions of the world in relation to the current world situation.

elephant building surreal pen ink drawing by vitogoni d5rnr84DURING the course of in 2013-2014, as the Dean of a Swedish business school I participated in three educational programs devoted to exploring and assessing the status of higher education and what university presidents, deans and senior-levels administrators can do to improve our future.  One conference was an 18-months-nine-weekend program offered by The Association of Swedish Higher Education. Another was a 1-weekend seminar at the Harvard University Graduate School of Education for experienced university presidents. The third was the week-long leadership in higher education program offered by the Oxford Academy for Education and Development. In reviewing these learning experiences as part of my preparation for the upcoming 2015 EFMD Conference for Deans & Directors General, I had three insights that may help many of us strategize for 2015 and beyond.
Insight #1 – Higher Education today is like the parable of the 3 blind men and the elephant.
We all know the tale of the blind men who want to understand what an elephant is. One blind man feels the elephant’s leg and so thinks it is an animal that must look like a tree. The other blind man feels the tail and thinks an elephant is a thin and wispy animal. The third blind man feels the trunk and believes that elephants are like snakes.

In the same way, over the course of my three programs, I felt that I was in the company of blind men and women trying to figure out what higher education should look like in the future. Each of us had a very different sense of the ailments that are currently challenging us.

•    Some very thoughtful colleagues believed that the loss of professorial control over courses and curricula to centralized planners in their schools constituted a major blow to good teaching and rapport between students and faculty.
•    Others focused on how the growing demand for measurable student “outcomes” was pressuring them to abandon the teaching of thinking and analysis, for a focus only on vocational competence development.
•    Still others worried about the growing financial pressures on higher education, especially among state-owned schools that are facing budgetOpportunity cuts and pressure to reform their operations. My heart went out to several university leaders in African nations whose deepest concerns were finding clean water for their schools in parched countries, or staying safe from marauding terrorists 100 miles from their gates.

As I reflected on these problems, what became clear to me was that every one of us was sensing some type of elephant, though we interpreted it differently. We all felt problems looming ahead, even if each person was struggling with challenges that are local and on the plate directly in front of them. But to me, what was worse was that nearly everyone saw their challenges in a negative way, more like a crisis than an opportunity. There was a pall of fatalism dominating the soul of the gatherings, and it was disconcerting.
I am an optimist and I hope that I can inspire others to adopt my position that change is possible, that we can walk into the future with great ideas to guide our institutions to higher goals and serve the purpose of a better world.

Insight #2 – There is an elephant in the room—and it’s a good thing.
As for bringing insight #1 home to myself, I realized that when it comes to business education, we are looking at the proverbial elephant in the room that we don’t want to talk about but it is actually a great omen of change. Of course, we all know that business schools are in need of serious reconstructing, but I suggest it is now time to see opportunities that we have in front of us rather than denying the crisis.  We have remained ensconced in the same paradigms of thinking, teaching, and researching as we have done for more than fifty years, while the world is changing around us.

We are seemingly deaf to the outside global business world telling us that they require a new type of education for business students, yet we have the tools, minds and ability to develop many great new ideas. We have been blind to building new programs and curricula that take into account how the business world intersects technology, science, engineering and medicine, yet these are perhaps the most fascinating areas of growth for business schools. We act defensively about the pressure to find new ways to teach and learn, yet MOOCS could be our silver lining to an efficient, imaginative and responsible blended lifelong learning approach that could also create a renaissance of the classical high touch, high value tutorial system of education. In short, let’s look at the elephant in the room and see it as reminder to innovate rather than run away pretending it is not there.

changeInsight #3 – We need to make changes of an elephantine nature.
Three programs hardly form a pattern, but it was impossible for me not to see that the tasks in front of us are enormous. To keep my elephant metaphor, the problems we face require action of elephantine proportions, ranging from a complete overhaul in how we prepare students for higher education, to what types of curriculum and programs we offer them, to what relationship their business education has to do with working in the real world of business. These are all potentially large paradigm changes to tackle, but they will help us reinvigorate the ultimate purpose of higher education grounded in freedom of thought, integrity, quality, and responsibility.  Such reconstruction will take time, great effort, and patience, but it can be done.  I suggest that 2015 is a good year to start because 2014 is already gone.  Elephants or not, it is time to get to work.

EFMD Sign Strategic Partnership with

ajEFMD has entered into a strategic partnership with to deliver members access to a worldwide data base of Adjunct Faculty and provide a workforce planning tool for their existing Adjuncts.

Business education is changing with tighter budgets, casualised employment, increasing global competition and students demanding more experienced and diverse instructors. Business schools need simple, cost-effective ways to service student needs and deliver successful educational outcomes. is the global, central clearing-house or ‘commons’ for business and business law related schools delivering quality Adjunct faculty to the front line. Adjuncts are full-time, part-time, retired or semi-retired academics or managers - people who want to share their knowledge and experience with the next generation. Adjuncts deliver face to face, intensively on-site and online; they work as sessional lecturers, tutors, executive educators, research supervisors, markers, guest speakers, mentors, coaches, advisory board members and study tour leaders.

The strategic partnership between and EFMD will enable our member schools to access local and global teaching staff and manage their current people in a personal school-branded site. Through their personal ‘My Adjuncts’ school site, school leaders and administrators can apply data – qualifications, teaching experience, business experience, disciplines, teaching modes, availability etc – to their staff allocation decision making.  adjunctfinderpic

Click here to visit the website.

“The EFMD strategic partnership brings global Adjunct Faculty recruitment to all members. The easily accessible, global data base of Adjuncts makes searching for new talent easy while providing a Workforce Planning tool to manage existing Adjuncts. We believe our partnership with will have enormous benefits for members and build stronger global bonds between our schools,” said Prof. Eric Cornuel, Director General and CEO of EFMD.

Exclusive Offer to EFMD Members is offering a 20% discount to EFMD members subscribing before 1 September 2015. Such subscribers will also qualify for the ‘My Adjuncts’ premium service, to manage their existing Adjuncts in their personal school-branded site for no extra cost for one year from the date of joining.

If you would like to learn more about how this strategic partnership can benefit your school please contact Victoria O’Connor This email address is being protected from spambots. You need JavaScript enabled to view it. or John Toohey This email address is being protected from spambots. You need JavaScript enabled to view it.

If you have any other questions regarding how EFMD is supporting this partnership, please contact This email address is being protected from spambots. You need JavaScript enabled to view it. at EFMD.

How Being Embedded in your Region Helps Growth

GF14 3 BSISventThomas Bieger explains how the University of St.Gallen used the new Business School Impact Survey to consolidate and build on its local roots.

Imagine you are the chief executive of an airport whose customers are rather dispersed. Some of them live up to 100 miles away, which is true of a minimum of 40% of hub transfer passengers.Your main concern is your airport’s international positioning against the major hubs and their worldwide competition. Your main markets are international transfer passengers and international airlines. You therefore recruit top staff and specialists from an increasingly competitive international labour market.

However, access to local resources is key for the expansion of your airport, the local labour market, rail and road access, subsidies for those public services that your airport delivers and the development of neighbouring businesses. Simultaneously, the regional environment sees the negative impacts, such as direct externalities like noise; and many locals regard indirect externalities, such as the role of the airport as a representation of globalisation, as a threat.

Many companies with operations fixed to a specific location face similar challenges. They compete in international markets but have to combine their international reach – even their global reach – with their local and regional roots. They rely on local resources and regional and national laws regulate them.

BSIS SGallen logoThe same is true of business schools – not just traditional, campus schools but also multi-campus universities and virtual business schools offering pure e-learning
products. All of them need to nurture their local roots. For example, they need at least a legal local base to ensure accreditation. Further, they draw on the brand and image of their home base.

Compared to other institutions of higher education, business schools face a specific challenge regarding caring about this local “embeddedness” because:

  • their graduates work for global companies and not for the regional economy and society as do most medical doctors, lawyers and teachers that traditional comprehensive universities produce
  • to achieve their global ambition, they rely on the professors and leadership that the global faculty market provides
  • from the public’s point of view they are often those responsible for bad management practices and are even the source of economic crises. This is most predominant in respect of the best business schools in a country with a dominant market share. Many view these schools as embodying an ever-present risk that their alumni
  • will feature in tomorrow’s negative headlines about incompetent managers.

BSIS bannerAll of the above are reasons why the University of St Gallen in Switzerland has undertaken the Business School Impact Survey (BSIS) assessment process offered by EFMD Global Network and FNEGE (French National Foundation for Management Education).

The University of St Gallen’s vision is to establish and further its position in the worldwide university landscape. However, 20% of its overall financial budget originates from its region, the Canton of St Gallen, while only 10% of its students do.As one of 10 state universities in Switzerland, it is the only specialised
university whose graduates … please click to read more.

Join a Graduway Webinar to Power Your Alumni Relations

Banner 3
Join a Graduway Webinar to Power Your Alumni Relations
The partnership with Graduway, a leading provider of alumni networking platforms offers exclusive value to EFMD member schools.

Earlier in the year we announced that EFMD ​had ​entered into a strategic partnership with Graduway, ​a leading provider of alumni networking platforms​ to business schools around the world. We are delighted to update you with the news that the partnership has been a great success with many EFMD schools taking advantage of the Graduway system at special negotiated rates.

Schools such as ​Coppead, UCLan, Stathmore, Canterbury Christ Church, St Gallen, ESMT, ALBA, Memorial Nwwfoundland, Northumbria Newcastle Business School, Solvay, Krannert School of Management at Purdue University and many more are now benefiting from more engaged alumni communities.

The strategic partnership between Graduway and EFMD will enable our member schools to improve their alumni relations by having access to their own branded alumni engagement platform which is fully integrated with social networks. Schools use the platform to engage past and present students, find lost alumni, enhance advancement opportunities as well as complete important accreditation requirements through our platform.

Click here to see the Graduway Video.

Graduway are running free to attend 20 minute webinars to learn more.

  • 6th November - 3.30pm Central European Time / 9.30am Eastern Standard Time
  • 11th November - 11am Central European Time
  • 13th November - 3.30pm Central European Time / 9.30am Eastern Standard Time

To join simply reply by email to Robert Curtis at This email address is being protected from spambots. You need JavaScript enabled to view it. with your preferred time and we will send through the login details.

The first 100 EFMD members get a 10% discount on the Graduway platform and pay no set up fees.

Graduway will also be speaking at the 2015 EFMD Conference for International and External Relations, PR, Marketing, Communication and Alumni Professionals that will be held in Vancouver from the 25-27 of March hosted by the Beedie School of Business at Simon Fraser University. The conference theme is "Understanding, Identifying and Building a Distinctive Business School Brand" and there will also be a special Aumni evening.

If you have any other questions regarding how EFMD is supporting this partnership, please contact This email address is being protected from spambots. You need JavaScript enabled to view it. at EFMD.


  • ‘’We’ve been looking for some time for a state-of the-art online platform for our alumni, one that combines the need for a personalized approach with fresh design and the interactivity of social networking. At the same time it needed to be simple and easy to deploy and manage. Graduway ticked all the boxes.’’ Becky Ann Gilbert, Head of Development and Alumni Relations, ESMT, Germany.

  • ‘’The Graduway platform is truly cutting edge and will provide our alumni with easy access to their lifelong network of friends and business contacts they made during their time with us.’’ Rod Lohin, Executive Director, Rotman Alumni Network, Rotman School of Management, University of Toronto, Canada.

  • ‘’Graduway will help us find our lost alumni and keep them engaged resulting in us having access to a talent pool for mentorship, brand ambassadors and donors in the future.’’ Carlos Carvalho, Director Alumni COPPEAD, COPPEAD de Administração / UFRJ, Brazil.

Going from EPAS to EQUIS and AACSB … and from AACSB to EPAS

GF14 3 AtoEAnne-Joëlle Philippart, from HEC-Liège, explains how the mix of EFMD and AACSB accreditation models helped achieve a rapid improvement of the quality assurance system at HEC-Liège.

HEC-Liège, the management school of the University of Liege, Belgium, is the result of the 2005 merger of two Liege business schools.The city of Liege has undergone profound industrial change focused on a shift from traditional heavy industries to innovative businesses and specialised technological industries. HEC-Liege has also rapidly developed as a proactive partner in regional economic development, launching a number of pioneering initiatives, encouraging entrepreneurship and enhancing the international dimension of the activities of its staff and students.

GF14 3 HECL logoIn 2009, the school launched a very proactive strategy to further increase its visibility, reputation and internationalism. One of the main pillars of this strategy was to obtain several international accreditations. The HEC-Liege Board of Directors also launched an international search that led to the recruitment of a new Dean, Thomas Froehlicher. It also decided to appoint a full-time Quality Manager.

The objective was to obtain a programme accreditation under EFMD’s EPAS standards as a start to a school accreditation under the AACSB and EQUIS (also EFMD) standards. Both EFMD and AACSB proposed very complementary models. The first step was to involve our stakeholders, both internal and external. The involvement of internal stakeholders ensures an institutional ownership of the process and implementation of a quality culture, oriented to continuous improvement. The involvement of external stakeholders helps the school to connect with market needs.

epasThe EPAS accreditation model is built around programme design, programme delivery and programme outcome. It is backed by a Quality Assurance System and framed by the institutional context. This model helped us to structure our activities. The main achievements were the writing of a quality manual and the setting up of a programme management system around the intended learning outcomes (ILOs).

The writing of the quality manual started with an analysis of our organisation. This has allowed us to rationalise and disseminate our processes and procedures. The ILO process started with a broad programme review relating to, on one hand, our main research fields and, on the other, our corporate dimension and the market’s needs.

Wide-ranging consultations were carried out with faculty, staff, alumni, students and employers. These meetings have created a team spirit and a sense of belonging to the school.

As regards programmes, we defined a graduate profile documented by about 15 measurable ILOs. Each professor was asked to determine which programme ILOs were addressed by her or his lectures. They also had to determine which pedagogical methods and which assessment methods they were using and then list them in pedagogic commitments published on the school web site.

A clear definition of programme ILOs has many advantages and serves students, programme directors, faculty and recruiters. Each one better understands the others’ expectations, favouring mutual adjustments and resulting in good teamwork between faculty members.

Every year the Quality Department carries out an analysis of each programme, checking … please click to read more.

From Great to Gone - Lessons for Business Schools

GF14 3 potloodPeter Lorange and Jimmi Rembiszewski argue that business schools must react more urgently to a new type of student.

Evidence from business suggests that we are faced with an entirely new class of consumers – the IT-fluent multitaskers – and that these may require a different set of innovations behind the products and services they appreciate – prestige brands and quality rather than low cost.

In addition, the way of communicating with this group of consumers is different – via social media rather than traditional ads in printed media and on TV. We have documented this in our new book "From Great to Gone", Gower, 2014.

There are also lessons here for business schools. Today’s emerging student is analogous to the new consumer – IT-literate and with more focus on quality and relevance rather than on low cost, though often they are looking at and comparing subsidised public-sector offerings.

This breed of new student typically combine studies with their full-time jobs – and so demand flexibility and modularity in curricula and more extensive use of IT-based studies of the basics at home. For example, some courses may be taken entirely via MOOCS and others at various, different, business schools.

GF14 3 great2goneRelevant innovations, as seen through the eyes of this emerging group of students, would have to focus on what they see as “cutting-edge”, both from a theoretical point of view as well as practical relevance. Typical emerging offerings might be cross functional as, for example, the new inter-face between finance/behavioural sciences/IT or between strategy and behavioural sciences or between marketing and product development. Innovation in both research and pedagogy will also be called for.

Coming up with irrelevant innovations, on the other hand, can often lead to a worsening of an academic institution’s performance. The modern student expects to discuss emerging key current dilemmas in class – learning from fellow students as well as from faculty. Basics, on the other hand, most modern students are ready to study at home via IT-based learning and support.

We identify three specific innovations that tend to be appreciated by modern students and executive participants in business school programmes: relevance; pedagogy; and flexibility.

Relevance: What is important is to be able to offer modern students/participants the most relevant offerings, ideally of the types that they may apply in their professional lives. Such cutting-edge offerings might typically be delivered by a relatively broad spectrum of experts/lecturers – not only academic professors but also consultants and practitioners. Typically these come from many sources and to rely primarily on in-house professors would tend to lead to a too-narrow set of offerings, which are often also more or less out of date.

Pedagogy: Relatively small classes focusing primarily on current dilemmas can create a significant increase in what is being learned.The classroom typically has a level floor with participants seated around tables of about seven individuals with a maximum of five tables.The professor provides an opening lecture of some 20 minutes with a maximum of five visual aids. The tables of participants/students then debate the issues for about 20 minutes followed by another 20 minutes of plenary discussion under the leadership of the professor. Experience indicates that in two days spent this way one might be able to cover up to perhaps five days of traditional learning. Please click to read more.

This article was recently published in EFMD's Global Focus magazine. You can read the issue for free via the EFMD Library on Issuu or access the tablet versions via iTunes and Google Play.

EFMD Awards EPAS Accreditation to Programmes at Binus & RISEBA


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

The following 9 programmes have also been re-accredited:

  • Peking University HSBC School of Business, China
    Master of Economics

  • Ecole de Management de Normandie, France
    Master Grande Ecole

  • Groupe ESC Pau, France
    Grande Ecole Programme in Management

  • Warsaw University of Technology Business School (WUTBS), Poland
    Executive MBA (PT)

  • AESE - Escola de Direcção e Negócios, Portugal
    Executive MBA

  • Jönköping International Business School, Sweden
    BA in International Management
    Master in Strategic Entrepreneurship

  • University of Portsmouth Business School, UK
    BA (Hons) Business Studies Suite

Quotes from the Schools

"We are delighted to have 2 programmes recognised and accredited by EPAS. The process of accreditation has been extremely valuable to the School and we thank EFMD and the peer review teams for their ongoing support. The accreditation will play a key role in helping us drive our international strategy and reach our goal of having 25% of the RISEBA student body as international students."
Prof. Irina Sennikova, RISEBA Rector & Professor of Management

"We are proud of being the first EPAS accredited programme in Indonesia. This inspires us to be a leading business school in the region".  
Dr. Stephanus Remond Waworuntu, MBA Dean, Faculty of Business, BINUS University International

The EPAS process considers a wide range of programme aspects including:

  1. The market positioning of the programme nationally and internationally
  2. The strategic position of the programme within its institution
  3. The design process including assessment of stakeholder requirements – particularly students and employers
  4. The programme objectives and intended learning outcomes
  5. The curriculum content and delivery system
  6. The extent to which the programme has an international focus and a balance between academic and
    managerial dimensions
  7. The depth and rigour of the assessment processes (relative to the degree level of the programme)
  8. The quality of the student body and of the programme’s graduates
  9. The institution’s resources allocated to support the programme
  10. The appropriateness of the faculty that deliver the programme
  11. The quality of the alumni and their career progression

EPAS was launched in 2005 and in 9 years has had a considerable impact on the quality of business schools programmes all over the world. As of October 2014, 84 accredited programmes from 63 institutions in 28 countries that have been awarded EPAS accreditation. 25% of the total are (E)MBAs, 32% are Masters, 29% are Bachelors, 2% are Doctoral Programmes and 12% are non-Bologna country-specific programmes.

For more information on EPAS visit

Social Interpreneurship and The Jazz Age

GF14 3 jazzSocial intrapreneurs are rarely individual heroes but more like jazz musicians jamming in a group. But sometimes, say David Grayson, Melody McLaren and Heika Spitzeck, they need even bigger groups – a fully orchestrated ‘big band’.

A new order of business social innovators is emerging. Canadian author Anne Kingston, citing research by ad agency Sparks and Honey, recently noted key differences between two young groups.

Generation Z – those born since 1995, now 18 and under and who number about two billion worldwide – have a highly developed social conscience. Sixty per cent want jobs that create social impact compared to 31% of Generation Y (also known as “Millennials”), born between the 1980s and 2000. They are also more entrepreneurial (72% want to start their own businesses) and even more tolerant of racial, sexual and generational diversity than Generation Ys, who are a significantly socially conscious cohort in their own right, according to the 2014 Deloitte Millennials survey .

In 2012 the star Generation Z inventors who made headlines included 15-year-old Jack Andraka, who created an inexpensive, accurate sensor able to detect pancreatic cancer; and 17-year-old student Angela Zhang, who developed a protocol that allowed doctors to better detect cancerous tumours on MRI scans. Last February, 16-year-old Ann Makosinski claimed the top prize for 15- to 16-year-olds at the Google Science Fair, a place on Time’s “Top 30 under 30” list, as well as a barrage of media coverage for her flashlight, powered by the heat of a human hand. This had been inspired by the plight of a friend in the Philippines who had failed a grade at school because she lacked electricity to study at night.

GF14 3 jazz bookAlthough far younger than their counterparts currently enrolled in business schools, the emergence of these socially conscious, entrepreneurial Generation Zs represents the crest of a wave of business-based social innovation that we have seen building in our research on social intrapreneurism, which we published in our March 2014 book, Social Intrapreneurism and All That Jazz. Please click to read more on:

  • What are “social intrapreneurs” and why study them?
  • What do social intrapreneurs do?
  • How did they succeed in spite of the challenges?

You can read or download the full EFMD Global Focus magazine issue for free via the EFMD Library on Issuu or access the tablet versions via iTunes and Google Play.

Strategic Leadership and New Ways of Working to Drive Growth – the UniCredit Approach

GF14 3 RutschAndrew Rutsch explains how Italian banking group UniCredit turned to strategic leadership and new ways of working in a bid to drive organisational growth.

In today’s fast-paced environment, organisations and even whole industries are challenged with seismic shifts. Companies such as Kodak, Merrill Lynch and General Motors, once industry icons, are now bankrupt, acquired or stumbling.

Against this background, the recent EFMD CLIP Sharing Best Practice Workshop hosted by Italian banking group UniCredit in Turin, Italy, in March at its inspirational UniManagement corporate learning center showcased a variety of approaches and practices that drive development outcomes.

A larger theme emerged during the day-long workshop: the role and impact of strategic leadership and new ways of working in the pursuit of organisational growth. Put more concretely, this focused on how UniCredit’s senior management engages organisational members and clients around shared goals and needs to drive collective development and performance.

Banking is not anymore what it used to be
The banking sector has undergone substantial changes accelerated by the financial and economic crisis of recent years – and is expected to continue doing so. In particular, a number of drivers have affected banking:

  • increasingly strict regulations by governments and transnational bodies
  • greater competition through globalising banks that drive market consolidation
  • socio-demographic changes through the arrival of Generation Y with its new values
  • new technologies that are reshaping how organisations are steered and operated

For example, the World Retail Banking Report 2014 by Capgemini and Efma found (for the first time in three years) a decline in customer experience. This was particularly true among Generation Y members, who comprise up to a third of the population in many markets, who value technology and who represent the largest user base of social media. It is a wakeup call for banks to rethink how they use technology in building a personalised customer relationship.

Given these market shifts, banks have to adapt their value chains to increase their responsiveness. They are reworking services, channels and systems to increase interaction with all value chain partners from suppliers and customers to media and regulatory bodies. Against this background, MIT’s Principal Research Scientist, Andy McAfee, believes that “we haven’t seen anything yet” and that the impact of digital technology will be transformational.

UniCredit responded through a decisive strategy
What actions did UniCredit take to address these issues? In 2010, it shifted its focus to its core business, commercial banking, and thus anticipated a trend gradually spreading across the industry. It has realised its strategy through a set of concerted measures:

  • strategically aligned operations by newly defined customer segments and reinforced regional management around one profit & loss per country;
  • Strengthened relationships with family and business customers and introduced an integrated service model across a wide range of channels
  • Simplified its organisation to drive operational efficiency and faster decisions and enhanced its governance to better respond to regulatory changes.

UniCredit has performed remarkably well in this troubled macroeconomic setting. Today, it is a rock-solid commercial bank with a European network across 17 countries, over 8,900 branches and more than 147,000 employees. In 2013, it posted an operating income of €23,973 million and disposed of a number of legacies such as loan loss provisions, allowing it to focus on increasing its business and profitability. Please click to read more.

Business School Libraries – Where Next?

GF14 3 librariesDaniel Gunnarsson (Jönköping University Library, Sweden) describes the major changes that technology has made possible in business school libraries. And speculates about other changes that are still to come.

As far as I am aware there has not been much discussion about business school libraries in the Global Focus magazine. This is rather remarkable since technological change has had a major impact on library resources and services.

This change has significantly influenced how business schools researchers manage their access to scholarly publications and has also had an impact on how teachers select reading materials for their students. This article hopes to share some of the major changes in business school libraries that have already been implemented and also provide my views on what the future might bring. It will focus on four different themes: collections; technology; services; and the librarian.

Collections – from printed books to e-resources: For many people the library is still a place filled with printed books. That is in fact still true though it is not the whole truth. Behind the shelves of printed books there is a world filled with e-books available from the cloud. E-books create lots of advantages for the library and readers – simultaneous usage, no shelving, no weeding, deep searching within the whole text of the book, and 24/7 availability from all over the world– and no need to carry them around.
So, is the printed book on the road to extinction? If you ask me, no, not yet. Here are some reasons why not:

  • The most popular textbooks still have a business model that makes it impossible for business school libraries to promote access (some of the most used are not even available as e-books).
  • Students and researchers still prefer a printed source for longer reading (at least in my experience).
  • Among many people the printed book is still the most familiar source of academic information and it is hard to change that perception.
  • Finally, a printed book is very easy to browse and skip between different pages when you are reading.

GF14 3 JIBS logoHowever, in the future I expect the e-book to grow even more in importance over the printed book. Especially, books with a more focused content such as handbooks, anthologies and encyclopaedias are excellent as e-books since one only reads parts of them. In addition, books for complementary or supplementary reading will be sought out as e-books.

However, many questions will have to be solved regarding textbooks before a breakthrough can occur. Probably this will be managed outside the library, directly between the student and the publisher. As a concluding remark theshift from printed books to e-books has not, and will not, be as dramatic as the earlier change from printed journals to e-journals.Regarding the development of collections (whatever the format), this is a delicate relationship between me (a subject librarian) and students and staff (in this case at Jönköping International Business School in Sweden – JIBS). Please click to read more.

Reinvigorating the PhD

GF14 3 doctorPhDs are increasingly under scrutiny for being ‘irrelevant’ and ‘lacking impact’. But given the right tools, Simon Linacre at Emerald Group Publishing believes that they still have much to offer.

It may surprise some to know that the PhD, as it is today, only goes back to the 19th Century. As a result of education reforms in Germany it was established by Humboldt University, Berlin. Similarly, the vision of higher education offered by the undergraduate, master and PhD levels was only developed in the US in the late 1800s.This information was provided by Wikipedia and as such is not necessarily reviewed and corroborated for authenticity. It does however; provide an apt way to start a discussion on the status of the modern PhD. And more importantly, how it might develop in the digital age. Some think the PhD’s days are numbered, but I believe that there are one or two initiatives that may prove the doubters wrong.

Academy awards
One such initiative is the Outstanding Doctoral Research Awards, research  jointly supported by the European Foundation for Management Development (EFMD) and global publisher, Emerald Group Publishing. The awards – commonly known as the “ODRAs” – were conceived in the early 2000s as a way for EFMD and Emerald to recognise and promote emerging, high-quality PhD theses. Recent PhD graduates may submit a summary document of fewer than 2,000 words succinctly describing their PhD research. In order to bring out the more impactful elements of the research, submissions should highlight the following elements:

  • Significance/implications for theory and practice
  • Originality and innovation
  • Appropriateness and application of methodology
  • Data and findings

emerald logoThe submissions are judged by Emerald editors from its sponsoring journals in the business and management research portfolio.  Winners in each category are awarded a cash prize of €1,500, along with a certificate and winner’s logo.

Winners are also encouraged to follow up their success by writing up their research and submitting it to the appropriate sponsoring journal subject to normal peer review protocols.

Celebrating success
In the early days of the awards, there was some variance in the interest they provoked in researchers, mainly depending on the category. However, in recent years they have enjoyed significant success. The most recent awards in 2013 attracted 525 submissions from 78 different countries – an increase of more than 100 on the total submissions the year before allied to a much greater international coverage.

This supports the hypothesis that not only is the reach of organisations such as EFMD growing but also that much of the vibrant new research that has demonstrable impact is happening outside the established bastions of management education in Europe and North America.

What is notable about the submissions over the years is what they have signified for the development of postgraduate researchers’ careers. Emerald is, of course, only able to access its own data and the figures across all publishers will probably be even more impressive. But of the 980 ODRA submissions in 2010-2012, their authors went on to publish 437 articles in Emerald’s journals, 70 book chapters and
62 case studies. Please click to read more.

Solving the Global Talent Equation

GF14 3 JohnsonMike Johnson offers some thoughts on the challenges facing business leaders tasked with managing our organisations today and tomorrow.

Peter Lorange is angry. This well-seasoned academic, innovator and business leader thinks that it is high time a lot of his contemporaries woke up to the fact that the organisation has changed irretrievably – and do something about it!

Lorange’s concern is that too many organisations are not moving fast enough to keep up with the changes taking place in global society – most often driven by the digital explosion. “If we are going to be effective we must be able to really understand the modern consumer and come up with innovations that they value,” he says. “This is not easy.” Lorange isn’t the only one who observes that we need to get a whole lot at this.

Global people provider Manpower Inc. say that we are at the dawn of what they term “The Human Age”.  In Moving People to Work. Leveraging Talent Mobility to Address the Talent Mismatch in the Human Age, Manpower think that “in the Human Age, companies must align their talent strategies with their business strategies to ensure they have the right people in place to grow and succeed.” However, getting that right isn’t going to be easy either.

So far, many organisational observers think that we have failed to do very much. Rudi Plettinx, Managing Director of Management Centre Europe in Brussels, notes that “although we’ve had all the processes in place time after time, in truth our developmental programmes have failed.” He adds: “HR has never, ever become a real partner of the executive team – although there are a few exceptions. As long as senior executives have been paying lip service and see these vital initiatives as just another HR process rather than a strategic leadership strategy process, I‘m afraid that effective talent management won’t really be on the radar screens of our C-Suite managers.” Plettinx speaks for many frustrated leadership experts when he continues: “HR failed to make this a strategic business issue with top management and so it has festered in the inner circles of an organisation’s HR community. Talent is not just about having the appropriate recruitment and retention strategy, it is also about an effective development strategy.

GF14 3 johnson bookThe arrival of ‘talentism’
Manpower’s idea of a Human Age demands that the collective group of stakeholders collaborate to find new, innovative ways to operate in a world where people with the right skills are the scarce resource and “talentism” is supplanting capitalism.

It may be a lot to swallow in one go, talentism taking over from capitalism, but Manpower haven’t finished yet. They further their case by noting that, “when a third of employers globally cannot fill positions, it’s imperative that stakeholders expand their view of talent sources and incorporate strategies for attracting individuals with needed skills from across international borders”. Please click to read more.

This article is an edited extract from The WorldWide WorkPlace: Solving the Global Talent Equation by Mike Johnson, published by Palgrave 2014.

New in 2015: PMI Teaching Case Competition

PMI LogoPMI Academic Resources invites project management scholars and practitioners to participate in its inaugural teaching case competition, launching 2 January 2015.

Teaching with cases helps to create an energising atmosphere that inspires students to develop critical thinking and analytical skills. The challenge for faculty has been to find high-quality teaching cases in project management. This competition aspires to build a repository of high-quality teaching cases available for faculty to use in undergraduate and postgraduate project management programs.

The theme of this year’s competition is Project Management and Disaster Relief. The competition will be judged by a panel of expert case writers and project management scholars, with monetary prizes for the top three cases, as follows:

PMI case1st Prize: US$3,000
2nd Prize: US$2,000
3rd Prize: US$1,000

The top three finalists will be invited to PMI Global Congress 2015—North America, where the winners will be announced. The prize-winning cases will be published through PMI.

The early submission deadline is 1 April 2015.  Please click  for complete guidelines and submission details. You are also invited to check the FAQs or contact PMI for This email address is being protected from spambots. You need JavaScript enabled to view it..

You may also be interested in recent research from the Project Management Institute:

And there is more from the PMI Publications website.

Last Chance to Join the 2014 EFMD Career Services Conference

Careerservices banner

This is your last chance to register to the 2014 EFMD Career Services Conference that will take place from the 19th to 21st November at Porto Business School, Portugal.

Do not miss this unique opportunity to join with peers from schools including: IESE Business School, Maastricht University, HEC Paris, University of St Gallen – HSG, Vlerick Business School, Stockholm University, University of Edinburgh Business School, University of Cologne, LUISS School of Business and IE Business School to discover and discuss the latest trends in career services and to share your experience as well as learn from other colleagues.

Around the general theme of the conference ‘Empower your Career Services’, there is an outstanding line up of speakers and best practice workshop sessions. Maria Nemeth, Founder and Director of the Academy for Coaching, in the US will lead a plenary on ‘How to go from Dreaming to Doing’ - how do we insure the success of our great ideas and plans?Melanie Parker, Executive Director of MIT Global Education & Career Development will discuss ‘Leading a Team’ and explore the different ways of leading a career services team.

We will also have sessions on Train the Trainers Session, Employers and Recruitment Strategy Panel & Story Telling. For more information on the rest of the programme, please visit the special webpage. We hope that you will join us in Porto for one of the most relevant and interesting career services event on the calendar.

Finally I also invite you to read this excellent article from IE Business School ‘Enhancing Talent Development and Talent Acquisition' from the latest issue of EFMD’s Global Focus magazine which describes changes to the way companies and business schools are managing talent.

If you have any questions please contact This email address is being protected from spambots. You need JavaScript enabled to view it.

Masters Programmes Going Global: Join us for the 2014 EFMD Conference on Masters Programmes


You are kindly invited to the EFMD Conference on Master Programmes that will take place in Grenoble (France) on the 3-5 December 2014. The event will kindly be hosted Grenoble Ecole de Management.

This is the only global event of its type that focuses on the Masters degree and it offers a unique opportunity for colleagues from all over the world to network, exchange, share and discuss common issues and opportunities in Master Programmes.

This year’s conference will include speakers from (Australia, Asia, Europe, America) around the main theme: Master Programmes: Going Global. This will be a unique opportunity for colleagues to network, share and discuss common issues and opportunities in Master Programmes.

 We already have an exception line up of confirmed speakers including:

  • Della Bradshaw, Business Education Editor, Financial Times, UK who will lead a global panel on the future of the Masters degree
  • John Shields, Acting Deputy Dean (Programmes and Infrastructure) & Associate Dean Postgraduate Coursework, University of Sydney, Australia
  • Chris Tsang, Executive Director (School Development & MSc Programs), HKUST Business School,China
  • Mark Vandenbosch, Associate Dean of Programmes, Ivey Business School, Canada
  • Selcuk Erenguc, Senior Associate Dean and Director of Graduate Programs, Hough Graduate School of Business, USA
  • Benjamin Glover, Regional Director, EMEA, Graduate Management Admission Council, UK
  • Julia von Maltzan Pacheco, Associate Dean for International Relations, Fundação Getulio Vargas, BR
  • Bertrand Guillotin, Director, International Programs Office, Duke University – The Fuqua School of Business, US

The sessions and discussions will be around topics such as:

  • Global Trends in Master Programmes
  • Perceptions of Master Programmes
  • Why Masters? / Why Now?
  • How to add value? – Programme Management (Curriculum, Professional and Personal Development, Support Services)
  • Final Projects with Companies Alternatives to Master Theses
  • How Top Schools are dealing with global chammenges
  • The Future of Master Programmes

This event will be chaired by Mark Thomas, Associate Dean and Director of International Affairs, Grenoble Ecole de Management. More information about the Masters Conference is available from the dedicated EFMD website. Please do register now, until 15 September 2014 you can benefit from the early bird fee. Numerous networking activities will be available throughout the event and  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. 

The Challenges Facing Business School Accreditation

GF14 3 osbaldeston2Business schools have been among the most successful higher education institutions of the last 50 years. Yet now they face many serious challenges that, as Michael Osbaldeston explains, have deep implications for accreditation bodies.

Business schools have existed for over a century, originally as institutions of practical education, which, following the Ford and Carnegie Foundation reports of the 1950s, were gradually recast as serious academic institutions. More recently, they have spread rapidly from North America, through Europe to Asia and beyond, currently numbering over 13,000, with new additions being launched almost daily, particularly in emerging economies.

Business schools are one of the major success stories in higher education of the last 50 years, both from an academic (faculty, research, qualifications) and a business (customers, revenue, profitability) perspective.Yet despite this success, critical comment has been growing in recent years, fuelled in part by the recent global economic recession.

These criticisms have been concisely summarised by Thomas et al in their 2014 EFMD publication Securing the Future of Management Education: “Critics accuse business schools of doing arcane, irrelevant and impractical academic research; doing a poor job of preparing students for management careers; pandering to the market and the media rankings; failing to ask important questions; and in the process of responding to the demands of their environment, losing claims of professionalization as they ‘dumb down’ the content of courses,
inflate grades to keep students happy and pursue curricula fads”.

If that were not sufficient, others have added charges of being too analytical, insular and theoretical; insufficiently global, integrative and team-oriented; and lacking in values and ethical guidance. It is hardly surprising then that some leading schools have turned to accreditation to demonstrate their worth and provide quality assurance to their stakeholders.

equis2013The accreditation of management education was initiated by AACSB as far back as 1916, with a focus on North America. AMBA, set up initially as an alumni network, originally concentrated on MBA programmes with a primary focus on the UK. It was not until 1997 that the demand for a European approach to accreditation led EFMD to launch EQUIS, with an initial focus on European schools, and later EPAS, its programme accreditation system.

All three accreditation organisations have expanded internationally, to the point where some 1,000 schools today have achieved one or more of their accreditations. EQUIS aims to achieve both recognition of and quality improvement in the world’s top business schools – recognition through the award of a quality label that is valued worldwide by students, faculty, employers and the media (often being a prerequisite for entry to rankings) and improvement through the need to meet, and continue to achieve, internationally agreed quality standards.

From the beginning EQUIS was … please click to continue reading this article from the latest EFMD Global Focus magazine.

Embedding Values in Multicultural Business Organisations

GF14 3MoodyStuartartMark Moody-Stuart examines the difficulties of ensuring that the right values are agreed, understood and truly embedded in a large multicultural business organisation.

I once attended a large dinner and discussion at the World Economic Forum in Davos, Switzerland, on standards for not-for-profit organisations. The debate was mainly between the leaders of such organisations asking themselves how they could ensure a common commitment to standards so that a failure in one sphere by one organisation did not tarnish the reputation of the sector as a whole. One leader of a large not-for-profit said that he was concerned how he could ensure that every one of his 60,000 employees in many different countries were all living up to the values of the organisation. It is a very valid concern and with some satisfaction I was able to welcome him to the ranks of multinational business and its many challenges.

The test of embedding values in large global organisations comes in several parts: first, establishing and agreeing common values; then making sure that everyone has really taken them on board; and lastly continuously checking that they are alive and well throughout the organisation.

A crisis is often a stimulus for creating or reviewing values. Shell had a well-established and well-embedded “Statement of General Business Principles” developed in the 1970s in response to a corruption scandal in Italy. In my experience, in the 1990s, if you asked anyone in Shell what the group’s business principles were they would say: “We don’t bribe people and we do not get involved in politics”.They could say “we” with some confidence because there had been regular discussions on the challenges of working in corrupt environments and people knew of examples of business lost due to a refusal to pay bribes. The policy of not making political payments was also well known.

GF14 3MoodyStuartcoverHowever, in 1995 two events involving respectively the environment and human rights caused public outrage and shook confidence and self-esteem throughout the organisation. These events were the reaction triggered by Greenpeace against plans to dispose of a very large oil storage buoy in the deep waters of the Atlantic and the execution in Nigeria of Ken Saro Wiwa, an outspoken critic of Shell’s activities.In both cases we thought that we had taken all steps in line with our principles but many people were very critical of our actions – or inactions. While we had told “war stories” about corruption, we had previously never spoken explicitly about human rights.

In response to this public concern Shell undertook a global consultation process. Workshops brought people at all levels in the company together with representatives of civil society organisations, the media, academics and political thinkers. Out of this came three amendments to the existing principles … please click to read more.

Special Offer for EFMD members: get 20% off  “Responsible Leaders” by ordering from Greenleaf Publishing using code EFMD20.

The Future of Successful Business is a Combination of Profit and Purpose

CranfieldCCNew study finds the future of successful business is a combination of profit and purpose

88% of current CEOs and 90% of future leaders surveyed believe businesses should have a social purpose. However, only 19% of future leaders think businesses already have a clear social purpose, compared to 86% of CEOs. CEOs and future leaders hold different beliefs on the biggest barriers to businesses adopting a social purpose, with current leaders citing external factors such as government and regulation, while future leaders believe current management attitudes play a larger role.

These results are part of a new study published today by Coca-Cola Enterprises (CCE) – which manufactures, distributes and markets Coca-Cola products in Western Europe – in partnership with Cranfield’s Doughty Centre for Corporate Responsibility and The Financial Times’ FT Remark (FT).

The study, ‘Combining Profit and Purpose’ is based on the views of 50 CEOs and almost 150 MBA and MSc students and recent graduates across Europe. This interesting report has separate sections on:

  • Should business have a social purpose?
  • Does business now have a social purpose? If so, what interpretation of social business?
  • Wha is hindering companies’ adaoption of a social purpose?
  • What would encourage businesses to adopt a social purpose?
  • How should a business define its purpose?

For more information, please read the full report or you can also consult the Combining Profit and Purpose Infographic.

The New EFMD Global Focus Magazine 2014 is now Available

Global Focus-Issue3 2014

This latest issue of Global Focus begins with an article by EFMD's Michael Osbaldeston on how accreditation can, and is, helping business schools respond to many of the challenges and criticisms facing the sector.

You can read or download the full issue for free via the EFMD Library on Issuu or access the tablet versions via iTunes and Google Play.

In focus and Contents

Business School Impact Survey

The EFMD Excellence in Practice Awards (EIP): Call for Entries

EFMD/EURAM Research Leadership Programme, Cycle 5

The challenges facing business school accreditation: Business schools have been among the most successful higher education institutions of the last 50 years. Yet now they face many serious challenges that, as Michael Osbaldeston explains, have deep implications for accreditation bodies.

EFMD & Graduway partnering to raise standards in alumni relations

Embedding values: Mark Moody-Stuart examines the difficulties of ensuring that the right values are agreed, understood and truly embedded in a large multicultural business organisation.

The Jazz Age: Social intrapreneurs are rarely individual heroes but more like jazz musicians jamming in a group. But sometimes, say David Grayson, Melody McLaren and Heiko Spitzeck, they need even bigger groups – a fully orchestrated ‘big band’.

Smart Diploma

Enhancing talent development and talent acquisition: Amber Wigmore Alvarez and Boris Nowalski describe current changes to the way companies and business schools manage talent.

How being embedded in your region helps growth: Thomas Bieger explains how the University of St Gallen used the new Business School Impact Survey to consolidate and build on its local roots.

From EPAS to EQUIS and AACSB…and from AACSB to EPAS: Anne-Joëlle Philippart explains how the mix of EFMD and AACSB accreditation models helped achieve a rapid improvement of the quality assurance system at HEC-Liege.

Adjunct connecting part-time faculty and business schools.

The case for inspiration: Donald Marchand and Anna Moncef discuss the lessons to be learned from the Novartis SMS for Life initiative.

Making the most of the hiring process: The latest Corporate Recruiters Survey offers a positive MBA hiring landscape and highlights what is most important for employers in the process. Christophe Lejeune and Michelle Sparkman Renz report.

Solving the global talent equation: Mike Johnson offers some thoughts on the challenges facing business leaders tasked with managing our organisations today and tomorrow.

Reinvigorating the PhD: PhDs are increasingly under scrutiny for being ‘irrelevant’ and ‘lacking impact’. But given the right tools, Simon Linacre believes that they still have much to offer.

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.

Business school libraries – where next? Daniel Gunnarsson describes the major changes that technology has made possible in business school libraries. And speculates about other changes that are still to come.

Strategic leadership and new ways of working to drive organizational growth – the UniCredit approach: Andrew Rutsch explains how Italian banking group UniCredit turned to strategic leadership and new ways of working in a bid to drive organisational growth.

EFMD Upcoming Events

2015 EFMD Conference for International and External Relations, PR, Marketing, Communication and Alumni Professionals

Looking for more students? Recruit with Precision with the Graduate Management Admission Search Service

If you have any comments or questions on Global Focus or would like to propose story ideas please send them to This email address is being protected from spambots. You need JavaScript enabled to view it.

EQUIS & EPAS Accreditation Seminars in Bangkok


Join our seminars in Bangkok, hosted by Thammasat Business School to find out more about EQUIS and EPAS and the many benefits the EFMD Accreditation Process can bring to your School.

  • Are you applying for EQUIS or EPAS accreditation?
  • Is your Institution holding active eligibility?
  • Do you want to get a better understanding about the accreditation systems?
  • Do you want to find out about recent process developments within the EFMD accreditations?

Then we invite you to join our EQUIS and EPAS Accreditation Seminars.

To view the complete programme and all other practical information, please visit the event page. If you have any questions please contact This email address is being protected from spambots. You need JavaScript enabled to view it..

EFMD Awards EQUIS Accreditation to UIBE Business School & KU Leuven

EQUIS-accreditation UIBE KUL 

EFMD would like to warmly congratulate KU Leuven & UIBE Business School who have just been awarded EQUIS accreditation.

EQUIS logo13-LR
  • “We are of course extremely proud and happy about the Awarding Body’s decision. We have always had a strong reputation when it comes to research and research-driven education in economics and business studies. The EQUIS accreditation will help us to signal those strengths on the international scene, and to further increase the attractiveness of our School for international students and our corporate partners.”
    “The greatest value of the accreditation was in the self-assessment and in the discussions with the peer-review team. In 2013 our School acquired two large campuses in Antwerp and Brussels. The EQUIS accreditation process definitely accelerated the integration of these new campuses. The assessment of our quality and performance against the EQUIS standards helped us to describe the priorities in this major organizational change and to place them in context”.
    Prof. Luc Sels, Dean, Faculty of Economics and Business, KU Leuven

  • “A brilliant new chapter of UIBEBS has been opening since its new Vision and Mission was launched in 2010. We were very fortunate to meet EQUIS, whose spirit exactly coincides with our vision of being a globally-oriented business school that is of significant influence and confirms our tradition of generating international business elites. What EQUIS gives us continuously is the higher guidelines on all the levels of faculties, students, research, etc. and the boom of connection and interaction between the School and enterprise. Receiving EQUIS accreditation is really a great milestone for UIBEBS in its history of pursuing the globalization of business education."
    Prof Guliang Tang, Dean, Business School, University of International Business and Economics

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

The benefits of accreditation include:

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

More information on EQUIS is available at

Rethinking the MBA for the Future

MBA 100daysGiselle Weybrecht has been posting one short idea a day as a brainstorming exercise towards creating more sustainable leaders.  It was exploring all aspects of the business school ranging from curriculum and research to partnership and campus activities. The 100 days were in the Summer 2014.

Now Giselle is posting 10 short summary points bringing together the main themes:

  • Stronger individuals: The future business school is about creating stronger individuals who have both a better understanding of the world around them, and how they fit within that world.
  • Engaging with the community: Future business schools will be a much more integral part of their surrounding community, engaging in a wide range of community activities. If you are looking for a tool to to determine the extent of a school’s impact upon its local environment, please do check out the EFMD Business School Impact Survey, BSIS.
  • Driving innovation: Business schools are made up of a constantly changing group of interdisciplinary students, faculty experts and outside partners with a wide range of experience which could be put to use to explore opportunities.
  • The bigger picture: The “business” degree itself will reflect more closely the realities of business today by putting a major focus on the bigger picture, those things that business impacts as well as those things that impact business.
  • Useful, relevant and up-to-date: The curriculum of the future will embed current sustainability topics throughout all classes.
  • Focus on education: Rather than move into creating shorter-faster programmes, business schools will focus on creating an environment that maximises learning and teaching opportunities.
  • Flexibility: Business schools of the future will be much more flexible in terms of the kinds of programmes, focus on disciplines, whilst focused on a particular part of a career, or available over a lifetime.
  • Accessibility: the business school of the future will attract a much wider range of individuals, eliminating the need for diversity officers or quotas.
  • For knowing key themes 9 and 10, please follow Giselle on Twitter.

If you are interested in more info, please do explore the 100 different ways to rethink and reimagine the MBA.  You are also warmly invited to join this discussion at the upcoming 2015 EFMD MBA Conference that is to be held on 8-10 March 2015 in Rome, Italy, kindly hosted by the LUISS School of Business and Management.

Should Business Schools Localise Rather Than Globalise?

Forbes Symonds pictureForbes logoMatt Symonds argues in an article last week in Forbes that we have become accustomed to business schools talking about globalisation, yet the benefits that schools bring locally are too often forgotten.

Symonds says:”Business schools should be just as proud of their impact closer to home. After all, a business school isn’t just providing knowledge. It’s a community that provides jobs, purchases goods and services, and pays salaries that are often redistributed locally. And they attract students from outside the region who spend on board, lodging and more”.

BSIS logoI visit many schools per year and always see first-hand some of the amazing things that are happening,” says Eric Cornuel, the CEO of EFMD. “Engaged students and faculty, close links with industry, new ideas and innovation, developing start-ups and incubators, mixing skills and mentors, fostering a sense of entrepreneurship, helping local communities and widening access to underprivileged students to name but a few.

To help identify the tangible and intangible benefits that a business school brings to its local environment, the EFMD Global Network has launched the Business School Impact Survey (BSIS).

Last Chance to Submit Cases for the 2014 EFMD Competition

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

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

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

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

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

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


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

Please feel free you to consult the 2013 winners in the various categories and also do not hesitate to pass this on to a colleague who might be interested in participating. Please do contact EFMD colleague This email address is being protected from spambots. You need JavaScript enabled to view it. with any questions you may have.

IESE & Barcelona is the New Location for the GBSN & EFMD Africa Conference

Africa Banner web2

NEW LOCATION: The 2014 Africa Conference has been moved from Ghana to IESE & Barcelona.

It is with great disappointment that EFMD, GBSN & GIMPA have to announce that the 2014 Africa Conference has been moved from Ghana to Barcelona, Spain due to the ongoing and tragic crisis surrounding the Ebola virus.

The President of Ghana issued a 3-month moratorium on international conferences and there are rising concerns among our member schools about the Ebola crisis, so the decision to move location had to be made.

Since the new venue for the conference will be Barcelona, Spain, we hope that our members that were not planning to travel to Ghana, but still have an interest in business education in Africa see this as an opportunity to participate in engaging discussions with a very international audience.  The conference program will keep a strong focus on Africa.

We warmly thank IESE Business School for stepping in to offer their facilities at such short notice and being so supportive of the network.

The conference will take place on the initially planned dates of 4th-5th November 2014, with the GBSN Members Meeting and EFMD Accreditation seminar on 3rd November 2014. Even though the conference location will change, the conference program will keep a strong focus on Africa with the same agenda and we look forward to engaging discussions with a very international audience.

Early Bird Registration has been extended through September 30th, and new hotel information will be posted to the website soon. Please check back to for more information.

We would like to thank all of our members for your understanding and continued support and look forward to warmly welcoming you to Spain. If you have any questions please contact  Page Buchanan, GBSN, at This email address is being protected from spambots. You need JavaScript enabled to view it. or Griet Houbrechts, EFMD, at 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..


Hong Kong Baptist University School of Business - PhD Fellowship Scheme for 2015/16

HK fellowshipThe Hong Kong Baptist University, School of Business is currently accepting applications for the Hong Kong PhD Fellowship Scheme 2015/16. This scheme, established by the Hong Kong Research Grants Council (RGC) in 2009, aims at attracting the best and brightest students from all over the world to pursue their PhD studies in Hong Kong. The scheme offers financial support of approximately US$116,000 to awardees.

Please do check the full details on how to apply,  here you will also find detailed information about research focus in the departments of Accountancy & Law; Finance & Decision Sciences; Economics; Management; and Marketing.

The Third Wave: The Future of Leadership Development

pivot logoToday’s world requires leaders who have more authenticity, better agility and a stronger sense of agency. This brilliant white paper provides a framework on how to prepare leaders for what is needed in this new world.

Authors Sullivan, Philpot and Meeks underline that the "Third Wave" approach means stepping out of your comfort zone, but their experience indicates that rewards tend to match the risks. Pivot Leadership is a strategic leadership boutique that partners with Fortune 500 executives to help them lead, innovate, and adapt to volatile markets and changing industries.

This white paper focuses on redefining leadership development around five key dimensions:

  • Ideology: Bringing the hard and soft sciences together, future leaders must be able to integrate both the hard and soft aspects of leadership.
  • Focus: From personality to purpose, in the sense of the strongly felt responsibility that a leader has for taking action even in the face of risk, conflict and uncertainty.
  • Participants: From clean fish to clean tanks, in terms of cultivating the system within which leadership is exercised: learning becomes embedded, operationalised and intertwined with change.
  • Technique: From application to immersion in the sense of extensive and intense exposure of leaders to the natural settings in which leadership is actually excercised.
  • Outcome: The three A’s: Agency, Authenticity and Agility, which means going beyond knowledge, skills and competencies.

Pivot coverImplications for Practice

Pivot Leadership experts focus on five critical design principles, each derived from the dimensions described above:

Ideology: Putting disruption in the foreground: By addressing competitive threats, changing customer needs, and how the business must reinvent itself, leaders will develop an integrated perspective on their business.

Focus: Discovering purpose: Leadership development should address a person’s intellectual and emotional capacity in an integrated way.

Participants: Bringing the ecosystem into the room: The best method for teaching “enterprise thinking” is to include customers, partners, and key stakeholders as part of the live learning experience.

Technique: Using immersion to stimulate visceral learning: The real work of a leadership development is to help participants figure out things for themselves.

Outcome: Developing agency, authenticity and agility: The output of leadership development should be about changing mindsets, the quality of dialogue leaders have, their sense of responsibility and their sense of purpose.

If you are interested in more details, this 15-page white paper can be downloaded for free from the Pivot Leadership website that has more information on other publications and their expertise.

Perhaps you are also interested in the EFMD Excellence in Practice "EiP" Awards. EIP recognise outstanding and impactful Learning & Development (L&D) partnerships in the domains of Leadership, Professional, Talent and Organisation Development. The L&D initiative described in the case can be deployed by an organisation either together with its in-house Learning & Development unit or with external L&D providers, such as a business school or executive education center. This Special Supplement of Global Focus features the winners and highly commended entries of the 2013 EFMD Excellence in Practice Awards and covers Group Danone & London Business School, ATOS & HEC Paris, Danske Bank Sweden & Stockholm School of Econimics, IFL, EDF & Toulouse School of Econimics and Galician Automotive Cluster & CEAGA's corporate university.

Scientific Advances in Developing Leaders for Today's Complex Environment

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

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

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

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

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

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

MOOCs, Millennials and the Road Ahead for Higher Education

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

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

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

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

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

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

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

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

If you are interested in more information: on the programme  and registration or do not hesitate to contact the This email address is being protected from spambots. You need JavaScript enabled to view it.>">HUMANE Secretariat for further information.
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Executive Development Conference: Exploiting/Improving and Exploring/Innovating

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

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

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

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

Please click here  for the complete programme of the 1-3 October conference, you can register online here, and please do contact EFMD colleague This email address is being protected from spambots. You need JavaScript enabled to view it. with any questions you may have.

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

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

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

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

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

Other benefits of joining the programme include:

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

More information is available here  and you can register online.  If you have any questions or require further information please do not hesitate to contact EFMD colleague This email address is being protected from spambots. You need JavaScript enabled to view it. directly.

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

drucker 2014

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

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

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

Confirmed speakers include:

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

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

More information about the speakers and program outline is available via

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

We hope you will be able to join EFMD and the Drucker Society in Vienna for this high stimulating and excititng conference. If you have any questions regarding registration, do not hesitate to contact the Drucker Forum Secretariat 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.
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EFMD Support the Fifth International Business School Shanghai Conference

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

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

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

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

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

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

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

An outstanding line up of speakers includes:

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

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

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

For more information about the conference and reserving your seats, please refer to the website, or contact Antai College of Economics and Management via Tel: +86-21-52302510; Fax: +86-21-52302511; Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

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

EFMD Awards EQUIS Reaccreditation to 11 Leading Business Schools

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

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

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

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

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

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

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

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

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

More information on EQUIS is available at