EFMD Awards EPAS Accreditation to Four New Programmes

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

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

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

Estonian Business School, Estonia
International BBA Programme 

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

Faculty of Business, Oxford Brookes University, UK
MBA Programme

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


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

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

The list of re-accredited programmes is available here.

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

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

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

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

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

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

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

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

The list of reaccredited schools is available here.

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

Markets Shaping Management Education in Africa: Join GBSN and EFMD in Ghana

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Written by Guy Pfeffermann, GBSN CEO


The theme of the upcoming GBSN/EFMD Joint Conference in Africa - Markets Shaping Management Education – touches on a question of huge global concern: why do so many of the world’s employers have such a hard time finding the talent they need, while massive unemployment persists?

One of the answers is that in all too many countries employers and educational institutions live on different planets. A recent World Bank country report notes that “Kenya’s education system is failing to meet market needs, as it does not prepare the labor market entrants with appropriate skills. Although the quantity of graduates is rising rapidly, businesses are increasingly complaining about shortages of skills in the labor market.” According to the African Management Initiative, “In Nigeria, there is a significant and growing mismatch with graduates not prepared for the job market.”

A second mismatch, which is prevalent especially in low-income countries, is the fact that most people earn their living in the “informal sector” and not in sizeable companies. Improving their living standards requires entrepreneurial skills, yet most business schools are still geared to producing recruits for established companies.

In the words of an excellent report by the Association of African Business Schools and the Association of MBAs: “Demand for better management education is increasing throughout Africa, and there is a real need for provision to expand to meet this demand. There is a predominant focus on executive education, short interventions and business support services. Shorter, flexible and more hands-on learning are increasingly seen as the most effective ways to deliver management education. Entrepreneurship education has become a critical aspect of the offer with a raft of initiatives looking to support small to medium-sized businesses and entrepreneurs alongside a greater emphasis within post-graduate management education on enterprise. The MBA is not widely seen as the most relevant choice for many students.” In other words, a second mismatch exists in the developing world between markets, which demand “bootstrapping” entrepreneurial talent, and traditional business schools that produce managerial employees.

An article entitled “Graduate Unemployment In Ghana: Who Is To Blame?” lays the blame as follows: “There are fewer job openings relative to the vast number of students who graduate from the various tertiary institutions in the country. One root cause of the current graduate unemployment is the mismatch between the supply (by schools) and the demand in the labour market. The skills and experience that employers require are quite different from what jobseekers possess. … Most universities have virtually ignored giving training in entrepreneurship and innovation to equip students for self-employment; therefore most graduates have tended to be jobseekers rather than job creators.”

A sad testimonial to the disconnect between markets and education is the existence in Ghana, Nigeria, and probably other countries, of unemployed graduates.

Nor is the disconnect unique to Africa. A report by the Asian Development Bank notes that “A paradox of higher education particularly evident across Asia is that, even at a time when countries are producing a record number of graduates, employers complain of a shortage of qualified workers, and graduate unemployment continues to creep higher. There is growing concern among employers that graduates’ knowledge and skills are not consistently aligned with labor market needs. Indeed, whether countries have too few or too many graduates depends on what kind of graduates are being produced.” Alarming surveys of India show that a majority of business and engineering graduates are for all practical purposes, unemployable.

Specific skills most often thought to be lacking are precisely those which high-quality business schools are particularly good at imparting: critical thinking, problem-solving, decision-making, strategic thinking, being good at team work, and effective communication. Good business schools ground teaching in real-world problems by means of experiential learning, developing and teaching relevant cases and other pedagogical tools. They leverage the power of the internet, tapping relevant educational materials and nurturing learning communities. Mobile education, which is in its infancy, also holds a huge potential to narrow the skills gap. Leading business schools in Africa as elsewhere work in close partnership with the private sector as well as public sector employers in shaping their offerings. They share best practices by engaging their leaders and faculty in international, regional and national fora. And in doing so, they contribute their energies toward achieving the new global Sustainable Development Goals.

At the conference in Accra this November we look forward to a vibrant dialogue with educators from across Africa and around the globe on advances and trends that will shape management education for the Continent going forward. Leaders from the business sector and academia will come together with students for conversations around industry-specific needs. Innovative educators from Africa will share new programs and approaches to management education. Researchers will give insights into the various markets that business schools serve. And delegates will have the opportunity to debate, network, share and learn with a diverse group of colleagues who share a commitment to improving access to quality management education in Africa.

GBSN and EFMD are excited to be partnering for this special conference hosted by GIMPA and encourage any educator with an involvement, interest or even curiosity around business education in Africa to join the conversation.

Earlybird registration ends on September 15, and thanks to the support of our sponsors a discounted rate is available to African faculty and deans who register. Find out more and register today at gbsn.org/africa2016.

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

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


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

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

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

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

GMAC Enters into a Memorandum of Understanding with AACSB and EFMD to Expand Current Understanding of the Global GME Market

Collab GMACThe Graduate Management Admission Council (GMAC) has signed a memorandum of understanding with the Association to Advance Collegiate Schools of Business (AACSB International) and EFMD, the world’s two largest business education networks connecting academia with business. The intent of the memorandum is to promote and enhance their research activities for the benefit of the business education industry, and to add value for their respective members.

Together, the three global organizations will increase information sharing and coordination by aligning data sets related to school, candidate, and application trends. These research-based initiatives will serve to facilitate more comprehensive analysis and reporting and expand the collective understanding of schools involved in the delivery of global graduate management education.

“One of our most pressing needs as an industry is a common platform for sharing and disseminating data for the benefit of all, and this effort will go a long way toward helping us achieve this important goal,” said Sangeet Chowfla, president and CEO, GMAC.

“This collaboration will create new research opportunities to advance business education worldwide and better serve the diverse needs of an ever-changing higher education ecosystem. By working together, we will make data and information about business education more transparent, standardized, and useful to students, employers, and business school leaders worldwide,” said Tom Robinson, CEO of AACSB International.

Professor Eric Cornuel, director general and CEO of EFMD, said, “As a joint venture between the three biggest management development organizations, with members all around the world, this memorandum of understanding will enable us to tackle the challenges and discuss the potential for industry-wide initiatives that exceed the membership bounds of any of the organizations alone.”

The three organizations plan to kick off their collaboration in mid-July with an initial joint project to establish common data definitions, which will then be presented to schools for feedback in the fall of 2016 before being finalized by year’s end.

Munich Attack: Sincere Thoughts & Condolences from EFMD

Candle condolences607x285On behalf of the Board of EFMD, the members and staff, it was with great shock and sadness that we saw the awful attack that took place last Friday in Munich. This was a horrific assault and all our thoughts and prayers go to the families who have been tragically affected, the people of Munich and Germany. We truly hope that within our German members, their families, friend and acquaintances none has suffered from this senseless aggression.

This was a despicable act of violence, but the heroic response of the people of Germany and the support from around the world shines a light in these very difficult days. 

I truly hope that a sense of peace will soon come to Munich and please know that our thoughts will continue to be with you, and the entire German nation. 

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

Nice Attack: Sincere Thoughts & Condolences from EFMD

Candle condolences607x285On behalf of the Board of EFMD, the members and staff it was with great sadness that we saw the awful sequence of events unfold yesterday in Nice. This was a shocking and barbaric attack and our support, thoughts and prayers go out to the families who have been tragically affected, the people of Nice and France.

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

LingWeLink : The New Digital Language Practice Experience

logo entierLingWeLink: The new digital language practice experience based on a groundbreaking exchange system and designed for educational institutions. More than a tool, LingWeLink is an influent and international network which responds to a structural need in the educational world. 

LingWeLink is a collaborative and inter-university language practice tool. It works as a web platform.

On LingWeLink users are colleges’ students. They receive a credit for each conversation of 30 minutes they give in their own native language to someone who wants to practice it. Then they can trade each of these credits for a conversation of 30 minutes in the language they want or they have to practice, with a native speaker. 

The conversations are directly done on the platform, by videoconference, as you would do by Skype. Conversation is audio when it starts. Users are free to launch their webcam or not. They also can write something in the chat box if a user did not understand a word well and needs it being written. Finally, because we want to make these «practice sessions» more than «conversations», students can use a configurable topic generator and a content-sharing tool to discuss a news-paper article, comment a picture, a video or train to pitch a slide show for example. Furthermore, we are currently developing oral-based exercises and games in order to offer a real tools-kit for students and avoiding any repetitive self-presentation speech or lack of inspiration sessions after sessions.

The members of this network are only prestigious schools and universities, which allocate a certain number of licences to a certain number of students. Schools and universities, as administrators, can monitor the activity of each of their students on the platform. They can see how many practice sessions a student has done, in which language and with which user. They have general statistics and they can edit individual reports. They can set directives for the students and be notified when some of them are not reached. They also can automatically generate marks related to this language practice activity. (Regularity, total number of sessions in the semester)
Therefore universities and schools can integrate this language practice tool as they already can integrate traditional e-learning solutions.

LingWeLink responds to a structural need for pure language practice in the high-education world.

Students spend years learning a language on a theoretical basis, from High-school to University, without
becoming fluent (the goal of language-learning however). On the other side some students begin « linguistically operational » and almost fluent after only 6 months, just talking with natives, on a daily basis and in an informal way. On LingWeLink we allow students developing the ease and the fluidity they need by practicing language on a daily basis as they would do in a cultural immersion context.
LingWeLink is a bridge between the essential but basic theoretical learning process and the cultural immersion experience which is often a one-time or occasional project.

Students Journey: Ensuring a Successful Transition to Higher Education and Graduate Careers

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The 2016 EFMD Conference on Bachelor Programmes will be hosted by EBS Business School, Oestrich-Winkel (Wiesbaden), Germany on 28-30 September 2016 and will address the topic of “Students Journey: Ensuring a Successful Transition to Higher Education and Graduate Careers”.

If you are involved in your school’s undergraduate/ bachelor programmes and wonder how you can enrich your students’ learning experience, EFMD encourages you to join this event. In a fully interactive workshop format, you will explore the three main stages of the undergraduate experience:

- Transition from high school to university

Helping students chose the right orientation, selecting suitable candidates and managing expectations

- First year experience 

Managing diversity, personal development plans, improving the learning experience

- Entering the job market 

Extracurricular activities, lifelong learning, employers’ expectations

Among others, Anders Indset, Business Philosopher and Entrepreneur, will discuss “Wild knowledge”, mastering change, ideas and the future of education and the HR Director of the Norwegian company Jotun, Erik Tørnvall, will present his innovative way of identifying the right candidates. 

For more information, programme and registration, please go here.

Business Education - Surviving and Thriving

Ying zhang pictGuest post by Dr. Ying Zhang - Associate Dean at Rotterdam School of Management, Erasmus University.

I had the honor to be invited to give a speech on the survival and thriving of business schools at the EFMD conference for international and external relations, marketing, communication, and alumni professionals in Edinburgh, UK on April 13, 2016. I was grateful for the opportunity to draw on my recent study of business school development, my experience as an associate dean and a faculty member of one of Europe’s largest business schools, and my experience in the Chinese and American education sectors.


I am very happy that EFMD was willing to raise the questions I address here: Do business schools face a threat to their survival? And what exactly do we mean by “survival” in the case of business schools?  This inquiry also complemented the optimistic focus of the Association to Advance Collegiate Schools of Business (AACSB) at its 2016 ICAM conference—in Boston in the same month—on the future of business schools. Indeed, I believe we do have grounds for optimism, but only if they are rooted in a clear and honest review of the past and present.

Over the past several decades, education has produced a huge amount of human capital around the world. In this regard, the performance of business education has been outstanding, with ever more business schools producing ever more graduates. However, the trajectory that business education has been on does not seem to lead to what was once seen as its fundamental function: enriching social value and serving both the local and global communities. External economic and political forces, asymmetric information flow between market and education institutions (supply–demand), and severe competition across regions have brought about a convergence: a world of business schools with fewer organizational idiosyncrasies and less-differentiated value propositions. Pressured by globalization, standardization, and the income inequality typical of capitalist economies, business schools are now better equipped to compete with each other in offering vocational preparation than to help bring about a more sustainable way of life. Uneven resource distribution across countries and regions also contributes to this phenomenon, as do drastic inequalities in education. Will the business education be able to survive and thrive?

A business school’s ranking says more about its ability to prepare students to find a high-paying job for themselves than its ability to prepare students to create jobs for others. Research, publications, faculty, teaching, and even program presence are more focused on learning from cases of success than from cases of failure. Business schools are therefore pushed into a rat race, each one chasing standardization in order to survive while trying to generate a bit of differentiation in order to thrive, but doing so more in the manner of a business than in the manner of an educational institution. This leads to a very serious paradox of business education; namely, that what is needed is differentiation for different local communities but what is supplied is standardization for the sake of comparison.  For example, most business schools have saddled themselves with a research model that emphasizes narrowness of scope and rigor of methodology, while producing little in the way of insight about the dilemmas facing actual managers running actual businesses (Khurana and Spender, 2011). It then falls to the school’s administration to come up with more diversified and innovative programs and formats. This is the “Matthew Effect,” by which those business schools with strong brands and high rankings attract funding with which to upgrade, while the rest are left to struggle and will find it hard to thrive—and possibly even to survive. This is the downwards spiral driven by the “signaling effect of wealth-related indicators.” This is what comes of designing and developing business education for the sake of shareholders’ interests rather than those of the stakeholders and the community at large.

Rarely do we see business schools able and willing to pursue an integrative hybrid model to carry out both a social and a commercial mission at the same time in the same place. This capacity has been eroding for decades. The efforts to integrate social and economic missions were always separate and independent rather than systematic. Business education gradually lost it ability and its will to offer holistic, social answers to the questions “who are we?” and “where are we from?” 

In these circumstances, I propose that business education should adopt an ecosystem philosophy, attaching a great deal of relevance to a sustainable society and specifically to authentic behaviors, standards of business conduct, and how the human race can survive and thrive. Business schools have much to learn from their institutional peers, such as medical schools (though they, too, are in transition), about how to design a hybrid, ecosystem-based model for addressing social and economic needs at the same time. Setting up entrepreneurship centers or innovation labs is a worthwhile step, but the next step needs to be more embedded and integrative; for example, building up an embedded “business hospital” to diagnose local business problems, much as medical schools often provide their communities with clinics which benefit the medical students who gain experience by serving in them, the patients whom they serve, and the faculty, who have the opportunity to develop new medical knowledge, bring it to the patient’s bed, structure it, deliver it in the classroom, and ultimately publish it in good medical journals” (Nueno, 2012). A business hospital, well integrated into the curriculum, would help MBA students and their professors review and extend their knowledge while contributing to the local economy. 

I believe that if business education were structured in this way, with all its stakeholders connected, served, fully engaged, and treated fairly, whatever obstacles it faced would be resolved by the system itself automatically, just as they are in a healthy natural ecosystem. The wasteful and self-defeating aspects of the current competition would be transformed into cooperation, coordination, and collaboration. Business schools and the societies in which they operate would all be better for it.

To read the full version of the academic paper, please go here.

References

Khurana, R. and Spender, J.C. (2011), Herbert A. Simon on what ails business schools: More than a problem in organizational design, Journal of Management Studies Vol. 49 No. 3, pp. 619–639

Nueno, P. (2012), “How much will you pay? The growing culture of consulting for money”, Financial Times, available at: http://www.ft.com/intl/cms/s/2/40dc2808-1a75-11e0-b003-00144feab49a.html#axzz3s8R5KGwl (accessed 16 June 2016).

Relevant and Impactful Research - Share Good Practices and Experiences with Experts and Peers

2015 EFMD Research Leadership Programme Cycle 6 signature2In her article "Reconnecting with the business world", Anne S. Tsui, Distinguished Professor of Management, Mendoza College of Business, University of Notre Dame, raises the question whether it is socially responsible to produce scholarship that provides no value for practice. "Business research has been criticised in the last 25 years for being disconnected from the world of business, insulated and a self-serving activity. Research factories (in business schools), journals and ranking publishers form the three legs of the research enterprise today". Yet Anne Tsui indicates that these criticisms are beginning to motivate actions. More focus is increasingly placed on research value and impact on society. Besides, funders also require that research makes a strong impact on society.   

How can you shape your research strategy to make relevant choices for research directions? Where do you stand with your research in the rankings as a business school and university? Are you going the right way? In January 2016 the FT claimed that "Business schools were no longer relevant in the age of automation".  

The EU Research and Innovation strategy and the related Horizon2020 research programme emphasise the need for relevant research to support the EU2020 strategy for a strong, inclusive and sustainable knowledge economy.    

How can business schools and HEIs support the knowledge society, help solve "the grand challenges" of society and sustainability. How can they provide research and expertise for new business models to deal with complex issues such as immigration, climate change or social inclusion.  

This requires academic focus, strong governance, leadership, and above all relevance and impact.

Join us for the next EFMD-EURAM Research Leadership Programme. With two modules taking place in Brussels from 18- 21 October and 07-09 December we will be discussing all these issues, work on practical cases and hear from EU representatives. 

More info on our website.

NBEAC-HEC International Training Workshop Organised at EFMD for Pakistani Experts

On 27-28 June 2016, EFMD International Projects team organised an International Training workshop on Quality and International Accreditation for five Pakistani business schools (FAST School of Management NUCES_FAST (Islamabad), Bahria University (Islamabad), SZABIST (Karachi), School of Business and Economics of the University of Management and Technology (Lahore) and Lahore University of Management Sciences and the National Business Education Accreditation Council (NBEAC-HEC) 

IMG 2494The 2-days workshop included a general presentation of EFMD accreditation services (EQUIS and EPAS) and training on the criteria and procedures, allowing the Pakistani experts to compare their national accreditation system to international quality assurance systems. 

EFMD was represented by Dr. Julio Urgel, Senior Advisor, Dr. Christian Delporte and Mrs. Isabel Ramos, respectively Associate Director and Manager of the Quality Services unit, Matthew Wood, Director of Communications and Operations and Dr. Christophe Terrasse, Director of the International Projects Unit. Mrs Carole Decamps, Administrative Vice-Dean of HEC (France) concluded the seminar to provide the participants with the views and requirement of Business Schools. 

Business education has a long history in Pakistan (IBA Karachi was established in 1955, LUMS counts more than 30 years of existence and UMT Lahore has been established in 1990, to name but of a few of the leading institutions) and is experiencing a rapid development in Pakistan. The best institutions in the country are currently upgrading their facilities and putting a strong emphasis on quality improvement to meet international standards. 

The quality of the institutions is monitored by the State, through the NBEAC-HEC accreditation scheme. Many Pakistani Business Schools also cooperate with regional accreditation bodies, such as AMDISA (Association of Management Development Institutions in South-Asia) with its SAQS (South-Asian Quality Standards) accreditation. Some of the best Pakistani institutions are also readying themselves for international accreditations. Pakistan is currently playing an increasing role for Business Education in the region and strengthening its links with international institutions. 

EFMD has a long standing cooperation with NBEAC-HEC. It has provided resources for the training of its experts and regularly participates to NBEAC events and conferences. EFMD has established a strong presence in South Asia, with 28 members, among which four in Pakistan in Karachi, Islamabad, Lahore and Sukkur.

EFMD launched the Asia – Link project in 2006, cooperating with AMDISA to establish a regional accreditation scheme. Institutions from Pakistan, India, Sri Lanka and Bangladesh partnered in this project to launch the first South-Asian regional quality label.

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

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

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

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

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

Programme  

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

Information and registration 

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

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

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

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

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

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

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

2016 Excellence in Practice Silver Award Winners

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

The 2016 Silver Award Winners are:

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

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

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

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

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

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

The EiP Silver Award winners commented on this achievement: 

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

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

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

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

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

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

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

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

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

Eight Programmes Successfully Reaccredited by EPAS

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

The following programmes have been reaccredited by EPAS:

ICHEC Brussels Management School, Belgium
Master in Business Management

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Twelve Schools Reaccredited by EQUIS Business School Accreditation

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

2016 Excellence in Practice Gold Award Winners

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

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

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

The 2016 Gold Award Winners are:

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

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

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

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

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

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

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

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

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

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

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

2015 EFMD Case Writing Competition: Winners

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

EFMD and NOCA Sign Cooperation Agreement

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

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

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

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

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

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

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

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

About NOCAhandshake

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

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

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

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

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

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

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

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

Please find the official press release here.

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

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

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

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

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

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

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

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

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

Three key points that may strengthen doctoral education moving forward:

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

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

About ERIM

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

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

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

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

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

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

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

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

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

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

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

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

Launch of the Business School Impact System (BSIS) Label

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

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

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

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

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

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

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

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

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

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

EFMD Launch EOCCS - EFMD Online Course Certification System

EFMD launch EOCCS


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

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

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

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

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

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

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

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

Value of EDAF - EFMD GN Deans Across Frontiers: Videos

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

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


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

1. What is EDAF?

2. How did the need for EDAF arise?

3. Who is EDAF for?

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

5. How does the EDAF process work?

6. How does the mentoring process within EDAF work?

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

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

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

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

11. What are the long term hopes for EDAF?

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

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

Value of EQUIS and EPAS Accreditations: Videos

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

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

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

- What role does EFMD feel alumni should be playing?

- The cost of accreditation versus its value

- Is EPAS a valid pathway to EQUIS?

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

- What are the challenges of internationalisation?

- How is EFMD approaching the impact of research?

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

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

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

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

EFMD Call for Participation in the 2016 GMAC Corporate Recruiters Survey

 2016 corporate recruiters survey

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

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

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

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

Participating schools receive exclusive access to the following:

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

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

For more information, please visit a special webpage.

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

emerald efmd banner

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

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

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

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

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

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

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

CEIBS Acquires Lorange Institute of Business Zurich

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

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

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

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

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

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

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

EQUIS Re-accredited Seven Leading Business Schools

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

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

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

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

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

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


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

Prof. Witold Bielecki, Rector, Kozminski University, Poland 

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

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

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

EQUIS Accreditation Awarded to Bond, CKGSB, ESMT & LUISS

2015 EFMD EQUIS Accreditated Business Schools 03

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


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

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

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

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


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

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


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

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

EFMD Awards EPAS Accreditation to Three New Programmes

EPAS Accred 2015 UE IAE

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


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

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

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

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

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

2016 HUMANE Winter School: Applications Now Open

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

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

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



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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The upcoming submission deadline is 30 October 2015.

Business Development in Latin America: The Very Best Cases

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Top Cases on Indian Management Practices and Challenges

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

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

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

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

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

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

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

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

Top African Business Cases: Specific Challenges for Telecomms

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

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

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

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

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

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

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

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

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

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

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

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

Please do consult the event website for the full details.

Emerging Chinese Competitors: Strategies Investigated in Top Case Studies

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

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

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

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

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

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

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

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

The Best Cases on Supply Chain Management as Competitive Advantage

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Entrepreneurship: The Winning Cases from the EFMD Case Writing Competition

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

43 New EFMD Members Ratified

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

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

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

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

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

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

September

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

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

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

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

October

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

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

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

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

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

EFMD GN2013 PANTONE HRNovember

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

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

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

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

December

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

Please also note that preparations are well underway for the:

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

EFMD Awards EQUIS Accreditation to Glasgow University Adam Smith BS

EQUIS Accreditaed 02

We are delighted to announce that the EQUIS Accreditation has recently been awarded to Adam Smith Business School within the University of Glasgow. Congratulations!

This takes the number of accredited schools to 156 across 40 countries.

“The Adam Smith Business School, indeed the University of Glasgow, are extremely pleased and excited with the EQUIS accreditation award. As a consequence of undertaking the accreditation process, the School has learned much and has much to build on. We look forward with greater confidence in our efforts to enhancing further the standing and performance of the School, and to engaging fully with EFMD and the EQUIS team.”
Prof. Jim Love, Head, Adam Smith Business School, University of Glasgow, UK

The following schools were reaccredited by EQUIS:
Please read below what the Deans of the reaccredited Schools say about the achievement.

"The review highlighted a number of areas of strength across the UNSW Business School, including our impressive reputation in the national market, strong corporate connections, the quality of our students and academic staff, the impressive careers of our graduates, our outstanding teaching performance, and the strong research ethos that permeates throughout what we do. There are over 10,000 business schools in the world, but only 156 have received EQUIS accreditation and not all are granted the full five-year accreditation, which places the School in an exclusive group of the world's leading business schools."
Prof. Chris Styles, Dean, University of New South Wales Business School, Australia
 
"This third renewal of our EQUIS accreditation is proof of our constant efforts and the way the School devotes all its resources to reaching and even surpassing the highest quality standards. HEC Montréal has been among the world’s top business schools for over 15 years now, and we are very proud of that achievement."
Mr. Michel Patry, Director, HEC Montréal, Canada

"Universidad de los Andes School of Management is delighted to receive news about its EQUIS re-accreditation. Since 2003, year in which the School was accredited by EQUIS for the first time, this process has been fundamental for the development of our School in different dimensions such as strengthening our faculty and research, gaining international positioning and enhancing the relations with different types of organisations. Being part of a select group of Schools characterised for their high quality standards and impact on society has helped us create a continuous improvement environment which allows us to offer high quality education in Colombia. This achievement is a joint effort of faculty, students, staff and other stakeholders who are deeply committed to this endeavour."
Dr. Eric Rodríguez, Dean, School of Management, Universidad de los Andes, Colombia

"We are delighted to have been reaccredited by EQUIS. The stringent process of the EFMD and the international experts who carry out the accreditation really help us to gage how our programmes and initiatives measure up against other leading global business schools. Their final conclusions and recommendations help us to focus our constant innovation and investment on key areas of the institution where most impact can be made."
Mr. Enrique Bolaños, President, INCAE Business School, Costa Rica

"We are very happy to have received re-accreditation for five new years. This is very important for BI Norwegian Business schools pursuit to reach our international ambitions. I will also like to thank the peer review committee for a good process and both insightful an constructive comment to improve the school even further."
Dr. Inge Jan Henjesand, Rector, BI Norwegian Business School, Norway

"We are proud to be among the only six institutions within the German-speaking countries to receive the EQUIS accreditation for five years. After our accreditations in 2009 and 2012, this shows evidence of our continuous quality improvement and institutional development. Again we attained insightful feedback through the peer-review process that is much appreciated. We are confident that this 5-year accreditation will enable us to follow our strategic priorities and continue to evolve both our strengths and opportunities."
Prof. Harald Gall, Faculty of Business, Economics and Informatics, University of Zurich, Switzerland

"We are extremely pleased to have been awarded the highly sought-after 5 year EQUIS accreditation status by EFMD. This award reflects the University of Bath School of Management’s consistent approach to recruiting high calibre students, providing high quality programmes and delivering world class, impactful research. As Dean, I am delighted that the hard work of my colleagues across the School has been recognised in this way and I look forward to continuing our journey as a leading international School of Management."
Prof. Veronica Hope Hailey, Dean, School of Management, University of Bath, UK

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

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

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

Eight Programmes Successfully Reaccredited by EPAS

We are happy to announce that the EPAS Accreditation Board has recently reaccredited eight programmes from six institutions:

The following programmes have been reaccredited by EPAS:

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

"EPAS re-accreditation of programme set Financial Management and Marketing Management comes as a validation of our efforts to provide our students with the educational experience of the highest quality, in accordance with the most demanding international standards. It further motivates us on our path of reaching excellence in all our processes. We are deeply convinced that our affiliation to the family of EFMD accredited institutions has inestimable contribution in the processes of attaining our mission to become a prestigious higher education institution in the area of economic and business sciences in South East Europe region by 2025."
Dr. Jasmina Selimović, Vice Dean for Academic Affairs and Research, School of Economics and Business, University of Sarajevo, Bosnia-Herzegovina

"We are delighted that our Degree Programme in International Business has been awarded with EPAS reaccreditation. We would like to thank the peer review team for their contribution to enhancing our quality. I would also like to thank our faculty and staff members for their commitment and enthusiasm during this rewarding learning process."
Dr. Asta Wahlgrén, Director, School of Business, JAMK University of Applied Sciences, Finland

"The accreditation is a result of a joint effort of the management, the faculty, the students, the corporate partners and the alumni. It was not only a benchmarking but a team building project as well."
Dr. Maria Dunavölgyi, EMBA, Corvinus University of Budapest, Hungary


"The Kemmy Business School at UL is delighted to achieve 5 year accreditation for our flagship undergraduate programme. Ever since our first EPAS accreditation in 2009, we have found the EPAS accreditation to be extremely valuable for the School."
Dr. Philip O'Regan, Executive Dean, Kemmy Business School, University of Limerick, Ireland

"Wielkopolska Business School is very pleased and proud to receive EPAS accreditation for Executive Master of Business Administration. This accreditation confirms the highest quality of education and professionalism of our team. In addition, EPAS accreditation process was very beneficial experience and unique opportunity to rethink what we are doing and what we can improve and develop. I want to thank Peer Review Team and Accreditation Board for feedback and high valuable process."
Mr. Grzegorz Giza, Director, Wielkopolska Business School, Poznan University of Economics, Poland

The EPAS process considers a wide range of programme aspects including:
  1. The market positioning of the programme nationally and internationally
  2. The strategic position of the programme within its institution
  3. The design process including assessment of stakeholder requirements – particularly students and employers
  4. The programme objectives and intended learning outcomes
  5. The curriculum content and delivery system
  6. The extent to which the programme has an international focus and a balance between academic and managerial dimensions
  7. The extent to which the programme promotes the principles of responsible management
  8. The depth and rigour of the assessment processes (relative to the degree level of the programme)
  9. The quality of the student body and of the programme’s graduates
  10. The institution’s resources allocated to support the programme
  11. The appropriateness of the faculty that deliver the programme
  12. The quality of the alumni and their career progression
  13. The existence of robust quality assurance process
Prof. David Asch, Associate Director, Quality Services & EPAS Director added: "I would like to warmly congratulate the six Institutions that have successfully gone through the EPAS reaccreditation process. Their achievement illustrates these Institutions’ commitment to the continuous  improvement of the quality of their programmes. The highly demanding EPAS standards ensure that accredited programmes are designed and delivered so that they are both academically rigorous and have practical relevance for students in today’s global environment."

EPAS was launched in 2005 and in 10 years has had a considerable impact on the quality of business schools programmes all over the world. As of June 2015, 94 accredited programmes from 69 institutions across 31 countries that have been awarded EPAS accreditation.

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

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

CaseWriting-Award ecch

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Quality Services Events in the Second Half of 2015

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

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

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

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

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

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

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

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

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

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

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

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

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.

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 AdjunctFinder.com

ajEFMD has entered into a strategic partnership with AdjunctFinder.com 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.

AdjunctFinder.com 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 AdjunctFinder.com 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 AdjunctFinder.com website.



“The EFMD AdjunctFinder.com 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 AdjunctFinder.com 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

AdjunctFinder.com 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.

Testimonials

  • ‘’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

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 www.efmd.org/epas

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.

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

2014-EFMD-Conference-on-Master-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 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 Finder.com: 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

EQUIS-and-EPAS-Accreditation-Seminars-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..

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 www.gbsn.org/africa2014 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..

 

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 www.druckerforum.org

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

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

EFMD Support the Fifth International Business School Shanghai Conference

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

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

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

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

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

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

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

An outstanding line up of speakers includes:

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

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

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

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

EFMD Awards EQUIS Accreditation to AUC, KEDGE and Frankfurt

EQUIS-accreditation2014

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

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

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

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

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

The benefits of accreditation include:

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

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

Announcing the 2014 EFMD Excellence in Practice Gold Award Winners

EIP Gold Award 2014

EFMD is delighted to announce the 2014 Excellence in Practice Gold Award Winners.


"The applications to this year's EIP Awards were again of a very high level and exemplified the growing demand to show the impact of Learning & Development initiatives. Every single finalist represents an excellent investment case, based on solid partnerships." said Dr. Richard Straub, Director of Corporate Services at EFMD.

EFMD wants to provide visibility and support to all professionals in the L&D sector. The Gold cases will be showcased during the next EFMD Executive Development Conference which will be hosted by St. Gallen University on 1-3 October. 

The 2014 Gold Award Winners include:

Category: Talent Development
FrieslandCampina & Ashridge Business School
“Developing Talent for 2020”

Category: Executive Development
Promsvyazbank (PSB) & Chicago Booth School of Business
“PSB & Chicago Booth NewEXperienceTime”

Category: Organisational Development
Stora Enso & IMD
“Stora Enso & IMD – A Pathbreaking Partnership”

Category: Professional Development
University Medical Center Groningen & Amsterdam Business School
“An Industry Approach Transforms Healthcare: A 7 Year Journey”

We would like to thank all of the applicants as well as the jury members for their successful cooperation and hope to receive more exciting cases next year. The continuously growing quality of applications has led to the decision to give visibility to more cases as of this year. As well as the Gold Award winners there were Silver Award winners and also Finalists selected from all of the entries.

More information on the full result can be found via 2014 EFMD Excellence in Practice Award Winners.

Quotes from the Winners

  • “The Amsterdam Business School and University Medical Center Groningen are very proud that they have won the prestigious EFMD best case award in the category professional development. It is a recognition of the dedication and focus of everyone involved in this project and we hope it will provide best practice and inspiration for other organizations to effectively implement operational excellence.”
    Prof.dr. Ronald J.M.M. Does, Amsterdam Business School, University of Amsterdam

  • "To receive this award is immensely encouraging for FrieslandCampina. Since we stated our ambition to be the most successful, professional and attractive dairy company we have worked really hard to unleash talent in the company and make talent management an integral part of our business strategy. The programme we have created with Ashridge is really helping our key talents to be our leaders for the future. The leadership mindset created in the programme is working well, and we are currently bringing it alive in the whole company. We still have many great challenges ahead to realise our ambition, so we are grateful for the extra energy this award gives us."
    Willem der Lee, Corporate Director of Talent, FrieslandCampina

  • "We are immensely proud to be working with FrieslandCampina on such a powerful programme of personal and organisational development, and for the quality of this work to have been recognised. This is a testament to our strong and trusting partnership. It also shows that - with clarity, focus and imagination - an incredible amount of change can be achieved over a very short timeframe. We are absolutely thrilled with this achievement and that the FrieslandCampina programme has won a highly coveted EFMD Excellence in Practice award.”
    Lindsey Masson, Executive Director, Corporate Business, Ashridge Business School

  • “Speaking for all the Booth faculty that participated in the NEXT PSB program, we are delighted to win the EFMD gold medal award. The success of the program, and the resulting award is confirmation of the formula for success in customized leadership programs: high quality faculty, a dedicated executive education staff, and a customer who is highly engaged and committed to creating the context necessary for successful leadership development in their organization."
    Marc Knez, Faculty Director, Chicago Booth School of Business

  • "We are happy and proud that EFMD has recognized our NEXT program with such a high award among other well-known international companies. Recognition of our project as one of the best is confirmation that together with our partner Chicago Booth School of Business we have managed to find creative, and most importantly, effective solutions to our challenges. The program became a powerful tool for further business development and strategic goals achievement, and this award inspires our Corporate University to continue forming a new leadership culture and contribute to the development of the next generation of PSB leaders."
    Oxana Martynova, Head of Corporate University, Promsvyazbank

  • “It was our distinct privilege to work with the inquisitive and passionate PSB leaders. Without doubt they made the learning journey at Chicago Booth an insightful, refreshing and impactful experience. Their willingness to think critically and collaboratively about their shared leadership challenges and to engage with our faculty in a robust dialogue is the foundation of a very open and fruitful collaboration with PSB. We are grateful and proud to have been granted this special award. We trust that this recognition will help maintain the desire and ambition to learn and explore new ways to bring success to PSB.”
    Eugenia Patriniche, Programme Director, Chicago Booth School of Business

  • “It’s a great honor and confirmation of our work with Stora Enso to have received this award. The Pathbuilder journey shows the immense strategic impact that educational programs can have both on the individual but also the organization level.”
    Albrecht Enders, Professor of Strategy and Innovation, IMD

If you have any questions or would like further information on the EIP awards you can find out more via this EIP Overview Brief or please contact This email address is being protected from spambots. You need JavaScript enabled to view it.

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

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

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

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

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

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

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

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

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

Free event for EFMD corporate members and special guests.

EFMD Launch Strategic Learning Review

SLRcover web2

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

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

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

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

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

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

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

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

The many benefits of SLR include:

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

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

SLR is a service for any organisation anywhere in the world that wants a strategic review of their learning and development structure and design process. If you would like any further information or have any questions please contact Shanshan Ge (This email address is being protected from spambots. You need JavaScript enabled to view it.) or visit www.efmd.org/slr.

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

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

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

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

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

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

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

We invite you to take advantage of this tremendous opportunity to leverage best practice, utilise leading experts and collaborate with peers to deliver real value to your organisation. Please do contact EFMD colleague This email address is being protected from spambots. You need JavaScript enabled to view it. with any other question you may have.

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

ac14 app

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

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

Apple store
Google Play

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

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

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

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

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

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

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

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

We look forward to seeing you in Vienna!

EPAS XXL Accreditation Seminar: Invitation to Gain First-Hand Insights

epaslogo13You are warmly invited to join the upcoming EPAS XXL Accreditation Seminar. Following its success in 2013, EFMD is again offering a 2-day EPAS XXL Accreditation Seminar on 25-26 June 2014 at the EFMD office in Brussels, Belgium. The EPAS XXL Accreditation Seminar follows a new format that has been designed to provide in-depth guidance on how to successfully complete the different steps of the EPAS accreditation process.

Participants will gain detailed insights on how to compile a Datasheet and Self-Assessment Report, how to organize an effective Peer Review Visit and how to manage the post-accreditation phase including the write-up of progress reports. The objective of the seminar is to move distinctly beyond the EPAS documents and to let participants gain first-hand insights into the Do’s and Don’ts of managing an EPAS accreditation project.

The seminar is targeted at institutions already awarded eligibility or accreditation as well as institutions currently preparing their application for eligibility. It is relevant for Accreditation Officers (EPAS Project Leaders), Deans and Associate Deans in charge of accreditations. Participants must already possess a good working knowledge of the EPAS system, which requires at the very minimum the careful study of the EPAS documents (Standards & Criteria, Process Manual, Process Manual Annexes) before arriving in Brussels. School representatives looking for an introductory overview of the EPAS system are explicitly discouraged from registering for this seminar.Banner events

Please note that the number of places is limited, so please register today to secure your attendance. For more details, you can view the complete programme,  or you can register immediately. 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 EPAS team are looking forward to welcoming you in Brussels!

EFMD Launch Business School Impact System (BSIS)

BSIS

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

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

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

"Demonstrating the many ways in which they add economic and social value to the environment in which they operate has become a challenge for business schools. To meet this demand for greater accountability, BSIS is an effective tool to help schools identify, measure and communicate all the positive contributions they make to the world around them," added Prof. Gordon Shenton, Senior Advisor, EFMD.

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

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

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

If you would like further information or are interested in your school taking part you can visit www.efmd.org/bsis or please contact: Gordon SHENTON: 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.,">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.

To MOOC or Not To MOOC, That is the Question

johanroosGuest Post from Johan Roos, Dean, Jönköping International Business School, Sweden

The MOOCs phenomenon – Massive Open Online Courses – comes with either the threat or promise of disruptive innovation in one of the fundamental pillars of society: higher education. How should business schools deal with this phenomenon?

 MOOCs are networked higher education courses delivered on the net to anyone with a thick internet connection, anywhere. The first MOOC was offered in 2008 – and was a result of the convergence of distance (“e-“) learning and the accelerating bandwidth of the internet. The acronym speaks to the promises that MOOCs offer:

  • cable worldMassive. The technology enables thousands of students to enroll and participate at any time in courses about anything taught by talented professors from any institution in the world.
  • Open.  They are open in several respects. Anyone can enroll. Students may pay a symbolic fee to get the formal credit from the host institution, but they do not pay for participation in the course.  The material produced by faculty is open and shared openly.
  • Online. Participants network openly with faculty, among themselves, and with others who are online. Content is always available on the net and can take many forms, like articles, books, videos, tweets and tags.
  • Courses.  MOOCs can cover just about any course taught in a traditional university setting, from humanities to social sciences, to even the hard sciences. Almost no type of course is MOOC ineligible.

The arguments between MOOCs proponents and skeptics are filling newspaper articles, blog posts, tweets and conferences. Will MOOCs fundamentally transform higher education, or is it just hype playing on the emotional appeal of “bringing inexpensive higher education to millions?” No matter what it is, it seems clear that university leaders need to start paying greater attention.

Learnings from Two Conferences: Over the last weeks, I attended two meetings for business school leaders where the MOOCs theme surfaced center stage: the 2014 EFMD Conference for Deans & Directors General in Gothenburg and the 2014 AACSB Deans Conference in San Francisco. These meetings attracted respectively more than 300 and 600 business school leaders from all over the world. During the sessions, I learned about the leading providers of MOOCs:

  1. A few Stanford science and engineering professors began offering their courses online and founded the for-profit MOOCs providers Udacity and Coursera.
  2.  The MOOCs landscape today includes a range of for- and non-profit providers with their own twist, including KhanAcademy, Udemy, and CodeAcademy.
  3. MIT and Harvard formed a new approach, the edX consortium, which currently includes many Ivy League quality universities in the world. In July 2013, edX went open-source and shared the software needed to develop MOOCs.
  4. In September 2013, Google signed up with edX to create a portal website that will go live in a few months  mooc.org – which they hope will soon become a YouTube for MOOCs. (Google is already a member of the Udacity initiated Open Education Alliance.)

Understanding the debate: At the two gatherings, we heard from both MOOCs proponents and skeptics. Simon Nelson, CEO of FutureLearn (“Learn anytime, anywhere”), gave a sobering view of the possibilities of MOOCs, reminding us they are a merely an extension of the Open University approach already in place for 40 years. His message: Forget the hype about the end of universities. Higher ed just needs to learn how to augment their content with crowd interaction and great online user-experiences. Some claimed MOOCs have already gone from good to great. Paul Stacey of Creative Common praised one of the first MOOCs, ds106.us for its fundamental social learning, open pedagogy and underlying “constructivism” philosophy of education. His message: don’t let these fundamentals slip.

MOOCdrawingCoursera co-founder Daphny Koller (“Take the World’s Best Courses, On-Line, for Free”) and Ben Nelson, founder of Minerva (“Only the world’s brightest, most motivated students will be invited to attend”) represented the contrast between Massively & Open-oriented vs. Small & Elite-oriented.  Their overall message was that MOOCs will help teaching reclaim prominence in today’s research-biased higher education world.

From the debate, Q&As, and informal talk during these gatherings, it became clear to me that in MOOCs lie both opportunities and threats for all higher education institutions, including business schools. Some will find natural strengths to integrate MOOCs into their strategy, like the renowned universities that have already signed up with big MOOC providers. But others will have faculty members who adamantly oppose MOOCs, and some institutions will assert their territorialism.

We are seeing this already. On 2 May 2013, professors in the philosophy department at San Jose State University, CA wrote a letter to Michael Sandel, a Harvard professor whose MOOC on Justice they felt infringed on their own curriculum. The letter urged Sandel to “not produce products that will replace professors, dismantle departments, and provide a diminished education for students in public universities.” But one of the commentaries on this letter countermanded, “…we also need to face the fact that professors can be expendable and replaceable, especially when real financial constraints are considered.  That is tough on egos.” Similarly, 58 Harvard professors voiced their frustration that Harvard had become so deeply involved with edX without consulting them. In a letter to the dean they called for a new committee and greater oversight of MOOCs. The dean didn’t comply.

diplomaSo What’s Next? Personally, I see potential for symbiosis from the interaction of traditional higher education and MOOCs. On one hand, even the skeptics can’t ignore the gross enrolment numbers MOOCs can generate. In January 2014, one of the earliest MOOC providers signed up students at a daily rate of 10.000, totaling some 7 million participants. Skeptics point to low completion rates though, only 4 to 10%. But, even with completion rate of just 7%, the number of Coursera “graduates” equals all students currently enrolled in three Harvard Universities and one MIT combined. Such an achievement calls for celebration, IMO!

I also agree with the criticisms about traditional lectures and often ask faculty why any student should spend time listening to one in an auditorium. Students tell me they rather get an App or go to an online site where they can watch a video of the lecture whenever and wherever they like. They also want to be able to choose the video of a more talented professor—and we are seeing this happen– celebrity professors who are becoming like rockstars.

But questions remain: Will students and employers value a MOOC diploma as much as the one from a “real” university? What is the perceived value of an “accreditation” of a course made by a Nobel Laureate compared to an international accreditation agency? A few days ago 110.000 people had signed up for the first such MOOC, offered by Laureate Robert Schiller,  who gained the prize in 2013. Can MOOC providers continue to operate with a viable business model? And who will pay for the professorial time devoted to develop and run MOOCs, especially in institutions already stretched financially?

What will evolve next is an open question for all of us. If MOOCs represent the tsunami some people claim they are, it is difficult to see how resistance to them will prevail. The next step would at least be for universities to open up to substituting MOOCs for some their own courses in programs delivered on campus. I am sure the MOOCs providers are exploring viable business models that could let this happen, and quality ensured licensing looks like the natural choice.

jonkoping logoIn my business school, JIBS, I want us to be ready for this possibility. That is why we recently launched a strategic project with a dual purpose: 1) to explore how we could encourage some faculty members to develop MOOCs and learn from this; and 2) how we can integrate others’ MOOCs into our degree programs. At least, we’re taking a first step.

Free Participation for Students in the Global Marketing Competition 2014

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Free Participation for Students in the Global Marketing Competition 2014

ESIC in collaboration with Santander and EFMD are running the 19th world edition of the Global Marketing Competition. The Competition is an advanced computer simulation of a real life business environment.

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

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

Find out how your school and students can take part at www.globalmarketingcompetition.com

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

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

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

globalmar

Counting Down to the 2014 EFMD Deans & Directors Conference

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

This year’s conference will cover topics such as:

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

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

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

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

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

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

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

2014ddm iTunes google play

The full programme is here and there is still time to register online. If you have any questions please contact Delphine HAUSPY This email address is being protected from spambots. You need JavaScript enabled to view it.

EQUIS & EPAS Accreditation Seminars in Paris

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

Accreditation benefits include:paris

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

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

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

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

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

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

Registration for the seminars will be online shortly. if you would like to provisionally reserve a place you can email This email address is being protected from spambots. You need JavaScript enabled to view it.

Find out more about EQUIS, EPAS and EDAF.

The Best of EFMD's Global Focus Magazine in 2013

This overview is drawn from the EFMD Global Focus Magazine. In 2013 over 50 top level articles were published covering the management education and development industry.

BestGF SalonerThe business of change
Business schools must change if they are to serve their students and society well, says dean Garth Saloner. Learning from the Stanford Institute for Innovation in Developing Economies, dean Saloner highlights how entrepreneurship and management disciplines can make an impact on poverty alleviation and on other pressing global challenges. 


BestGF Greensted

Towards a coherent portfolio of quality
EFMD’s Chris Greensted explains how the three EFMD quality improvement systems (EQUIS, EPAS and EDAF) are now designed as a portfolio of improvement and development services which are open to the full quality spectrum of business schools.


BestGF Danos

Globalising students
Paul Danos, dean Tuck School of Business,  describes some simple initiatives business schools can take to advance the globalisation of their students.  “The most effective tools to globalise the learning experience relate to the most fundamental building blocks of a business school: its students and faculty”.

 
BestGF Grayson

Fit for purpose: Putting sustainability into practice in a business school
David Grayson provides more detail on how Cranfield School of Management in Britain is incorporating sustainability.  “Business has a crucial role in finding new ways of operating to ensure that nine billion people can live reasonably well within the constraints of one planet”.


BestGF TurpinChallenges and opportunities in the new business education world
Dominique Turpin, IMD President, analyses the issues and forces that are shaping the future of business schools and focuses on public funding, demographics, economics and technology. "Customers are increasingly looking for "the best deal", they take longer to decide if they will take up a particular programme; they want shorter programmes; and cost is becoming an issue".


BestGF hommel

Major disruption ahead!
EFMD colleagues Ulrich Hommel and Christophe Lejeune discuss how technology could change the business model of business schools and particularly look into the evolution of teaching towards customised learning and how research relevance will probably be redefined.

BestGF straub

Managing complexity: an idea whose time has come
EFMD’s Richard Straub explains why we now need to tackle the complexity of issues. “The move from linear thinking to complexity is indeed a paradigm shift, it demands that competing values and priorities remain in view”.

BestGF CCL

The looming leadership gap
The authors from the Center for Creative Leadership analyse why both developed and emerging economies may well suffer a leadership gap at all levels of business. “If we unpack what leadership develop does rather than who receives it, it has a great deal of relevance to enhancing the effectiveness, satisfaction and productivity of all people in all roles”.

BestGF Mamba

Management in Africa
How can African business schools best serve the often unique needs of African businesses and people? Moustapha Mamba Guirassy, IAM Senegal, gives one example on establishing a school-community partnership contributing to the exploration, adaptation, identification and development of community potential.

BestGF BenHur

Making corporate learning work
Only around 20% of business leaders are satisfied with their learning function’s performance. Shlomo Ben-Hur analyses why and how that perception can be improved and highlights five key priorities: focus on behaviour change not learning; focus on functional alignment; step in-out the business; apply market forces; share accountability for learning.

BestGF Crisp

The future is out there
Andrew Crisp reports on a major new study that explores the future challenges facing business schools.  Whilst predicting the future is difficult, there is no escaping the “unknown unknowns”.
 
BestGF Malnight

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


BestGF Desiderio

The disappearing classroom
Michael Desiderio describes how new technology is knocking down the walls of the Executive MBA for business leaders. EMBAC research indicates that in 2013 the percentage of electronically supplied materials more than doubled since 2010.


BestGF Maguire

PhDs and DBAs: two sides of the same coin?
The differences – and even more the similarities – between the traditional PhD programme and the newer Doctor of Business Administration, illustrated by IE Business School where "both programmes complement each other by providing the required link between academia and the professional conduct demanded by organisations".

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

eip winners2013

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

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

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

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

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

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

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

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

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

If you have any questions or require further information please contact Virginie HEREDIA-ROSA This email address is being protected from spambots. You need JavaScript enabled to view it.. We look forward to seeing you in Madrid in November!