2015 EFMD Africa Conference

2015 EFMD Africa Conference

This conference is dedicated for deans or assistant deans, those dealing with external relations or international relations or accreditation, programme directors, business leaders, regional managers, HR professionals from companies operating in Africa.

EFMD 2015 Excellence in Practice Gold Award Winners

LastNews EiP Winners 2015EFMD is delighted to announce the 2015 Excellence in Practice Gold Award Winners.


"Once again the EIP Awards have drawn out some outstanding cases that illustrate the value and impact of successful partnerships in Learning & Development. Providing an environment that helps to engage and develop people and enhances skills is an essential component for any company. All of the winning cases clearly show that investing in people is not a luxury; it is a key strategic asset for business success if done well," said Dr. Richard Straub, Director of Corporate Services at EFMD. EFMD wants to provide visibility and support to all professionals in the L&D sector. The Gold and Silver Winners will be awarded during the next EFMD Executive Development Conference which will be hosted by Barcelona School of Management on 14 - 16 October.

The 2015 Gold Award Winners include:

Category: Talent Development

Cisco & LIW
"Leadership Breakthrough Programme"

Category: Executive Development

Royal Mail Group & Saïd Business School, University of Oxford
"Delivering one of the Biggest Industrial Transformations in UK History"

Category: Organisational Development
National Institute for Health Research (NIHR), NHS Trusts & Ashridge Business School
"Faster and Easier Clinical Research: Developing a Thriving National Community of NHS R&D Directors and Managers"

Category: Professional Development
COWI & Mannaz
"Rebuilding Profitability"

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. As well as the Gold Award winners there were Silver Award winners and also Finalists selected from all of the entries.

The 2015 Silver Award Winners include:

Category: Talent Development

HSBC & Future Considerations
"HSBC Next Generation Development Programme"

Category: Executive Development

St John New Zealand & Melbourne Business School, Mt Eliza Executive EducationEIP silver2015 HR
"Transforming Healthcare through Leadership Development"

Category: Organisational Development
L’Oréal & CEDEP
"Leaders for Change in Emerging Europe: Learning as a Growth Accelerator"

Category: Professional Development
Syngenta & INSEAD
"Global Challenges – Global Solutions: The Syngenta-INSEAD Partnership for Marketing and Sales Excellence"

More information on the full results can be found via 2015 EFMD Excellence in Practice Award Winners.

Please have a look at what the Gold Award Winners said about these achievements:

  • “For us at Mannaz this award has certainly been a huge pat on the back of everyone involved. A true seal of approval for our highly effective learning methods. What’s more for the first time ever it is now possible to measure that these methods also have a lasting commercial impact, as we have been able to document the result of our work on our partner and long-time client, COWI’s bottom-line – a fact, which almost instantly lead some large international clients to approach us. As a matter of fact the first, very exciting assignment has already been signed.”
    Dorthe Rasmussen, Client Director, Mannaz A/S
  • "For the second year in a row, we’ve delivered the best results in our company’s 85 year history. Our customers appraise the skills of project managers as key to succeed and the Project Management Academy has been a game changer for us, and without it, we’d never have achieved the success we’re seeing today. Thus, COWI has a solid base for continuous development of our project managers where we constantly aim at being outstanding and best-in-class compared with our competitors."
    Lars Peter Søbye, CEO, COWI
  • "We are delighted to win this award which reflects the 3-way partnership between the Department of Health, 64 NHS Trusts and Ashridge Business School in which we all invested and took considerable risks. The commitment of participating research leaders has been outstanding. They have made the most of this opportunity to improve clinical research in their organisations - making it faster and easier and contributing to the health and wealth of the nation. The Ashridge team has lived and breathed this work for over 3 years, so to have these achievements recognised is deeply satisfying.”
    Phil Glanfield, Client Director, Ashridge Business School
  • “We are delighted that our work with the leadership teams at the Royal Mail Group has been recognised with a prestigious award from EFMD in the category of executive development. Working in close collaboration with Royal Mail Group, we designed and delivered a programme that has had a tangible impact across the business, its culture, and agility during a time of complex change. Success for the programme hinged on a rich variety of learning methods and participants who were fully engaged with the learning process, and who actively built networks across the organisation to foster a collaborative culture that will continue to lead the group through its transformation."
    Louise Watts, Associate Director, Custom Programmes, Saïd Business School, University of Oxford
  • "We are delighted to be recognised with this award for our Executive Development Programmes. The close partnership and excellent learning opportunities provided by Saïd Business School, University of Oxford have delivered a programme of real value to Royal Mail Group, preparing our senior leaders for the challenges of leading an organisation through significant transformation and supporting our objective to be the best delivery company in the UK and across Europe. The impact on the culture and ways of working at Royal Mail Group are continuing to grow and broaden as we open the Programmes to our senior managers. We are excited to be recognised and look forward to continuing our relationship with Saïd Business School."
    Jane Smith, Head of Learning for Commercial & Professional Functions, Royal Mail Group
  • “LIW and Cisco have been working together for over ten years, identifying and developing leadership strategies and capabilities to deliver Cisco’s business goals. That collaboration extends globally from Engineering to Sales and from executives to frontline leaders. We are delighted that the Leadership Breakthrough program has been recognised for the impact it delivers to the business through challenging high potential leaders to drive innovation and change in Cisco.”
    Pia Lee, CEO, LIW
  • “Cisco is committed to investing in the development of our employees and creating an environment of continuous learning and skill development. Our Leadership Breakthrough program is one way we support the development of our leaders, for today and tomorrow, in our Engineering organization. We are honored to be recognized for this program along with our partner the LIW organization.”
    Christine Bastian, VP, HR Lead for Engineering, Cisco
Next submission deadline:  30 March 2016

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 Florence Gregoire.

2015 EFMD GN Asia Annual Conference

EFMD GN Asia Annual Conference 2015

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

2015 EFMD GN Americas Annual Conference

EFMD GN Americas Annual Conference 2015

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

Business Development in Latin America: The Very Best Cases

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Learning and Development: Skills, Suppliers and Technology

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

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

Gulf Region: Closing the Skills Gap

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

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

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

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

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

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

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

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

Mobile Websites Key to Attracting New Students

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

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

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

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

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

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

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


New Research Findings on Leadership Development

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

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

The 55-page report has also sections on:

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

Social Learning for Social Impact: McGill on EdX

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

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

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

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

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

With any questions you may have: please contact groocx.tls@mcgill.ca. Please also check the schools's website for all latest news.

Top Cases on Indian Management Practices and Challenges

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

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

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

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

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

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

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

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

Leadership in Tomorrowland: Ten Domains plus Eight Key Roles

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

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

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

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

Economics Business Studies Expert Community: Open Plenary in Glasgow

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

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

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

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

The Plenary is followed by a networking reception.

More information available here.

Top African Business Cases: Specific Challenges for Telecomms

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

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

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

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

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

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

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

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

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

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

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

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

Please do consult the event website for the full details.

MBA Studies: Five Australian Business Schools Tackling Gender Imbalance

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

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

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

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

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

Each signing institution has commented on the network:

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

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

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

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

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

The Number One HR Concern: Employee Engagement

Engagement KF coverCompetitive pressure on the business and an increasing need to deliver bottom-line results through the employee infrastructure are increasing the complexity of the HR role.

Korn Ferry International’s Human Resources Center of Expertise surveyed over 250 human resources (HR) leaders of top U.S. companies and released the survey findings last week. Highlighted findings include:
  • Employee engagement and retention continues to be the biggest concern keeping CHROs up at night. Understanding key drivers of the business and what it will take to make the business successful has become the second most pressing issue for CHROs, followed by aligning HR strategy to the overall business strategy, and a robust, working session with the organization.
  • Building the right culture where people are most engaged is the area that CHROs feel is most crucial to meeting their organization’s long-term, bottom line goals.
  • HR leaders say that the most important competency for a CHRO in today’s business environment is tolerance of ambiguity—defined as the ability to work in conditions of uncertainty and change
  • According to respondents, the primary HR issue that boards are focused on is  succession planning, followed closely by executive compensation.
For the full details, please read the 10-page report by Korn Ferry Institute.
 
Engagement ventekesYou may also be interested in: Innovative Technology-Based Ways to Run Engagement Survey.

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

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

This webinar will present key trends and evolutions and topics include:
  • Typical issues for employee engagement surveys – what are the pitfalls?
  • Aligning engagement with business results - how to link survey data with business data?
  • Using Employee Net Promoter Score – eNPS to measure workforce engagement
  • Trends and technological innovations to run engagement surveys – using quicker pulse surveys or open text analysis
All further details are available for you on the event webpage.

Case Studies on Euro-Mediterranean Management Styles

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

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

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

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

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

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

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

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

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

emerald efmd banner

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

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

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

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

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

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

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

Guide to Recruit International Students: Using Online Interactive Tools

ACA webinars int studentsInternational student recruitment has become a top priority for many institutions, but recruiters and prospective students alike can face information overload. At the same time, there is a lack of well-structured information, creating a growing demand for personalised and reliable information.

In light of the above, ACA, the Brenn-White Group and StudyPortals have jointly produced a Guide to using live chat and webinars for the purpose of recruiting international students to higher education institutions (HEIs).
 
This second version includes enlightening new case studies plus advice for dealing with PhD vs. Bachelor’s and Master’s students, as well as European vs. non-European students.

Authors Q.K.H.Lam, M.Brenn-White and S.Böttcher conclude with five tips for successful online events:Know your goals and target group; Prepare thoroughly and test the technology; Plan to promote the event via different channels; Engage your audience, be flexible, and smile; and Follow up with everyone who registered.

Please do consult the 26-page guide in pdf format:
  • for details on the tips for success
  • for the detailed sections on: defining life chat and webinar; stages of using interactive online tools for international student recruitment,
  • for FAQs on undergraduate and master studies and on doctoral training
  • for the case of EFMD member school: Univerin pdf formatsity of Vaasa, Finland

Youth More Entrepreneurial Than Adults - GEM Study Finds

GEM Entrepreneurship reportAccording to a new report, “Future Potential – a GEM perspective on youth entrepreneurship 2015” released last month by the Global Entrepreneurship Monitor (GEM), youth, as a group, show significantly higher levels of entrepreneurial intention than adults.

The report analyzed data collected from 2012 to 2014 and shines a much-needed light on what drives young entrepreneurs and what impacts on their success – or failure – in five regions: sub-Saharan Africa (SSA); Middle East and North Africa (MENA); South and East Asia (S&EA); Latin America and the Caribbean (LAC) and the European culture countries, including the United States and Canada (ECC).

Across five world regions, youth are 1.6 times more likely to want to start a business than adults over the age of 34.

While youth in all regions are typically more active in starting new business than adults, the research found that not all youth businesses are likely to generate significant numbers of jobs (73% of business run by youth under 24 years are one-person businesses). Youth are also less likely to be running businesses that have survived beyond their first three-and-a-half years, while adults over 34 years are 1.7 times more likely than youth to be running mature businesses.

Young men are 1.3 times more likely than young women to start businesses and 1.6 times more likely to be running mature businesses. They are also twice as likely to provide jobs for more than five people, compared to businesses run by young females.

The report also shows significant variations in entrepreneurial intention and activity between regions with youth in SSA much more likely to express an intention to start a business (52%) and much more likely to actually get one started (28%) compared to youth in the ECC region. Just 19% of youth in that region express entrepreneurial intentions and only 8% are actually engaged in entrepreneurial activity (measured as a percentage of the adult population).

One of the consistent findings has been that there is a strong link between general education and training in starting a business and entrepreneurial behavior. It is positive therefore that this research is showing that youth in all regions are now more likely than adults to be educated. Entrepreneurship specific training in schools has also more than doubled from one generation to the next.

However, the report concludes that much more needs to be done to create an enabling environment for young entrepreneurs globally, specifically with regards to access to finance and IT infrastructure. The data show that, for example, that with the exception of the ECC region and to some extent the MENA region, the internet as a trading space is underutilized, with just 16% of youth in SSA using selling products or services online.

You can learn more and download the full report following this link.
Global Entrepreneurship Monitor
About GEM

The Global Entrepreneurship Monitor (GEM) is the world's foremost study of entrepreneurship. Begun in 1999 as a joint project between Babson College (USA) and London Business School (UK) - two EFMD members and EQUIS accredited schools - GEM is the richest resource of information on entrepreneurship in the world, publishing a range of global, national and 'special topic' reports on an annual basis.

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.

Top Five Qualities of the Best Business Professors

IMD BestBusProfsIn this Tomorrow’s Challenges article, Dominique Turpin looks into “How can today’s executive education professors meet new business needs? After having been at IMD for nearly 30 years and President since 2010, here are what I consider the top 5 qualities of a great executive education professor today. The best business professors are:

Concerned with impact above all else: Business schools should be dedicated to serving the needs of industry and having an impact on both individuals and corporations. Professors have to focus on research that can find its way into the business world quickly. In some areas, like digital marketing, the internet of everything, or new business transformation; things change pretty fast. In academic circles, a research paper can take a long time to write, to get reviewed and published. While 10-15 years ago, major fast moving consumer goods companies used to work with leading marketing thinkers, today, a large majority of them prefer to work with tech giants: the Facebooks and Googles of the world. "Academics are too slow" is a comment I regularly hear from Chief Marketing Officers.

Globally minded and focused on context: These days, clients are telling us that "content only" is becoming a commodity. Schools, consultancy firms and other organizations are churning out freely available business content on a regular basis. What corporations want is knowledge applied to their particular context. If a faculty member can't do that, then their teaching may not be meaningful to companies in specific geographies. A pharmaceutical company does not operate the same way in Europe as it does in Africa. Professors need to know how to take this new demand into consideration.

Powerful communicators: Professors in executive education have to be able to communicate to and be respected by executives from all different levels, from middle managers to CEOs and across the whole spectrum. They must be at ease speaking to experts and at the same time explaining complex information to someone who has little knowledge of it. A great professor can translate highly technical subject matter into practical language that business leaders can put to use fast. These new initiatives are run by professors who want to do exactly that.

Intellectually independent and neutral: Companies, teams and executives know they can count on the best professors to be committed to finding the right solutions for them without considering the school's balance sheet. Executive education is getting more and more competitive every year. The best professors carry themselves with integrity, and are committed to creating the highest impact, not just generating more business for its own sake.

Guided by strong personal values:  Outstanding faculty members are not only focused on advancing their personal agendas. Let's face it; you won't go broke as a professor at a top-ranked business school. But the best ones are not in it for the money. They are invested in building the institutions where they work and strengthening the reputations of their schools. They are driven by a love for teaching and a passion for making a real impact on business.

Interested in what this means in practice at IMD? Please read the full article

ie logoYou may also be interested in the most recent EFMD Global Focus magazine, in particular:

Better Understanding Learning and Development

McKinsey logoHow to separate learning myths from reality
Misconceptions about the brain are embedded in corporate training programs and could be sabotaging their effectiveness. In this new article from McKinsey Quarterly, authors Atabaki, Dietsch and Sperling want to eradicate neuro-myths from the philosophy of corporate training programs, more particularly:
  • Myth #1: The critical window of childhood: Recent neuro-scientific research indicates that experience can change both the brain’s physical structure and its functional organization—a phenomenon described as neuroplasticity.
  • Myth #2: The idle-brain theory: Recent interpretations of  functional brain scans have shown that, irrespective of what a person is doing, the entire brain is generally active and that, depending on the task, some areas are more active than others. People can always learn new ideas and new skills, not by tapping into some unused part of the brain, but by forming new or stronger connections between nerve cells.
  • Myth #3: Learning styles and the left/right brain hypothesis: The two hemispheres of the brain are linked and communicate extensively together; they do not work in isolation. The simplistic notion of a false binary has led, in many businesses, to the misconception that each one of us has a strictly preferred learning style and channel.
For the full details, please read the full article in the most recent McKinsey Quarterly.

WBreport MindbehaviourA richer understanding of human behavior to tackle global development challenges
This "World Development Report 2015 : Mind, Society, and Behavior" aims to inspire and guide researchers and practitioners on development approaches based on a fuller consideration of psychological and social influences.

Part three of the 236-page report is focused on “Improving the work of development professionals”.  It says – amongst others: “To account for the fact that development practitioners themselves face cognitive constraints, abide by social norms, and use mental models in their work, development organizations may need to change their incentive structure, budget processes, and institutional culture.”

This part three has two chapters:
  • The biases of development professionals: Complexity, Confirmation bias, Sunk cost bias,  and The effects of context on judgment and decision making
  • Adaptive design, adaptive interventions: Diagnosing psychological and social obstacles, Designing an intervention, Experimenting during implementation
Part one focuses on “An expanded understanding of human behavior for economic development: A conceptual framework” and breaks down into thinking automatically, thinking socially, and thinking with mental models.

Part two deals with “Psychological and social perspectives on policy” and has chapters on Poverty, Early childhood development, Household finance, Productivity, Health and Climate change.

For further details, you can download for free the 236-page report in English in PDF. Materials are also available for you in Arabic, Chinese, French, Portuguese, Russian and Spanish.

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.
 

Guidebook to EU Decision-making in Education and Training

eu guide web pic. 213x300The European Civil Society Platform on Lifelong Learning EUCIS-LLL has recently published a Guidebook to EU Decision-making in Education and Training.

This guidebook aims to give a comprehensive overview of all the aspects of the decision-making process in the European Union on the topic of Education and Training.

This guide has been produced for EUCIS-LLL’s members, to have a better understanding of the complexity of Europe. We find this complexity in policies, in the number of programmes or in the difficulty to find different funding schemes. That is why EUCIS-LLL wants to offer its members the keys to understand the mechanisms and find their way in the so difficult pathways to become an expert, or just understand the place where they live.

Europe seems to be very far from citizens, even those that have the most important consciousness of European realities.

EUCIS-LLL has tried to reach exhaustiveness in their field of activity: education and lifelong learning.

One of the relevant points of the guide is the Open Method of Coordination in education and training (OMC). It is within this framework that civil dialogue can happen and where civil society can play a role.

You can download the guidebook following this link.

The European Civil Society Platform on Lifelong Learning (EUCIS-LLL) was born in 2005 as a response from civil society organisations to the definition and implementation of a European policy in the field of education and training in the so-called “Open Method of Coordination”.

Quality Management, Accreditation, Institutional Ranking and League Tables

Humane sep15You are kindly invited to the HUMANE Seminar on Quality Management, Accreditation, Institutional Ranking and League Tables: Policy trends and institutional responses.  This, event will be held on 25-26 September 2015 at Université Toulouse 1, Capitole, in France.
  • What constitutes a world class university?
  • What is the real utility of quality assessment regimes and accreditation systems?
  • Are league table and ranking systems legitimate measures of quality?
The growth of mass higher education and the pace of higher education globalisation have had a direct and apparently lasting impact on the growth of higher education quality assessment and management systems, and their links with accreditation systems and processes, as well as league tables and ranking systems.

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

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

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

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

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

The Seminar programme will grapple with these issues from both a system-level and institutional perspective. The impressive array of speakers include:
  • Ian Creagh - Head of Administration and College Secretary, King’s College London (UK) as seminar chair
  • Etienne Desmet - Chief Operating Officer, Université Paris Dauphine (FR)
  • Frederic Forest - Deputy Director - Financial Allocations, French Ministry of Higher Education and Research, France (FR)
  • Ulrich Hommel - Senior Advisor, Quality Services, EFMD (DE)
  • Tia Loukkola -  Director, Institutional Development unit, EUA (BE)
  • Katrina Swanton - Academic Quality Advisor, Edinburgh Napier University (UK)
  • Nel Van Dijk - Head of Quality, Communication and Policy, Amsterdam School of Arts (NL)
For the full programme and details, please visit the seminar website. You can go directly here to register and also the seminar flyer is available for you to download.

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.

China: New Research Insights on Managerial Dilemmas

doing bus chinaMultinationals are shifting their R&D focus to knowledge-based research.
This article reports on a study of 50 R&D centers established by multi-national companies (MNCs) in China.

The authors Jolly, McKern and Yip have the China Europe International Business School (CEIBS) in Shanghai in common but are also linked to EFMD member schools SKEMA Business School, Oxford University and Imperial College Business School. Highlights include:
  • 72 percent of survey respondents are still focused almost exclusively on the first two stages of innovation activities: those centered on cost savings, or “cost-driven” R&D (18 percent), and those aimed at entering the Chinese market, or “market-driven” R&D (54 percent)
  • Forward-looking MNCs are transforming their R&D focus to capitalize on this shift: 28 percent of our respondents have now engaged in “knowledge-driven” R&D.
  • A key challenge MNCs face involves talent. Companies conducting cost-driven or market-driven R&D are used to hiring people with bachelor’s degrees, but people who conduct knowledge-driven R&D typically need master’s degrees or Ph.Ds. This means building close links with leading universities and research centers to get preferential access to new graduates.
For more details, please read the full article in strategy+business: The next innovation opportunity in China.
 
Understanding HR dynamics in China
IMD professor Winter Nie explores why one-size-fist-all does not work in China.

As competition for skilled employees increases, demands on human resource functions are more intense and complex. Author Nie underlines that it isimportant to keep in mind that China is extremely big and diverse in terms of geography and economy. Regional differences with different levels of economic developments (inland vs coastal regions, northern versus southern regions) all call for nuanced approaches to talent management.

For detailed examples, please read the full article: Why one-size-fits-all doesn’t work in China – Part One. Part Two of this article will address understanding China's cultural and generational gaps and the dynamics they present to HR professionals.
 
You may also be interested in:

Doing Business in China: How RSM business school in the Netherlands is strengthening its links with China.

Emerging Chinese Competitors: Strategies Investigated in Winning Case Studies: Managerial 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. Full details are all cases are available from the Case Centre.

  • 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. This case reflects a pattern of Chinese firms acquiring foreign assets in recent years, and shows the common challenges they confront.
  • 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.
  • 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 EFMD Global Network Asia Annual Conference on 20-21 November 2015, hosted by Hosted by Sasin Graduate Institute of Business Administration of Chulalongkorn University, Thailand, has been designed for all those interested in management education and development. It brings together EFMD Global Network members, companies, educational institutions and other associations that have an interest in Asia. This includes Deans, Deputy and Associate Deans, International Relations Directors, Programme Directors, Executive Education Directors and other Business School and Executive Development Professionals.

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.

New Features to Improve and Streamline the GMAT Exam

Committed to enhancing the GMAT exam experience for test takers, the Graduate Management Admission Council (GMAC) formally announced the implementation of three new GMAT features and options that become effective on July 19, 2015. The organization will remove cancelled scores from score reports; allow graduate management education candidates to retake the GMAT exam after a 16-day time period rather than the previous 31-day retake period; and enable test takers to view their Official Score Report online using their date of birth instead of an authentication code. These features will join a host of other updates that GMAC made over the last year.

gmaclogo“We continuously ask candidates and test takers about their GMAT experience and seek input from them about ways to make that experience better,” said Ashok Sarathy, vice president, Product Management, GMAC. “This new change in GMAC’s score cancellation process will help candidates gain more control and confidence over their GMAT experience by allowing them to cancel their scores without the cancellation appearing in score reports.”

According to Sarathy, GMAC’s research has shown that candidates cancel scores for a wide variety of reasons, and not solely based on poor test performance. Therefore, the removal of the “Cancel C” indicator will provide students an opportunity to present scores they feel best represent their skills. This feature will be applied retroactively to all previously cancelled test scores as well. Any score cancellations done prior to July 19, 2015, will not be included in score reports sent to schools after July 19, 2015. Score reports already sent to schools cannot be modified. As always, candidates have 60 days to reinstate a cancelled score.

In addition, GMAC will provide candidates with the option to retake the GMAT exam after a 16-day timegmat black final reg process period versus the current 31-day retake period. This allows candidates the flexibility to retake the exam within a shorter period of time in order to accommodate their schedules, study habits, peak performance times and school deadlines. As always, candidates can’t exceed five GMAT exams within a 12-month period.

The third new feature enables candidates to access their Official Score Report online using their date of birth for authentication. A separate authentication code will no longer be issued at the test center. This change will streamline the process for candidates looking to access their GMAT scores — eliminating the need for the test taker to remember their code and retain the code printout provided by the test center. If an individual takes the GMAT multiple times, they will no longer have to refer to multiple authentication codes. Since scores are good for five years, this new feature will make it easier for candidates to retrieve information about their GMAT score any time they need it.

All of these new changes follow steps GMAC already implemented to enhance the GMAT experience, including the January 2015 introduction of the GMAT Enhanced Score Report and the September 2014 introduction of the GMATPrep Diagnostic Report, both of which provide in-depth analysis of the test taker’s overall performance on the GMAT exam including their performance on the various sections and subsections within the exam.

Other recent features and new products aimed at assisting prospective new business students include Score Preview in which the test taker is able to preview their unofficial scores before deciding whether to report or cancel them; extensive updates to the Official Guide for GMAT Review 2016 series including 25 percent new content — more than 350 never-before-seen questions across the Quantitative, Verbal and Integrated Reasoning sections of the GMAT exam — and other significant updates to the online portal; and The Official GMAT Integrated Reasoning Prep Tool — the only dedicated Integrated Reasoning prep tool available that contains retired Integrated Reasoning items.

For more information, please contact Jennifer Garfinkel; +1 (703) 668-9805 or jgarfinkel@gmac.com

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.

2015 EFMD GN Asia Annual Conference - Registration Open Now

EFMDGNAsia ac2015 banner 900px
It is our pleasure to inform you that you can now register online for the first 2015 EFMD GN Asia Annual Conference hosted by Sasin Graduate Institute of Business Administration of Chulalongkorn University on 20-21 November 2015, in Phuket, Thailand.

The 2015 conference theme is: Brand ASIA - The Next Revolution: Challenges and Opportunities for the World

Asia today, as we know, is one of the fastest growing economic zones. EFMD Global Network has taken up the task to facilitate debate and collaboration between business schools and corporates in the region. We intend to create a network of leading practitioners to discuss how the schools in this region can provide well-trained leaders with global orientation to address the needs of changing world businesses.

Click here to view the conference programme. If you register before 31 July 2015, you can take advantage of our early bird fee.

The Conference will be followed by an EFMD Quality Services Seminar - devoted to the EFMD quality improvement systems - on Sunday 22 November 2015.

We look forward to seeing you in Phuket!

If you have any questions concerning the event, please contact Jiajia Zhu.

Emerging Trends in MOOC Delivery of Business Education

 "There is a sea change in both the quantity and types of institutions offering MOOCs in the business education space", says Colin Nelson in this post on the AACSB Data and Research blog. Highlights include:

  • The majority of MOOCs are still run by universities or other tertiary-level educational institutions, but a growing number of business-related MOOCs are being offered by institutions for whom academics are a less central focus. Evidence for this trend exists even at the most established MOOC platforms. For example, some of the business-related MOOCs available on the edX platform are delivered by the Association of Chartered Certified Accountants (ACCA), the Inter-American Development Bank (IDB), or the International Monetary Fund (IMF), while Coursera hosts a MOOC delivered by economists from the World Bank Group.
  • More and more of the business-related MOOCs are being taught by faculty from outside the business school, or by professionals such as accountants or economists, either in tandem with business school faculty or on their own.
  • Colin Nelson also points to the increasing appearance of MOOC series that can be pursued for relatively low-cost credentialing options. EdX, for example, offers XSeries Certificates for completing a series of three to five related MOOCs, such as the Supply Chain Management XSeries of the Massachusetts Institute of Technology (MIT). Coursera likewise offers Specialization Certificates for completing short sequences of four to nine related MOOCs, usually including a capstone project, such as the Business Foundations Specialization of the Wharton School. The University of Illinois at Urbana-Champaign is now taking this evolution one step further, announcing the iMBA program, which will allow students to compile multiple Coursera Specialization Certificates into a full MBA degree, presumably at a fraction of the typical cost.
  • GF survivalBSNewer platforms have begun to expand various free or low-cost MOOC offerings available in the management education space, such as Silicon Valley’s NovoEd, India-based EduKart, France Université Numérique (FUN), and Chinese-language platforms ewant and xuetangX.
  • Some business schools are experimenting with independent offerings as well. Stanford Graduate School of Business offers many individual business MOOCs and full certificate programs, other than the ones it runs through Coursera and NovoEd, on iTunesU and on its own proprietary platform (Stanford OpenEdX). Harvard Business School also runs its HBX program independently of the edX platform that Harvard University co-founded with MIT.
For the detailed charts and links to all examples mentioned, please do check Colin Nelson’s blog post.

You may also be interested in Survival of the fittest: The new world order in education: Article from the latest EFMD Global Focus magazine. The education market has never been more buoyant. But that also means more change and new challenges to traditional business schools. If they do not respond, says Richard Taylor, they may face extinction.

Global Index on Change Readiness of Countries and Employees

change readiness kpmgCountries Best Equipped to Face of Unprecedented Change

KPMG International just released its 2015 Change Readiness Index (CRI), ranking 127 countries for their capacity to prepare for and respond to accelerating change brought about by everything from natural disasters and economic and political shocks, to long term trends such as demographics, and new technologies.

In assessing capability for change readiness, the CRI measures a country’s capacity in three areas: Enterprise capability; Government capability; as well as People and civil society capability. Key findings include:

  • Singapore leads the rankings which are dominated by smaller open economies: Switzerland, Hong Kong, Norway, United Arab Emirates, New Zealand, Qatar, Denmark, Sweden and Finland.
  • Income is a significant determinant for change readiness. The top 22 places are all occupied by high-income countries, while the highest ranked upper-middle income country is Taiwan in 23rd position. The Philippines – in 33rd position – leads the lower-middle income nations, and the highest ranked low income entry is Cambodia in 50th position.
  • Punching above their weight: Chile, the Philippines and India
For further details, you can use the 2015 CRI online tool to gain a deeper understanding of a country's change readiness; or check the full 52-page report in pdf; you can also view the 2015 CRI infographic.

Global Workforce: Job Mobility, Job Satisfaction and Delineating Work-related and Private Matters

change readiness randstadThe latest Randstad Workmonitor makes both local and global trends in mobility visible. The survey also addresses employee satisfaction and personal motivation. It was conducted in Spring 2015 and covers 34 countries.

Mobility index: Anwering the question of planning to be with a different employer within the next 6 months: Job mobility goes up most in Turkey, the US, Japan, Norway and Brazil. Job mobility decreases in Hungary, Portugal, and Austria.

Actual job changes are highest in India, Malaysia, China, Hong Kong, US, Brazil, Singapore, France, Australia and UK. They are lowest in: Luxemburg, Hungary, Portugal, Argentina, Slovakia, the Netherlands, Denmark, Austria Czech and Belgium.

Job satisfaction is highest in India, Mexico, US, Norway and Austria. It is lowest in Japan, Hong Kong, Hungary, Slovakia, China, and Greece.

Working hours versus private time: Blurred lines

  • 57% of respondents say their employer expects them to be available outside regular office hours: being highest - 89 percent - in China and lowest in Sweden - 40 percent.
  • 56% do not mind handling work-related matters in their private time.
  • 39% handle work-related matters during holidays because they like to stay involved.
  • 64% sometimes deal with private matters during work hours, with highest percentages in Hong Kong 88 percent, China 74 percent, New Zealand 73 percent, Singapore 72 and Australia and Norway both at 71 percent.
For the full details, please check the 32-page slide deck: Randstad Workmonitor: Working hours vs. private time: blurred lines.

Driving ASEAN Entrepreneurship: New Research Report

GEM ASEAN entrepreneurship coverThe GEM report on entrepreneurship in South-East Asia is now available for download.
 
The Global Entrepreneurship Monitor (GEM)  is the world's foremost study of entrepreneurship. Amongst GEM partners are EFMD members Babson College and The Tecnológico de Monterrey.
 
The report, covering Indonesia, Malaysia, the Philippines, Singapore, Thailand and Vietnam, sheds much-needed light on the current entrepreneurial landscape in the ASEAN-6 region. It finds, amongst others:
  • Societal attitudes towards entrepreneurship are generally positive. On average, two-thirds of people in the region see entrepreneurship as a good career choice;
  • The regional level of entrepreneurial intention is encouraging, but for the majority of ASEAN-6 countries there is a sharp fall off between intentional and active entrepreneurs;
  • In terms of motivation to start a business, the ASEAN-6 region has the second highest regional percentage of people drawn to go into business because of the opportunity to improve their income;
  • The ASEAN-6 region has a positive ratio of TEA to business discontinuance - for every person exiting a business in 2014, three were engaged in early-stage entrepreneurial activity;
  • Compared to other geographical regions, the ASEAN-6 region is the best performer in terms of gender equity with respect to male and female participation in early-stage entrepreneurial activity (TEA), as well as significantly better than the GEM average.
Please also download the 61-page report in pdf  and explore the chapters on: An ASEAN perspective on entrepreneurship; ASEAN women’s involvement in entrepreneurship; A GEM assessment of the ASEAN national entrepreneurial environment; Policy recommendations and conclusions

You may also want to keep track of the EFMD Entrepreneurship Education Conference. This annual event is aimed at instructors, professors, programme directors, programme developers, persons involved in entrepreneurship education and in other types of public, private and governmental groups/individuals focused in training, educating and assessing entrepreneurs. The theme of the February 2015 event was “Entrepreneurial Leaders, Educators and Students - A mindset for the Future”.

Global Leadership: Thought Provoking Inputs

LBS GLS logoThe Global Leadership Summit (GLS) took place last week and is the London Business School flagship thought-leadership event, bringing together senior level executives from around the globe. The Summit typically attracts over 500 global business influencers and decision makers, to discuss the critical issues affecting business.

You may want to check the Insights webpage of the GLS. Over 30 contributions break down into: Economics and society; Strategy and Innovation; Leadership and management.  You can read and download for free thought provoking inputs, including:
  • What is the most valuable asset a company can give an employee, Lynda Gratton: What if money was no longer the most valuable asset a company could offer an employee?
  • What comes after the knowledge era? Julian Birkinsaw: We live in the information age, which according to Wikipedia is a period in human history characterised by the shift from industrial production to one based on information and computerisation. But what comes next?
  • Why are there so few women at the top? Isabel Fernandez-Mateo
  • What is the model of the modern CEO? Randall Peterson argues that the trend is moving away from the boss whose chief weapons are fear and control.
  • What if all companies were innovative? Rajesh Chandy imagines a world where innovative companies are the norm, explaining how to achieve it and whether or not it would be good for society.
  • HR should focus on ‘aggregate talent’ over individuals, Gary Hamel
  • Boards for the future: Sir Andrew Likierman argues that the role of boards in making change happen in the financial services is important and likely to grow.
  • The talent factory of the future, Lynda Gratton analyses that Indian’s working population will overtake China’s by 2030. The most formidable talent pool in the world is a huge advantage – and challenge.
  • What if companies fail to recognize the value of intangible benefits? Alex Edmans puts that putting a number on intangibles such as human capital, band strength and CSR is trick. But 21st century businesses need to find a way.
  • Do schools kill creativity?  Costas Markides points to an alarming decline in our creativity as we go through the educational system.
  • Employee-led innovation, Julian Bikinsaw highlights some inspiring examples.
You may also be interested in the brand-new EFMD Global Focus magazine:
Re-organising the Political Economy: Capitalism has not failed nor is it in retreat. It is just an idea. But, argues Malcolm McIntosh, it is an idea, which in its current form, is in real need of being re-thought.

Management’s Second Curve: Management has served us well, but with the ‘digital revolution’, we are entering a new era where the logic of industrial-age organisation has lost its purchase. It is time to reinvent it, says Richard Straub.

Please do explore all 15 articles of the latest Global Focus magazine issue and find out in a variety of articles about: The future of executive education; Business school inpact; Corporate growth and values in the digital age.

Navigating Tomorrow's Digital Landscape: Consumers

GT briefing consumersThe latest Global Trends Briefing on Navigating tomorrow’s digital landscape, focused on Consumers gives some valuable consumer-related insights into the the opportunities and challenges of navigating tomorrow’s digital landscape and digital transformation for businesses.

Transformative digital technologies are changing life around the globe at an unprecedented speed. New products, services and platforms are giving people more choices than ever before. With more choices comes more power and freedom to take control of our personal lives, work, political, religious and social affiliations, and consumption patterns. However, it also means figuring out how to use all these choices in an effective and progressive way – the world and each of us as individuals are only at the start of this process.

In this environment, businesses and channel intermediaries face an increasing threat of losing direct relationships with the consumer or customer. Retailers are facing a digitally driven perfect storm as connectivity, rising consumer influence, time scarcity, mobile payments, and the internet of things are changing where, when, and how we shop. Social media platforms are facing a privacy backlash. Financial services providers are getting squeezed out by peer-to-peer networks, mobile phone operators and retailers, to name just a few new competitors.

Click here to read the full brifing and find out about the latest facts, figures and analysis regarding the generation connected and consumer engagement in the digital world.

You may also be interested in the recent EGMD Global Focus magazine: Harnessing the Power of the Digital Economy. Soumitra Dutta explains why business schools must take the lead in creating managers who can harness the power of business and technology to improve the world and how one school is aiming to do just that.

Collaborative Doctoral Education

EUA doctoral coverThe project “Promoting Collaborative Doctoral Education for Enhanced Career Opportunities” (DOC- CAREERS II) has looked at how universities work with their business and other non-university partners in establishing and taking forward research projects in the framework of doctoral education.

The project outcomes point to the existence of a variety of collaborative models, shaped by the characteristics of the research project, the profile of the university and company and the regional context. Main findings include:
  • Building and maintaining trustful relationships among all stakeholders is essential to ensure the success of the collaborative doctoral scheme.
  • Planning the activities of the doctoral project well in advance and ensuring that they all make sense within the framework of the research project is a determining factor in the quality and functioning of the partnership.
  • Comprehensive agreements between all the stakeholders should be established before the beginning of the collaborative scheme.
  • Although the academic supervisor is ultimately responsible for ensuring that the doctoral research project is of the required academic quality to earn a doctoral degree, the industrial/business supervisor is an integral and core part of the collaborative scheme.
  • Taking part in a collaborative doctoral scheme requires a specific skill profile. Doctoral candidates should not only be committed to research, but should also be willing to develop their work in an industrial setting, making compatible two worlds – academia and business.
  • There is no “one-size fits all” model for collaborative doctoral training. Instead, the outcomes of the project have shown a variety of successful models, emerging from both top-down and bottom-up levels. The key factor seems to be the involvement of all hierarchical levels and, particularly, the support of the top management, both in universities and in companies.
  • The ability to be “bilingual”, bridging the academic and business sectors, and the development of transferable skills, were identified by the stakeholders as the main reasons accounting for the better employment prospects for doctorate holders in the non-academic sector.
Developing and undertaking collaborative doctoral education: Please consult the 72-page report for the full details on:
  • Contextual factors and motivations to engage in collaborative doctoral education
  • Benefits of collaborative doctoral education
  • The collaborative doctoral scheme in practice
  • What makes for a successful collaborative scheme?
  • Impact and sustainability of the collaborative doctoral scheme    
  • Recruitment of doctorate holders: The perspective of the business sector
  • Lessons learned and recommendations from stakeholders
Exploring the Doctoral Journey: Excellence, Ethics and the Student/Supervisor Experience: You may also be interested in the highlights of the May 2015 EFMD Doctoral Programmes Conference. Next year this conference will be hosted by Rotterdam School of Management, Erasmus University on 11 - 13 May 2016.

The Thoroughly Modern Doctorate: You may also be interested in this Global Focus magazine article. David Bogle (University College London, Doctoral School) highlights some of the key changes that have occurred in PhDs (and more that are to come) and their particular resonances to management and business education.

Developing Personal Resilience for Career Success

Guest Post by Jill Flint-Taylor and Alex Davda, both Ashridge Business School

ashridgeResilience is a critical attribute for leaders when dealing with issues such as challenging projects, conflict amongst colleagues, organisational politics and criticism in their job.
 
Our personal resilience helps us thrive and grow in challenging circumstances, whether we’re supporting the emergency relief effort after an earthquake in Kathmandu or facing yet another organisational restructure that puts our newly built team at risk. The good news is that research shows that resilience can be strengthened – our ability to cope with or adapt to stressful situations or crises is not a fixed trait that is present in some people and lacking in others.

While there are certain factors that give some people a head start, anyone can learn behaviours and attitudes that allow them to survive and even thrive in challenging times.

Personal resilience helps buffer the negative impact of stress and trauma in emotionally-challenging jobs, such as social work or emergency services.  But it is also beneficial to a wide range of people in diverse careers, across work performance, personal satisfaction and well-being.  By becoming more resilient you can bring new direction and energy to your career, increase the number of interviews and job offers you receive, and find greater enjoyment in your life.
 
Developing personal resilience resources
The ability to respond in a resilient way to life experiences is best seen as a result of the interaction between stable individual characteristics such as personality and intellectual ability on the one hand, and situational factors on the other hand. It is through this interaction that people develop their personal resilience resources.

Ashridge resilience bookThe following factors play an important role in resilience:
  • Confidence  Positive emotions, attitudes and beliefs, and the ability to influence events positively makes people more emotionally strong. Nurture a positive view of yourself – do not talk yourself down or focus on flaws.
  • Purposefulness  Having structure, commitment and meaning in your life will make you more resilient. A clear sense of purpose and values helps assess setbacks within the framework of a broader perspective.
  • Adaptability  Resilient people are flexible and adaptable to changing situations that are beyond their control. They have an acute sense of what they can – and cannot – control.
  • Relationships and social support   A strong network of mutually supportive relationships is important. Take the time to check in with family, friends and colleagues and build informal and formal support networks, so that they are there when you need them.
  • Problem-solving skills  Working out what is happening, what to expect and how to respond helps with emotional resilience. Take a step back and think about how you approach difficult issues using objective logic.
  • Self-regulation skills  Resilient people are able to manage their emotions, thoughts, motivations, and behaviours. The ability to exercise control over your emotions, behaviour and focus of attention predicates long term life success.
  • Self-awareness  Recognise and develop your strengths. Reflection fosters learning, new perspectives and self-awareness to enhance your resilience.
  • Mastery motivation This is about the will or drive to master new skills, to manage challenges and to persist in the face of difficulties and setbacks. Set goals and plan ways to reach them.
Assessing your resilience strengths
The ability to respond in a resilient way is influenced, but not determined, by personality. Some people are likely to respond in a resilient way when faced with conflict or difficult relationships, while others may become easily stressed by such problems, yet show high levels of resilience in dealing with change and uncertainty.

To develop resilience you need to adopt strategies to ensure that you make the most of your strengths and actively manage risks. The key to improving resilience is to recognise what stressors you react to, when your natural response will serve you well, and when to adapt your approach to suit the different challenges you face.
 
Ashridge resilience broResilience development requires effort and practice.  For example, the cognitive approach to developing resilience is extremely effective.  It involves learning to identify unduly negative beliefs, check them out against the evidence, and replace them with thinking that is more positive and realistic.  However, you need to work hard on applying it – it is not enough just to read about it.
 
The winning resilience training format is not a short, sharp “resilience workshop”, but involves several sessions with “homework” in between to practise techniques. Raising resilience takes time and effort, as it often involves a conscious effort to change negative thinking patterns and other bad habits that we all fall into over-time.
 
Case study: Developing resilience
Senior Government Adviser, Mia, was a highly valued technical expert who had progressed rapidly to a position of significant responsibility. She wanted to take the next step up and had applied for senior management positions, but had not made it through the first stages.
 
Then, 1:1 coaching sessions revealed that she was inclined to attribute previous successes to her technical skills and knowledge. However, many of her successes were actually owed to different skills, such as her ability to get up to speed quickly with unfamiliar information and her empathic way of appreciating other people’s perspectives.
 
Mia’s coach showed her how to use cognitive-behavioural techniques to identify and challenge these unhelpful and inaccurate assumptions. Her enhanced self-belief came through in the confident way she spoke about her achievements and experience during subsequent interviews, and she was soon promoted.
 
Conclusion
Resilience is a complex process, not a fixed trait, and it can be developed throughout adulthood, with far-reaching benefits for personal wellbeing, career satisfaction and success. By understanding more about how you cope with pressure and learning new techniques, you can raise your resilience to the next level.
 
This article is based on the chapter ‘Understanding and developing personal resilience’ from the book Flourishing in Life, Work and Careers: Individual Wellbeing and Career Experiences (Edward Elgar Publishing: 2015)

The Leadership Experience: Leading on the Edge: This intensive programme gives managers the chance to experience today the leadership challenges they will face tomorrow.
 
The Ashridge Resilience Questionnaire (ARQ) is a psychometric tool that provides a temperature check of how someone is coping with a particular situation and provides pointers to build resilience.

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.

Asia Pacific Talent Repelled by Unethical Business Practices

EY AP talent coverEthical business practices are directly related to attracting and retaining talent in Asia-Pacific (APAC) with almost 80% of the respondents polled in EY’s APAC Fraud Survey 2015 titled “Fraud and Corruption – driving away talent?” claiming they would be unwilling to work for companies involved in bribery and corruption.

The survey, which is based on 1,508 interviews with employees of large companies in 14 APAC territories, shows that fraud prevention is no longer just a legal and compliance issue but impacts recruitment, talent retention and business continuity.

Chris Fordham, APAC Managing Partner of EY Fraud Investigation & Dispute Services, says:
In APAC, where the labor market is highly competitive and it is already difficult to recruit and retain staff, the findings should be a wake-up call to businesses. Only 5% of respondents said it would make no difference to their willingness to work for an employer if it was found to have been involved in bribery and corruption. It is essential that companies comprehensively address this via strong ethical leadership and a cohesive fraud prevention framework, with up-to-date and well-enforced internal controls, policies and procedures.”

Ethics – Vital in the war for talent?
Respondents,  especially  millennials,say they will leave or refuse to join companies involved  in bribery and corruption. This adds a new dimension to compliance. Getting it EY logowrong will  put retention and recruitment of top talent and growth strategies at risk.This still according to the EY research report. Here are further details on:
  • Workforces highly aware of bribery and corruption
  • Respondents unwilling to work for companies involved in bribery and corruption
  • Ethical business key to talent retention
The report has furthermore dedicated section on:Internal policies, processes and procedures – are they working?; Value chain – ethically aligned?; and Cyber threats - underestimated? For the detailed survey findings, you can view the full research findings online or download the the 24-page report in pdf.

Future of Doctorate Programmes

This article is based on the Executive Summary of the Conference Report “Future of the doctorate” by Ms. Nadine Burquel, Director of European Cooperation & Business School Services, EFMD. The conference was organised by the European Commission (DG Education and Culture) at the Academy of Sciences in Riga on 28-29 May 2015. The purpose of the conference was to take stock and share experiences on good practices for the modern doctorate and to advocate for its further development in a constantly changing world.
Issue 1 david bogle modern doctorate 300x225
THE nature of doctoral training has been very much debated in recent years at a time when the knowledge triangle of education, research and innovation is seen as the foundation for smart, sustainable and inclusive growth. The doctorate is considered as one of the driving forces to generate economic growth and support positive developments in society, and in the knowledge economy.

Globally there is a fairly good understanding of the objectives of the doctorate to produce original research. Yet the implementation of good practices is very uneven across individual institutions and national systems, due to different contexts, cultural and socio-economic backgrounds.

In 2003 doctoral education was added to the Bologna Process as the third level of higher education. It was stressed that the doctoral candidate should be regarded as a young professional instead of a student. Doctoral training was said to be the level at which bridges could be built between the European Higher Education Area (EHEA) and the European Research Area (ERA).

In 2011 the EU endorsed the EU Principles for Innovative Doctoral Training advocating that the new doctorate should combine excellence with interdisciplinary research, international exposure and intersectoral engagement. These principles are not adopted in the same way across individual universities and EU Member States.

From an individual journey carried out by an individual researcher, the doctoral exploration is increasingly taking place in a doctoral school that provides a structure in which research is carried out and training activities delivered by a team of academic and administrative professionals, instead of the individual academic in the Humboldtian university model. Training includes knowledge and intellectual abilities, technical skills, personal skills, leadership and management, and understanding of impact.

Beyond individual institutions, the PhD is offered in consortia of multiple organisations, from academia and industry, across national borders, in Europe and in the world. The industrial doctorates allow access to networks, expertise, and equipment. The different “languages” of academia and the private sector are learnt. The joint doctorates (in Erasmus Mundus, Marie Skłodowska-Curie and the KICs of the EIT) take the candidates into new transformational journeys to produce interdisciplinary research with a strong focus on business and innovation.

There is concern that short term agendas have become so dominant to the detriment of the more long term approaches needed for research that requires longer timeframes. The three-year PhD required in EU research programmes and in many countries pose a number of difficulties to deliver the research in time, in particular when it is filled with the range of educational and skills components needed by the modern doctoral candidate to make him more employable.

Growing attention is given to high quality supervision of the doctoral candidates. Supervisors are increasingly trained. Supervisory committees are put in place to avoid that the candidate is too highly dependent on a single person.

Despite many charters and good practices, doctoral candidates are still often treated as students instead of young professionals carrying out research. As a result many of the PhD candidates not benefitting from EU schemes do not receive a salary but a scholarship and are not covered by social security, leaving them in a fragile financial situation which impacts on their performance. Yet it seems that the situation is improving in Europe, under the impulse of the EU Charter and Code for Researchers as well as through national financial schemes requiring that the PhD should be treated as an employee, either by the university or the company in which he/she is carrying out the research. All EU funding schemes require that the doctoral candidate receives a salary and is covered by social security.

Although women are still underrepresented in some doctoral programmes the situation is changing. The Researchers Report 2014 stated that "Between 2000 and 2011, the number of new women doctoral graduates (ISCED 6) per thousand population aged 25-34 has increased in all European countries. Between 2000 and 2011, Slovakia, Denmark, Latvia, Norway, UK and Italy reported the highest increase in the proportion of new women doctoral graduates. In Bulgaria, Hungary, Spain, France, Lithuania, Turkey and Cyprus, the number increased only slightly, yet these countries are starting from different baselines."

Still more attention needs to be given to gender balance and the gender dimension. It is stimulated strongly in the Horizon2020 programme, where the gender dimension has been introduced for all EU research funded projects.

The emergence of Open Science and its future growth will transform globally the way research is performed. It will impact significantly on doctoral programme design. Different approaches are needed to prepare the candidates to opportunities in new research environments.

The report also analyses different models of doctoral training across the world.

You can access the full Report following this link.

You may be also interested in the recent Global Focus article "The Thoroughly Modern Doctorate" by Prof. David Bogle highlighting some of the key changes that have occurred in PhDs (and more that are to come) and their particular resonances to management and business education.

We would like to also invite you to the upcoming 2016 EFMD Doctoral Programmes Conference which will be hosted by the Rotterdam School of Management in the Netherlands on 11-13 May 2016. More information will appear on our event website soon.

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.

The 100-Year-Life: a Chance to Diffuse the Demographic Time Bomb in Your Business

lbs logoThe upcoming Sharing Best Practice CLIP workshop will be hosted by London Business School on (29)-30 October and will address the topic of “The 100-Year-Life: a Chance to Diffuse the Demographic Time Bomb in Your Business”.

More than half of the babies born in the west in the last eight years will have a life expectancy of over 100 years. The difference between living to 70, and living to 100, nearly doubles the amount of productive years in a career.

This fundamental shift in human existence will radically change how we live and work – rivalling the impact of globalisation and technology. This megatrend poses transformational questions to all organisations; because the answers will radically change the relationship with their employees:
  • How will people navigate careers which span over 60 years?
  • Knowledge and expertise are increasingly perishable – so what does this mean for learning interventions and talent management?
  • Which of the current norms will be consigned to history, which will become more prominent… the 5-day working week? Fixed employee contracts? The ‘work-life balance’? Office-based staff? Flexible working? Corporate universities?
This ground-breaking research has emerged from a collaboration between London Business School’s Professor of Economics Andrew Scott and the school’s leading business thinker Professor Lynda Gratton. This event is a unique opportunity to get a sneak preview of its insights before it is published to the world later this year.

This day will be a combination of cutting edge content, team and individual work and an experientialCLIP logo13 LR journey across London – a new type of learning pioneered by London Business School. Participants will begin the day at the School hearing from Professor Andrew Scott. His presentation will be followed by facilitated group work to focus upon the concrete takeaways for your business. They’ll then embark upon a discovery journey across London. This is an innovative, live learning experience in which participants will visit a forward-looking company that is thinking and working with this crucial topic. They will come together as a group at the end of the day to refine their action plan.

This Sharing Best Practice Workshop based on the experience of the EFMD’s CLIP community will also provide an opportunity for networking and socialising on the Thursday evening before the event.

This workshop is free of charge for EFMD member companies and special guests.

For more information, click here or contact Shanshan Ge.

Future Series Webinar: Innovative Technology-Based Ways to Run Engagement Survey

Engagement2
On Tuesday 15 September, 12:30 pm - 2:00 pm CET, "Innovative Technology-Based Ways to Run Engagement Survey" - the second session in the series of three webinars - will take place.

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

Discover the key trends and evolutions of employee engagement surveys by joining this webinar. Further details are available on the event webpage.

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

For more information on the event, please contact Mrs. Caroline Malvaux.

EFMD Awards CLIP Accreditation to Mazars & Repsol

CLIP repsol mazars

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

We are delighted to announce that Mazars University and Repsol have recently received CLIP accreditation and joins the CLIP community which also includes:

“The CLIP Accreditation process is an incredibly insightful consulting experience, yet at a very ethical price. It is a unique occasion to position global learning at the heart of the organization’s strategy, and a powerful internal team-building experience amongst our key stakeholders. We were thrilled to be a pioneer of a different type of corporate university, as an organization that is smaller but highly internationalized, we are happy to know that CLIP is not only for large corporates.”
Laurent Choain, Chief People & Communications Officer, Mazars
 
“The CLIP adventure has been demanding, but extremely valuable right from the start. The self-assessment is at once a thorough process of introspection and analysis, as well as a lightning rod for internal visibility and recognition. As for the peer review, it is a rare occasion to have four seasoned professionals steeped in your reality for three full days. Once again, though a challenging experience, their incisive insights and advice have been greatly helpful in establishing our priorities and roadmap forward.”
Tyra Malzy, Chief Learning Officer, Mazars

“We feel very proud to have been welcomed into the CLIP community, it has been a great experience.  The whole CSF team was very committed to this endeavour, and it proved well worth it. The process has given us the opportunity to build an overall assessment of our activity and share it with other crucial members of Repsol: executives, internal teachers, students, business partners, and vendors, to name a few.
 I would like to thank the EFMD team and our peers for their support and valuable contribution. The feedback report itself serves as a robust strategic view of the issues we need to work on as top priorities in the near future. We now feel we are ready to embark upon a new, and even more challenging stage.”
Mrs. Maria Jesus Blasco Blanco, Director of Learning, Repsol

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

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

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

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

Global Management Education: Return On Investment and Employment Outlook

GMAC globalgrads coverThe brand-new 2015 Global Management Education Graduate Survey Report, released by GMAC yesterday, explores the early job search results for 3,329 graduating business school students in the class of 2015 at 112 universities worldwide, representing 29 countries. Key findings include:
The employment outlook for business school graduates remains strong in 2015.
  • More than half of job-seeking graduate business students in the class of 2015 report receiving an early job offer prior to graduation.
  • The top job search methods used by job-seeking graduates in 2015 include applying directly to companies (59%), networking with classmates and alumni (57%), online job search sites (53%), career services (52%), and school job boards (51%).
  • The methods with the highest success rate (yielding the most job offers), however, are internships or work projects (50% success rate), working with career services (48% success rate), and school job boards (38% success rate).
  • Class of 2015 graduates who are continuing their current employment anticipate an increase in salary (47% of respondents), increase in job responsibilities (46%), a promotion (39%), and/or change in job title (33%) as a result of their newly earned degree.
  • Five percent of class of 2015 graduates intend to pursue entrepreneurial careers. Among this group, 42 percent were self-employed prior to business school, 25 percent started a business while in school, and 33 percent plan to start a business after graduation.
  • Globally, business school graduates accepting early job offers report a median post-degree salary increase of 90 percent over their pre-degree salary, which is up noticeably from the median salary increase of 80 percent seen in 2014 and 73 percent in 2013.

Business school graduates value the return on investment for graduate management education.

  • Class of 2015 graduates feel their graduate management education was successful in increasing their employability.
  • Analysis shows that program structure, curriculum, and faculty are the primary influencers of value ratings that graduates give their programs.
  • On average, respondents report that they receive instruction through team projects 23 percent of the time, a blend of lecture and discussion 23 percent of the time, case studies 23 percent of the time, pure lecture 22 percent of the time, and experiential learning 10 percent of the time, although this varies by programme type.
  • Blends of lecture and discussion (30%), case studies (27%), and experiential learning (24%) are the most preferred instructional methods. Pure lectures, on the other hand, are a commonly used method but preferred by just a small percentage (5%) of students.
For the full details, please consult the 28-page report, with its two main sections: The employment report; and Graduate management education evaluated. You can also explore the 2015 Global Graduate Survey list of participating schools.

2015 Executive Development Conference: Learn to Transform in Unpredictable Times

ext ed2015 bannerWe would like to remind you that you have until the 14 September to register online and benefit from our normal conference fee for the 2015 EFMD Executive Development Conference hosted by the Barcelona School of Management (Universitat Pompeu Fabra) on 14-16 October 2015 in Barcelona, Spain. The conference brings together business schools, executive development centres, consultants and network providers as well as clients (companies) and will investigate: "Learn to Transform in Unpredictable Times".

The conference aims to explore the role and impact of people in transforming organisations and businesses. We will also discuss how executive development can mobilise as well as contribute to these transformations. By involving a maximum diversity of actors and showcasing best-practices, the conference will help to broaden the perspective and feed the dialogue on the contribution of executive development to business. It will also explore how innovation and transformation can be interlinked throughout these journeys.

The event will also showcase four outstanding learning and development partnerships from the 2015 EFMD Excellence in Practice Awards (EIP) Gold Award cases.
eip awards winners 2015We would like to encourage you to attend the event, together with your learning partners so that all viewpoints can be heard, shared and debated during the numerous discussion groups scheduled in the programme. A special conference fee is available for companies accompanying their provider.

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

Integrating Sustainability and Responsibility into Business Education

PRME GF logoThe 2015 Global Forum for Responsible Management Education allows academic institutions to learn about and participate in the Principles for Responsible Management Education (PRME) as part of the UN Global Compact as well as the UN Sustainable Development Goals (SDGs)

You are kindly invited to attend the 2015 Global Forum for Responsible Management Education – 6th PRME Assembly, hosted by the PRME Secretariat of the UN Global Compact Office, will be held 23-25 June, 2015 in New York to bring together leaders in academia, business, government and civil society, to discuss and identify best practices for integrating sustainability and responsibility into management education.

The PRME initiative facilitates organizational change, inspiring and recognizing higher education institutions that embed corporate responsibility and sustainability into their curricula — thereby producing business leaders equipped to manage the complex challenges facing business and society. This year one of the main discussion points will be the involvement of business and management education in contributing to the forthcoming UN Sustainable Development Goals (SDGs).

PRMEGlobalForumTaking the Six Principles as a guiding framework, any institution that is willing to integrate corporate responsibility and sustainability in a gradual and systemic manner is welcome to join the initiative. PRME was initially developed in collaboration between the United Nations Global Compact and representatives of business education. The Six Principles were first unveiled at the UN Global Compact Leaders Summit in July 2007. There are currently over 600 organizations signed up to the PRME initiative.

Since the initiative’s launch in 2007, over 600 institutions have signed up to PRME. For instance,  the University of California, Berkeley, Haas School of Business who have successfully integrated sustainability into project courses where students can apply what they have learnt in innovative ways:
"At the Haas School of Business, students are not just learning about the issues (e.g. with our Global Megatrends course) but are also exploring, testing, and even putting into place innovative solutions to the world's business challenges, through, for example, our "Intrapreneurship for Sustainability" course." - Christina Meinberg, Associate Director - Center for Responsible Business, University of California, Berkeley, Haas School of Business, USA

Another inspiring examples comes from Lagos Business School, Pan-Atlantic University, Nigeria, which introduced a Managerial Anthropology programme; an approach to teaching a more holistic, human-centred vision for business than the traditional economic outlook. Speaking on the essence of the assembly Kemi Ogunyemi, Professor, Lagos Business School, Pan-Atlantic University, Nigeria said; "This deepened understanding of human nature helps students to be better able to lead and relate to selves and others. It emphasises the importance of fostering human dignity and human flourishing and enables responsible use of freedom. In the process, it empowers the students to be true leaders, whether informally or formally, in their future careers."

Registration for the Global Forum is by invitation only. To request an invitation, please contact PRME.
Please go here  to learn more about joining PRME and/or the UN Global Compact.  

You may also be interested in the agenda of the 2015 PRME Global Forum.

Six Generations of Average-Scoring Students Needed to Catch Up

Brookings cuelogo"Without a fundamental rethinking of current approaches to education, it is going to take another 100 years for children in developing countries to reach the education levels achieved in developed countries".

If starting from the premise that natural ability is evenly distributed across the globe—namely that children are on average equally smart and talented no matter where they happen to be born—the inequality documented in this research report by Brookings Institute has everything to do with the education systems in which children find themselves learning, or not learning.

Authors Winthrop and McGivney say: “When shown as an average number of years in school and levels of achievement, the developing world is about 100 years behind developed countries” and “The 100-year gap is not projected to close in the future if we continue with the same education policies and approaches that we are using today”.

Brookings 100years coverThere are at least three main arguments, still according to the authors, for why all of us, no matter where we live, should care about the 100-year gap.
  • The first argument is moral, one that centers on the idea that all children in the world deserve to develop the core skills and competencies needed to thrive in the 21st century, including skills like reading and math.
  • A second argument is a numbers argument. Between 2010 and 2030, 60 percent of the increase in global labor force growth will come from India, other South Asian nations, and Africa, while there will also be an additional 360 million adults over age 55 who are not in the labor force—many college educated, living in high-income countries, and expected to live 20-30 years longer than past generations.
  • A third argument is centered around the possibility that ideas for addressing the 100-year gap could end up being helpful for education reform in both the developed and developing world. This argument ultimately rests on the recognition that schooling, the education model that has been central to the spread of mass education, may no longer be fit for this purpose.
For the full details, please consult the 23-page report.  It has detailed sections and charts on:

  • Global education enrollment and attainment: Unequal access, unequal outcomes
  • The four forces behind the emergence of mass schooling: The university as knowledge holder, The industrial revolution, technology and the workplace, Fostering nationalism in the classroom, The universal right to an ediucation
  • The 100-year gap: A tale of schooling inequality, including: Developed versus developing countries, The gap in enrolling children in school, Average number of years of school in the adult population, The gap in children’s learning outcomes, Different measures,
  • Why wait 100 years?

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

Escalating Skills Shortages and Competition for Talent

CIPD Resurcingtalent coverThe CIPD’s Resourcing and Talent Planning survey, in partnership with Hays, examines organisations’ resourcing and talent planning strategies and practices and the key challenges and issues they face. This CIPD survey report is based on responses from 520 organisations, primarily UK-based.  Key findings include:

Recruitment difficulties
  • Skill shortages are escalating – over four-fifths feel that competition for talent has increased over the past two years.
  • Over three-quarters experienced recruitment difficulties last year
  • Lack of specialist or technical skills and lack of sector/ industry or general experience were common reasons for recruitment difficulties
  • There is little change in the practices employed to reduce recruitment difficulties – sponsoring relevant professional qualifications, up-skilling existing employees and recruiting candidates from different sectors or industries remain the most common practices organisations employ to reduce recruitment difficulties.

Employer brand

  • Widespread focus on improving employer brand – particularly through developing/enhancing corporate websites and making efforts to improve the candidate experience.
  • Organisational values and good working practices are the elements of employer brand most commonly seen to be important for attracting candidates.
Resourcing and talent management in the current economy
  • Organisations are increasingly looking for talent outside of their organisation – three- quarters are recruiting key talent/niche areas.
  • There is little change in the proportion of organisations developing more talent in-house or focusing on retaining rather than recruiting.
  • There is not an obvious trend towards the greater use of a temporary or contract workforce – or an increased desire by employees for this type of employment relationship.
An age-diverse workforce
  • Organisations are increasing efforts to recruit all ages
  • Half are concerned about the skills gap that will be created when older people (aged 50+) leave the workforce
  • Most believe that educational institutions equip young people with the skills their organisation needs, at least to a moderate extent – but over a third (36%) believe they are poor at doing so, up from 27% in 2013.
  • Young people have unrealistic expectations regarding career
  • Nearly half of organisations offer apprenticeships
  • There is an increase in organisations’ graduate recruitment programmes – nearly two-fifths operate a structured graduate recruitment programme, an increase on previous years.
Attracting candidates
  • Organisations are increasingly combining in-house and outsourced approaches –
  • Organisations are developing closer ties with recruitment
  • Organisations are increasingly using technology to recruit
  • Corporate websites are among the most effective methods
For all the findings and charts, please download the 40-page report.

The Top Ten Management Tools Globally

Baim mgttools15Released last week, Bain & Company’s 15th Management Tools & Trends findings shows that:
  • Customer Relationship Management is the number one tool by usage
  • Surprisingly, Big Data Analytics, one of the newer tools in the survey that still has relatively low usage, ranks number one in satisfaction, with particularly high ratings in China and India.
  • The tool with the greatest forecast increase in use was Scenario and Contingency Planning (42%), followed by Complexity Reduction (40%).
  • Globally, the trend toward using fewer tools continues.
  • The tools projected to have the biggest gain in usage in 2015 are Scenario and Contingency Planning, Complexity Reduction, and Organizational Time Management.
  • This year’s findings highlight a distinct regional split between North American companies, which strongly prefer traditional tools, and Chinese and Indian companies, which reported greater use of new-school tools like Disruptive Innovation Labs.
  • Comparing the top 10 tools over a 10-year period, Strategic Planning, Benchmarking, Outsourcing, and Mission and Vision Statements consistently remain in the top 10.
A 19-page Bain Brief “Management Tools & Trends 2015” furthermore explores more in depth the following trends:
  • Trend 1: Seeking growth and accelerating innovation in a changing business climate
  • Trend 2: Cost and excessive complexity are a worrying hindrance to growth
  • Trend 3: Investing in the digital transformation trend to fuel growth and innovation, master complexity, and confront risks
  • Trend 4: Understanding customers
From the Bain & Company website, you can also consult the interactive toolTop Ten tools over the years”. It shows the most popular tools cited by executives in the latest survey and how they compare to the most widely used tools of past years.

For the full details, please consult the 68-page full report: Management Tools: An Executive’s Guide. The executive's guide identifies and explains 25 of the most popular management tools based on Bain & Company research.

Prof. Valery Katkalo Named as the New EFMD Vice-President

Valery KatkaloSberbankCU logoOn Sunday the 7th of June, the EFMD Board of Directors unanimously approved the appointment of Prof. Valery Katkalo, Dean of Sberbank Corporate University, to the position of Vice-President for Corporate Services.

Prof. Eric Cornuel the Director General & CEO of EFMD said, “Prof. Katkalo is a leading figure in the management development community and we are delighted that he has accepted to work more closely with EFMD. Valery's international experience and knowledge of both business school and companies will be a great benefit to EFMD as the network becomes more and more globally based and we look to strength the connections between both world’s, which was and still is a founding principle of EFMD.”

"I am delighted to work with EFMD as it continues to build upon its reputation for developing international management education around its academic and business networking, its accreditation and quality actions and its genuine search for ideas in the management field." said Prof. Valery Katkalo, Dean of Sberbank Corporate University.

The Importance of Management Education and Development

EFMD AR2014You are kindly invited to consult the latest EFMD Annual Report. 2014 highlights include:

  • EQUIS and EPAS Standards include newly developed assessment criteria on Technology Enhanced Learning
  • First EPAS Accreditations in Indonesia and Latvia
  • First EQUIS Accreditation in Egypt
  • EFMD Annual Conference – Record Year!
  • Record attendance to QS Accreditation Seminars and Information Sessions
  • Successful Kick-off - EFMD-Humane Winter School Programme
  • High Appreciation for EFMD Entrepreneurship Conference
  • EFMD Corporate Services Webinars – Bridging the Gap
  • An Engaging Place to Work – New Corporate Special Interest Group
  • Global Focus Edition in Spanish
  • Volume 2 – EFMD 40th Anniversary Book: Securing the Future of Management Education Competitive Destruction or Constructive Innovation
  • Record numbers for Outstanding Doctoral Research Awards
  • EFMD Membership Recorded Increased Growth Outside Europe
Please do check the full 62-page report to find out about:

Quality services:
  • QS Annual Meeting; Roundtable on New Technologies; Stakeholder events
  • EQUIS Special Re-accreditation; Overview of peer review visits and accreditations
  • EPAS overview of activities and newly accredited programmes
Corporate services:
  • Corporate Learning Improvement Process - CLIP; Sharing Best Practice Workshops-SBP; Strategic Learning Review - SLR; Special Interest Group-SIG; Corporate events and webinars
Business schools services:
  • Overview of 2014 events
  • Leadership and Development Programmes: HUMANE Winter School, International Deans’ programme-IDP, Strengthening Leadership and Strategic Management in HE in Ethiopia - NICHE, Joint Research Leadership Programme with EURAM
Research & surveys:
  • Overview 2014 events
  • Corporate Recruiters Survey; Women in European Business Schools; Impact of business schools; Risk management in business schools; Socially responsible research; “See the Future” report
EFMD Awards:
  • Outstanding Doctoral Research Awards; Excellence in Practice Awards; EFMD Case Writing Competition
Development services:
  • EU studies and surveys: Quality assurance for building trust between vocational training and higher education;  Quality review Erasmus Mundus Master courses; Educational activities of the Knowledge and Innovation Communities (KICs)
  • Globally Responsible Leadership Initiative - GRLI
  • Principles for responsible management education - PRME
  • Twelve projects clustered around: ICT for Learning and Teaching, Innovation, Modernisation of Higher Education and Capacity Building, Entrepreneurship Education
Publications:
  • Global Focus magazine; The sustainable business; EFMD and CarringtonCrisp
  • EFMD new members
  • Governance and the EFMD team
  • Financial statements 2014 and Auditors report
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. At the end of 2014, EFMD counts 840 institutional members. Please feel free to consult the most up to date EFMD List of Members, for you ease it is organised by country.

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 Awards EPAS Accreditation to Seven New Programmes

EPAS Accreditated 02

We are happy to announce that the EPAS Accreditation Board has recently awarded the EPAS quality label to six new Institutions.

Seven new programmes from six new institutions have been recently accredited by EPAS:

"The EPAS process has had a great impact on multiple aspects of quality for our Bachelor’s Program in International Business Management. I would like to thank the evaluators for their deep insights. We value the feedback that we received in terms of a continued quality improvement process."
Prof. Dr. Andreas Zaby, Deputy President, Berlin School of Economics and Law, Department of Business and Economics, Germany
 
"The EPAS accreditation gives us the opportunity to leave our role as a „Hidden Champion“ in the German MBA market and to make a clear statement about the high quality of our programme. It enables us to reach a wider national and international audience that has been not aware of our international MBA and its exceptional focus on building leadership capabilities."
Prof. Christoph Desjardins, Director, Professional School of Business and Technology, University of Applied Sciences Kempten, Germany

"The Guilford Glazer Faculty of Business and Management (GGFBM) of Ben-Gurion University of the Negev (BGU) is proud to be the first Israeli academic institute to have achieved EPAS accreditation. Such recognition of the GGFBM as a quality, globalizing business faculty, through its prestigious Mandel Social Leadership MBA Program, brings acclaim to BGU and to Israel. At the same time, we are grateful to the University for providing the platform, the forethought and planning to have created this extraordinary MBA like no other that spearheads an idyllic degree, as well as more GGFBM degree programs and research which are gaining momentum in international commendation. We are looking forward to becoming well acquainted with our peers in EPAS, sharing knowledge and progress. The GGFBM MBA in Social Leadership exemplifies implementing social change through better management, as the GGFBM embodies this philosophy of a better world through better management."
Prof. Oded Lowengart, Dean, Guilford Glazer Faculty of Business and Management (GGFBM), Ben-Gurion University of the Negev, Israel

“Achieving EPAS is a crucial point for our development, a mark of quality which confirms our possibilities and prospective on the international level. We are proud to be the first institution in Russia outside Moscow and St-Petersburg which is granted such a prestigious accreditation. It is important that EPAS is not one time recognition of quality level. Instead, EPAS is a continuous process of quality improvement in accordance with highest international standards and practice. Therefore, we consider EPAS as a tool of strategic management and development. The process of accreditation itself contributed to team building in GSEM, more precise understanding of the School’s mission and strategy, spreading of common values among staff members, motivation, and aiming at higher results. Effectiveness and excellent organization of EPAS Office assistance have to be noted, as well as highly professional and diligent work of Peer Review Team.”
Dr. Daniil Sandler, Director, Graduate School of Economics and Management, Ural Federal University, Russia

"We are the first in Scotland to join the prestigious EPAS global network, which marks the commitment and achievements of our staff and students. I welcome recognition of our high quality learning and teaching experience that equips our graduates with the skills and knowledge to succeed in the global market. EPAS accreditation is indicative of a wider institutional commitment to use the very highest international benchmarks to evidence the quality of our provision. This provides robust reassurance to our staff, students, academic and business partners that we are a globally-networked university that is embedded within our local community. We are particularly pleased that our success at embedding ethics, responsibility and sustainability across all aspects of life at Glasgow School for Business and Society has been acknowledged. This is an area in which, as a University for the Common Good, we excel."
Prof. Toni Hilton, Dean, Glasgow School for Business and Society, Glasgow Caledonian University, UK

"The EPAS accreditation process has impacted positively on all areas of Coventry University Business School. We are delighted that our BA Business Management achieved accreditation with such positive comments from the PRT team. We look forward to working with colleagues in EFMD to build on this accreditation and to add a number of other courses from departments across the Business School. Thank you to the staff at EFMD for their ongoing support and the PRT team for their positive and constructive feedback."
Prof. Jeff Clowes, Executive Dean, Faculty of Business, Environment & Society, Coventry University, UK


Prof. David Asch, Associate Director, Quality Services & EPAS Director, commented: We are delighted to welcome six new Institutions from Germany, Israel, Russia and the United Kingdom 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 June 2015, 94 accredited programmes from 69 institutions across 31 countries that have been awarded EPAS accreditation. We are happy to welcome a new country - Israel - to the pool of EPAS accredited institutions.

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 Hyberabad, 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.

How Organisations Can Stop Wasting Their Best Ideas

PA innovation drainAccording to the preview findings of PA Consulting Group’s innovation survey, 46% of senior executives describe their innovation activity as a ‘costly failure’.

This new research, covering 750 senior executives and spanning 15 countries, shows that organisations are losing money and missing out on valuable opportunities. Survey findings reveal five ‘innovation killers’ that senior executives must address to stop their great ideas from leaking through the cracks.

Running in different directions: Over half of respondents inthis survey say they use the term ‘innovation’ to describe different things. Without a unifying view of innovation, how can organisations ensure everybody is moving in the same direction?
Too many rules: Around three in five organisations (58%) say they are unlikely to back high potential but risky innovations. And 19% say their risk-averse culture is the biggest barrier to innovation. Almost half (47%) say they are not striving to be pioneers.
The engine stalls: Organisations are struggling to develop and commercialise their best ideas at pace. Difficulty moving from small to large-scale, and poor implementation of ideas, are among the top three ‘innovation killers’ cited by respondents. In addition, 42% say innovation is something they talk about more than they do.
ROI failure: Only around one in two companies try to predict return on innovation before an innovation project can go ahead. A quarter say difficulty in measuring ROI is among the biggest barriers to innovation in their organisation
The money isn't made available: When asked to identify their biggest ‘innovation killer’, respondents point clearly to lack of budget, people and skills. Insufficient investment is also seen as a top three barrier to innovation.

The PA survey data allow to identify the traits shared by a small group of ‘innovation leaders’. These respondents strongly believe that their leadership is good at encouraging and nurturing innovation and are more than twice as likely to report EBITDA growth at or exceeding 10% over the last 12 months. Behaviours that separate the leaders from the followers:
  • Make innovation a major focus for everyone in the organisation
  • Harness digital technology to improve the speed and efficiency of all innovation activities
  • Put innovation at the heart of culture and mission
  • Strive to be pioneers
  • Learn quickly from mistakes in innovation
Please consult the dedicated PA website to find out about the six areas for achieving an innovation-as-usual mind-set in your organisation.

For further details, you can register now for the full report. It will become available in July 2015 and will cover:
  • Summary of the top innovation killers
  • Detailed data analysis by sector and key findings
  • Detailed data analysis by country and key findings
  • Cross-sector learnings
  • Best practice examples used by innovation leaders
  • PA top recommendation

Business School Is an Investment, Not a Purchase

gmaclogoA graduate management degree is all about future value and benefits. Look no further than recent b-school alumni. Survey results in 2014 show that 79% of business school alumni from the classes of 1959-2013 worldwide say their expectations for the degree’s return on investment were exceeded or met.

Five years of survey data (2009 to 2013) as part of the mba.com Prospective Students Survey, are assembled into an interactive report to help you calibrate your own view with information about the financing mix your peers plan to cover the costs of their education.

GMAC payBS chartExplore the Interactive Report by GMAC to Develop Your Financial Strategy!

Explore the information that is most meaningful to your options. Data can be filtered by:
  • Citizenship
  • Domestic or international study destination
  • Type of graduate management program considered
  • Gender
  • Age group
Here are a few examples of how the funding mix can vary and change over time:
  • Indian citizens considering full-time 2-year MBA programs abroad in 2013 depended heavily on loans but expected support from parents to make up for a loss in grants or scholarships as compared with 2009.
  • European citizens considering full-time 1-year MBAs in 2013 expected less of the cost to be covered by grants/scholarships, and more investment from parents to meet costs than peers in 2009.
  • US citizens considering full-time 2-year MBA programs in the US in 2013 expected to tap personal funds, employers, and parents for more of the cost, relying less on loans than in 2009.

GBSN's Manila Conference to Explore Disruptive Education Models from the Developing World

GBSN ManilaA recent Asian Development Bank report  found that the “quality (and relevance) of education and training appears to be much more of a binding constraint than the quantity of students".

You are kindly invited to join the Global Business School Network for their 10th annual conference in Manila, Philippines this 4-6 November, 2015 to explore 'Disruptive Education Models from the Developing World' that are addressing and overcoming this constraint.

Through engagement of culture, technology, design thinking, community empowerment and collaboration, developing world educators are innovating around the severe resource constraints that have hindered past educational efforts. Representing much more than just MOOCs, these models are disrupting educational traditions and providing effective opportunities for people and markets where they work.

The GBSN conference, hosted by the Asian Institute of Management, will challenge business educators from around the globe to find better ways to deliver business concepts to students and differentiate themselves in their respective markets. The conference is open to all business school deans, faculty and administrators, as well as corporate, government and NGO leaders involved in talent development, education and community investment.

Conference sessions will address issues including:

  • Impact and Influence of Culture in Management Education
  • Expanding Management Education Beyond the Walls of the Classroom Through Technology
  • Cross-Disciplinary Programs: Making a Place for Design, Engineering, Humanities and Science
  • Beyond the MBA: The Role of Business Schools in Strengthening Entrepreneurs
  • Innovations from Industry and How Academia Can Evolve to Meet Changing Needs

Please be sure to register before August 30 to quality for the early registration discount!

For more information visit www.gbsn.org/2015 or email.

Connecting Talent With Opportunity in the Digital Age

McK onlinetalentOnline talent platforms can ease a number of labor-market dysfunctions by more effectively connecting individuals with work opportunities.

In this new research from McKinsey Global Institute (MGI): A labour market that works: Connecting talent with opportunity in the digital age, the current state of employment is examined as well as the impact that digital platforms could have.

Companies can use online talent platforms not only to identify and recruit candidates but also to motivate them and improve their productivity once they start work. MGI calculates that the adoption of these platforms could increase the output of companies by up to 9 percent and reduce the cost of recruiting talent and of human resources generally by as much as 7 percent.

From the McKinsey Global Institute dedicated website you can: Download the 24-page executive summary; Download the 100-page full report; and Access the 12 mins podcast.

Talent is not only a company’s biggest asset but one of its biggest investments as well. Section four of the full report focuses on “Talent management for companies” and details:
  • Overview table of example platforms creating value by improving recruiting, talent management, and long-term planning
  • Chapter on improving human capital management: Finding the right people, Maximizing employee engagement and productivity, Planning strategically to meet future needs for skills and leadership
  • Examples of impacting the bottom line for a variety of organisations: Professional services, Technology, Hospital, Retail, Manufacturing and Bank.
Other highlighted findings include:

Online talent platforms increase the transparency of the demand for skills, enabling young people to make better educational choices. As a result, more effective spending on tertiary education could reduce some of the $89 billion misallocation we find in Brazil, China, Germany, India, Japan, the United Kingdom, and the United States.

In countries around the world, 30 to 45 percent of the working-age population is unemployed, inactive in the workforce, or working only part time. In Brazil, China, Germany, India, Japan, the United Kingdom, and the United States, this adds up to 850 million people.

As online talent platforms grow in scale, they will become faster and more effective clearinghouses that can inject new momentum and transparency into job markets while drawing in new participants. MGI supply-side analysis shows that online talent platforms could add $2.7 trillion, or 2.0 percent, to global GDP by 2025, while increasing employment by 72 million full-time-equivalent positions.

Up to 540 million people could benefit from online talent platforms by 2025. As many as 230 million could find new jobs more quickly, reducing the duration of unemployment, while 200 million who are inactive or employed part time could gain additional hours through freelance platforms. As many as 60 million people could find work that more closely suits their skills or preferences, while an additional 50 million could shift from informal to formal employment.

Countries (such as Greece, Spain, and South Africa) with persistently high unemployment and low participation rates could benefit most. Among advanced economies, the United States stands to realize significant gains because of the relative fluidity of its job market.

Navigating Tomorrow’s Digital Landscape

GT navigatingdidtal"Businesses must view digital technologies as transformational", according to this new Global Trends Briefing. They are the source of new and innovative strategies, business models and capabilities that have the potential to create new markets and redefine traditional ones. Organizations that fight, rather than embrace, digital could be at risk. Think the music industry, think Kodak. Most importantly, think differently.

Please explore the full 8-page report to find out in detail about:

  • Digital transformation is more than an IT strategy
  • Connecting digital investment and business objectives
  • The increasing importance of digital leadership
  • Rising cross-industry competition
The report also explores examples of how businesses are tackling the dimensions of: Consumer/customer, Organization and culture, and the Extended enterprise. It details:
Going digital with the customer/consumer
  • Mobile is not an option
  • Innovating the digital way
  • Programmatic branding
  • The consumerization of B2B
Companies embracing digital transformation
  • Managing the extended enterprise
  • Driving a digital organisation and culture, with EFMD member BBVA featured here.
You may also be interested in the recent EGMD Global Focus magazine: Harnessing the Power of the Digital Economy. Soumitra Dutta explains why business schools must take the lead in creating managers who can harness the power of business and technology to improve the world and how one school is aiming to do just that.

A New Global Platform for Shaping Business Education

Guest post by Kenneth W. Freeman, Allen Questrom Professor & Dean Questrom School of Business, Boston University, USA

Freeman jam logoFor years now, the elephant in the classroom has been the growing gap between industry and academia. Employers believe that universities are not providing graduates the knowledge and skills they need to thrive in the workforce, while universities and business schools risk complacency in their current state. Amid increasing concerns, Boston University Questrom School of Business, in collaboration with EFMD and other global partners, ignited a global conversation on how management education can stay relevant.

Through the Business Education Jam, a massive online brainstorm that united stakeholders from around the world in a unique digital environment, a compelling movement toward a more innovative and collaborative future in management education has launched. An unprecedented event, the digital discussion forums in the Jam brought together researchers, scholars, students, thought leaders, and executives.

This digital discussion is just the beginning of a larger movement the Business Education Jam has created, employing analytics and crowdsourcing to shake up current practices.  IBM has deployed crowdsourcing technologies across the world to engage stakeholders in strategic conversation. McKinsey Solutions deploys software and technology-based analytics and tools that can be embedded at a corporate client to provide continuous engagement outside the typical project-based model. Now, the Business Education Jam has built a broad based open platform – in this case bringing industry and academia from around the world together in a completely open forum.  

Freeman coverInherently inclusive, the Jam was an attempt to discover what the “crowd” thinks about the future of management education and identify themes that are not the common currency in the field. Using crowdsourcing, individuals from nearly 100 countries provided comments, reaction, and ideas. This truly global dialogue began, for the first time, a broader conversation on what business school education will look like for the world, seeking to identify a blueprint for business schools to move forward.  

The reaction to the Jam has been tangible, with focused Jam sessions occurring within major global conferences, new webinars forming in collaboration with the Financial Times, and examples from multiple continents on how Deans have used the Jam as a springboard for discussing strategic options at their own business schools with faculty, staff, and advisory boards. The report on Jam findings, “Reimagining Business Education” is available now and inside the report you will find emerging themes, critical questions, and actionable solutions.

As we prepare to use the Business Education Jam as a catalyst for the new Jam, we will seek to broaden this already global conversation to ensure all points of the world are reached, including emergent economies. Continuing this brainstorm is key to manifesting the future we have collectively envisioned, and the next Jam will continue to be a platform for accelerating change through global crowdsourcing, to represent all areas of industry and business education. The next online global conversation to shape business education is anticipated in early 2016 - monitor bu.edu/jam for details.

Get involved in Jam efforts by visiting bu.edu/jam/signup. You are about to join a global movement on the rise!

“Engaging People to Drive Business Performance” Webinar on 16 June

Engagement2
On Tuesday 16 June, 12:30 pm - 2:00 pm CET, “Engaging People to Drive Business Performance” - the first session in the series of three webinars - will take place.

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

Discover the high impact focus areas which will be discussed during the webinar on the event webpage.

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

For more information on the event, please contact Mrs. Caroline Malvaux.

Tech-Savvy Young People ‘Dislike’ Online Training

CIPD NextGen coverThis new CIPD research report explores how best to develop the next generation to meet business and learner needs: “We explore methods of developing 16-24 years olds in the workplace, and identify what works and why”.

According to this research, young people  showed a preference for bite-sized learning, gaining knowledge from experience and  receiving constructive feedback. Although they admitted to being ‘tech-savvy’, the majority of candidates said they disliked ‘online training’.

Young people bring enthusiasm and drive, innovative thinking and technological understanding to the workforce, the report said. However, young employees need to develop deeper skills in self-awareness, acceptance or criticism and emotional intelligence”, the CIPD researchers say.

This survey was conducted in early 2015 and EFMD is proud that one of the five case study organisations is EFMD member Capgemini.

The 30-page CIPD research report also highlights considerations and recommendations for HR and L&D practictioners. It breaks down in five main sections:
  • What does existing research tell us?  Diversity within each generation can be as different as across generations, Learning and Development for Generation Y and Z, Skill gaps, Learning preferences
  • Building the business case for investing in development: Business imperatives, Building the business case, Considerations for identifying the right roles and business areas
  • Workplace skills: Bringing skills to the workplace, Skill gaps,
  • Development methods: Learning from experience, Learning from others, Formal learning, Other techniques
  • Generational learning preferences: Mixed views on learning technology, Preference for learning from doing, Bite-sized learning, Getting feedback, Applying these insights
You may also be interested in the upcoming EFMD Advisory Seminar: Innovative Ways of Teaching and Learning. The aim of this seminar, to be held in Brussels on 16-17 June 2015, is to share best practices on the ways higher education institutions can innovate with their teaching and learning. This includes various forms of eLearning and student-centered approaches. New types of learning facilities also appear on the landscape.

Please check the full programme to find out about the confirmed inputs from Ashridge Business School,  BI Norwegian Business School and Vlerick Business School.

Learning and Development for Achieving Strategic Business Aims

Henley corpLearningSurvey coverLeadership development at all levels of the organization has never been more important – despite increased time and cost pressures – according to Henley’s Corporate Learning Priorities Survey 2015; with responses of 368 executives in 39 countries. The executive summary highlights include:

Organisational and management challenges in 2015 and beyond:
  • The challenges facing most respondent organisations in the next three years will be the development of organisation-wide leadership capabilities, with the issue of controlling costs equally dominant
  • This organisational landscape translates into the most reported development priorities for senior management being the development of leadership capabilities and, in particular, leading in a volatile, uncertain and complex environment
  • For high potentials, the emphasis is on driving the organisation forward through the development of leadership capabilities alongside commercial acumen and customer engagement.
Learning and development plans and spending:
  • As in 2014, coaching is the dominant learning and development activity planned, with 85% of respondents planning to use this approach. Coaching is also most likely to be identified as the ‘preferred’ learning method for senior executives and for high potentials
  • Constraints on learning and development activities relate to time as well as cost. For example, 42% of respondents thought that the optimal time spent on development for senior management was only up to five days per year, which poses the challenge of how best to support senior executives in their learning as they do their job of leading. Regarding financial considerations, almost as many respondents thought learning and development budgets would fall in 2015 as predicted a rise (21% and 23%, respectively), with the remaining 56% predicting a budget standstill
  • Blended learning (part online, part face-to-face) is a planned activity by over half of respondent organisations during 2015, as is individual online learning. Despite online learning now having entered the mainstream for organisations, the purely online learning option is the least preferred activity type by every group within the organisation from first-line to senior management.
Executive development – the focus on organisational impact:
  • Two-thirds of respondents feel that executive development helps them to achieve their organisation’s operational objectives, but there is no consensus among the majority of respondents on how best to measure the return on this investment
  • The challenge for organisations in 2015, according to both respondent comments and quantitative feedback, is to achieve the required executive development within budget constraints and to be able to measure, understand and demonstrate the impact of that investment. People and talent management objectives are also more likely to be focused on assisting the drive for growth and competitive advantage than in recent years
  • According to the survey results, the challenge for business school partners is to work closely with organisations to help them achieve this understanding, and to ensure that executive development interventions are client-centred with a focus on the ability to impact business performance.
For full details, you can download the 20-page research report for free.

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 equis@efmd.org, epas@efmd.org or equis@efmd.org. 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
-    EQUIS and EPAS Accreditation Seminars in Miami on 12-13 November 2015 – hosted by Manchester Business School – Americas Centre

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.

Great Times for HR

WFPMA RiseHR coverWhat do HR professionals need to know or do to be effective in today’s and tomorrow’s business  world? Some of the world’s best thinkers tackle this question.”

The Rise of HR Wisdom: from 73 Thought Leaders is an anthology of perspectives highlighting the key themes confronting business and talent professionals in supporting the growing trend of people as a primary driver of an organization’s success.

Authors Dave Ulrich, William A. Schiemann and Libby Sartain conclude that :”Progress will come not only from the  content of HR, which includes the key issues HR professionals must address, but also from processes for how HR professionals go about dealing with  these issues, how HR functions are organized, and how HR practices are redefined”.

The intent of this collection is to help HR professionals seize the new, emerging opportunities occurring in talent development and to navigate the challenges of an ever-changing landscape,” said Prof. Ulrich. EFMD is also proud the see the key contributions of several of its member institutions: China Europe International Business School, IBM, Lancaster University Management School, London Business School, Northeastern University.

The 582-page book has seven main sections:
  • Context to strategy, including: The case for change capability,  HS as orchestra conductor
  • Organization, including: The future of HR is beyond HR, HR as guardian of the future, From war for talent to victory through organisation
  • Talent Supply, including: Strategic Workforce planning, Driving time to value in the human age
  • Talent optimization, including: Selecting and developing tomorrow’s leaders of innovation, Raising the bar en engagement
  • Information & Analytics, including: Business scorecard, Strategy execution, HR’s key role for tomorrow
  • HR governance, including: HR leadership diet, Renaissance HR, Need to know in the future?
  • HR professionals, including: Behavioral characteristics, Leveraging employer branding, Acquiring business knowledge, Marketing and Measurement
WFPMA PWC People analyticsAuthors Ulrich, Schiemann and Sartain conclude with coaching queries to make best use of the information in this book focused around: what do you want?, Whom do you serve?, and How do you build? You can download the 582-page book as a single PDF and for free from WFPMA, World Federation of People Management Associations.
 
You may also be interested in the latest PWC-Saratoga report: Trends in People Analytics. Overall this 21-page report highlights that Return on workforce investment is declining, High performer turnover trend continues and Diversity stalls. The four main people analytics trends identified here are:
  • Building a people analytics function, data integration and insights are primary objectives
  • Growing dissatisfaction with current approaches to data governance
  • Building targets and benchmarks into analytic tools
  • Taking predictions of flight risk to the next level, shoring up skill sets

IMD World Competitiveness Yearbook 2015 Results

IMD wcy logoThe IMD World Competitiveness Yearbook measures how well 61 countries manage all their resources and competencies to facilitate long-term value creation. The overall ranking released today reflects more than 300 criteria, approximately two-thirds of which are based on statistical indicators and one-third on an exclusive IMD survey of 6,234 international executives. Highlights of the 2015 ranking include:
  • The USA remains at the top of the ranking as a result of its strong business efficiency and financial sector, its innovation drive and the effectiveness of its infrastructure. Hong Kong (2) and Singapore (3) move up overtaking Switzerland, which drops to fourth place. Canada (5), Norway (7), Denmark (8), Sweden (9) and Germany (10) remain in the top 10. Luxembourg moves to the top (6) from 11th place in 2014.
  • Results for Asia are mixed. Malaysia (12 to 14), Japan (21 to 27), Thailand (29 to 30) and Indonesia (37 to 42) move down. Taiwan (13 to 11), Republic of Korea (26 to 25) and the Philippines (42 to 41) slightly rise in the ranking. Most Asian economies in decline have seen a drop in their domestic economies and are impacted by weakening/aging infrastructure.
  • Eastern Europe experiences a mixture of results as well. Poland (36 to 33), the Czech Republic (33 to 29) and Slovenia (55 to 49) move up in the ranking. In the Baltic States, Estonia (30 to 31) and Latvia (35 to 43) rank lower than last year; although, Lithuania gains in the ranking (34 to 28). Elsewhere in the region, current events in Russia (38 to 45) and Ukraine (49 to 60) highlight the negative impact that armed conflict and the accompanying higher market volatility have on competitiveness in an increasingly interconnected international economy.
  • A pattern of decline is observed in Latin America. Chile moves from 31 to 35, Peru from 50 to 54, Argentina from 58 to 59 and Venezuela remains at the bottom of the table. Colombia stays at 51.
  • Among large emerging economies, Brazil (54 to 56) and South Africa (52 to 53) slightly drop, China (23 to 22) and Mexico (41 to 39) experience improvements while India remains at the same spot (44). This trend shows the difficulty in grouping emerging markets in one category, as the issues impacting their competitiveness differ. China's slight increase stems from improvements in education and public expenditure, whereas Brazil suffers from a drop in domestic economy and less optimistic executive opinions.
For further information, you can watch the 5 mins video presentation by Arturo Bris.
 
IMD wcc logoA question of business efficiency: "The ranking highlights one particular commonality among the best ranking countries. Nine countries from the top 10 are also listed in the top 10 of the business efficiency factor". Business efficiency focuses on the extent to which the national environment encourages enterprises to perform in an innovative, profitable and responsible manner. It is assessed through indicators related to productivity such as the labor market, finance, management practices and the attitudes and values that characterize the business environment.

For more details, you can discover the overall scoreboard on the competitiveness of nations. You can also download individual country profiles, factors and sets of criteria. Data are broken down according to four main factors:
  • Economic performance (84 criteria): Macro-economic evaluation of the domestic economy
  • Government efficiency (71 criteria): Extent to which government policies are conducive to competitiveness
  • Business efficiency (71 criteria): Extent to which the national environment encourages enterprises to perform in an innovative, profitable and responsible manner
  • Infrastructure (116 criteria): Extent to which basic, technological, scientific and human resources meet the needs of business
Moreover, from the IMD World Competitiveness Centre, you can access for free the 5-year evolution of competitiveness,  as well as the Competitiveness and Global Trends Roadmap 2015–2050. The latter maps 13 elements in the areas of macro-environment, inputs, playing field and sustainable value creation.

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

Drucker Forum 2015 banner 01
As in past years EFMD will be a strategic partner of the Global Peter Drucker Forum.

The Drucker Forum 2015 touches a key theme of our time: it will look at the technology Tsunami - with Robotics, Big Data, Artificial Intelligence, Cloud Computing, and The Internet of Things - through the lens of humanity. This leads into fundamental questions to be discussed at the Conference:
 
In a technology-driven economy, is management still about people? Does it need a fundamental makeover? How can digital technology be leveraged do augment human capacity as opposed to automate and replace it? Can we achieve breakthrough innovation across the board creating new opportunity for people?  Based on the new technology infrastructure - is a new economic order in the making? What is the role of the public sector in this secular transformation?
7thGPDF Logo
As the Forum’s strategic partner, we can provide our members with a 10% reduced conference fee, which is making a total of 25% off the standard fee if combined with the Early Bird discount of 15% should you register before July 15. To secure your conference pass at the special rate please register under the following link http://www.druckerforum.org/registration/ and enter the code "EFMD" as prompted in the course of the registration process.

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

For the complete speaker's list please go here.

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

New Global Cooperation on Education, Skills and Jobs Needed

WEF HCIndex coverThe Human Capital Index assesses learning and employment  outcomes across 5 distinct age groups in 124 economies. The Human Capital Report 2015 was published last week by WEF in collaboration with MERCER and concluding comments include:
  • Some countries are significantly more successful than others in translating learning outcomes into employment outcomes across all income groups. Finland and Norway lead the index, Kazakhstan and Ukraine are the top scorers among upper- and lower-middle income economies, respectively. In the low-income economies, Tajikistan and and Uganda lead the group.
  • Current education systems are time-compressed and force narrow career and expertise decisions in early youth.
  • Many of today’s education systems are disconnected from the skills needed to function in today’s labour market.
  • The lines  between academia and the labour market may need to disappear entirely as learning, R&D, knowledge-sharing, retraining and innovation take place simultaneously throughout the work life cycle.
  • Many developed world education systems have made enormous  increases in spending with little return.
  • Business must work with educators and governments to help education systems keep up with the needs of the labour market.
The Human Capital Index 2015 is structured as follows:
  • Under 15 age group: enrolment in education, quality of education, vulnerability
  • 15-24 age group: enrolment in education, education attainment, quality of education, economic participation, skills
  • 25-54 age group: enrolment in education, education attainment, workplace learning, economic participation, skills
  • 55-64 age group: education attainment, economic participation
  • 65 and over age group: education attainment, economic participation
Results by region include, amongst many others:
  • Asia and the Pacific: The best performing countries in the region are Japan (5), New Zealand (9) and Australia (13), while Nepal, Myanmar and Pakistan rank the lowest. China  and Indonesia score in the middle range of the Index while India falls into the lower half of the region.
  • Europe and Central Asia: The region’s best performing countries, including Finland (1), Norway (2) and Switzerland (3), dominate the Index’s overall top 10, whereas the lowest performing countries are Albania, Turkey and Moldova.
  • Latin America and the Caribbean: The best performing countries in the region are Chile (45), Uruguay (47) and Argentina (48).
  • Middle East and North Africa: Three countries - Israel (29), the United Arab Emirates (54) and  Qatar (56) - make it into the upper half of ranked countries in the Human Capital Index.
  • North America: Canada (4) is ranking in the top five overall performers, with the US in 17th overall position.
  • Sub-Saharan Africa: Overall, the regional spread is high, with the following top performers in the region: Mauritius (72), followed by Ghana (82) and Zambia (83).
For full details, you can consult the 319-page report in pdf format.

Projected Demand for Graduate Management Talent Reaches New High

GMAC CRS coverEmployer demand for recent business school graduates continues to show a strong upward trend in 2015, as 84 percent of companies worldwide plan to add new MBAs to their workforce -- up from 74 percent in 2014 and 62 percent five years ago, according to a global survey of employers.
 
The 2015 Corporate Recruiters Survey, conducted by the Graduate Management Admission Council in partnership with EFMD and the MBA Career Services & Employer Alliance (MBA CSEA), drew responses from 748 employers in 47 countries around the world.

"The MBA, as an area of study valued by employers, is showing more strength than ever with hiring of new graduates projected to rise for the third year in a row," said Sangeet Chowfla, GMAC president and CEO.  Regional highlights from the survey show:
  • Seventy-five percent of Asia-Pacific companies (69 percent in 2014) plan to hire recent MBA graduates.
  • More than half of European-based companies plan to hire MBAs (56 percent of employers, up from 53 percent in 2014) and Master in Management graduates (52 percent, up from 51 percent).
  • A larger share of Latin American companies plan to hire MBA and Master of Finance graduates this year compared to the share that hired them last year. Seventy five percent plan to hire MBAs (up from 69 percent that hired MBAs last year) and 61 percent plan to Master of Finance graduates (up from just 32 percent that hired them last year).
  • More than 9 in 10 (92 percent) companies in the United States plan to hire MBA graduates in 2015 -- up from 80 percent that hired MBAs in 2014. The proportion of U.S. companies with plans to hire specialized business master's candidates in 2015 is 12 to16 percentage points higher than the share of companies that hired them in 2014.
"The data from the latest survey shows a very positive view globally from companies on the value and impact of graduate management education," said Prof. Eric Cornuel, CEO and director general, EFMD. "The next decade will see a massive demographic shift as the 'boomers' leave the workforce and companies clearly see business schools as a key resource in finding new talented graduates."

In addition to these findings, the 2015 report also explores job level placement and recruiter behavior:
  • Globally, the majority of recent business school degree holders, upon graduation, can expect to be placed in a mid-level or entry-level position. Employers in Latin America and Europe expect to place the greatest proportion of recent business graduate hires in senior- and executive-level positions.
  • Employer attitudes towards massive open online courses, or MOOCs, vary regionally. Among employers familiar with MOOCS, those in the U.S. are least likely to consider MOOCs an alternative to graduate management education (8 percent). Companies in Asia-Pacific are the most likely to consider MOOCs an alternative to graduate management education (29 percent).
  • When choosing graduate business candidates to interview, 9 in 10 employers cite a demonstrated track record, strong communication skills, and solid technical or quantitative skills as their top three selection criteria.

For quick reference, you can view the infographic. For the full details, please consult the 32-page research report, for free from the GMAC website.  It details “Hiring Outlook” in terms of Candidate Demand; Regional Hiring Trends; Demand by Industry, Function, and Job Level;  Functional Demand by Job Level and Region; Job Levels; Compensation; International Students and Job Placement; and Student Mobility. The section “Recruiter Behavior” breaks down into: Recruitment Methods; Campus Visits; Student Selection; Work Experience;  Interns and Internships; and MOOCs and Candidate Selection.

University Professors of the Future - New Paths for Academic Talent Development and Management

Humane ACBerlinYou are kindly invited to the HUMANE Annual Conference, taking place on 26-27 June 2015 at Freie Universität Berlin, Germany.

University professors are key players in HE and are crucial for realising research strategies and shaping the profile of HEIs. Europe's Higher Education and Research Sector is witnessing a significant change process triggered by a number of factors: Changes in society like the ageing phenomenon and the immigration issue, as well as the economic downturn lead to a changing view to HE overall and the importance for the future development of societies and their respective economies. Equally important is the impact of the globalised economy leading to harder competition on skills and innovation as well as the digitalisation, which is opening up new ways to deliver education and to work.

These trends challenge both the universities and their professors. Education and Research are being redefined and attitudes as well as actions of important stakeholders are changing with significant consequences in some countries.

How are universities reacting to this? What will the HEI and Research Sector look like in 2040? How does the scientific profession change? What happens with teaching, research, social interaction and leadership?  Human capital and knowledge is what universities are about. How are universities organising and preparing their staff for the future?  Are competitive packages for recruits, diversification of academic skills and careers, new talent management, dual appointments and affiliations, results based salaries and monitoring of success rates the right solutions? What is the role of strengthening of professional leadership and management skills in all this?

In this Annual Conference HUMANE is offering a forum for better understanding and discussing how HEIs address these issues, define their HR strategies and management for the future. And all that with HUMANE's typical diverse European overview. Announced speakers include:
  • Peter-André Alt, President of the FU Berlin (DE)
  • Stefano Paleari, Rector, Università degli Studi di Bergamo (IT)
  • Doris Klee, Vice-Rector for Human Resources Management and Development, RWTH Aachen University (DE)
  • Marion Stolp, Director of Human Resources, University of Groningen (NL)
  • Dicky Tamminga, Management Development Advisor, University of Groningen (NL)
  • Deborah Roseveare, Head of the Skills Beyond School Division, OECD (FR)
  • Simon Laver, Co-Founder and Director, Perrett Laver (UK)
  • Sinead Gibney, Consultant, Perrett Laver (UK)
  • Katrien Maes, Chief Policy Officer, League of European Research Universities (LERU) (BE)
  • Cécile Chicoye,  Directeur Général des Services, Université Toulouse 1 Capitole (FR)
  • Marianna Bom, Chief Financial Officer, Aalto University (FI)
  • Nicola Owen, Chief Administrative Officer, Lancaster University (UK)
  • Alojzy Nowak, Vice-Rector for Research and Liaison, University of Warsaw (PL)
For all further details as well as latest updates, please consult the conference website.  Registering online can be done here.

2015 EFMD Annual Conference

EFMD Annual Conference 2015

The EFMD Annual Conference has been designed for all those interested in management education and development. It brings together EFMD members, companies, educational institutions and other associations, offering various perspectives and discussions on the conference theme.

Learning and Teaching: Universities in the Next Decade

EUA LTeaching coverEUA has just launched the Trends 2015 report, which presents the universities’ perceptions of the changes that have taken place in European higher education over the past five years, particularly in relation to learning and teaching.

Based on survey responses of 451 higher education institutions from 46 countries, the report outlines the changing context in which higher education institutions operate.

The trends 2015 results confirm the pre-eminence of both quality assurance and internationalisation. Key findings include:
  • 92% of institutions state that internationalisation has contributed to improving the quality of learning and teaching, notably through mobility of students and staff and international collaboration.
  • The use of information and communication technology has joined quality assurance and internationalisation as the third top priority of institutions.
  • Institutions are investing in ICT tools, offer blended learning and plan to expand their e-learning offer to increase access and deliver greater flexibility of learning.
Part five of this 133-page report focuses on Universities in the next decade and breaks down into:
  • The importance of learning and teaching, including lifelong access to learning for a diverse student body; Student-centred learning and preparation of graduates for the labour market and society; Development and implementation of effective internationalisation strategies
  • Organisational strctures and human resources, including technology as a driver; staff development is pivotal;
  • The growth of marketisation in higher education: blurring the lines between public and pricate?
  • A common European agenda
Parts one to three respectively focus on: The changed context; Dynamic European and national policy agendas; and Institutional strategies and the changing student population. Part four on Learning and teaching in Europe has sections on:
  • Impact of internationalisation on learning
  • Impact and implications of e-learning    
  • Changing conceptions of teaching: learning outcomes, links between teaching and research, promoting employability
  • Staff policies: recruiting, evaluating academic staff, developing teaching skills, diverging patterns
  • Enhancing the learning environment
  • Supporting the progression of students: ensuring student success and engagement, surveying students
  • Summary of key trends
For further information, please consult the full EUA research report: Trends 2015: Learning and Teaching in Europen universities.

Recap of the 2015 EFMD Doctoral Programmes Conference in Vilnius

Guest blog post by Wilfred Mijnhardt, Policy Director at the Rotterdam School of Management, Erasmus University

Doctoral confThis week, EFMD brought together the international Doctoral Education community at the ISM University of Management and Economics in Vilnius. This 3-day conference was attended by a group of 40 directors of doctoral education, support professionals, faculty members and PhD candidates from EFMD member schools. The focus of the 4th EFMD Doctoral Programmes Conference was targeted at 'exploring the Doctoral Journey'.

One of the main conclusions of the conference is that business schools have to accommodate a variety of doctoral journeys like full-time and part-time PhD trajectories and DBA projects. Doctoral programmes need to be flexible to be able to customise the learning and research of candidates.

The conference started with an overview of the big picture and current international developments that are relevant for doctoral programmes. Topical issues were discussed with sensitivity for the multiple perspectives on doctoral journeys. Some sessions were dedicated to the individual candidate's perspective and the supervisor’s perspective. Other sessions were targeted at the programme level perspective and even the programmes portfolio/school level. The complexity of the doctoral journey was actively discussed among participants.

A special session was dedicated to the principles and guidelines for quality assurance in doctoral programmes, which are currently being updated by EFMD and EQUAL in collaboration with EIASM and EDAMBA. These guidelines and principles help member schools to raise the quality and professional ethics of the doctoral programmes to an international level.

A final session was dedicated to the dual impact of doctoral programmes on the careers of faculty and managerial practice. Especially the way in which business schools prepare their candidates for future careers in academia and/practice was shared and discussed.

Overall the conference was a very relevant and interactive event, enabling the participants to share actively their practices and challenges.

Next year this conference will be hosted by Rotterdam School of Management, Erasmus University on 11 - 13 May 2016.

Are We All Wrong About Gen Z?

GlobalTrends GenZ coverBusinesses have barely figured out how to market to and manage Generation Y. Now, they are confronted with a new generation of young people, Generation Z (typically defined as being born between 1995 and 2009), that are entering the consumer world and, imminently, the workplace.

In a survey conducted in Spring 2015 with 312 young people between the ages of 11 and 18 years across the world Strategy Dynamics Global SA went out to find out whether the popular stories about the world’s first fully digital generation really make sense. It turns out that perhaps the fiction needs a dose of reality.

Digital may be in their DNA – but talk to them
Of course Gen Z love their electronic devices and are not really happy to share them. Only 20% of Gen Z would do so, although 83% would gladly share their books and 72% are happy to share toys/games.

And don’t use email
Email is the least preferred communication method by a long way. Telcos and social media firms also need to recognize that while they may think their respective platforms are very different, Gen Z does not really differentiate between instant messaging and texting.

Does Gen Z really want to clean up the mess from earlier generations? Well, not really
It is not that they don’t care; they do care about the world they live in but they are not too keen on doing anything about it, at least not yet. For example, only 34% of Gen Z think it is important to work for a company that is environmentally conscious.

Work for a multinational? Perhaps, if it has great people, but we’d rather work for ourselves
Getting a good job is top of mind among Gen Z’s hopes (79%) and fears (71%). This may reflect why a majority of them also see doing well in school as a high priority. But for organizations to succeed in attracting them, it will be important to value, excite and educate Gen Z by offering the opportunity to work with great people in a great workplace – 82% demand this – while over 70% want to be recognized, valued and respected, and to have opportunities to learn and progress in their careers.

Jobs may be important, but so are health and healthy relationships
It’s a generation that is built on relationships, networks and constant communication, both virtual and physical. Making good friends is a hope for many (73%), while the health of their family is a big worry for 65% of Gen Z.

For more details, please consult the highlights of the survey results. You can also access for free the presentation summarizing the survey results.

e-Leadership Call for Action with EFMD Position Statement

e leadership callE-leadership skills enable people to lead staff towards identifying and designing new business models and making best use of ICT and delivering value to their organisations. Concrete pan-European guidelines for e-leadership curricula development have been produced.

They include the definition of e-leadership skill sets in curriculum profiles enabling advanced teaching content using the latest research. They are based on industry requirements and best practices. The application of the guidelines has been successfully demonstrated. Ten regional cluster events have been organised in 2014 mobilising over 1200 experts across Europe. Many stakeholders have contributed to this initiative and suggest the creation of national coalitions to help scaling up efforts.

Senior representatives from governments, industry, NGOs and academia across Europe call for further action to increase Europe's digital talent pool and the number of e-leadership skilled individuals. They have drawn up this call for action to promote e-leadership in Europe.

For all details, please consult the 12-page report.

"The EFMD priority is to assist business schools and higher education institutions to transform their education processes and to assist them in adopting innovative teaching and learning approaches", said Nadine Burquel, Director EFMD Business School Services.  "We very much welcome the initiative to promote eLeadership in Europe."

You are also kindly invited to the first European conference on skills for digital and key enabling technologies which will take place on 1-2 June 2015 in Brussels.

This event aims to become an interactive platform for exchanging opinions and co-creating solutions on the skills issues in key enabling technologies (KETs) and ICT and to bring together the representatives of all key stakeholder groups. The conference is organised in the context of two initiatives of the European Commission, namely KETs skills and e-leadership initiatives.

New Global Study Results: Managing Work-Life Becomes More Difficult

EY logoThis according to newly released research by EY.  The online survey of close to 9,700 full-time workers at companies of varying sizes (and across generations) was conducted in Brazil, China, Germany, India, Japan, Mexico UK, and US.  Top findings include:

1. Managing work-life is getting harder
  • The top reason one-third of full-time employees globally say it has gotten more difficult to manage work/family in the last five years is that “my salary has not increased much, but my expenses have,” which was about tied with “my responsibilities at work have increased.” The other top 5 reasons include increased responsibility at home, working longer hours and having children.
  • 46% of managers, globally, are working more than 40 hour weeks and four in 10 say their hours have increased over the past five years.
  • Globally, younger generations are seeing their hours increase more in the last five years at a time when many are moving into management and starting families.
  • Of managers, full-time working parents (41%) have seen their hours increase more in the last five years than non-parents (37%).
  • Illustrating the tension of dual-priorities for younger generations, about half of millennials and Gen X cited increased responsibilities at work as a leading cause.
  • Countries where parents found it most difficult to manage work-life versus non-parents were Germany, the UK, India and the US.
2. Top reasons to quit
  • The top five reasons  for full-time workers to quit jobs are: minimal wage growth, lack of opportunity to advance, excessive overtime hours, a work environment that does not encourage teamwork and a boss that doesn’t allow you to work flexibly.
  • Other leading factors in the top 10 include a “flexibility stigma”, lack of workplace flexibility altogether, including an option to telecommute, and too much overnight travel.
  • Parents are more likely than non-parents to mention a lack of opportunity to advance as a reason to quit, demonstrating continued career ambition after having children.
EY cover work life3. What do workers around the world want in a job?
  • After competitive pay and benefits, the top five things employees say are very important in a potential job are: “being able to work flexibly and still be on track for promotion”, “working with colleagues, including my boss, who support my efforts to work flexibly.” Other flex perks full-time employees seek are: the ability to work flexibly informally when needed, receiving paid parental leave and not working excessive overtime.
  • Millennials, globally, are more likely than other generations to say it is important to receive paid parental leave onsite or subsidized child care and telecommuting 1-2 days a week.
  • Two-thirds of full-time employees would prefer being able to relocate closer to family over reducing overnight business travel, receiving onsite or subsidized childcare, an ability shut off emails and calls when needed, and telecommuting.
4. Economy’s impact on marriage, work, education and family planning
  • More than one in five employees encouraged their spouse or partner to return to work and a quarter encouraged their spouse/partner not to quit or reduce hours to better manage work-life.
  • Approximately 23% of workers decided not to have more children and one in five delayed having more kids.
  • Marriages were also impacted. The economy sparked nearly one in six full time workers to get divorced or separated and almost a sixth to delay getting a divorce.
  • About one in five full-time workers were forced to discontinue or delay higher education or said their ability to help pay for their children’s education was reduced.
Please visit the dedicated EY website for all the details as well as charts on: Managing work/family/personal responsibilities by generation and by country; The top five reasons why millennials quit by country; The most important flexibility issues for parents and for non-parents; and a detailed US spotlight.

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

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

We’re also offering EFMD members a very special offer: sign up for Smart Certificates™ and get Smart Ads™ free for 1 year from the contract date.
 
There is no better time to implement the Smart Certificate™ solution.  Get in touch with David Goldenberg to find out more.

Schools using CVTrust include:

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

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 Aileen Zhang.

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

Opportunity for Member Schools to Host EFMD Event

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

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

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

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

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

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

Institutional Development of Business Schools

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

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

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

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

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

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

Leadership and Organisational Development, sponsored Leadership & Organization Development Journal

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

Management and Governance, sponsored by Management Decision

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

Human Resource Management, sponsored by Personnel Review

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

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

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

Knowledge Management, sponsored by Journal of Knowledge Management

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

Health Care Management sponsored by Journal of Health Organisation and Management

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

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

EFMD 2015 External Relations Conference - LAST CHANCE to Register

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



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



One-to-One Connect Session & Alumni Cocktail


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



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



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


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

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



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



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

Please get in touch with Delphine Hauspy with any questions you may have regarding this event.

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 voconnor@adjunctfinder.com or John Toohey jtoohey@adjunctfinder.com



If you have any other questions regarding how EFMD is supporting this partnership, please contact Matthew Wood at EFMD.

EFMD Call for Participation in the 2015 GMAC Corporate Recruiters Survey

GMAC Survey 2015

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 demand for master's-level business graduates, and gained valuable insight into employer needs across industries and world regions.


The survey is conducted by GMAC with partners EFMD and the MBA Career Services & Employer Association (MBACSEA).

For the 2015 edition, EFMD is formally inviting all member business schools to register and participate in this important survey. Participating schools will receive a benchmark report to see how corporate recruiters place their graduates compared with graduates of other schools. Other benefits also include data for:
  • Admissions/marketing: enhance outreach efforts with data about the skills and salaries that demonstrate the value of management degrees in the job market.
  • Deans/faculty: assess the effectiveness of your school's curriculum compared to the knowledge, skills, abilities and traits that today's employers need in new graduate management hires.
  • Career Services: guide students in their job search and careers decision using robust employer hiring and salary projections, and grow employer relationships with insight into what their overall recruitment strategies look like and what draws them to a campus.
Register Your School Today

Visit www.gmac.com/surveysignup to confirm your participation before the 30 January 2015 deadline. More details about the survey timeline and benefits are available at www.gmac.com/corporaterecruiters.

If you have any questions, please email Christophe Lejeune

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

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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 robert.curtis@graduway.com 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 Matthew Wood 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.