EFMD Awards CLIP Accreditation to Pertamina Corporate University

EFMD Banner CLIP accreditation Pertamina Corporate University 607x285The 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 Pertamina Corporate University, from an Indonesia National Energy Company Pertamina, as the first Corporate Learning Organisation in Asia has been awarded CLIP accreditation and joins the community of accredited organisations which also include:

Akademie Deutscher Genossenschaften ADGAlcatel-LucentAllianz SEArcelorMittalBBVA - Banco Bilbao Vizcaya ArgentariaCapgemini UniversityCredit Suisse AGEDF GroupEDP - Energy of PortugalGas Natural FenosaGDF SUEZ UniversityGrupo SantanderMazars UniversityMLP Finanzdienstleistungen AGNovartis International AGOCP Corporate Training InstitutePSA Peugeot CitroënRepsol, Sberbank Corporate UniversitySiemens AGSwiss Reinsurance Company Ltd. and UniCredit Group.

“It is a great opportunity for Pertamina Corporate University to rise up by challenging ourselves to stand equally among other internationally accredited corporate universities. CLIP is the perfect vehicle for us to seize that dream. We realize that it wouldn’t be a smooth sail, we dare to take up the challenge. We have been terribly blessed by the presence and assistance of EFMD who have walked beside us from the very first step of this journey. We are honored to have been given the chance to announce our achievement as the first Asian corporate university to be conferred the CLIP accreditation. We will learn, keep improving, and giving our best effort to make a significant impact in Pertamina’s growth” commented Ihsanuddin Usman, Vice President Pertamina Corporate University.

Martin Moehrle, Associate Director, Corporate Services, who leads the CLIP process at EFMD, added: “EFMD is very pleased that Pertamina Corporate University (PCU), as the first Corporate Learning Organisation in Asia, achieved CLIP accreditation, being well aware of how pivotal excellence in talent development can be in such a high growth environment. EFMD has been particularly impressed by Pertamina’s Talent Acceleration Program, by the strong involvement of management in the affairs of its Corporate University, its effective program delivery, its strong brand and staff engagement, the full integration of learning with other HR and talent management processes, and the potential to expand its mission. We congratulate PCU for this outstanding achievement and look forward to their active contribution to the CLIP community.”

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.

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.

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

2016 Emerald/EFMD Outstanding Doctoral Research Awards: Apply Now!

EmeraldEFMD Outstanding Doctoral Research Awards 2016

EFMD and Emerald Group Publishing seek to celebrate excellence in research by sponsoring the 2016 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 2015 Winners and earlier years here.

This year's closing date for applications is 15 January 2017.

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 2016 ODRA's as well as a FAQ can be found here. The application form is available here.

BarCamp on “Learning Transformation” - Siemens - 24 March

2017 EFMD SBP 03 Siemens banner
You’re a digital learning organisation. Where are you now? How did you get there? Where are you heading now?  

Don’t miss the upcoming ‘EFMD Sharing Best Practice CLIP Workshop' hosted by Siemens Global Learning Campus (Munich, Germany) on 23 (evening) -24 March 2017.

Talking about change is not making change happen. It’s time to do things differently. In today’s connected world, it’s likely that people have solutions you are desperately looking for. Actually, it’s likely that they work in your own organisation. And yes – it’s not always the management or an expert that comes up with the best idea.

That’s why Siemens Learning Campus started its own change with a total new approach to their yearly all hands meeting – it became the LC BarCamp 2012 and the idea still goes on.

Kai Liebert
, Head of Siemens Learning Campus, and his team will share their experience by taking us through this exceptional journey!

In this BarCamp, you will bring your expertise, questions and ideas, and exchange them with your colleagues from other organisations.

Who will you learn from? 
40 highly motivated participants willing to share their experiences and knowledge!

 What can you expect? 
  • Learning from real cases on the current transformation of the learning organisations
  • Interacting and sharing ideas and hands-on experience with peers
  • Getting help and advice from your peers on your current challenges   
How will you benefit to the fullest? 
  • By joining with an open and collaborative mind
  • By being an actor yourself: bring your own case, host a session
  • By contributing through our wiki dedicated for this session etc.  
Motto: No tourists!

This seminar is by invitation only and is dedicated to corporate learning and corporate HR practitioners from companies.

Sharing Best Practice CLIP workshops are free for EFMD company members. The number of seats is limited to 40 and assigned on a first come, first serve basis with priority given to EFMD members.

To register, please click here.

Please do contact This email address is being protected from spambots. You need JavaScript enabled to view it. with your questions regarding this seminar.

Digital Age Learning - Corporate Advisory Seminar - 13 January

2017 EFMD Corporate advisory seminar digital age learning banner
This EFMD Corporate Advisory Seminar, hosted by Pirelli (Milan, Italy) on 12 (evening) and 13 January, will provide key outputs and lessons learned from the EFMD Special Interest Group (SIG) on Digital Age Learning.

The digital revolution profoundly impacts the future of work and it requires a fundamental rethink of the corporate learning function. EFMD has launched the “Digital Age Learning Special Interest Group" to look in depth at how learning must change and how the function has to shape up in this disruptive context. The group has been active since April 2016 and has accumulated knowledge, ideas and good practices. Members are going to share these with you through this one-day seminar. 

Sponsored by Capgemini Corporate University and supported by IESE  this group brings together 16 companies which have been working on some of the building blocks for Digital Age transformation such as re-imagining Learning Architecture, harnessing the power of Social Learning, transforming the User Experience and more. 

During this seminar, we will not only discuss the six characteristics of digital age learning, but also put them in the perspective of the companies own experiences. In addition, two outstanding speakers will give their insights: Julian Stodd will start with a context setting talk on the social age and its implication for learning. Then, the founders of the company ‘Filtered’ will demonstrate how their intelligent algorithmic approach to building learning means that the content actually adapts to the needs of the learner.

This seminar is by invitation only and is dedicated to corporate learning and corporate HR practitioners from companies. Thanks to the generosity of our host Pirelli, EFMD is able to offer this seminar free of charge to its companies members. 

For registration, click here.

Please do contact This email address is being protected from spambots. You need JavaScript enabled to view it. with your questions regarding this seminar.

Download the Annual Review of Social Partnerships

ARSPThe ARSP is an open-access publication written for and by cross-sector social partnership (CSSP) academics and practitioners focusing on nonprofit, business, and public sectors, who view collaboration as key to solving social problems such as climate change, economic inequality, poverty, or biodiversity loss and environmental degradation.

Published by an independent group of academics and practitioners since 2006, the ARSP bridges academic theory and practice with ideas about promoting the social good, covering a wide range of subjects and geographies surrounding the interactions between nonprofit, business and public sectors. Its aim is to inform, to share, to inspire, to educate, and to train. Building a global community of experts on CSSPs, be they from academia or practice, is the inherent motivation of the ARSP. The ARSP offers new directions for research, presents funded research projects, and provides published papers in a compilation, allowing researchers to familiarize themselves with the latest work in this field. The ARSP also captures and presents insights on partnerships from practitioners, enabling its readership to learn from the hands-on experiences and observations of those who work with and for partnerships.

All issues of the ARSP are free to download here.

Turning Leads into Enrolled Students

Study portalFor many years marketing was considered a four-letter word by many across academia! However, since then we have come a long way and the international marketing of higher education and the recruitment of international students is on the agenda of pretty much every university around the world. Yet, most of the time the university marketers are not involved in the early stages of the process when a new programme is being developed. As the competition increases and universities have to be more targeted and effective, a higher return on marketing and recruitment investments will require universities to become more proactive with following up on enquiries.

The marketing and recruitment departments act as the first point of contact, and thus the face of the university and its programmes to prospective students. When a high level of service is displayed here, it will reflect positively on the rest of the enrolment process and lead to referrals. This whitepaper will walk you through the reality of recruiting students in today’s universities from a sales perspective, explain the main skills needed in international student recruitment, with a specific focus on speed to contact, and an overview of how CRM systems can help smoothen the process of turning enquiries into enrolments.

Let’s talk about the skills needed to turn leads into enrolled students

Why do we still talk about Marketing & Recruitment when the reality is that we sell our university’s degree programmes to recruit international students? Let’s talk about sales more openly and then make sure that those of us having to sell the university programmes have the proper sales skills. What does this mean?

  • There is no such thing as “cold calling” in higher education
  • When we proactively contact a student who sent in an enquiry or filled in an application form, we are actually helping that student.
  • Education is a service
What sales skills are needed in international student recruitment?

  • speed to contact
  • people buy from someone they trust
  • listening (not so much talking)
  • questioning
  • objection handling
  • closing
The importance of speed to contact

Increasingly, for-profit institutions are actively selling education and it directly influences how other institutions recruit students. Higher education is becoming a business and we must apply commercial practices in our daily operations and interaction with our students, or rather our customers. In our previous research, we noticed that 20% of the world’s top 500 universities did not respond to student enquiries at all and that 68% of the remaining institutions that did reply never sent a second or third email or reminders to their prospective students.

CRM and lead management

There are numerous benefits to properly store information and interactions with potential students. Commercial companies have been using CRM systems to this end for a long time. Universities are slowly, but surely, catching up and have started storing relevant data about prospective students and using it to improve communication with students, or integrate it with their online application system. Within a sales oriented organisation, the CRM system is the heart of the operation, the vital nerve centre. It is the one and only truth. Any data not in the system does not exist.

To receive your personal copy of the full whitepaper about “Selling higher education: from enquiries to enrolments,” please go here and fill out the form.
You will learn about:

  • The realization that we are selling higher education, that it is not a four letter word
  • Sales skills needed
  • The importance of speed to contact
  • CRM and lead management

ISB-Ivey Global Case Competition 2016 Supported by EFMD: Results

ISB Ivey competition 2016The Centre for Learning and Management Practice (previously known as the Centre for Teaching, Learning, and Case Development) at the Indian School of Business and Ivey Business School, Western University, Ontario, Canada announce the results of the ISB-Ivey Global Case Competition 2016. The annual competition identifies and publishes the best India-centric business cases from around the world.

The Centre for Learning and Management Practice at the Indian School of Business (ISB), hosts this event in partnership with Ivey Business School, Western University. The event is supported by Ivey Publishing and EFMD, with Amazon and Times Center-for-Learning Ltd. as Category Sponsors. Learn more here

RESULTS

OVERALL WINNER – 1st PLACE (Award of $ 4000.00)

Good Company or Good Stock – Investor's Dilemma
  • Pitabas Mohanty, XLRI, Jamshedpur
  • Supriti Mishra, International Management Institute, Bhubaneswar
OVERALL WINNER – 2nd PLACE (Award of $ 3000.00)

Barefoot College of Tilonia: Lighting Up Rural Lives in Under Developed Countries
  • Sunita Mehta, Hyderabad Business School, GITAM University
  • Surya Kant Sharma, XLRI, Jamshedpur
  • Radhika Ramanchi, Hyderabad Business School, GITAM University
WINNER – MARKETING CATEGORY (Award of $ 2000.00, sponsored by Amazon)

The Vanca: Reworking Digital Marketing Strategy
  • Jones Mathew, Jaipuria Institute of Management, Noida
  • Banasree Dey, Jaipuria Institute of Management, Noida
WINNER – ENTREPRENEURSHIP CATEGORY (Award of $ 2000.00, sponsored by ET Cases)

Unicommerce: The Exit Decision
  • Nilesh Gupta, Indian Institute of Management, Tiruchirappalli
  • Shantam Shukla, Varroc Group
To discover the Honourable Mentions, please go here.

NBEAC - 4th Deans and Directors Conference, Islamabad, Pakistan


NBEACAbout NBEAC


The National Business Education Accreditation Council (NBEAC), was established by Higher Education Commission (HEC) in 2007 to assure quality in business education degree programs. NBEAC is a national level accrediting authority to organize and carry out comprehensive program of accreditation.

Our Mission Statement: “Enhancing the Quality of Business Education”

Purpose

NBEAC’s Deans and Directors Conference annually brings together more than 100 deans and directors of business schools for strategic level discussions. This year’s theme is Business Education and its Context: Points of Convergence and Divergence. The conference will focus on the balance required between global paradigms versus the need to customize business education in Pakistan according to the local needs. Both businesses and business schools in Pakistan – small or large, urban or rural – face competition for products and services created by the spread of information technology and globalization. However, our context, culture and heritage demands a certain degree of indigenization in management practices and in business education. The conference program is designed to increase the effectiveness of business education in Pakistan, through debate on the mentioned issues and through related refinements in the accreditation process.

Objectives

  • To evaluate the extent to which business education in Pakistan is preparing graduates to contribute to the local and global economic activities.
  • To identify unique themes and specializations for business education in Pakistan, keeping local needs and global trends in perspective.
  • To discuss the balance between indigenous vs. international curriculum content for effective business education in the country.
  • To share the experiences of education leaders from Pakistan and other countries, of creating a balance between indigenization and globalization of business education in their countries.
  • To identify ways in which accreditation can be used as a framework for addressing the challenges associated with convergence and divergence.
  • Outcomes
  • To identify the critical steps to align education with business needs
  • To identify and recommend actions to the emerging challenges in business education
Conference Chair & Co-Chair

  • Chairman: Dr. Hasan Sohaib Murad
  • Chair: Dr. Sadia Nadeem, Associate Professor, FAST School of Management, FAST_NU, Islamabad
  • Co-Chair: Dr. Muhammad Mohsin Khan, NBEAC Member and Director Institute of Management Sciences, Peshawar
For more information on the programme please go here or download the conference brochure here.

First International Triple Helix Summit: Call for paper

Triple Helix
The First International Triple Helix Summit 2017 of the Triple Helix Association (THA) organised by I- Choose Life Africa, will be held on 20th– 22nd February, 2017 at the University of Nairobi, Kenya.

The theme of this THA international Summit is “Accelerating the Attainment of Sustainable Development Goals (SDGs) Through ICT and Data”. All participants are invited to embrace the Quadra Helix approach, and discuss the global challenges from a Multistakeholder perspective. We particularly welcome contributions that are multidisciplinary, addressing the complexity of the Sustainable Development Goals (SDGs), proposing how ICT and Data can drive efforts to achieve these SDGs, and what role should play governments, industry, universities and civil society organisations (The Quadra Helix).

The call for papers is open and presenters are encouraged to submit by 15th December 2016 brief papers on ground breaking innovations, research and best practices in Health, Education, Environment and ICT & Data that can turn around the pace of attaining the SDGs.

Do not miss the opportunity to register to the Summit with the Early bird registration fee by 30th November!

The Summit offers also interesting sponsoring and exhibition solutions for those institutions interested in supporting the SDGs goals attainment in Africa and in exploiting the networking and showcasing opportunities offered by this international event!

To learn more, please go here.

When ‘Work’ Is No Longer Work

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The future is one in which you probably won’t have ‘a job’. That is not to say you won’t work, just that you will work in fundamentally different ways.

How we work, with whom, what we do and for how long, will be increasingly influenced by the need to be flexible and adaptable. We as individuals — our skills, experience, aspirations, reputation — will be more visible for companies that, in turn, will become less hierarchical and more permeable.

This article was written collectively, by leaders in what will probably not be called Human Resources much longer, from Adidas Group, Capgemini, Cisco, Intel, Swiss Re and WL Gore & Associates. They pulled their heads and hands together in an effort to work out work — what it will look like in the future and what needs to be done about it today — under the aegis of EFMD's SIG on Transparent and Adaptive Talent Markets. Below is a sneak preview of the future as they see it coming up fast.

If you are interested in the full story, you’ll find it here.

The Revolution turned out to be Digital

It has become difficult to avoid the message: digital is taking the world by storm and transforming everything in its path. It drives an increasing change across the globe, to what is harder to predict than ever.

Digital transformation is driving our organizations to become more flexible to create and exploit new business opportunities. At the same time it is changing the expectations of how we work, everything from tenure to career, from how we relate to a desk to how we collaborate.

From Stability to Agility

In this digital vortex, organizations and their people need to evolve from seeking stability to embracing agility as “the ability to anticipate, respond, evolve, thrive, optimize and capitalize in a digitalized world.”

This requires a fundamental evolution in organizational structures and cultures. Organizations have to transition from hierarchies to wirearchies [Jon Husband] and must consider where they sit on a spectrum of transformational factors, where they need to shift, and the urgency behind the shift.

Future of work 2
Take-off for Transformation

The way in which we define work and its structure will fundamentally change. Rather than jobs and roles, work will be thought of in terms of assignments, with teams assembled from the most suitable and engaged talent to execute them. Enterprise talent marketplaces will enable and embody organizational and talent agility. They will connect the work assignments needed to execute a given business strategy with the right people do to them, with their aspirations, experience, strengths and passion.

Individuals will have to rely more on their professional reputation and its visibility across internal and external networks, to shape a career on their terms, acquiring, developing and trading on their strengths and experience as they go.

Back to the Future

We believe the future of work can be described in a paradox: it will be a renaissance of the ‘world of work’ before work as we know it was invented. The digital revolution liberates “work” from the depersonalized perspective of the industrial era, going back to its original human roots of purpose, pride, personalization, community belonging and wider social impact.

We see the rise of a new breed of professionals who have much more in common with Renaissance master artisans than the blue or white collar workers we are used to: proud of what they do and what they create, working with passion and purpose, creating a personal reputation and brand.

From Permanent Employment to Professional Passport

As our organizations move from stable hierarchies to agile, open networks, corporations turn into a network of networks, and the enterprise talent marketplaces opens up to external talent.

The times of the single-employer marriage are over.

Having multiple employers — at times at the same time — is already a fast growing trend. A new professional passport will provide access to assignments in all companies leveraging the open talent marketplace. It will put an end to current concepts of loyalty and career: employability and utilization are going to replace them.

Future of work 3
Want to know more?


We started by identifying fundamental people and business case for organizations and talent agility. They were the launch pad to start looking into the key enablers and inhibitors for our organizations to transform.

Future of work 4
Then per each of these areas we laid out key trajectories from a stable into an agile world short-, mid- and long-term.

Have a look at the full story here.

The Team

These were the people actively participating in the EFMD Special Interest Group and authors of the ideas presented so far.

Adidas Group: Christian Kuhna (Director HR Strategy -Think Tank Future Trends & Innovation)
Capgemini: Will Peachey (SVP HR Transformation)
Cisco (Sponsor): Gianpaolo Barozzi (Sr. Dir HR), Tom Lamberty (Mgr HR) and Bill Jackson (Mgr HR)
Intel: Andrea Newman (Director - HR Strategic Office)
Swiss Re: Gian Paul Ganzoni (Head of Org Effectiveness)
W.L. Gore: Debra France (Leader and Innovator Development)
EFMD: Martin Moehrle (Facilitator) and Shanshan Ge (Coordinator)

Leadership Is Changing; Leaders Are Not

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

The academic and business communities have been pondering the wide-ranging question of leadership for decades. It is only right to describe the discussion as interminable, notwithstanding the pejorative connotations of the word, since the basic fact of the matter is that the demands of leadership are forever changing and the arguments surrounding them must therefore necessarily be endless.

Many ideas and definitions have fallen by the wayside over the years, rendered so irrefutably passé that even their most fervent proponents could no longer champion them. Yet one that has somehow endured, its survival aided in no small part by business schools, is the notion of leadership revolving largely around status, power and authority.

This view has by no means gone unchallenged. The benefits of focusing less on “traditional” leadership traits such as authority, control and recognition and more on inclusive characteristics such as delegation, trust and empathy have been advocated for more than a quarter of a century and were pivotal to curriculum innovation in the early 1990s and more recently. On balance, however, we are still likely only to pay lip service to these “softer” qualities.

As a result, as in so many other areas of business school teaching, we too often risk failing to equip our students with the skills they need to flourish in their careers. As I have noted previously, we are in danger of producing a generation of ready-made “dinosaurs” – graduates who are perceived as massively removed from the cutting edges of technology and thinking even before they enter employment.

The probable consequences of this situation are especially profound where leadership is concerned, as they are liable to affect not just leaders themselves but those who are led. With trading and organisational conditions at the mercy of constant churn, technological progress accelerating relentlessly and responsibility creeping ever closer to the “front line”, many leaders face finding themselves left behind to make poor decisions from a distance.

One problem with long-established concepts of leadership is that they foster inflexibility, narrowness of thought and an overreliance on what might be generously termed “conventional wisdom”. Such attributes are rooted in particular interpretations and clearly defined responses: as such, they are self-evidently ill suited to a business environment punctuated by unpredictability.

Today’s leaders can scarcely afford to put their faith in instincts that compel them to default to specific decisions based on obsolete rules of engagement. Instead they need to apply dynamic judgment. Only by contemplating decisions with reference to all the available options rather than those that are close at hand and reassuringly familiar can they hope to meet the myriad challenges of a business environment in a state of perpetual flux.

With this in mind, I believe a key task for business schools is to encourage students to adopt a far more systematic and all-encompassing approach to decision-making. We have to nurture a capacity to think loosely and broadly and a willingness to reject the appeal of quick fixes and knee-jerk conclusions. We have to make them see that solutions can be radical as well as incremental and that answers might lurk beyond current experience. In short, we have to promote creativity and ingenuity.

If this sounds suspiciously like an endorsement of creative problem-solving then I make no apologies, for that is precisely what it is. I appreciate that some readers may feel the subject of creative problem-solving is as over-rehearsed and as apparently aimless as the incessant hand-wringing over what leadership actually means, but there is a very important distinction of which we should remind ourselves: our ideas about leadership may have remained infuriatingly entrenched, but our ideas about creative problem-solving have moved with the times.

This leads to an exquisite irony. Just as technological revolutions have proved pivotal in transforming what leadership entails, so the remarkable innovations we now have at our disposal can help us to train the leaders of the future. The symptom can serve as a cure: we just need to maximise its potential to aid our cause by developing programmes that immerse would-be leaders in the art of creative problem-solving and expose them to the advantages of radical thinking.

The general debate will meander on, of course, but if we sincerely wish to advance it significantly then we would do well to accept two facts above all others: the nature of leadership is changing, and the nature of leaders is not. That is the issue in a nutshell, and that is the fundamental reality that we and our students must acknowledge.

The truth, however uncomfortable, is that business schools have long been aware of the shifts taking place but have not sufficiently adjusted their curricula or overall offerings to accommodate them. That adjustment is now embarrassingly overdue. Many of the principles we have reinforced for so long are essentially redundant, and their ever-accelerating decline requires from us a genuinely meaningful reaction.

The Global Business School Network (GBSN) and EFMD Convened Joint Conference on Markets Shaping Management Education in Africa

ACCRA, GHANA – On 2-4 November, over 100 deans, faculty and senior administrators from 34 countries gathered at GIMPA’s Executive Conference Center as part of a joint conference between two international business school networks: the Global Business School Network (GBSN), based in Washington DC and EFMD, based in Brussels. During this conference, delegates discussed the theme “Markets Shaping Management Education,” focusing on the context of African schools, students and companies. The conference was sponsored by Goldman Sachs 10,000 Women, IESEG School of Management, MIT Sloan School of Management, Peregrine Academic Services and supported by conference partner Graduate Management Admission Council (GMAC).

GIMPA’s Dean, Samuel Bonsu, interviewed the conference keynote speaker, technology entrepreneur Austin Okere, Founder and Vice-Chairman of the Computer Warehouse Group in Nigeria, about his industry view of markets shaping management education in West Africa.

“Reality is that students should think along the lines of bringing their own work to the party. We should encourage students to start thinking about how they can create an entrepreneurship enterprise. We need to teach people to learn how to learn – how to learn new things and adapt.  Entrepreneurship is like musical chairs – always one chair short,” said Austin Okere.

In addition, local students and industry leaders joined the educators to discuss specific topics including health, agribusiness and entrepreneurship. The conference also featured a parliamentary debate. Four business school educators were to argue for or against the statement, “the house believes that the business schools should serve as visionaries shaping the future of management, instead of reacting to immediate market demands.” Vincent Ogutu, Vice Dean of Executive Education, Strathmore Business School argued for and said, “business schools do care about the present and solving these problems. We should have solved them yesterday. If we’re beginning to think about today’s problems right now, it’s too late.  To solve present problems, you forward think the solution. Business schools have a duty to anticipate what skills and competencies students will need when they graduate."

“The conference’s theme of ‘Markets Shaping Management Education’ was chosen because of its acute relevance to business schools today,” said Guy Pfeffermann, CEO and Founder of GBSN. “Students are graduating from academic programs lacking the full complement of skills needed to be successfully employed or entrepreneurial, and this problem is particularly acute in Africa.”

“We are grateful to GIMPA for their gracious hospitality and support in hosting this special EFMD/GBSN joint conference in Africa,” said Nadine Burquel, Director of Business School Services at EFMD. “It is important for the global business education community to engage with our African colleagues – to learn, share and continue our collective efforts to make quality management education more accessible.”

For more information on the conference agenda and speakers visit the website at www.gbsn.org/africa2016.

Contact: Nicole Zefran, This email address is being protected from spambots. You need JavaScript enabled to view it., +1.202.594.0867

About the Global Business School Network (GBSN)

The Global Business School Network is a nonprofit organization dedicated to strengthening management, entrepreneurial and leadership talent for the developing world through improved access to quality, locally relevant education. GBSN harnesses the power of a network of over 70 leading business schools on 6 continents that share a dedication to our mission to build management education capacity for the developing world. Through international events, advocacy and local capacity building projects, GBSN facilitates cross-border networking, knowledge sharing and collaboration. GBSN programs tap the expertise of our member schools to advise, train and mentor developing world institutions and educators. More information is available at www.gbsn.org.


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Drucker Forum Live Stream: Special Offer for EFMD Members

Drucker16We are pleased to invite you to participate virtually in the 8th Global Peter Drucker Forum that will be broadcasted worldwide live on 17 and 18 November.

As a longstanding partner of this leading management conference we can provide our members with a special discount of 50% from the standard rate of €240.
As discounted live stream tickets are limited and available on a first come, first serve basis, please register as soon as possible.
To take advantage of the reduced fee enter the group code 'member-2016' here.

The 2016 conference theme "The Entrepreneurial Society" will be discussed by world class thinkers and practitioners, such as Clayton Christensen, Harvard Business School, Sara Armbruster, VP, Steelcase, Tim Brown, CEO, IDEO, Mariana Mazzucato, Sussex University, Alexander Osterwalder, Entrepreneur and business model innovator, Herminia Ibarra, INSEAD, Rajeev Vasudeva, CEO, Egon Zehnder, Gary Hamel, London Business School, Roger Martin, Martin Prosperity Institute, and Curtis Carlson, Founder and CEO, The Practice of Innovation, former CEO of SRI.

Please see the full conference program here.

Saint Mary’s Sobey School of Business Unveils Economic Impact to the Region Thanks to BSIS

BSISSuccessStory

Business leaders, entrepreneurs, government leaders and academics gathered in Halifax today to celebrate Saint Mary’s University Sobey School of Business and its significant impact on the local economy, as it unveiled the results from the Business School Impact System (BSIS) report. The Sobey School of Business is the first school in North America to take part in BSIS, a process that was developed by EFMD Global Network and FNEGE. The BSIS is designed to assess regional economic, intellectual, cultural and social impact using both quantitative and qualitative indicators.

The purpose of the study was to display its economic impact to the maritime region through its scholarship and its graduates living, working and starting businesses in the Atlantic Provinces. Some of the standout annual impacts include:

  • 329 million dollars contributed annually to the Nova Scotia economy;
  • 250 international students take their first job in this region;
  • 45% of our 800 graduates stay in the region to work;
  • Regular relevant research related directly to Atlantic Canada on topics such as innovation, leadership, ethics, sustainable fisheries, boosting our wine industry, immigrants in the labour force, women in government and more;
  • Students in Enactus launched 34 businesses, created 156 jobs and saved taxpayers one million dollars.
“We know that through collective impact we can accelerate change and create a better world for those who come after us,” said Patricia Bradshaw, Dean of the Sobey School of Business. “We are proud to release our benchmark impact with purpose report. We commit to continuing to measure and grow our contributions to regional prosperity. These results demonstrate that we make a significant contribution to the economy of Nova Scotia and to the social and intellectual fabric of the region. We hope to inspire others to join us in creating shared value and to tracking impact.”


To download the full Executive Summary of the Creating Impact with Purpose report, please go here

About the Business School Impact System
The Business School Impact System (BSIS) scheme is designed to determine the extent of a school’s impact upon its local environment – the city or region in which it is located. The scheme was initially designed by FNEGE (the French National Foundation for Management Education) and is already well established in the French higher education arena.

The BSIS process has been adapted for an international audience and is now offered in a joint venture between EFMD Global Network and FNEGE as a service to EFMD members in any part of the world.

To learn more about BSIS, please gvisit the BSIS website here.

Call for Papers - 2017 Conference on Contribution of Business Schools and Higher Education to Inclusive Development

Call for papers OK

2017 Conference on Contribution of Business Schools and Higher Education to Inclusive Development
Stellenbosch, South Africa, 19-20 April 2017


New submission deadline: 12 December 2016

There is an increasing expectation that universities, and business schools in particular, should demonstrate their social and economic value to society. This international conference focuses on how the higher education sector and business schools address this expectation through the concept of ‘inclusive development’.

INVITATION FOR CONTRIBUTIONS

We invite contributions from a breadth of disciplinary perspectives focussing on the global, regional, national and organisational levels. By bringing together scholars, institutional leaders and managers we aim to unlock creative synergies across research, management and policy domains.

You are invited to contribute to this discussion in the following ways:
• Presenting a paper (conceptual and/or empirical in nature)
• Submitting a poster for a poster session
• Attending and participating in discussions

The selection of papers for presentation and poster sessions will be based on t with the theme, academic quality, academic, leadership and management representation, and geographic coverage. The programme will make provision for poster presenters to talk about their work.

You are requested to provide a short version of your paper or poster for peer review in two parts:
• Part 1 Abstract: A 150-word summary of the proposal/poster which – if accepted - will be printed in the published conference programme.
• Part 2 Outline: An 800-word summary of the paper or 500-word summary of the poster concept (not including references).

SUBMISSION PROTOCOL AND DEADLINES
All proposals must be submitted electronically, via the conference website: www.usbc.co.za. Instructions for how to submit your paper are available in the paper submission section.

The deadline for submission of all proposals for the conference is Thursday, 12 December 2016, at midnight South African time (GMT +2).

REVIEW PROCESS
All papers will be reviewed by a review panel and authors will be informed of the decision not later than 30 November.

An optional post-conference cultural programme will be available.

EFMD Webinars – Showcasing the 2016 EiP Award Winners

The EFMD Excellence in Practice Awards (EiP) recognise outstanding and impactful Learning & Development partnerships in the domains of Leadership, Professional, Talent and Organisation Development. The winning cases from 2016 will be presented in a series of upcoming webinars.

Webinars
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"Exploring Leadership within BG Group”

BG Group (now part of Royal Dutch Shell) & Cranfield School of Management
Monday 5 December 2016 (10:30am CET)
Registration

“Addressing Live, Organisational Issues to Ensure Swarovski’s Future Success"
Swarovski & Ashridge Executive Education
Thursday 8 December 2016 (1:00pm CET)
Registration

"Microsoft-INSEAD Customised Online Programme: An Innovative Solution for Global Transformation"
Microsoft & INSEAD
Thursday 12 January 2017 (1:00pm CET)
Registration

"Changing the Leadership Culture in the English National Health Service: Building Care and Compassion into the Leadership DNA"
NHS Leadership Academy & Alliance Manchester Business School, KPMG, LEO Learning, University of Birmingham, National Voices, Unspun, Cumberlege Eden & Partners and others
Thursday 26 January (12:00pm CET)
Registration

EIP2016 Silver signature white

"Telstra Business Leader Programme - Transforming Culture Through Connections"

Telstra & LIW
Tuesday 29 November 2016 (9:00am CET)
Registration

"From Invention to Innovation: Atomic Intrapreneurship at Rosatom"
Rosatom State Nuclear Energy Corporation & Moscow School of Management SKOLKOVO
Tuesday 24 January 2017 (1:00pm CET)
Registration

EIP award2017 4FCE9B 01
Are you interested in taking part in the 2017 EFMD Excellence in Practice Awards? Feel free to join the Information Session webinars on 15 December, 16 January and 17 February.

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

Fostering High-Quality Research in Europe

On Friday 28 October, the first PhD & DBA in Management Job Fair and Conference was launched at Solvay Business School, in Brussels, Belgium. This pioneering initiative attracted 18 top business schools from all over the world, Australia, China, Colombia, Lebanon, Russia and the UK, to name a few and over 50 recent PhD and DBA graduates looking to boost their careers.

“EFMD has always strived to strengthen the job market for young PhD & DBA candidates, so much needed at the time when business schools look for new international talent to complete their academic teams and PhD & DBA candidates search for new academic career opportunities in both teaching and research,” said Prof. Eric Cornuel, Director General & CEO at EFMD, during his welcome address.

Reinhilde Veugelers, Professor at KU Leuven, MSI/ERC Scientific Council Member and Senior Fellow at Bruegel, was present to give a keynote presentation on the role of the European Research Council (ERC) in fostering high-quality research in Europe through competitive funding and support for investigator-driven frontier research across all fields of research, on the basis of scientific excellence.

JobFairThe ERC grants support individual researchers of any nationality and age who wish to pursue their frontier research, within an EU-based institution.

“Scientific excellence is the sole selection criterion. In particular, high risk/high gain pioneering proposals which go beyond the state of the art, address new and emerging fields of research and introduce unconventional, innovative approaches are encouraged,” explained Prof. Veugelers.

In less than 10 years,
• Over 6 000 top researchers were funded by the ERC
• The overall success rate is tending to 10%
• The ERC gives priority to young researchers: 65% are at an early-career stage
• 69 nationalities are represented
• Working in over 700 different institutions in 33 countries
• 50% of grantees in 50 institutions

To learn more about the ERC, please visit https://erc.europa.eu.

Take part in the EFMD Excellence in Practice (EiP) Award 2017

EIP award2017 4FCE9B 01Come and show us your achievements!

The EiP Awards have developed into one of the leading global awards that recognise excellence in learning and development partnerships. In difficult times we need to reinforce the importance of investments in Leadership, Professional, Talent and Organisational Development.


Taking part in this Award helps the client and its provider(s) to develop and reflect on the impact and value of their L&D initiative and the contribution it has made to the client organisation.

“The whole process allowed us to build up trust and commitment with our corporate partner, which form a great foundation for future projects.” (EiP participant 2016)


Next submission deadline: 20 March 2017
www.efmd.org/eip

Expression of interest: 
This email address is being protected from spambots. You need JavaScript enabled to view it.

For more info, please consult: EiP Brief, Submission Guidelines and FAQ’s.

Information Session webinars are organized on 15 December, 16 January and 17 February for those who may have any questions about the Awards and submission process.


EiP 2016 Gold and Silver winners

EiP winners All
The EiP 2016 Gold and Silver winners are providing many good insights for your own programmes: Don’t hesitate to participate in the series of EiP 2016 webinars from November to January (free registration).

The winning cases are also showcased in EFMD Global Focus Special Supplement available online.

If you want to be informed automatically on all what concern the EFMD Excellence in Practice Awards, please subscribe to EFMD mailing lists.

EFMD Awards CLIP Accreditation to Sberbank Corporate University

EFMD Blog header CLIP accreditation Sberbank Corporate UniversityThe 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 Sberbank Corporate University from Russia, has recently been awarded CLIP accreditation and joins the community of accredited organisations which also include:
Akademie Deutscher Genossenschaften ADGAlcatel-LucentAllianz SEArcelorMittalBBVA - Banco Bilbao Vizcaya ArgentariaCapgemini UniversityCredit Suisse AGEDF GroupEDP - Energy of PortugalGas Natural FenosaGDF SUEZ UniversityGrupo SantanderMazars UniversityMLP Finanzdienstleistungen AGNovartis International AGOCP Corporate Training InstitutePSA Peugeot CitroënRepsolSiemens AGSwiss Reinsurance Company Ltd. and UniCredit Group.

“The team of Sberbank Corporate University was very honored to receive CLIP accreditation for our institution. We believe that going through rigorous processes of self-assessment and peer review against CLIP quality standards was critical for better understanding our existing strengths and development priorities for the coming years. This prestigious international professional recognition is especially important given the short history of Sberbank CU (launched in 2012), the scale and scope of our learning agenda for 35 000 Sberbank managers, and our high ambitions of becoming a driver of strategic changes at Sberbank. Our prime goal now is to keep the learning momentum while constantly reinventing ourselves to ensure that we effectively support Sberbank's transformation towards 'a technology-driven company with a banking license' as its response to the challenges of the global competition in the digital age,” said Valery Katkalo, Dean of Sberbank Corporate University.

Martin Moehrle, Associate Director, Corporate Services, who leads the CLIP process at EFMD, commented on the Sberbank Corporate University's accreditation: “The EFMD team has been particularly impressed by the extraordinary sponsorship of Sberbank Corporate University from the top, by the strong momentum it has created within the organisation, its high visibility outside the company, its excellence in program design and delivery at scale, its strong collaboration with the business, its discipline in following set principles for learning and its role in deploying Sberbank values. We congratulate SCU, under the leadership of Valery Katkalo, for building such an impactful and mature platform in record time and for achieving CLIP accreditation, and we look forward to their contribution to the CLIP community.

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.

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.

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

Entrepreneurship Inside Organisations: 2017 EFMD Entrepreneurship Education Conference

2017 entrepreneurship education conf banner
by Professor Tim Vorley, Chair in Entrepreneurship, Sheffield University Management School


Researchers and practitioners in the field of entrepreneurship continue to push the boundaries about what we understand about entrepreneurs and how they operate. This has important implications for entrepreneurship education, both in terms of what leading businesses and management schools teach and how they teach it. 

Entrepreneurship education is no longer characterised by classes on start-up and business plan assessments. Over the past five years the EFMD Entrepreneurship Education Conference has showcased a range of pedagogic approaches and practices at the frontiers of the field. In 2017 the theme of the EFMD conference focuses on ‘Entrepreneurship inside Organisations’ as an area of entrepreneurship and management education that is growing in interest.

Whether ‘corporate entrepreneurship’, ‘intrapreneurship’ or other variants thereof, the notion of entrepreneurial practices occurring within organisations is increasingly regarded as a driver of productivity and profitability. During conference the various keynotes, sessions and workshops will explore how companies have come to approach the challenge of becoming more entrepreneurial and what this means for entrepreneurial education and entrepreneurial educators. 

Students at business schools, from graduates to executives, are increasingly concerned with the question of how to foster entrepreneurship inside organisations, which for academics and entrepreneurship educators leads us to rethink what we are teaching and how we are teaching it. Through the conference participants will be encouraged to reflect upon and develop their own teaching practices and engagement, learning from peers and leading academics working in this area.   

The 2017 EFMD Entrepreneurship Education Conference will take place from 8- 10 March 2017 at Sheffield University Management School. Join us! 

About our hosts:

Sheffield University Management School is a leading business school with a world-class reputation for high quality teaching and ground-breaking research and cutting-edge thinking. It is home to the Centre for Regional Economic and Enterprise Development (CREED), a team of researchers focused on enterprise and entrepreneurship, whose expertise feeds into a popular Masters in Entrepreneurship and Management. As well as advancing knowledge through research insights, CREED is committed to communicating its work to policymaking and practitioner communities to promote stronger entrepreneurial environments in the UK and internationally.

Working closely with businesses and organisations of all sizes, both on our doorstep and globally, is essential to all aspects of Sheffield University Management School; by doing this our research is informed by practitioners, our students benefit from a comprehensive employability programme, and we know we’re teaching cutting-edge material across all courses.


More Than Just Learning: Developing Leaders of the Digital World

Sberbank
The first International Conference hosted by Sberbank, in collaboration with EFMD, will be held on 28th of October, 2016 on the campus of Sberbank Corporate University. The key discussion topic will be the ongoing transition from managing learning process to managing learning experience to meet the challenges of the digital era. 

For the first time, leaders of the major Russian companies and their corporate universities (CUs), deans of the leading universities and business schools, as well as international learning experts will gather for a joint discussion of the topic. 

The new technological revolution is gaining pace and requires a profound transformation of the learning models. Traditional universities are moving towards “the third generation university” model. Large companies develop their CUs, and we see how, they are turning into the main centers of innovation both in teaching methods and educational content development. They also are the main drivers of the lifelong learning concept nowadays. How does the digital transformation of the business change the set of skills and competencies required for leaders? How to create an ecosystem for talent development in a company? What is the learning experience that the third generation universities need to form? What are the global and specifically Russian trends in development innovative practices of the corporate universities?

In addition to taking part of the discussion, Martin Moerhle, Associate Director of Corporate Services at EFMD and David Asch, Director of Quality Services at EFMD, will hold an information session about EFMD's accreditations EQUIS, EPAS, EOCCS and CLIP.

EFMD celebrated its partnership with Cuban entities in the framework of the EU-Project FORGEC

FORGECOn 4-5 October 2016, more than 110 participants from Cuba and Europe took part to the final conference of the EU-project FORGEC on the transformation of Higher Education in Cuba. The event was organised by the University of Havana and hosted in the prestigious Aula Magna.

Prof. Eric Cornuel, CEO and Director General of EFMD, Dr. Eugenia Bieto, Director General of ESADE, the European Commission Ambassador Herman Portocarero and the Cuban Vice-Minister of Higher Education Dr. Oberto Santin Cáceres commented the results of the project and its benefits for the actualisation of the Cuban economical and social model.

Since 2013, EFMD has collaborated with eight Cuban universities, the Cuban Ministry of Higher Education and nine European business schools, HEIs and accreditation agencies in the framework of the various FORGEC activities:
  • More than 400 alumni of training activities organised for managers and professors from 1996 to 2005 were kept up-to-date on the latest developments in management subjects during short annual programmes;
  • More than 300 Management Professors and local actors of economic development participated in eight editions of the management training cycle (PEEGs);
  • More than 150 University Managers were trained during five seminars and workshops on project management, quality assurance and university leadership;
  • 25 Senior University Managers participated in two study tours in Europe on HEI management;
  • 8 Management professors were hosted by European universities for a two-months stay;
  • 6 methodological centres were established in the six main Cuban universities to implement quality assurance and to develop Management courses;
  • 4 international events were organised to stimulate networking, exchanges and cooperation between the Cuban universities and their counterparts.
Prof. Eric Cornuel stressed the strong relationship EFMD has developed with the Cuban entities over the years, mentioning the dedicated sessions at the 2015 EFMD Deans and Directors General conference and 2016 EFMD Annual Conference and their increasing participation to membership activities. 

While FORGEC has now ended up its activities, EFMD will further strengthen its collaboration with Latin American universities through the Erasmus+ funded project FORINT, gathering seven Cuban entities, two Panamanian universities and six European HEIs and associations to develop internationalisation strategies and collaboration opportunities between Cuba, Panama and Europe. EFMD will also take part in the programme Expert Exchange Cuba-Europe to be launched in 2017. This capacity building programme aims at consolidating the previous projects achievements and increasing cooperation with Cuba in the domain of higher education. The new projects as well as the results of the project FORGEC will be presented during the session “Impact Through Capacity Building – FORGEC: Higher Education in Cuba” in the 2016 EFMD Global Network Americas Annual Conference on 2-4 November 2016 at IAE Business School, Buenos Aires, Argentina.

For more information on the EFMD activities in Cuba and Panama and for participating to joint activities or exchanges with these countries, please contact theThis email address is being protected from spambots. You need JavaScript enabled to view it..

FORGEC2OK


ICEMD Presents the 5 Tendencies that will Transform the Digital Economy in the Next Few Years

ESIC
Over 2,000 coolhunters distributed in 54 countries that collect the latest innovations and business ideas in the main 15 B2C sectors daily participated in this study


ICEMD – the ESIC Institute for Digital Economy – has presented recently the study “The Most Relevant Tendencies in Digital Economy” in which you can read how this will impact businesses in the next few years. Blockchain, XaaS, Digitalization of the Senses, Diversity Empowerment and Biohacking are the main terms that have been identified in the study by ICEMD and Coolhunting Community, a global company specialized in Business Coolhunting.

“This report is a compilation of the most relevant newly emerging tendencies for the next few years, those that affect different sectors and industries causing a great impact and that, undoubtedly, we must take into account when we define new strategic plans for companies.” Joost van Nispen, ICEMD founder and president, said during the presentation.

The report has analyzed the latest tendencies and innovations in the most relevant sectors in the digital economy, including ecommerce, education, media, fintech, insurance, health and government, and the public sector. For this purpose, Coolhunting Community had the participation of a whole network of over 2.000 coolhunters in 54 countries that daily collect the latest innovations and business ideas in the main 15 B2C sectors.

The coolhunting methodology used for this study comprised of the elaboration of qualitative reports that allow us to decipher the latest tendencies, the most disruptive innovations and the new business models that are transforming the different sectors and industries.

During the presentation, ICEMD highlighted the most relevant tendencies in the digital economy:

  • Blockchain is decentralized property registration based on automated and transparent transactions, i.e. the technology behind bitcoins (digital currency), which are already at the center of attention in the FinTech context. Some examples of the application of this technology are UNICEF, which is trying to democratize the technology sector in order to start a venture capital fund for civic open code or TransActive technology, or a Peer To Peer community for the control and distribution of energy through blockchain.
  • The second tendency would be the XaaS or “Everything as a Service” concept, in which companies, platforms and applications integrate functionality. The XaaS provider offers different plans depending on the final user’s needs (on demand). The different types of XaaS that were mentioned during the presentation were WaaS (Workspace as a Service), RaaS (Robotic as a Service), CaaS (Cybercrime as a Service) and AaaS (Analytics as a Service).
  • The digitalization of the senses is creating a completely new scene with the boom the Internet of Things, but mostly with the advances in investigations on human emotions and feelings to help with Artificial Intelligence. These are areas where innovations are constantly happening. “The challenge is now to create a home robot that will not only help with daily necessities but that will also connect on an emotional level with humans”, declared Lourdes Rodríguez, Coolhunting Community CEO.
  • Diversity empowerment (inclusion as a strength) is a reality in many advertising campaigns but it is also present in many big companies’ talent management strategies, looking for a plural and diverse work team. The debate cover three major fields: demolishing borders, eliminating gender inequality and a majority for the minorities.
  • Lastly, the report highlights the importance of Biohacking or limitless connectivity. A recent study on tendencies indicates that 80% of the survey subjects (6,000 smartphone users) declared they would like to improve their sensory perception and their cognitive capacities through technology, a whole new world of connectivity for implantable devices. A technological tattoo made with components and conductive ink to create circuits could control temperature, detect stress based on perspiration, heart rate and hydration information, and upload it to net via Bluetooth, for example.
“Knowing, analyzing and interpreting emergent tendencies in all sectors is essential, but the most important thing is to anticipate the change so that we can make the best strategic decisions, in time and with the highest profit. Being ahead of the competitors and aligning the consumers’ new needs at the right time will guarantee success in these moments of great uncertainty” concluded Enrique Benayas, ICEMD managing director.

For more information: María Campos Roldán, ESIC Marketing & Communication Department, This email address is being protected from spambots. You need JavaScript enabled to view it. + 34 914 524 100

Growing Your Career - A New Research Carried Out by CEMS

CEMS White WithBaseline HighDefWhat young professionals think they should be doing for career growth is often at odds with what employers would recommend according to new research carried out by CEMS the Global Alliance in Management Education alongside its corporate partner Universum. Researchers surveyed 445 Bachelor students worldwide and 80 global HR managers. Over half of the HR managers were from companies with over 1000 employees.

While 53 per cent of the undergraduate students surveyed believed that developing technical experience helps the career growth of young professionals, on the contrary HR managers considered this to be of far less importance and lower down their list of priorities (36 per cent). Over a third (35 per cent) of the students stated that doing more than what is asked in the job description was the way to get ahead, whereas this was cited by 20 per cent of HR managers.

According to HR managers, the main drivers for young professionals’ career growth are working outside their comfort zone (61 per cent), gaining broad experience (59 per cent) and networking (56 per cent). Employers also placed much greater emphasis on taking international assignments as a career driver (36 per cent), whereas only 25 per cent of students thought this was important. Neither students nor employers thought that working long hours would aid career growth, with only 5 per cent and 4 per cent respectively considering this to be something young professionals should be doing.

Our research suggests that young people starting out in the workplace may not be focusing on the right things for career growth and that the skills they think will build successful careers do not always match the views of global employers,” says Roland Siegers, executive director of CEMS. “Although technical skills still have relevance, global recruiters we work with believe that it is most important for young professionals to develop a diverse skillset, gain broad experience, and develop resilience by working outside their comfort zone. Importantly, they also believe that international assignments are key in helping young people get ahead in the workplace."

“At CEMS we support this perspective,” says Roland. “Young people just setting out on their careers will come up against major political, digital, economic and environmental challenges that their predecessors did not face. To ensure that they can thrive and progress in this uncertain landscape and work successfully with colleagues across the globe, they must develop broad skills, flexibility and cultural intelligence, particularly through international experiences which challenge them and broaden their horizons."

“Through the CEMS programme, we give future leaders the chance to develop these essential skills,” he continues. “We emphasise both ‘the big picture,’ looking at strategies of multi- national companies, as well as the ‘micro’ aspects of what it means to be a leader and employee, during a time of global challenge.”

The CEMS programme unites international-calibre professors from leading universities and business schools, multinational companies and non-profit organisations, jointly designing and delivering both theoretical knowledge and practical know-how through the CEMS Master’s in International Management.

For more information or interviews, please contact Rebecca Griffiths at Communications Management on +44 (0)1727733885, email This email address is being protected from spambots. You need JavaScript enabled to view it.

EDC Paris, UWE Bristol and RMIT Accredited by EPAS

EFMD Homepage header EPAS accreditation UWE RMIT EDC
We are happy to announce that the EPAS Accreditation Board has recently awarded EPAS accreditation to three new programmes from business schools from Australia, France and the United Kingdom.

The following programmes have been recognised by the EPAS quality label:

Master of Business Administration (Executive) – Melbourne campus and online
at Graduate School of Business and Law, College of Business, RMIT University, Australia
"The Graduate School of Business and Law at RMIT University, Melbourne Australia, is delighted to achieve EPAS accreditation for our MBA (Executive) programme. EPAS accreditation challenged the school to examine in detail the design and delivery of our programme, programme outcomes and quality assurance processes. Undertaking EPAS enabled us to reflect deeply on the underlying philosophy of our programme, to ensure we have an Executive MBA that encompasses traditional disciplines, whilst exposing students to innovative and disruptive business practices,"
said Mark Farrell, Head of Graduate School of Business and Law at RMIT University. "With a curriculum underpinned with Design Thinking, we are producing graduates capable of developing a range of solutions to tackle complex problems. We recognise that EPAS is the beginning of the journey and that we need to constantly improve if we are to remain competitive. If you are a business school that has not yet taken the step towards EQUIS accreditation and are unsure if you are ready, I would strongly recommend that you consider EPAS in the first instance. The result will be a much improved programme, and a deeper understanding of the benefits of rigorous external accreditation."

Master in Management (Grande Ecole Programme)
at EDC Paris Business School, France
“EDC Paris Business School initiated the EPAS accreditation process 4 years ago since we are convinced that an international environment is compulsory to progress. Today, we are honored to receive EPAS accreditation and delighted to take part in the community of EFMD accredited institutions,"
commented Jean-Marcel Jammet, Managing Director & Dean, EDC Paris Business School. "The accreditation process has been a great opportunity to rethink our internal processes and offer better services to our students. We are fully aware that efforts and progress still have to be pursued but we can count onto the EFMD to help us to fulfill our missions. We are grateful for their help and support during the entire process of accreditation and would like to thank the peer review team and the accreditation board for their valuable comments and support”.

BA (Hons) International Business
at Bristol Business School, Faculty of Business and Law, University of the West of England, UK
"I am absolutely thrilled to have secured EPAS accreditation for our BA International Business Course. The accreditation is an important commendation of the quality of the programme and it reflects our commitment to internationalisation, corporate engagement and continuous improvement. It also endorses the strong vision that we have within our Business School," said Donna Whitehead, Pro-Vice Chancellor and Executive Dean at Faculty of Business and Law, UWE.

We are also very happy to announce that the EPAS Accreditation Board has also reaccredited the Master in Insurance and Risk Management programme at MIB Trieste School of Management, Italy.
“We are proud of maintaining the prestigious EPAS accreditation, rewarding the increasing level of internationalisation of MIRM editions and strengthening MIB Trieste School of Management partnerships with the European insurance market leaders,” commented Vladimir Nanut, Dean of MIB Trieste School of Management.

David Asch, Associate Director of Quality Services & EPAS Director, commented: “We are delighted to welcome three new institutions to the community of EPAS accredited programmes. The programme accreditation from EFMD is one of the most demanding yet effective ways to certify the quality of a programme in the field of business and management. We would like to also warmly congratulate MIB Trieste for their reaccreditation. All four schools made tremendous progress in terms of the development of their programmes and should be commended for their strive for excellence.”

EPAS was launched in 2005 and in 10 years has had a considerable impact on the quality of business schools programmes all over the world.

As of October 2016, 104 accredited programmes from 76 institutions across 35 countries have been awarded EPAS accreditation. For more information on EPAS visit www.efmd.org/epas

Hult, IE & The Open University Business School Certified by EOCCS

EFMD Blog header EOCCS certification Open Uni Hult IE
Many congratulations to Hult International Business School (including Ashridge), IE Business School and The Open University Business School, whose courses have been recently certified by EOCCS, establishing the community of EOCCS Certified online courses.

The following three courses from three renowed institutions have been awarded EOCCS Certification:

Master of Management (online) at Hult International Business School (including Ashridge), UK
“The online course landscape is extremely competitive and EOCCS is a strong guiding light. We are very proud that the courses of our online Master in Management have been awarded this accreditation,” commented Johan Roos, Chief Academic Officer, Hult International Business School.


Marketing Mix Implementation MOOC Specialisation at IE Business School, Spain
“We are proud to receive the EOCCS certification for our MOOCs in Marketing, particularly because “Marketing Mix Implementation” is the first MOOC specialisation to receive this certification,” said Martin Rodriguez, Director of IE Publishing. “Online teaching is an important part of IE’s DNA, so participating in the certification process is not only an honor but a catalyst to continuing striving to shape the future of online education.”

Leadership and Management in Cross Cultural Contexts at The Open University Business School, UK
“The Open University Business School is delighted to be amongst the first to receive EOCCS certification for an online course. EOCCS certification is important to us, first, because it recognises the high quality and systematic approach we take to online learning,” said Mark Fenton-O'Creevy, Associate Dean for External Engagement & Professor of Organisational Behaviour, The Open University Business School. “It is also important for us because EOCCS represents an important step in increasing awareness of the specific capabilities needed to design, create and support high quality online learning experiences. We believe that EOCCS can be an important contributor to improving engagement with online learning and raising both aspirations and achievement of quality for learning providers.”

David Asch, EFMD Quality Services Director, said: “We are extremely pleased that three online courses from top business schools, the Open University, Hult & IE, have successfully completed the pioneering EOCCS - Online Course Certification System. EOCCS has been designed as a demanding and quality-driven international certification system, firmly embedded in the general philosophy of EFMD accreditations, namely internationalisation, practical relevance and quality improvement. The pilot phase has been now completed and with eighteen courses certified, the system has proved to be a great success.”

"We would like to warmly congratulate all three institutions for the tremendous work they put into the development of their online courses and for the completion of the certification process. EOCCS gives online courses within universities, business schools, corporate learning organisations and public agencies a top international quality benchmark in the online learning landscape, strengthening not only their market positioning but also allowing for critical self-reflection and peer assessment,” added Anne Swanberg, EOCCS Project Director.

The system is open to any institution delivering online business and/or management-related courses that are stand-alone or constitute part of a certificate or a programme.

If you would like further information or are interested in your online course taking part, please visit the EOCCS website or contact This email address is being protected from spambots. You need JavaScript enabled to view it.

HUMANE Seminar: Additional Thursday Afternoon Workshop : Shared IT Services, Service Innovation & New Operating Models

HUMANE Seminar OK

Additional Thursday Afternoon Workshop : Shared IT Services, Service Innovation & New Operating Models
 
In response to requests from members involved in reviewing their IT operations, the University of London and King’s College London will jointly host a workshop on Thursday afternoon, the 3rd of November, on developments in these two institutions in shared services, service innovation and the implementation of new IT operating models.   

The workshop agenda, is as follows:

1. Recent developments in shared IT services at the University of London
  • Cyber Security 
  • Virtual Learning Environments 
  • Cloud hosting
2. Recent developments in shared IT services at King’s College London
  • The Slough Data Centre
  • High Performance Computing
  • Public/private partnerships in e-education
3. Service innovations at University of London and King's College London
  • KCL's Cornwall Service Centre
  • UoL's Computer Centre (ULCC): recent innovations and developments

4. Innovations in service management and delivery
 
This workshop is a part of our HUMANE Seminar in London, included in the seminar fee. Please note your attendance when registering online.

Main Seminar

According to the Economist, the global tertiary-enrolment ratio – the share of the student-age population at university – went up from 14% to 32% in the two decades to 2012; in that time, the number of countries with a ratio of more than half rose from five to 54. University enrolment is growing faster even than demand for that ultimate consumer good, the car. 

However, both market-based and state funding models of satisfying this burgeoning demand have had mixed success at best in getting under-represented groups into higher education. And even when they do, the attainment gap between higher and lower socio-economic groups is still significant, despite a generation of social inclusion policies. 

An impressive group of keynote speakers will help us to take on these big issues, including:

  • Prof. Bertrand Monthubert, President, Campus France (FR) - Reading the Currents: the outlook for HE access and attainment in France
  • Baroness Alison Wolf, Professor of Public Sector Management, King's College London (UK) - A Bleak Future? Universal tertiary education, and what happens if we get it wrong
  • Rt. Hon. Charles Clarke, Former UK Education and Home Secretary (UK) - The Political Economy of Higher Education Financing Policy
  • Prof. Les Ebdon, Director of the Office for Fair Access to Higher Education (UK) - Why universities should do more to promote social mobility
  • Dr. Michael Harms, Director of Communications, German Academic Exchange Service (DAAD) (DE) - No Fees, No Problem? Access to and affordability of German Higher Education
  • Alexandra Rosenbach, Chief Strategy Advisor Internationalisation, Maastricht University (NL) - Money Talks: access, affordability and attainment in Dutch Higher Education: creating an inspiring and diverse international classroom at Maastricht University
For more practical information, please go here.
The flyer is available here.
Please register online at: online registration.

Starting a Business is Now One of the Top Reasons to Take an MBA

Tomorrows MBA 2016Starting a business has become one of the top five motivations to study an MBA, reveals the 2016 edition of the Tomorrow’s MBA study by CarringtonCrisp, supported by EFMD.

The study, conducted amongst 1,000 MBA applicants worldwide, found that almost one in five (20%) were considering an MBA in order to start their own business. Entrepreneurship was rated as the fifth most valuable piece of content in an MBA degree, up from 10th in the previous year’s study.

Amongst those considering a specialist MBA, entrepreneurship is now in the top four most popular choices (10%), along with IT (10%), international management (11%) and finance (15%).

The study’s other key findings include:

·       More women (42%) responded to the survey than ever before – an indication in line with other industry studies that efforts by business schools to attract more female students are working.

·       However, male and female applicants differed on a number of elements when considering an MBA. For MBA course content, ‘leadership’ is more popular with men (40%) than women (29%). Conversely, 16% of women value ‘ethics’ as important course content compared to only 5% of men.

·       26% of respondents prefer a blended or online MBA.

·       Career planning and job searching is vital, with almost three quarters (72%) wanting to know that it is integrated into the student experience.

·       Some elements of MBA programmes seen by many schools as important were not highly valued by MBA applicants – including varied electives (8%), small class sizes (9%) and international study tours (11%).  For course content, corporate social responsibility was seen as most valuable by only 6% of respondents.

·       Google (38%) and LinkedIn (24%) were seen as the most important digital channels for deciding when to study. The Financial Times was comfortably the most important ranking (37%), followed by Forbes (27%) and Business Week (25%).

Entrepreneurship has been a growing trend for a number of years and is now firmly a key motivation for a lot of people to embark on an MBA. It presents an opportunity to those schools that are able to market their entrepreneurial expertise, but it also poses some interesting challenges.

Andrew Crisp, author of the report comments: “Schools need to consider if entrepreneurship is taught in its own right or integrated throughout a degree programme. They also should look at the sometimes differing needs of entrepreneurs and those students looking for more corporate roles. From an external perspective, it will be interesting to see what impact an increased number of graduates starting their own businesses will have on MBA rankings, where increases in post graduate salaries play an important part.”

The good news from the study is the indication that more women are interested in an MBA. Women represented 42% of respondents – since the study started in 2009 the percentage of female respondents had not risen above 38% until this year and has been as low as 26%. As with an increased focus on entrepreneurship, the successful schools are going to be the ones that are smart about marketing to both male and female applicants and then meeting their study needs where they do differ.

Google and LinkedIn were by far and away the most popular digital tools for applicants and their increased prominence provides a wonderful opportunity to business schools to segment and carefully target their marketing and recruitment efforts. Despite the advances in technology however, human contact remains key in deciding if the applicant and school are compatible. The most impactful marketing for schools is to combine human contact and technology – with one to one meetings with school staff (37%) and school website (39%) seen as having the biggest impact.

As well as a number of newer trends, the study reinforces certain factors that are ever present for MBA applicants when choosing a business school. A school’s academic reputation is the most important factor for both men (39%) and women (40%). Along with teaching quality, this has consistently been one of the most important elements since the study began.

Andrew Crisp concludes: “Since the financial crisis in 2009, there have been reports of the demise of the MBA. Our study shows that it is certainly not dead, but undergoing significant change. Competition is growing around the world, there are demands for different styles of delivery and importantly, students are ever more focused on their future career when judging value for money, with a growing number thinking that career may mean starting their own business.”

Please visit CarringtonCrisp's BusinessSchool.guru website to learn more or contact This email address is being protected from spambots. You need JavaScript enabled to view it. for press.

Mentoring and Accreditation: Info session in ISM Dakar, Senegal

EDAF logo15 HRIn the last ten years, the business education system in Africa, and particularly in Sub-Saharan Africa, has developed exponentially. This development was coupled with a positive evolution in terms of quality. Indeed, the number of national quality assurance agencies more than doubled in the last fifteen years, and their assessment process improved greatly despite the arrival of numerous private schools, the diversification of programmes and the rising number of students.

However, African Schools are still faced with regional and national challenges, a demanding job market and the need to meet international quality standards. This is why, on 11 November 2016, an information session on mentoring programmes and international accreditations will be held by Groupe ISM in Dakar, Senegal, in collaboration with EFMD Global Network. This session aims at supporting the initiatives of the private establishments of Higher Education in Sub-Saharan Africa, helping them to coordinate and enter into a process of continuous improvement and research of quality.

In 2011, EFMD GN launched a mentoring system to help the schools to go further in their development path – the EFMD GN Deans Across Frontiers (EDAF) which aims to assist Business Schools to develop through mentoring of the institution’s Senior Management Team.

EDAF first assesses where the Institution is currently positioned, helps in defining key strategic objectives and then offers a three-year mentoring process to assist the Institution’s management to achieve them. The mentor is mutually selected from within EFMD Global Network’s large pool of experienced deans or associate deans.

EDAF also offers a “gap analysis” to help define the developments required to reach either EPAS or EQUIS accreditation in the future.

Sixteen institutions on all the five continents have benefited from the EDAF system since its launch in 2011.

During the Mentoring and Accreditation session in Dakar, Prof. Christian Delporte, Quality Services Associate Director at EFMD, will discuss with business school representatives on how the EDAF system could help in improving their quality development efforts and talk through EFMD’s accreditations criteria. This event represents a great opportunity to meet and share experience with peers.

Awarding the Honorary Degree of Doctor Honoris Causa to Professor Geert Hofstede

HonorisFaculty of Economics and Business Administration, “Dunărea de Jos” University of Galaţi, Romania, member of EFMD and EFMD Global Network 21st of October 2016.

The Faculty of Economics and Business Administration from “Dunărea de Jos” University of Galaţi, Romania has the honour and privilege to award the Honorary Degree of Doctor Honoris Causa to Professor Geert Hofstede, a remarkable scientist, internationally acknowledged and respected for its valuable contributions to Management development. With a PhD thesis in social psychology, Professor Geert Hofstede gave courses of organisational anthropology and international management at Maastricht University, Netherlands. By publishing the book “Cultures and Organizations: Software of the Mind”, which has been translated in many languages, he became a promoter of cross-cultural management research, his ideas being appreciated and shared by the entire scientific community.

Professor Geert Hofstede’s scientific activity has been widely recognized internationally, being one of the most cited authors in Social Science Citation Index. He is a member of Academy of Management and Academy of International Business in USA, Honorary Member of International Association for Cross-Cultural Psychology, Doctor Honoris Causa within seven European universities and Honorary Professor at two Chinese universities. Geert Hofstede was listed in the Wall Street Journal (May 2008) among the Top 20 most influential business thinkers.

Honoris 2

2017 EFMD (ESMU) - HUMANE Winter School: Applications Now Open

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You are warmly invited to apply now for the EFMD (ESMU) - HUMANE Winter School! The Winter School will take place from 19-24 March 2017 in Barcelona, Spain, hosted by Universitat Pompeu Fabra.

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

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

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

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

Applicants are requested to fill in the electronic application form and will be asked to submit a one page statement describing qualifications and interest, a one (or maximum two) page curriculum vitae and a letter of support from the head of administration. The deadline for applications is 31 October 2016.

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

Finally you are invited to read the article "Warm memories of the Winter School" from EFMD’s Global Focus magazine which gives some good insight into many of the issues that will be covered in Barcelona. For queries about the Winter School, please contact This email address is being protected from spambots. You need JavaScript enabled to view it., Winter School Director or This email address is being protected from spambots. You need JavaScript enabled to view it., Winter School Coordinator.

Leading Global Networks Initiate Collaboratory for Responsible Management Education

GRLI Blog


800x Signing MoU
The advancement of globally responsible leadership, practice, and responsible management education is set to benefit greatly from the creation of a world-class project incubator and collaborative laboratory by the Globally Responsible Leadership Initiative (GRLI) Foundation—jointly implemented by the GRLI and UN Global Compact’s PRME initiative —in strategic partnership with AACSB International, EFMD, and the United Nations Global Compact.

The new “Collaboratory” on responsible management education is already facilitating deeper collaboration and improved efficiencies in the responsible management education ecosystem, while demonstrating the stewardship role that the GRLI’s strategic partners play as the leading global business and management education networks.

“With the launch of this new Collaboratory, the GRLI significantly strengthens our role as a purpose-led, partner-driven, and project-oriented movement. By widening our network of strategic partners, and co-operating more closely with initiatives such as the UN Global Compact’s PRME, we will accelerate the aggregate impact of transformative management education on business, society, and the natural environment,” says John North, managing director of the GRLI.

The Collaboratory is meant to identify and realize synergies from complementary PRME and GRLI activities, as well as to avoid duplication of offerings. “This new partnership has the potential to generate more efficient and impactful engagement of the Parties and their respective networks”, says Jonas Haertle, Head of the PRME Secretariat of the UN Global Compact Office.

IMG 0905Since its formation in 2004, the GRLI has stayed true to its mandate of being a movement that encourage, support and incubate sustainability and responsible leadership initiatives on a global scale. This platform has given rise to projects—already in partnership with PRME and other networks—such as the Sulitest (an online sustainability literacy test championed by Kedge Business School in France); AIM2Flourish (an online platform for sharing untold positive stories on business as an agent for world benefit, championed by the Weatherhead School of Management at Case Western Reserve University in Ohio, USA); and the 50+20 Agenda (a vision and global movement focused on transforming management education in order to serve people, the planet and profit.)

The experience of GRLI Partners in nurturing and growing programmes from idea to activation combined with its unique emphasis on Whole Person Learning, will act as a resource and guide for the actions of the Collaboratory, and will facilitate the conception and development of new ideas and initiatives in responsible management education.

The strategic partnership is guided by comprehensive terms of reference and a set of guiding principles, which act as a living document with milestones against which the Collaboratory’s actions will be measured. Among its primary goals will be to co-facilitate the UNGlobal Compact’s PRME Champions programme together with the PRME Secretariat over the course of this and next year. 

“The Collaboratory will form an important part of our All Gathering Momentum (AGM) conference at Kemmy Business School at the University of Limerick, Ireland in October 2016. With the theme ‘Common Good, Common Ground’, the AGM will offer an ideal opportunity for our partners, associates, and the PRME Champions to reflect on and shape the future direction and actions of the Collaboratory and its initiatives,” says North.
 

Sincere Thoughts & Condolences from EFMD - Philippe de Woot

philippe de woot BW copyOn behalf of the Board of EFMD, the members and staff we were deeply saddened to hear of Philippe’s death.

Professor Philippe de Woot, emeritus Professor of the Université Catholique de Louvain, was an outstanding thinker, pioneer and promoter of the Corporate Social Responsibility and responsible innovation in enterprises.

Arguing for the correlation between values and the long-term performance of enterprises, Philippe was highly appreciated by the international management development community as an engaged and dedicated scholar. Recognising the value of market economy as a source of considerable progress for the humanity, he opposed to Milton Friedman’s idea that the “invisible hand” automatically serves the common good.

Entrepreneurship, creativity and innovation are necessary responses to societal challenges. Although the current economic model is the source of major deviations, enterprise in the broadest sense can help correct many of them. From problem it can become solution,“ said Prof. de Woot in his recent EFMD Global Focus article “Rethinking Enterprise.”

Philippe was the co-founder of the Louvain Corporate Social Responsibility Network and an active member of the Global Responsible Leadership Initiative (GRLI).

The management education community has lost an outstanding scholar and a wonderful person. Both Philippe and Louvain School of Management have been long-standing and great friends of EFMD and words can’t express our grief.

Our sympathy, thoughts and prayers are with his family, colleagues and the whole responsible management community. Please accept our heartfelt condolences.

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

Brexit, business schools and the bigger picture

Academia has long been genuinely international in nature; business schools notably so. Most scholars are prone to a bout of insularity now and then – the eternal quest to deter “working in silos” goes on – but the overarching philosophy is one of diversity and inclusion on a grand scale.

This may go a long way to explaining why the UK’s popular vote to leave the European Union – Brexit – has had such a crushing impact on morale. Any initiative that hints at a significant retreat from integration is bound to undermine our collective and individual sense of belonging, particularly for those of us who migrated to Britain.

I left the US almost 35 years ago. Since then I’ve been weaving a narrative, one whose development has always seemed perfectly linear and natural, to explain why I chose Britain, why I’ve stayed and what the point of it all has been. Now I feel uncommonly out of place. People still ask me why I opted for the UK over the States, and the reply that has served me well for nearly three-and-a-half decades no longer strikes me as convincing.

As someone who has studied how factors such as cultural identity, context, work-life balance and relationships both influence and are influenced by careers, I think I can explain some of the forces at play here. Given the spread of isolationist sentiment elsewhere, they may well be forces to which business schools in other countries might usefully give more consideration.

1. The good citizen


As Malcolm Gladwell noted in Outliers, we’re built from the outside in rather than from the inside out. Our formative experiences forever influence us. This has a huge sway over the issue of citizenship, by which I mean here the constant push and pull between the country a migrant leaves behind and the country he or she adopts.

Every “international” person I know is familiar with this dynamic, which is in permanent flux and susceptible to the slightest disturbance. It’s why some expats assume the zeal of a convert, mindful of how comprehensively they have to commit to their new home if they want to attain social legitimacy.

I have a British husband and children and no American friends or family in the UK, yet barely a week goes by without someone asking me why on Earth I left the US. Now, needless to say, I find the question a lot tougher to answer.

2. The myth of work-life balance


The notion that day-to-day existence is like a cake, ready to be sliced into neat segments and devoured as and when we please, is crazy. The reality is that the purported boundaries between “work” and “life” are at best tissue-thin and at worst non-existent. 

It’s only in the face of milestone events, though, that we realise how fiercely the two worlds can collide. The walls we’re urged to construct between work and life are breached to devastating effect. Vulnerability at work seeps into personal vulnerability – or vice versa – and the result is overwhelming.

Brexit is such an event. Like bereavement or illness or some other tragedy, it’s all-consuming – not just for migrants or expats but for anyone who fears the consequences. It utterly defies compartmentalisation. It shows that ebbs and flows – not to mention violent tides and crashing waves – are far likelier than equilibrium.

3. Those we left behind

Family and friends exert a degree of pressure on anyone, but for expats the effect can be especially powerful – principally because whichever ties we once chose to loosen continue to tug at us and invariably challenge our decision to relocate. 

Doubts and regrets amass at speed when, as many people believe is the case with Brexit, something happens to undermine the wisdom of that decision. Again, that’s why the story I’ve been telling for so long now sounds less persuasive than it once did.

The myth of work-life balance resurfaces here, too. My mother passed away in the US just a couple of weeks before the referendum. For me all the flimsy divisions were already on the brink of complete collapse when Brexit came along and swept them away in an irresistible torrent.

Citizenship, work, relationships – I’m pretty sure these are all key to the post-referendum crisis of belonging that many “international”, UK-based academics are now experiencing. For my part, the story I’ve been weaving for so long simply doesn’t ring true any more. The loom is broken. The narrative has unravelled.

And yet it’s essential to acknowledge there’s a much bigger picture here. Maybe the disillusionment that some of us now feel should bring home to us the distinct possibility that those who voted for Brexit were themselves deeply disenchanted and disheartened; and maybe it should also bring home to us how little attention most business schools have traditionally devoted to the plight of those whose lives haven’t been conspicuously enriched by globalisation and capitalism.

We preach diversity and inclusion – and rightly so – but Brexit suggests millions still see themselves as on the outside, looking in. This, in turn, implies a substantial blind spot in our thinking – a shortcoming starkly underlined by our collective failure to presage the decisive extent of the popular backlash against the status quo. What’s increasingly clear is that for many people the narrative unravelled a long time ago; and now, finally, they’ve been handed a new strand of yarn and have grabbed it with both hands.

I sincerely believe we should give a lot more thought to matters such as what makes us feel like citizens, the devastating effect of major events on work-life balance and whether to loosen or tighten the ties that bind; but we shouldn’t do so simply because some of us, as business school academics, have suddenly found ourselves confronting these issues head-on and at a purely personal level. We should do so because these and other potential sources of disenfranchisement and marginalisation apply to everyone; and the harsh fact is that if we refuse to recognise as much, if we continue to ignore the evidence mounting up before our very eyes, there will only be further disappointment and discontent for all concerned.

Laurie Cohen is a Professor of Work and Organisation at Nottingham University Business School and the author of Imagining Women's Careers. 

“In Pursuit of Inclusive Capitalism: Business and Approches to Systemic Change”

Inclusive CapitalismThe Ford Foundation, along with the University of Oxford’s Saïd Business School and Deloitte Monitor initiated a conversation with key leaders on the role of business in creating an inclusive economy. The study “In Pursuit of Inclusive Capitalism: Business and Approches to Systemic Change” is the result of months of research and individual interviews with heads of 40+ non-governmental organisations seeking to promote more inclusive economies, including Prof. Eric Cornuel, Director General & CEO of EFMD.

The report found that these organisations seek to directly influence key business actors including executives, boards, and asset owners to do business that does right by society – a more "inclusive capitalism".

From this research, we learn that these organisations typically seek to influence business behaviour by shaping the ideas of thought leaders and senior executives.

The report identifies a landscape of eight key influence strategies pursued by the organisations we researched. 

These include three "core" influence strategies:
• Convening/networking leaders
• Research/thought leadership
• Movement building/community organising

It also identifies five "supporting" influence strategies:
• Acting as an incubator for the development and dissemination of new standards/organisational forms
• Providing advisory services
• Working via business education
• Working via public engagement
• Policy/advocacy

Organisations expect to see significant progress within the next decade towards aligning public and regulatory demands with inclusive economic aims. They anticipate they will be operating in a context that is friendly to — or might even demand — work towards inclusive economies, as paradigms centred on philanthropy and corporate social responsibility (CSR) give way to inclusive economic approaches tied to core business activities and performance.

The full report is available here.

“What Happens if a Business School Disappears? The Intellectual Foundation of BSIS”

The Business School Impact System (BSIS), offered in a joint venture between the French National Foundation for Management Education (FNEGE) and EFMD Global Network, identifies the tangible and intangible benefits that a business school brings to its local environment through seven dimensions: 

Impacts

The Business School benefits from this in-depth impact analysis on several levels. To name a few, BSIS impact analysis helps in increasing the awareness within the business school of the significance of its impact on the Region; an in-depth study of their activity’s impact gives numerous members of the school a better image of their job and value they create, of what they are doing and why they are doing it; the BSIS report constitutes a powerful tool for communication with the external stakeholders; and last but not least, the reviewers’ recommendations help the school to improve its impact.

In their paper “What Happens if a Business School Disappears? The Intellectual Foundation of BSIS”, recently published in the Journal of Management Development, two BSIS co-directors, Michel Kalika (Université Lyon III and IAE Lyon and EFMD Global Network) and Gordon Shenton (EM Lyon Business School and EFMD Global Network), together with Pierre-Louis Dubois (Université de Montpellier and FNEGE) present the methodological issues of the work that led to develop the BSIS system and present this innovative impact assessment system in more detail. Based on the exploratory interviews and the literature review, the authors were able to identify three main categories of impact: the financial impact; the impact on the regional community; and the impact on attractiveness and image.

To download the full paper, please visit the Emerald website here.

HUMANE Seminar: Access and Affordability in Higher Education: System-Level and Institutional Responses in the Early 21st Century

HUMANE Seminar OK
Speakers Announced

According to the Economist, the global tertiary-enrolment ratio — the share of the student-age population at university — went up from 14% to 32% in the two decades to 2012; in that time, the number of countries with a ratio of more than half rose from five to 54. University enrolment is growing faster even than demand for that ultimate consumer good, the car.
 
One approach to satisfying this burgeoning demand for higher education emphasises state funding and provision, in which most institutions have broadly equal resources and status. This typifies some European systems.
 
The second is the more market-based model, of mixed private-public funding and provision, with better-funded institutions at the top and poorer ones at the bottom. The American systems of higher education exemplify this approach.
 
But both have had mixed success at best in getting under-represented groups into higher education and even when they do, ensuring proportionate levels of attainment despite a generation of social inclusion policies.
 
The institutional management and leadership challenges of changing the social and economic mix of universities is immense, with every aspect of university operations affected whether it be marketing and outreach to prospective students, learning support systems, through to advice and guidance services. 

We have assembled an impressive range of speakers to take on these big issues in our London Seminar.
 
Speakers and Themes:
Day One - National, international and sectoral policy, regulation and financing context

Prof. Les Ebdon
-  Director, Office for Fair Access (UK)
-  The regulation of fair access: changing the social and economic landscape of higher education
Rt. Hon. Charles Clarke - Former UK Education Secretary (UK)
- The political economy of higher education financing policy 
Dr. Michael Harms - Director of Communications, German Academic Exchange Service (DAAD) (DE)
- Higher education participation, attainment and social mobility in Germany 
Prof. Bo-Anders Jonnson - Pro-Dean, Faculty of Science, University of Lund (SE)
- Recent developments in higher education access and educational attainment policy in Sweden: a University of Lund perspective 
Andy Moss - Senior Vice President, Pearson Education (UK)
- Transforming educational attainment: innovations and developments in the for profit HE sector 

Day Two - Institutional approaches to Access and Affordability as an element of academic strategy

Baroness Prof. Alison Wolf - Professor of Public Sector Management, and peer in the House of Lords (UK)
- Heading for the Precipice: can further and HE policies be sustained? A post-secondary perspective on access, affordability and the labour market
Alexandra Rosenbach - Chief Strategic Advisor Internationalisation, Maastricht University (NL)
- Access, affordability dimensions of internationalisation in the Netherlands  
Doreen Thompson, Bill Reed and KCL students - Widening Participation Unit, King’s College London (UK)
- Widening Participation and social inclusion strategy at KCL
Cécile Chicoye - Director of Administration, Toulouse 1 Capitole University (FR)
- Developments in access and social inclusion institutional strategy in France: a look to the future from the University of Toulouse 

For more practical information, please go here
The flyer is available here.
Please register online at: online registration.

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


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

What's in there for recruiting schools?

The Job Fair is designed as a 2-day event where recruiters from global research-active or doctorate in Management granting universities or schools get a unique chance to hear, meet and interview an international group of bright PhD candidates in all areas of Management: Accounting, Finance, Information Management, Management (Organisation), Managerial Economics, Marketing and Operations Management. Recruiters will be able to access the profiles and papers of all job-seeking candidates, ahead of the event.

What's in there for PhD candidates & DBA?

During the event, candidates will get a chance to meet top international schools, such as CEIBS from China, CENTRUM Catolica from Peru and AUDENCIA Business School from France. Fifteen-minute job market paper presentations, will be followed by private interviews between schools and potential candidates of interest. The participation is free of charge for PhD candidates & DBA. 

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

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

Sincere Thoughts & Condolences from EFMD - Michikazu Aoi

Aoi condolencesOn behalf of the Board of EFMD, the members and staff we were deeply saddened to hear of Michikazu’s death.
Professor Michikazu Aoi was the Dean of the Keio Business School, Keio University and recently the Dean of Graduate School of Global Business, Meiji University in Japan, and appreciated by the international business school community as an engaged and dedicated EQUIS Reviewer.

The management education community has lost an outstanding scholar and a wonderful person. Michi and both Keio and Meiji have been long-standing and great friends of EFMD and words can’t express our grief.

Our sympathy, thoughts and prayers are with his family, colleagues and the whole academic community. Please accept our heartfelt condolences.

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

2016 GMAC Application Trends Survey Report Shows an Influx in Applications for European Schools

Schools continue to attract qualified candidates to their classrooms despite a slight decline in applications to select types of MBA and other business masters programmes, according to the 2016 GMAC Application Trends Survey Report.

2016 gmac application trends web release coverThe latest GMAC's Application Trends Survey Report showcases that overall more programmes report growing application volumes for the 2016–2017 class year compared with those reporting declining volumes. Still, global application volume growth in 2016 is limited to less than half of the reporting programmes (49%).

European programs across the board, plus full-time one-year MBA, executive MBA, and online MBA programs appear to be experiencing stronger application growth. Other growth areas include Master in Data Analytics programmes, Master of Supply Chain Management, and Master of Marketing.

At the same time, full-time two-year, part-time, and flexible MBA programmes worldwide are indicating declines this year.

“Business degrees continue to be one of the most sought-after educational credentials,” said Sangeet Chowfla, President and CEO of GMAC. “With the creation of more tailored business programs such as the Master in Data Analytics, the demand for entrance into business school is spreading across a growing supply of programs. With the competitive landscape changing, applicants have more options from which to choose, creating a mixed picture for business schools today.”

Some additional key findings include:
  1. European business programmes — which have seen stagnant volumes for several years — are experiencing an influx in applications this year. Across all programme types combined, 65% of European programs grew their application volumes compared with 46% of US programs and 41% of programs in East and Southeast Asia that did so.

  2. Full-time MBA programmes exhibit mixed results in 2016. A majority of full-time one-year MBA programmes report an increase in applications (57%) compared with less than half of full-time two-year MBA programs (43%). This is the second straight year that the share of full-time two-year MBA programmes reporting growth is down from a high of 61% in 2014. Trends differ by programme size and the application growth is significantly higher in case of large two-year programmes.

  3. Executive MBA and online MBA programmes report stronger numbers this year, 51% and 57% respectively. Survey responses also indicate that 9% of online programs are new in 2017, signalling schools are implementing programmes that are of high interest to prospective students.

  4. Part-time MBA and flexible MBA programmes continue to exhibit the same application volume patterns seen over the past seven years. This year, just 43% of part-time MBA programs and 44% of flexible MBA programs report application volume growth.

  5. For the second year in a row, a majority of Master of Finance programmes report growing volumes.

  6. One of the newest programmes on the graduate management education landscape — Master in Data Analytics — continues to see growing demand. Nearly all (94%) of the 16 data analytics programmes that submitted data comparing 2015 with this year reported application volume growth in 2016.

  7. Master of Accounting programs continue a trend of declining growth. Less than half (44%) of programs experienced rising application volumes in 2016.

  8. Schools continue to diversify their outreach and recruitment efforts to broaden their appeal to targeted candidate segments. Seventy percent of full-time two-year MBA programs recruit international candidates.

  9. The most common form of tuition assistance that graduate management programs offer is merit scholarships. The majority of all programme types offer such financial aid, including 80% of full-time MBA programmes. Two-thirds of programs (69%) report that the percentage of their incoming students receiving employer-based tuition reimbursement this year will be similar to 2015.
To download GMAC’s 2016 Application Trends Survey Report and an overview of the survey methodology, visit: gmac.com/applicationtrends.

Get Access to Top Talent Pool Through the Global Internship Platform

EFMD blog stickyEFMD Global Network and HigherEd join forces to launch the first global internship portal to connect companies and top business schools and students worldwide.
How can your company benefit from the access to the talent pool?

The portal will give the companies an access to an exclusive pool of three million outstanding international intern prospects from 600 top business schools in the EFMD Global Network, creating a unique opportunity to follow the students that are in their target groups throughout the lifecycle of their specific education and career paths.

The platform will connect companies, top business schools and students at an unprecedented level, adding great diversity and corporate innovation possibilities.

Tapping into a vast pool of selected quality graduate talent in one single place is at the heart of this initiative which will become the largest and most targeted recruitment tool available in the education industry.

This initiative will only be available to the corporate members of EFMD Global Network.

We are launching a pilot phase of this initiative over the next months and are gradually on-boarding schools and corporate members, so if you are interested in seizing this unique opportunity, please visit http://www.highered.no/for-companies/ and contact Bernt Blankholm, CEO of HigherEd or Matthew Wood, COO at EFMD at This email address is being protected from spambots. You need JavaScript enabled to view it..

2016 EFMD GN Americas Annual Conference

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Our Americas conference will be taking place soon in Buenos Aires – take advantage of the early bird rate while it's still around! – The illustrious IAE Business School will proudly showcase our premier regional event of the year. Coming this time around to Latin America we have worked together with our committee to present you with a unique opportunity where all B-schools in the region can expand their perspectives and connect with peers from above and below the equator.

Early bird fee Americas

Themed The Broader Role of Business: The Impact of Business Schools we are bringing you a broad scope of speakers to cover a wide spectrum of possibilities when looking to the future of business and business schools.

Confirmed speakers include:
• B-school administrator extraordinaire, Marcelo Paladino, Director of Accreditation, IAE Business School, Universidad Austral, ARG
• When considering the merging of technology and business, we are pleased to have Stephen A. Leybourne, Assistant Professor of Administrative Sciences, University of Boston Metropolitan College University of Boston, USA
• The spirited and vivacious wit and experience of Beatriz Guzman, Head of International Office, IPADE Business School, MEX leading us in the collaboration session
• From the Hult Prize, visionary Founder and CEO, Ahmad Ashkar
• We’re breaking down barriers with the EFMD-FORGEC project in a very special session featuring a speaker from Universidad Agraria de La Habana addressing the progression of management capabilities in Higher Ed in Cuba

Among others whom we have endless positive things to speak on as well like: 
Flavio Vasconcelos, Director, Fundação Getúlio Vargas – Escola Brasileira de Administração Pública e de Empresas (FGV-EBAPE), BRA
Eric Rodriguez, Dean, School of Management, Universidad de los Andes, COL

Content aside, we all need a refresher on what's happening in our vicinity and this conference is the place to do it. Out of sight, out of mind no longer! We hope you will also consider joining us to continue expanding your network in the region and if you are lucky enough perhaps gain a different perspective on something you thought was cut and dry!

Reach out to me at This email address is being protected from spambots. You need JavaScript enabled to view it. if you have any questions – I will see you all in Argentina!

*Connect with me in the GN Americas office via LinkedIn or twitter @EFMDAmericas*

The Entrepreneurial Society: Global Peter Drucker Forum 2016

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In recent years, EFMD has developed a close and rewarding partnership with the Global Peter Drucker Forum that is annually held in Vienna, Austria, Peter Drucker's birthplace.

This year's Forum will deal with a major transformation that Drucker predicted in his 1985 book Innovation and Entrepreneurship – the emergence of a society in which innovation and entrepreneurship are normal, steady and continuous. The Global Focus article "Building The New Entrepreneurial Society" outlines the scope of the conference.

As the Forum’s strategic partner, EFMD can provide our members with a 10% reduced conference fee. Register here.

The conference program can be accessed via this link.

EFMD and Cisco have jointly organised the session Adaptive Talent Markets - Channelling the Entrepreneurial Talent in which insights from the Special Interest Group (SIG) on the subject will be presented.

The 2016 roster of leading thinkers and practitioners participating in the Forum includes:
  • Clayton Christensen, Harvard Business School
  • Philip Kotler, Kellog Graduate School of Management
  • Sara Armbruster, VP, Steelcase
  • Tim Brown, CEO, IDEO
  • Mariana Mazzucato, Sussex University
  • Sally Osberg, CEO, Skoll Foundation
  • Rita Gunther McGrath, Columbia
  • Herminia Ibarra, INSEAD
  • Rajeev Vasudeva, CEO, Egon Zehnder
  • Gary Hamel, London Business School
  • Maelle Gavet, COO Priceline Group
  • Jeffrey Pfeffer, Stanford Business School
  • Lisa Hershman, CEO DeNovo Group, Vice Chair Scrum Alliance
  • Tawfik Jelassi, IMD
  • Gianpaolo Barozzi, Senior Director Cisco
  • Gisbert Rühl, CEO, Klöckner & Co SE
For the complete speaker’s list, please go here.
 

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Sixth International Business School Shanghai Conference in October 2016

300x600With the support from EFMD Global Network, the Sixth International Business School Shanghai Conference (IBSSC) hosted by Antai College of Economics and Management (ACEM), Shanghai Jiao Tong University, will be held on 16-18 October 2016.

With the theme of “Technology and Management”, this conference will foster in-depth discussion on the interaction between the development of technology and management education.

Indeed, recent years have witnessed revolutions in communication, management strategies of enterprises, digital technology and new media. Scientific and technological developments inevitably lead to innovations in both theory and practice in management, which in turn drives further scientific and technological developments. A phenomenon that will surely continue. 

As we celebrate the 120th anniversary of Shanghai Jiao Tong University, more than 250 deans from leading business schools and key business education stakeholders will gather at the Antai College of Economics and Management. Participants will exchange views and further explore the development of business schools, while promoting cooperation between business education in China and other countries. To date, the following professors have confirmed to deliver speeches at this year IBSSC:

  • Prof. Edward Snyder, Dean of Yale School of Management, Yale University, USA
  • Prof. Peter Todd, Dean of HEC Paris, France
  • Prof. Bernard Yeung, Dean of NUS Business School, National University of Singapore, Singapore
  • Prof. G. "Anand" Anandalingam, Dean of Imperial College Business School, UK
  • Prof. James G. Ellis, Dean of Marshall School of Business, University of Southern California, USA
  • Prof. Gregory Whitwell, Dean of The University of Sydney Business School, Australia
  • Prof. Kalok Chan, Dean of CUHK Business School, The Chinese University of Hong Kong, Hong Kong, China
  • Prof. Hirokazu Kono, Keio Business School, Keio University, Japan
  • Prof. Zvi Wiener, Dean, School of Business Administration, The Hebrew University, Israel
  • Prof. Robert Helsley, Dean of Sauder School of Business, University of British Columbia, Canada
  • Prof. Srilata Zaheer, Dean of Carlson School of Management, University of Minnesota, USA
  • Prof. Gregory Whitwell, Dean of The University of Sydney Business School, Australia
  • Prof. María de Lourdes Dieck Assad, Dean of EGADE Business School, Tecnológico de Monterrey, Mexico
  • Prof. Ira Solomon, Dean of Freeman School of Business, Tulane University, USA
  • Prof. Scott DeRue, Dean of Ross School of Business, University of Michigan, USA
  • Prof. Assylbek Kozhakhmetov, President, Almaty Management University, Kazakhstan
    Speaker: Prof. DING Yuan, Vice President and Dean, China Europe International Business School (CEIBS), P. R. China
  • Prof. Branislav Boricic, Dean of Faculty of Economics, University of Belgrade, Serbia
    Prof. XIE Danyang, Dean of Economics and Management School, Wuhan University, P. R. China
  • Prof. Sergey Myasoedov, Vice-Rector of the Russian Presidential Academy of National Economy and Public Administration (RANEPA), Russia
  • Prof. Bill Glick, Dean of Jones Graduate School of Business, Rice University, USA, and Chair of AACSB Board of Directors
  • Mr. Sangeet Chowfla, President & CEO, GMAC
Who should attend?

  • Presidents and Vice Presidents, Deans/Directors/Rectors and Associate Deans/Directors/Rectors from leading business schools, colleges and universities worldwide
  • Directors of international accreditation
  • Top executives from international organisations in the business education industry
For those registered to the conference, EFMD Global Network will host a free session on Market Trends, Quality & Accreditations, from the afternoon of 18th until the morning of 19th, to provide the conference participants with an opportunity to learn more about the EFMD Global Network services for our member organisations. To mention but a few key services, we will talk about EOCCS (Online Course Certification System) – an international online course certification system designed to evaluate the quality of online business and/or management-related courses that either stand-alone or constitute part of a certificate or programme, and the Job Fair for PhD and DBA in Management, where best international schools from around the world will have the opportunity to recruit new talents for their academic teams.

For more information please visit the event's website.

Registration is available here.

2016 EFMD Career Services Conference

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What new challenges lay ahead for career services inside your institution? What opportunities do the latest trends bring? Join us to learn and share your experience with peers on the theme “The Future of Work: New Challenges for Career Services.”

The 2016 EFMD Career Services Conference will be hosted by HEC Paris on 16 – 18 November. We invite you to register before 12 September to take advantage of our early bird fee.   

You will have the opportunity to:
> Discuss with peers and experts on the future of work and the skills expected of graduates;
> Explore new trends in recruitment: how companies are finding the right fit;
> Investigate in smaller groups how career centres can leverage relations with alumni and build a consistent brand image toward corporations;
> Discuss how career services can support gender diversity.

For further details on the programme, please visit the webpage of the event.
To register, click here.

2016 EFMD Higher Education Research Conference

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Do you want to find out more about innovative approaches taken by higher education institutions to manage today’s increasingly complex environment? Would you like to exchange with colleagues from around the world on your on-going challenges?

You are warmly invited to join us for the 2016 EFMD Higher Education Research Conference on 10 - 11 October 2016 at the IESE Business School Barcelona.

This year’s theme is "Innovations in Higher Education". The conference will focus on innovations in forms of governance, management and organisation of higher education institutions and business schools, and innovations in education and research.

We are delighted to announce that six distinguished speakers have accepted our invitation to deliver keynote addresses during the conference:
  • Yuan Ding, Vice President and Dean; Professor of Accounting, Cathay Capital Chair in Accounting, China Europe International Business School (CEIBS).
  • Barbara Sporn, Professor at the Institute for Higher Education Management, WU Vienna University of Economics and Business. Visiting Professor until September 2016 at the University of Zurich, Department of Business Administration (IBW), Center for Higher Education and Science Studies (CHESS).
  • Pankaj Ghemawat, Global Professor of Management and Strategy and Director of the Center for the Globalization of Education and Management at the Stern School of Business at New York University, Anselmo Rubiralta Professor of Global Strategy at IESE Business School.
  • Jordi Canals, Professor of Economics and General Management, Dean of IESE Business School.
  • Della Bradshaw, Former Business Education Editor, Financial Times, UK.
  • Eric Cornuel, Director General & CEO, EFMD and Affiliate Professor, HEC School of Management, France
More details about the programme and practical information are available here.

Register here before 15 September to take advantage of our early bird fee.

Open Educational Resources and Practices for e-Leadership Skills

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Internet Communication Technologies (ICT) have flattened hierarchies, making organisations more horizontal and leading to different working patterns in which leaders treat their employees as collaborators. Globalisation, 24/7 business, rapid progress and larger scope of decision-making: leaders and managers will need new e-skills to evolve in this environment. Are teachers and trainers ready to answer the demand?

Le@d3.0 Academy is a project that intends to create a long lasting Knowledge Alliance between Academy and Industry. 

The Research Report previews the pillars on which the Lead3.0 Academy will be built, exposes the main results from the research phase and gives an assessment of the current situation. 421 managers, 86 trainers and 314 students participated to help determine the delta between the existing and the required level of competence for these e-skills. 

Required skills
By means of qualitative research methods, the theory providing lists of required e-skills was confronted with the reality of trainers, establishing the skill-domains of Le@3.0 Academy: digital literacy, e-communication, e-team working, e-entrepreneurial and innovation, e-reputation and e-lifelong learning skills.A further analysis encourages the separation of e-skills into two categories: technical (hard) skills and interpersonal (soft).

Main gaps in e-skills training
In terms of hard skills, managers and students feel that they need more training in the use of big data and in analysing and managing business risk. Over half of trainers cited the importance of understanding how technologies can reshape life, business and value chains. Use of knowledge management tools as well as analysing and managing business risk in a virtual environment came next at around 44%. 

Looking at soft skills, 39% of managers do not feel comfortable in the use of digital tools for the resolution of conflicts. They also consider e-trust building a priority. On their end, students asked for online negotiation and oral communication training. Trainers’ priorities are overlapping with the manager’s (e-trust and conflict resolution) and student’s (negotiation).

Trainer preparedness
65% of trainers have changed their teaching strategy and design due to the spread of social media and MOOCs (massive open online courses). The highest priority for training (30%) was given to webinars, followed very closely by social media. 

Content and format of an e-Leadership programme
Six areas of e-skills were defined and weighted to respond to the needs of all respondents: digital basic skills, e-communication skills, e-teamworking skills, e-entrepreneurship & innovation, e-reputation and finally e-lifelong learning skills. 

The graph below represents the trainers’ responses. 

Lead Academy
To learn more, please download the complete Research Report e-book for free. You can also access all the reports here

If you happen to be at the EAIE conference in Liverpool, join us for the session “Soft e-Leadership Skills, Hard Learning in Europe” on 15 September from 10:30. Find more details here.

Sincere Thoughts & Condolences from EFMD - Madis Habakuk

Madis condolences BWSincere Thoughts & Condolences from EFMD - Madis Habakuk

On behalf of the Board of EFMD, the members and staff we were deeply saddened to hear of Madis’ death.


Professor Madis Habakuk was the founder of the Estonian Business School and an engaged and dedicated member of the EFMD Board. The management education community has lost an outstanding scholar and a wonderful person. Madis and the Estonian Business School have been long-standing and great friends of EFMD and words can’t express our grief.

Our sympathy, thoughts and prayers are with his family, colleagues and the whole academic community. Please accept our heartfelt condolences.

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

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

RLP 2016In her article "Reconnecting with the business world", Anne S. Tsui, Distinguished Professor of Management, Mendoza College of Business, University of Notre Dame, raises the question whether it is socially responsible to produce scholarship that provides no value for practice. "Business research has been criticised in the last 25 years for being disconnected from the world of business, insulated and a self-serving activity. Research factories (in business schools), journals and ranking publishers form the three legs of the research enterprise today". Yet Anne Tsui indicates that these criticisms are beginning to motivate actions. More focus is increasingly placed on research value and impact on society. Besides, funders also require that research makes a strong impact on society.   

How can you shape your research strategy to make relevant choices for research directions? Where do you stand with your research in the rankings as a business school and university? Are you going in the right direction?

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

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

Academic focus, strong governance, leadership, and above all relevance and impact, are key.

Join us for the next EFMD-EURAM Research Leadership Programme. With two modules taking place in Brussels from 18 - 21 October and 7 - 9 December we will be discussing all these issues, work on practical cases and hear from EU representatives. 

More information is available on our website.

EFMD Global Network and HigherEd Launch the First Global Internship Portal

EFMD blog stickyEFMD Global Network and HigherEd join forces to launch the first global internship portal to connect students, schools and companies worldwide.

How can your school benefit from the portal?

Through this strategic partnership every single school and student in the EFMD Global Network will get its own branded internship career portal, making this 600-school network the largest community of top talent in the world.

How can your company benefit from the access to the talent pool?

The portal will give the companies an access to an exclusive pool of three million outstanding international intern prospects, creating a unique opportunity to follow the students that are in their target groups throughout the lifecycle of their specific education and career paths. Tapping into a vast pool of selected quality graduate talent in one single place is at the heart of this initiative.

What's in there for students?

Every single student that is admitted to one of the EFMD member schools will have the possibility to build his or her own fully customised career portal, based on their educational track and interests. This unique feature will be based on the preferences specifically tailored for each of the students based on their education track and matched with the corporate members recruiting preferences.

This will make HigherEd the largest and most targeted recruitment tool available in the education industry.

This groundbreaking initiative will, in a unique way, connect students, schools and companies at an unprecedented level. Adding great diversity and corporate innovation possibilities for the corporate members, and unique international possibilities for the students.

This initiative will only be available to EFMD full member schools and corporate members of EFMD Global Network.

We are launching a pilot phase of this initiative over the next months and are gradually on-boarding schools and corporate members, so if you are interested in seizing this unique opportunity, please visit highered.efmdglobal.org or HigherEd corporate website www.higheredtalent.org and contact Bernt Blankholm, CEO of HigherEd or Matthew Wood, COO at EFMD at This email address is being protected from spambots. You need JavaScript enabled to view it..
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Discover Tomorrow's Business School

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What does tomorrow’s business school look like? How will it prosper and thrive in an increasingly competitive and international marketplace?


In September 2016, CarringtonCrisp will paint a picture of current trends and likely developments for business schools. Data will be drawn from five studies over the last 12 months assessing the views of almost 15,000 business students worldwide. EFMD GN will set out how they work with over 800 international Business Schools, corporations and consultancies to develop their quality and impact.

Each three hour seminar is free to attend and will provide an opportunity for Business School Deans, Associate Deans, Program Directors, Admissions, Marketing and Alumni professionals to examine how their school can get fit for the future.

Join one of the following seminars:
  • Fox School of Business, Temple University, Philadelphia Monday 19th September, 2pm-5pm
  • McDonough School of Business, Georgetown University, Washington DC Tuesday 20th September, 10am-1pm
  • Lubin School of Business, Pace University,
New York Wednesday 21st September, 10.30am-1.30pm
EFMD GN and CarringtonCrisp are grateful to the Fox School of Business, McDonough School of Business and Lubin School of Business for hosting these events. 

Get ready for the Business School of Tomorrow!


Please RSVP to confirm your attendance to: 
This email address is being protected from spambots. You need JavaScript enabled to view it. or This email address is being protected from spambots. You need JavaScript enabled to view it. 
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For more information about EFMD GN and CarringtonCrisp, please visit our respective websites at:
www.efmd.org
www.efmdglobal.org 
www.carringtoncrisp.com

Markets Shaping Management Education in Africa: GBSN and EFMD Joint Conference in Ghana

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Written by Guy Pfeffermann, GBSN CEO


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

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

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

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

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

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

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

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

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

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

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

Special Offer for EFMD Members: Smart Certificate™ with Smart Ads™ Free

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

Smart Certificate™ is the answer!
 
When posted to a LinkedIn profile, or shared via other channels, Smart Certificate™ becomes a personal electronic recommendation that turn an alumni into your best marketing tool. And embedded in the certificates are Smart Ads™ that bring potential candidates direct to you.
 
However, not all education organisations want to leverage alumni communities for programme marketing; some just want a turnkey solution to generate and manage secure digital credentials.
 
achievementsIn recognition of the diverse needs of its client base, CVTrust is pleased to announce a new Smart Certificate™ website where you can find out about the latest service packages. Whether you are a small or large education and training organisation, Smart Certificate™ has a solution that meets your needs.
 

We’re also offering EFMD members a very special offer: sign up for Smart Certificate™ and get Smart Ads™ free whatever the pack chosen. The offer is valid until the end of 2016.

“Sharing documents that have the label of trust has become tremendously easy. The Smart Certificate solution has changed the way that graduates, schools and recruiters interact. Smart Certificate clearly sets the standard,” commented Mr. Sven Biel, Associate Director MBA Programme Management at INSEAD.

Discover what other instututions said about the Smart Certificate™ here.

There is no better time to implement the Smart Certificate™ solution. Get in touch with This email address is being protected from spambots. You need JavaScript enabled to view it. to find out more.

Launch of the Business School Impact System (BSIS) Label

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Launch of the Business School Impact System (BSIS) Label

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

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

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

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

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

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

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

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

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

EFMD Launch EOCCS - EFMD Online Course Certification System

EFMD launch EOCCS


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

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

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

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

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

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

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

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

ISB-Ivey Global Case Competition 2016 supported by EFMD

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

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

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

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

Value of EDAF - EFMD GN Deans Across Frontiers: Videos

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

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


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

1. What is EDAF?

2. How did the need for EDAF arise?

3. Who is EDAF for?

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

5. How does the EDAF process work?

6. How does the mentoring process within EDAF work?

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

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

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

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

11. What are the long term hopes for EDAF?

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

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

Value of EQUIS and EPAS Accreditations: Videos

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

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

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

- What role does EFMD feel alumni should be playing?

- The cost of accreditation versus its value

- Is EPAS a valid pathway to EQUIS?

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

- What are the challenges of internationalisation?

- How is EFMD approaching the impact of research?

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

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

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

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

Siemens Global Learning Campus Re-accredited by CLIP

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

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

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

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

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

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

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

EFMD Call for Participation in the 2016 GMAC Corporate Recruiters Survey

 2016 corporate recruiters survey

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

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

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

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

Participating schools receive exclusive access to the following:

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

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

For more information, please visit a special webpage.

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

emerald efmd banner

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

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

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

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

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

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

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

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.

CEIBS Acquires Lorange Institute of Business Zurich

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

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

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

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

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

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

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

EQUIS Re-accredited Seven Leading Business Schools

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

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

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

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

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

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


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

Prof. Witold Bielecki, Rector, Kozminski University, Poland 

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

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

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

EQUIS Accreditation Awarded to Bond, CKGSB, ESMT & LUISS

2015 EFMD EQUIS Accreditated Business Schools 03

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


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

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

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

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


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

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


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

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

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

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

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

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

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

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

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

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

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

EFMD Awards EPAS Accreditation to Three New Programmes

EPAS Accred 2015 UE IAE

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


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

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

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

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

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

2016 HUMANE Winter School: Applications Now Open

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

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

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



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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The upcoming submission deadline is 30 October 2015.

Business Development in Latin America: The Very Best Cases

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Top Cases on Indian Management Practices and Challenges

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

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

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

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

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

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

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

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

Top African Business Cases: Specific Challenges for Telecomms

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

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

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

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

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

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

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

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

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

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

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

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

Please do consult the event website for the full details.

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. 

Emerging Chinese Competitors: Strategies Investigated in Top Case Studies

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

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

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

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

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

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

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

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

The Best Cases on Supply Chain Management as Competitive Advantage

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Entrepreneurship: The Winning Cases from the EFMD Case Writing Competition

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

43 New EFMD Members Ratified

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

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

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

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

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

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

September

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

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

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

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

October

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

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

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

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

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

EFMD GN2013 PANTONE HRNovember

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

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

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

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

December

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

Please also note that preparations are well underway for the:

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

EFMD Awards EQUIS Accreditation to Glasgow University Adam Smith BS

EQUIS Accreditaed 02

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

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

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

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

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

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

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

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

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

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

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

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

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

Eight Programmes Successfully Reaccredited by EPAS

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

The following programmes have been reaccredited by EPAS:

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

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

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

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


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

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

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

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

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

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

CaseWriting-Award ecch

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Quality Services Events in the Second Half of 2015

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

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

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

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

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

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

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

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

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

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

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

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

2015 EFMD GN Americas Annual Conference

EFMD GN Americas Annual Conference 2015

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

Transnational Higher Education: Insights on Joint Programmes and Student Mobility

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

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

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

CEIBS to host the International Teachers Programme© (ITP)

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

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

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

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

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

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

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

Opportunity for Member Schools to Host EFMD Event

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

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

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

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

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

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

Institutional Development of Business Schools

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

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

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

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

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

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

Leadership and Organisational Development, sponsored Leadership & Organization Development Journal

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

Management and Governance, sponsored by Management Decision

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

Human Resource Management, sponsored by Personnel Review

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

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

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

Knowledge Management, sponsored by Journal of Knowledge Management

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

Health Care Management sponsored by Journal of Health Organisation and Management

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

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

EFMD 2015 External Relations Conference - LAST CHANCE to Register

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

Reflections on the Future of Business Schools and Elephants

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

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

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

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

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

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

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

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

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

EFMD Sign Strategic Partnership with AdjunctFinder.com

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

Business education is changing with tighter budgets, casualised employment, increasing global competition and students demanding more experienced and diverse instructors. Business schools need simple, cost-effective ways to service student needs and deliver successful educational outcomes.

AdjunctFinder.com is the global, central clearing-house or ‘commons’ for business and business law related schools delivering quality Adjunct faculty to the front line. Adjuncts are full-time, part-time, retired or semi-retired academics or managers - people who want to share their knowledge and experience with the next generation. Adjuncts deliver face to face, intensively on-site and online; they work as sessional lecturers, tutors, executive educators, research supervisors, markers, guest speakers, mentors, coaches, advisory board members and study tour leaders.

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

Click here to visit the AdjunctFinder.com website.



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

Exclusive Offer to EFMD Members

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

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



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

How Being Embedded in your Region Helps Growth

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

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

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

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

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

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

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

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

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

Join a Graduway Webinar to Power Your Alumni Relations

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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 This email address is being protected from spambots. You need JavaScript enabled to view it. with your preferred time and we will send through the login details.

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

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

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

Testimonials

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

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

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

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

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

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

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

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

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

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

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

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

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

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

From Great to Gone - Lessons for Business Schools

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

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

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

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

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

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

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

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

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

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

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

EFMD Awards EPAS Accreditation to Programmes at Binus & RISEBA

EFMD-Awards-EPAS-Accreditation-to-Programmes-at-Binus--RISEBA

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

The following 9 programmes have also been re-accredited:

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

  • Ecole de Management de Normandie, France
    Master Grande Ecole

  • Groupe ESC Pau, France
    Grande Ecole Programme in Management

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

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

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

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

Quotes from the Schools

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

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

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

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

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

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