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

EFMD Awards EPAS Accreditation to Seven New Programmes

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

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

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

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

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

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

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


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

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

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

EFMD 2015 Excellence in Practice Gold Award Winners

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


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

The 2015 Gold Award Winners include:

Category: Talent Development

Cisco & LIW
"Leadership Breakthrough Programme"

Category: Executive Development

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

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

Category: Professional Development
COWI & Mannaz
"Rebuilding Profitability"

We would like to thank all of the applicants as well as the jury members for their successful cooperation and hope to receive more exciting cases next year. We are pleased to take note of the continuously growing quality of applications. As well as the Gold Award winners there were Silver Award winners and also Finalists selected from all of the entries.

The 2015 Silver Award Winners include:

Category: Talent Development

HSBC & Future Considerations
"HSBC Next Generation Development Programme"

Category: Executive Development

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

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

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

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

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

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

For submission guidelines & expression of interest, please visit www.efmd.org/eip

If you have any questions or would like further information on the EIP awards you can find out more via this EIP Overview Brief or please contact Florence Gregoire.

Global Leadership: Thought Provoking Inputs

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

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

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

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

Value of EQUIS and EPAS Accreditations: Podcasts

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.

Future of Doctorate Programmes

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

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

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

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

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

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

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

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

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

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

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

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

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

You can access the full Report following this link.

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

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

43 New EFMD Members Ratified

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

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

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

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

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

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

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

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

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

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

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

For more information, click here or contact Shanshan Ge.

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

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

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

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

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

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

EFMD Awards CLIP Accreditation to Mazars & Repsol

CLIP repsol mazars

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

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

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

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

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

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

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

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

2015 Executive Development Conference: Learn to Transform in Unpredictable Times

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

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

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

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

Integrating Sustainability and Responsibility into Business Education

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

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

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

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

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

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

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

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

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.

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

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

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

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

The Importance of Management Education and Development

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

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

Quality services:
  • QS Annual Meeting; Roundtable on New Technologies; Stakeholder events
  • EQUIS Special Re-accreditation; Overview of peer review visits and accreditations
  • EPAS overview of activities and newly accredited programmes
Corporate services:
  • Corporate Learning Improvement Process - CLIP; Sharing Best Practice Workshops-SBP; Strategic Learning Review - SLR; Special Interest Group-SIG; Corporate events and webinars
Business schools services:
  • Overview of 2014 events
  • Leadership and Development Programmes: HUMANE Winter School, International Deans’ programme-IDP, Strengthening Leadership and Strategic Management in HE in Ethiopia - NICHE, Joint Research Leadership Programme with EURAM
Research & surveys:
  • Overview 2014 events
  • Corporate Recruiters Survey; Women in European Business Schools; Impact of business schools; Risk management in business schools; Socially responsible research; “See the Future” report
EFMD Awards:
  • Outstanding Doctoral Research Awards; Excellence in Practice Awards; EFMD Case Writing Competition
Development services:
  • EU studies and surveys: Quality assurance for building trust between vocational training and higher education;  Quality review Erasmus Mundus Master courses; Educational activities of the Knowledge and Innovation Communities (KICs)
  • Globally Responsible Leadership Initiative - GRLI
  • Principles for responsible management education - PRME
  • Twelve projects clustered around: ICT for Learning and Teaching, Innovation, Modernisation of Higher Education and Capacity Building, Entrepreneurship Education
Publications:
  • Global Focus magazine; The sustainable business; EFMD and CarringtonCrisp
  • EFMD new members
  • Governance and the EFMD team
  • Financial statements 2014 and Auditors report
EFMD membership offers the unique opportunity to become part of the leading international network in the field of management development. The wide spread portfolio of networking opportunities allows for an enriching interaction among peers to discuss, share and benchmark their experiences. It provides unlimited access to a global network of management education providers, companies, public sector organisations and consultancies. You may want to know more about the access to information, to services, and to quality improvement tools. At the end of 2014, EFMD counts 840 institutional members. Please feel free to consult the most up to date EFMD List of Members, for you ease it is organised by country.

Eight Programmes Successfully Reaccredited by EPAS

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

The following programmes have been reaccredited by EPAS:

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Bringing Technology to Market: “Moser Baer And OM&T -- Choosing A Strategic Partnership Mode”, written by Kannan Srikanth and Sonia Mehrotra, both 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.

A New Global Platform for Shaping Business Education

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

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

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

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

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

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

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

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

Quality Services Events in the Second Half of 2015

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

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

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

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

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

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

EDAF logo15 LRStill uncertain about which of the above events is most suitable for you and your School? Please contact the Quality Services Office via equis@efmd.org, epas@efmd.org or equis@efmd.org. We are always happy to assist you!

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

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

Standard accreditation seminars
-    EQUIS and EPAS Accreditation Seminars in Prague on 15-16 October 2015 – hosted by University of Economics, Prague – Faculty of International Relations
-    EQUIS and EPAS Accreditation Seminars in Miami on 12-13 November 2015 – hosted by Manchester Business School – Americas Centre

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

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

Projected Demand for Graduate Management Talent Reaches New High

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

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

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

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

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

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

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

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

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

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

Recap of the 2015 EFMD Doctoral Programmes Conference in Vilnius

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

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

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

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

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

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

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

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

e-Leadership Call for Action with EFMD Position Statement

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

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

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

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

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

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

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

2015 EFMD Higher Education Research Conference in Oxford

research2015 banner
We are glad to announce that the best papers have been selected to be presented at the 2015 EFMD Higher Education Research Conference (HERC2015). The conference is hosted by Said Business School, University of Oxford and takes place on 3-4 June 2015 in Oxford.

Since 2012, EFMD is engaging in a community-building effort to encourage research on business schools and their role in higher education. The Annual EFMD Higher Education Research Conference is designed as an anchor event of this initiative. It serves as a platform to facilitate the cross-fertilization of research by scholars from management, higher education as well as other fields. The forthcoming conference in Oxford will be the 4th such conference. Previous events have been hosted by The Lorange Institute in Switzerland (2012), Paris-Dauphine University in France (2013), and Stockholm Business School, Stockholm University in Sweden (2014).

See the preliminary programme on: www.efmd.org/herc2015 and register via our conference registration platform.

Three distinguished speakers will deliver keynote addresses during the conference:

  • Mats ALVESSON, Professor of Management, Lund University School of Economics and Management, Sweden
  • Alis OANCEA, Associate Professor in the Philosophy of Education, University of Oxford, UK
  • Jeffrey PFEFFER, Thomas D Dee II Professor of Organizational Behaviour at the Graduate School of Business, Stanford University, USA
We look forward to seeing you in Oxford!

Tomorrow's Workforce Development: Three New Reports

Workforce KPMG HRbigdataEvidence-based HR
The time is now for C-level and HR leaders to embrace evidence-based HR or risk losing ground reveals a new global report entitled "Evidence-Based HR: The Bridge Between your People and Delivering Business Strategy".

Commissioned by KPMG, the Economist Intelligence Unit conducted a global survey of 375 executives in September 2014 with the academic support of EFMD members: University of Bath, University of Lancaster Management School,  and Stanford University.  Key findings include:
•    Nearly one in three (30 percent) non-HR executives do not agree that the HR function plays a sufficiently strong role in meeting the organization’s strategic objectives.
•    49 percent of non-HR executives agree that HR leaders are able to clearly demonstrate tangible correlations between people management initiatives and business outcomes.
•    55 percent of respondents remain skeptical about the potential of big data and advanced analytics to make a real difference to the HR function.
•    Corporate culture is cited as the single largest obstacle to the use of evidence in people management, followed by lack of skills and resources and the quality of the data.

For further detail, please download the 32-page report.

Workforce HS sculptingSculpting tomorrow’s ‘borderless leaders
Companies can benefit from more diverse  senior management with a broader range of cultural experiences and cognitive skills. Developing such leaders will be a competitive necessity in an increasingly complex world. This report  from Heidrick & Struggles refers to the attributes of  VUCA (volatile, uncertain, complex and ambiguous) leaders:
•    Learn to let go of traditional definitions of success
•    Keep one’s ego in check
•    Maintain a keen desire to keep learning
•    Seek viewpoints from across the organisation
•    Become comfortable with ambiguity and uncertainty

Author Giovanni Lamarca advises US consumer goods companies to look to three areas as a starting point:
•    Expose promising candidates to global environments early and often.
•    Encourage experimentation early in one’s career while mistakes can be remedied.
•    Cast a wider net to include a more diverse set of candidates.

For more details, please consult the 12-page report.
 
Practical tips for leading millennials
Here are six things,  suggested by IMD Professor Martha Maznevski, that today's leaders need to know to really harness the power of millennials.

1] They learn through experience. They grew up playing a lot of video games without using instructions. They expect a leader to play the role that the walls and cliffs do in a game. Leaders should be aware of this and help point out the potential pitfalls of certain courses of action, both before and after.

2] Their lives are non-linear. This generation has never seen the world as a safe and coherent place. They will have non-linear career trajectories and they know it.  For leaders this means that Gen Y is prepared for complexity.

3] They ARE loyal. But to principles and not to people.  You should focus more on developing and communicating the principles and purpose behind your organization's work, no matter whether it is a company, an NGO or a government agency.

4] Assumptions about privacy, boundaries and roles are fluid and permeable. While leaders should watch out for unintended consequences, they should also encourage younger employees' creativity to think beyond of the established way of doing things.

5] Power is distributed and control requires permission. Make sure your millennial employees understand why your organization and team are doing what they are doing. Also, don't neglect leadership development. Keep investing in your leadership capabilities so you can motivate your millennial employees.

6] They are not good at boring but necessary work. Leaders need to make sure that entry level talent know that having a deep understanding the different aspects of an industry will help them in more senior roles later on.

Please go here for further details.


EFMD Awards CLIP Accreditation to Repsol

CLIP repsol

The Corporate Learning Improvement Process (CLIP) is a unique accreditation run by EFMD that focuses on identifying the key factors that determine quality in the design and functioning of corporate universities and learning organisations.
We are delighted to announce that Repsol has recently received CLIP accreditation and joins the CLIP community which also includes:

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

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

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

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

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

Reimagining Business Education: A World of Ideas

BEJam logoHello, Jam participants!
 
Thank you again for contributing your ideas and insights during the Business Education Jam. We are pleased to announce that the results are in!

During the 60 hours of conversation, common themes and actionable solutions emerged. Using IBM’s analytics, we have highlighted the most significant Jam findings in a new report, "Reimagining Business Education: A World of Ideas."

Separated into two parts, the report includes infographics, important questions to consider, thought-provoking quotes, and best practices for moving forward.

BEJam quotePart 1: Critical Questions
Here, you will find an exploration of eight key themes that appeared again and again during the discussion. Check out ideas, opinions, and reflections on the current state of business education and how it can stay relevant. The key themes are:
  • Enhancing value for students, for employers, for the world
  • Producing relevant research, including: business schools are not the only players
  • Embracing technology, including: added competition, faculty must evolve too
  • Revamping rankings
  • Collaborating with industry, including essential management skills
  • Supporting millennials
  • Fostering ethics, including: schools must make it real
  • Developing entrepreneurs, including: innovation can be taught
Part 2: The Roadmap
The roadmap is our blueprint for the future, offering next steps, ideas in action, and best practices to implement as we forge ahead. It is split into three sections:
  • Business Schools of the Future, focusing on: value, real-world relevance, differentiation
  • Business Students of Today and Tomorrow, focusing on: 21st century competencies, millennials
  • Our Next Leaders, focusing on: ethics, entrepreneurship & innovation, leadership
We hope you will read, share, and reflect on these findings as we work together to revolutionize the future of business education. Visit bu.edu/jam to learn about upcoming events, including webinars and conferences.
 
If you or your organization would like to get involved let us know. To request a print copy of the report, leave us your contact info and we will drop one in the mail. Mailing address is:
Business Education Jam, Boston University Questrom School of Business, 595 Commonwealth Avenue, Boston, MA 02215, USA.
 
We are on to the next phase of the Jam and we can’t to see where it takes us.
 
The Jam Team

Impact, Passion & Creativity in Learning

AC Bxl bannerAre you passionate about management education? Would you like to increase the impact of your programmes by introducing more creativity and new learning styles? If your answer is yes, sign-up now for EFMD’s 2015 Annual Conference.

From 7-9 June 2015 we bring together the vibrant EFMD community to discuss Impact, Passion & Creativity in Learning. You will be able to learn both from discovering best practice examples and by joining our interactive discussion groups.

We are particularly proud to announce that Charles Handy, Social Philosopher, former professor at London Business School and author of «Gods of Management» and «Myself and Other More Important Matters» has agreed to give the closing speech for this conference.

Tara Swart, CEO, The Unlimited Mind, Executive Leadership Coach, Medical Doctor & Neuroscientist, US and Steven Poelmans, Strategy, Leadership and People Department, Programme Manager and Director of the Coaching Competency Centre, EADA, ES will take a cross-disciplinary approach and explore the connections between Neuroscience and Leadership.

Curious? We invite you to discover  the full conference programme and to register before 8 May to benefit from an advantageous fee.

We look forward to seeing you in Brussels!

You may want to find out more in detail about:
  • Clouds of Change”: Charles Handy, like Peter Drucker, has always sought to identify the ‘clouds of change’ threatening society. He identifies one such possible threat – the dysfunctional behaviour of our large corporations.
  • Neuroscience for Leadership: Harnessing the Brain Gain Advantage: Leadership can be learned: new evidence from neuroscience clearly points to ways that leaders can significantly improve how they engage with and motivate others, allowing them and their organizations to continue discovering their potential. This book (co-authored by Tara Swart) provides leaders and managers with a guide to practical, effective actions, based on neuroscience, explained in an accessible way. It focuses on the competencies and capabilities that leaders and managers need, to think creatively, take good decisions, improve their performance and resilience, deal with complexity, incentivize, and innovate, rather than focusing on brain regions or even functional pathways within the brain. This book comes from three authors who combine knowledge and experience in applied neuroscience, psychiatry, organizational psychology, learning and leadership coaching at a world class level.
  • NeuroTraining Lab: Introduction video with Steven Poelmans.

Open Access to Research: Checklist for Implementation in Universities

EUA logoEUA just launched the ‘Open Access checklist for universities: A practical guide on implementation’, a concise document to support universities in developing institutional policies on Open Access to research publications.

The Open Access checklist  is addressed to higher education and research institutions that are developing, or planning to develop, a policy on Open Access to research publications.

It is intended as a general guide in the development of institutional policies on Open Access and can be useful for different stakeholders, including the leadership, administration, librarians and researchers.  

EUA’s survey on Open Access was conducted in the last quarter of 2014 and 106 universities from 30 European countries participated.

  • Concerns over copyright infringement were identified by almost 80% of universities as the most frequent barrier regarding self-archiving publications in a repository
  • Awareness of the scientific publishers’ policies on Open Access was assessed as “excellent” or “very good” for librarians by 67.9% of respondents, for the institutional leadership by 25.5% of respondents and for researchers by 9.4% of respondents.
EUA Openaccess coverThe 24-page report has two main chapters. The first chapter provides key information on Open Access, such as benefits, challenges and ways of implementing Open Access. The second chapter describes a set of topics that institutions should consider when developing and implementing their policies on Open Access.

This chapter is divided in three parts:
  • Strategic aspects, including: defining policy, providing waivers, deciding on routes, identifying compliance, implementing an institutional policy
  • Practical aspects, including: where, what and when to deposit, copyright and licensing, article-processing charges
  • Economic aspects, including: costs involved in creating and managing institutional repositories, costs involved in encouraging researchers, economic impact of Open Access.
If you are interested in knowing more:
ROMEO  provides a searchable database of publishers’ copyright and self-archiving policies for pre-prints and post-prints.
ROAR (Registry of Open Access Repositories) tracks the growth of existing Open Access Archives.
ROARMAP (The Registry of Open Access Repositories Mandatory Archiving Policies) tracks the growth of institutional self-archiving policies.

You may also be interested in OpenScout in which EFMD is one of the partner organisations. OpenScout stands for "Skill based scouting of open user-generated and community-improved content for management education and training". OpenScout is a project co-funded by the European Commission within the eContentplus Programme. Please visit the project website for the latest updates on OpenScout.

The Global Peter Drucker Challenge 2015 is Now Open

Drucker challenge logoYou are kindly invited to participate in the 2015 edition of the Drucker Challenge.

The Global Peter Drucker Challenge is a contest for students and professionals from the ages of 18 to 35. Organized by the Peter Drucker Society Europe, the contest aims at raising awareness of the works and humanistic values of Peter Drucker among young people – the new generation poised to build on a management philosophy that puts the human being at its center.  Deadline for submission is 1 July 2015, the jury is chaired by Deepa Prahalad.

In 2015 you are invited to think out of the box and to submit an essay covering the topic "Managing Oneself in the Digital Age". The theme will challenge you to take a look inside yourself to place out the strength that no one else possesses.

The contest is open to two categories: students and professionals ages 18 to 35.

The topic is "Managing Oneself in the Digital Age - The Human Side of Technology".

The form is an essay (1500 to 3000 words)- to be submitted by July 15.

The prizes include free access to the Drucker Forum for places 1 - 15 in each category and much more.

The Drucker Challenge Team is also at your disposal for any further information and assistance.
 
You may also be interested to look at the 2014 Global Peter Drucker Challenge “Lost in Digital Wonderland? Finding a Path in the Global Knowledge Society". Essays in the "Students" category are available for download as well as the essays in the “Professionals” category. Moreover, you may want to watch the BBC interview by Peter Day.
 
Drucker challenge quoteAs a retrospective, also materials of the previous years are available:
2013: Innovation-Inspiration: Lessons for Innovators fro the Arts & Sciences
 
2012:  Reinventing Work, Reinventing Organisation
 
2011: Management: What it is Good For? Management with a Human Face

2010: Continuity and Change – Balancing Innovation and Time-Tested Practices
 
The Global Peter Drucker Forum is an annual conference aimed at advancing the development of management thinking and practice in order to respond to the changing requirements in our societies.

The 7th Global Peter Drucker Forum will take place in Vienna, Austria, on 5-6 November 2015. Topic: "Claiming our Humanity – Managing in the Digital Age"
Please go here for the full programme and latest updates.

Call for Papers: The Role of Higher Education in Development in Ethiopia

ethiopia 2logosYou are kindly invited to this international conference on 24-25 July 2015 in Addis Ababa, Ethiopia.

The purpose of the conference will be to explore the role of higher education in development with a focus on Ethiopia with the aim of improving higher education, research and community service.

Papers dealing with the following aspects (but not exclusively) are welcome:
  • Leadership and Management capacity development of Higher Education Institutions
  • Entrepreneurship development; Entrepreneurial universities
  • Community Outreach and University – industry linkages
  • Equity issues in HE institutions
  • Quality and Relevance
  • Role of private sector in higher education
  • Relevant Research Program Development
Papers from Ethiopian academics, as well as from junior faculty and doctoral researchers are particularly encouraged.

Submission deadline is 31 May 2015. Please click for the full call for papers. For more information, please do contact Mr. Ayalew Teklehaymanot, ESC.
 
By organizing the conference, the organizers have the intention to contribute to an increased number and quality of Ethiopian research publications, to an increase of experience among Ethiopian university faculty/staff in organizing international conferences, and to national and international networking.

The Federal Democratic Republic of Ethiopia (FDRE) has embarked on a bold and ambitious drive to increase access to higher education, ensure that it is relevant to the social and economic development needs of the country, and establish and maintain high levels of quality in its provision. The government’s effort to bridge the gaps in capacity has significantly been supported by development partners for the past 10 years – amongst others EFMD-ESMU.

You may therefore also be interested in NICHE: Strengthening leadership and strategic management in higher education in Ethiopia. The NICHE project is a multi-annual capacity-building programme geared towards strengthening the higher education sector in Ethiopia. It is funded by NUFFIC and through the Higher Education Strategy Center (HESC) in Addis Ababa, 13 new public universities are provided with training programmes, for instance, EFMD programmes were on HRM, governance, leadership and management.

ethiopia commexchangeAlso of interest to you may be the EFMD Annual Case Writing Competition. A recent wining case  in the “Inclusive Business Models” category was: “Planting the seeds of change: The Ethiopia Commodity Exchange”. 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.

Please feel free to watch Eleni Gabre-Madhin in a 20 minutes TED Talk: Building a commodities market in Ethiopia. Eleni Gabre-Madhin outlines her ambitious vision to found the first commodities market in Ethiopia. Her plan would create wealth, minimize risk for farmers and turn the world's largest recipient of food aid into a regional food basket.

Innovations in Business Education: EFMD Highlights 2015 First Quarter

Please read on for the nine headlines:

SheffieldUMS logoBusiness schools can follow many different development paths in their quest of achieving excellence.
In this article, Ulrich Hommel (EFMD) explores the phenomenon that diversity as we know is dying a slow and inescapable death. He examines the evidence and analyses the possible mpact on accreditation systems.

The Socially Responsible Business School: corporate compromise or competitive advantage?
David Oglethorpe, Dean of Sheffield University Management School, argues here that business schools need to embrace social responsibility more enthusiastically than they have done so far.

EGATE logoEGATE, the advisory service for EFMD accreditation systems
EGATE is a fee-based advisory service offered optionally at different stages of the EQUIS and EPAS accreditiation process. If requested, EFMD Global Network will identify and develop an experienced advisor to assist the school for a flexible number of days, at a fixed daily fee rate. EGATE Pilot Phase Starts Now!

Three insights to help strategise the next management education. In this guest blog post, Johan Roos, Dean of Jönköping International Business School, reflects on the future of business schools, evoking the parable of the 3 blind men and the elephant.

EFMD CEO, Eric Cornuel: Quality is key for online education
, in the Financial Times. The past few years have seen an exponential increase in the number of Moocs (massive open online courses). In Europe, for example, it is estimated that the number nearly tripled in the two years to 2015 (from 276 to 770). Of these, about 120 are business Moocs.

The good practices in joint programmes
A coherent overview of all major work done in the field with suggestions applicable at bachelor, master and doctoral level. The blog post explores: legal framework, joint programme development and management, quality assurance, as well as recognition.

Cornell Johnson logoNew MBA programme at the intersection of business and technology, to develop leaders for the digital economy. In May 2015, the first students will graduate from the Johnson Cornell Tech MBA programme. Dean Soumitra Dutta explains.
 
The responsible management education ecosystem
Report from the EFMD Deans breakfast at the Barcelona Global Responsibility event focuses on ensuring that we collectively future-proof management education to better serve the common good.

EFMD Quality Improvement System: The 2015 EQUIS guides
EQUIS focuses on all the activities within a business school that aims to meet international standards of quality. Its approach to quality assessment is rooted in respect for diversity of institutional and cultural contexts. The updated 2015 EQUIS guides are now available, as well as the listing of 2015 updates t:.
  • EQUIS Standards and Criteria 2015
  • EQUIS Process Manual 2015
  • EQUIS Process Manual Annexes 2015

The Latest On Responsible Leadership

GRLI mag12The latest issue of Global Responsibility Magazine  is now available for you. The March 2015 GRLI Partner Magazine includes amongst others:

GRLI’s ongoing inquiry into Global Responsibility: John North provides a six month snapshot.

“The Flourish Prizes” for Business as an Agent of World Benefit Set for June Launch:  Claire Sommer describes the new “Flourish Prizes” — a Nobel-level prizes initiative to recognize business innovations that benefit humanity.

Seven Principles to Shape the Workplace of Tomorrow: Audrey Birt, Nick Ellerby and Cathy Neligan introduce a recent report about the principles shaping the workplace of tomorrow.

Encouraging research that makes a difference to the relationship between organisations, society and the environment: Carol Adams argues we need to address biases that exist in the current journal ranking systems.

Reflections on the signifier of responsible in responsible leadership: Ben van der Merwe asks what "responsible" means in the context of Responsible Leadership and provides some perspectives on the philosophy of responsibility.

The 3rd International Conference on Responsible Leadership: Derick de Jongh reports back on the 3rd International Conference on Responsible Leadership held in November 2014.

In the"Getting to know you" section of the new magazinbe you will find:
  • A profile on Isabel Rimanoczy - convener of the LEAP! initiative
  • A profile on Ted Rogers School of Management, Ryerson University
  • A short Q&A with the recently appointed GRLI Managing Director, John North
You may also be interested in:

Thinking the 21st Century: Ideas for the new political economy, by Malcolm McIntosh.

The Collaboratory: A co-creative stakeholder engagement process for solving complex problems, by Katrin Muff.
 
Rethinking the Enterprise: Competitiveness, Technology and Society, by Philippe de Woot.
 
Management education for t-he world: A vision for business schools serving people and planet: available both in English and in Basic Mandarin.

The sustainability literacy test: The first international tool to assess and verify the sustainability literacy of your students.

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 Aileen Zhang.

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

Building a Distinctive Business School Brand: #EFMDextrel recap by Barbara Coward

Coward selfGuest blog post by Ms Barbara Coward, Vice-President of Innovation and Development at Converge Consulting

If you had to name the most valuable brand in the world, what would you guess?

Here’s a hint. Are you looking for the answer on your iPhone, iPad, or MacBook Air?

Yup, you’ve got it.

But what are the most valuable brands on a national level?

According to Brand Finance, here are some examples from around the world:
Coward logo4Coward logo2Coward logo3Coward logo1Coward logo6

When it comes to the most valuable brands in their respective countries, participants at the 2015 EFMD Conference for International & External Relations, PR, Marketing, Communication and Alumni Professionals might have a slight difference of opinion.

Coward image1After all, the external relations/marketing directors and deans at leading business schools in Australia, Canada, Czech Republic, Denmark, France, Germany, Greece, Hong Kong, Latvia, Netherlands, Norway, Poland, Portugal, South Africa, Spain, Switzerland, Sweden, United Kingdom, and the United States are understandably biased.

Like their corporate peers, they are dedicated to building a distinctive brand that differentiates their products (or in this case, programs) in a competitive marketplace – and with a lot less resources than Shell, Nestle, Vodafone – and certainly Apple.

So the million-dollar (or Euro) question becomes how can you do that in increasingly crowded marketplace?

Coward image2Hence, the gathering of peers in the beautiful city of Vancouver, British Columbia at the Beedie School of Business at Simon Fraser University to tackle a topic addressed in nearly every business school curriculum, but not as often as it could be for the industry at large.

There were numerous plenary sessions and workshops as part of “Understanding, Identifying and Building a Distinctive Business School Brand”.

Listing all the lessons learned in this blog would be like trying to cover all of the 1,001 acres of Stanley Park in 10 minutes (and yes, I did attempt that thanks to a very kind taxi driver who also doubled as a photographer for some scenic shots).

So here’s a recap of some highlights:

Welcome and Opening Remarks

Allison Lloyd, Associate Dean, The Hong Polytechnic University of Hong Kong

  • Branding need to be strong, authentic, and connect emotionally
  • Business schools with strong brands will attract the best students
  • Successful brands need to speak to all stakeholders
Plenary – Local Input

Blaize Horner Reich, Dean, Simon Fraser University, Beedie School of Business
Daniel Shapiro, Former Dean, Simon Fraser University, Beedie School of Business

Coward image3Beedie is a pioneer in innovative programs.

  • Launched 1st EMBA in Canada and 2nd in North America in 1968
  • Created an EMBA in Aboriginal Business and Leadership
  • Introduced the first Management of Technology MBA in Canada 15 years ago
  • Most universities in Canada are public so business schools are administered by the provinces and tuition fees are set by the ministries in each area
  • As a result, public institutions don’t have control setting tuition. BC is capped at 2% a year for the past decade.
Beedie differentiates on three themes:

  • Entrepreneurship Innovation & Technology
  • Globalization & Emerging Markets
  • Society Environment and Governance
“We chose them because we do them well, not because it is trendy.” – Daniel Shapiro

The city of Vancouver as an asset to the business school:

  • One of the top 5 places to live in the world so highly professional people gravitate to cities like Vancouver.
  • Home to high tech, high impact companies. Telus, one of the largest Canadian communication companies, is building massive complex down the street focused on innovation. Sony just moved entire digital animation to Vancouver. Lots of start-ups and Vancouver is ranked as one of the top 9 places in the world to be a tech entrepreneur. (See Ranking -- And Understanding -- The World's Top Startup Hubs [Video])
  • Gateway to Asia. A large amount of trade and investment flowing in both directions. It takes two days less for container ships to get to Vancouver from Shanghai than to Long Beach.
  • Climate – rain forest with an emphasis on sustainability. Greenpeace was founded in Vancouver. In addition, BC is home to 198 First Nation or Aboriginal Communities – almost all forestry, mining and energy projects are on their land and they have rights to negotiate the sustainable use of natural resources.
  • Canada is a mining power in the world. 58% of junior mining companies in the world are from Canada and the majority of them are in Vancouver – over 1,000 are within 5 blocks of the downtown Graduate School location.
Plenary – Story Branding: How to Create a Storytelling Culture

Megan Sheldon, Brand Mythologist, Narrative Communications

  • Branding is what you feel first – that initial impression
  • Think about your initial impact
  • Look at your business school from a distance
  • Everyone who comes to your business school has their own story
  • It’s not about what sells. It’s about what connects
  • Why needs to be at the center of your purpose, cause or belief
  • People don’t connect with what you do, they connect with why you do it
  • Share your “why”
  • Think about your business school as fitting in one of these archetypes:
Magician (Apple); Outlaw (Harley Davidson); Jester (Pepsi); Lover (Hallmark); Everyman (IKEA); Caregiver (Campbell Soup); Ruler (Mercedes Benz); Creator (Lego); Innocent (Disney); Sage (Google); Explorer (JEEP); Hero (Nike)

Plenary – Framing and Making Strategic Choices for Your Brand

Coward image4Julian Stubbs, Brand Strategist and Co-Founder, Up There, Everywhere

  • Great brands own propositions. What is your value proposition?
  • Too many brands say too much
  • Think of the one word or phrase that you own for your business school
  • Find your own positioning, understand the competition
  • Use inbound marketing and content marketing
  • Take a position and own it
  • “Me too” doesn’t cut it
  • Brandtags.com is a great resource


The Science of Influence and Persuasion

Dil Sidhu, Chief External Officer, Manchester Business SchoolCoward image5

  • Can’t persuade all of the people all of the time.
  • The most powerful gifts are:
* significant   * personal   * unexpected
  • Leverage reciprocity to influence and persuade. Do something for the other person first. (This video explains the concept in a compelling and cheeky way!)
  • Focus on scarcity. You stand to gain more attention to demonstrate what you lose vs. what you gain. It’s in our DNA.
  • Mention a weakness that you can back up with a huge strength for authenticity.
  • Show consensus. People like to do what everyone else is doing.
  • Don’t always go with the most successful and prestigious testimonials. Showing the likes of Richard Branson on your business school website doesn’t cut it. People want to relate to others who are similar. They want a testimonial from “someone like me”.
  • People like to do business with people they like. Give compliments. Remember small thank yous. Send greeting cards. Read the story of how Joe Girard became the top salesman in the world.
Plenary: Leveraging Local Identity and Attributes for Global Success

Ali Dastmaulchian, Professor of Organization Studies and International Business, University of Victoria, Peter B. Guftavson, School of Business

Think about branding in connection with reasons for choosing an MBA
  • Reputation
  • Content of Programs
  • Location
Giorgia Miotto, Director of External Relations and Communication, EADA Business School Barcelona

  • Incorporated Barcelona in our business school logo to promote location
  • We talk about quality of education then location of Barcelona. Identify what is unique.
  • We showcase lifestyle and how easy it is to live in Barcelona in our blogs
  • We "promote" Barcelona as a place where participants can find the best environment to develop innovative business ideas and projects
  • Leverage blogs and social media for inbound marketing
Adrienne Nazon, Executive Director of Marketing, University of Chicago Booth School of Business

- Identify your brand narrative.
- Address and consider expanding the aspects of your brand that reflect your individual brand story. Consider unique combinations in establishing brand differentiators.
  • CultureCoward image8
  • Philosophy
  • Knowledge – What do you offer?
  • Experience
  • Outcomes
  • Is it unique? Is it easily repeatable?
  • How do you take your brand outside your home campus?
  • Consider the impact of your name in markets outside your home market. The marketing strategy could change depending on the strength/intuitive nature of the name. For example, we couldn’t be just Booth. We have to be Chicago Booth for branding outside home campus.
  • Goal is to increase influence around the world in addition to attracting the very best students
  • Borrow from equity of parent brand where the parent brand has greater market equity than the sub-brand
  • Always tie ourselves to the University of Chicago brand to influence the broader market outside Chicago because they have greater awareness than we do
  • #1 reason candidates select the business school is career outcome and impact. This is according to our primary research.
  • Need to select alumni in local markets to tell their stories. This is a localization strategy that could help relevance for a market outside of your home market.
How Do You Use Alumni to Enhance Your Brand?

Daniel Cohen, CEO, Graduway

  • Building school brands depends heavily on engaging your alumni.
  • 5 key components to have an engaged alumni network
Coward image91. Trusted - needs to feel trusted and leveraging the branding of your institution
2. Connected - needs to be really easy for your alumni to use by being integrated with social networks and available on web and mobile platforms.
3. Exclusive - needs to provide an exclusive value offering to alumni that they cannot get elsewhere - that exclusive value proposition is both professional and social.
4. User friendly - the user experience needs to be cutting edge
5. Involved - needs to provide a network where alumni themselves take ownership for providing the content.
6. Any school serious about their brand needs to think seriously about how to engage their alumni better.

Barbara Coward, VP of Innovation and Development, Converge Consulting

  • Alumni are one of the top 5 resources that prospective students use to research b-schools
  • Majority of b-school alumni say their graduate management education boosted their earnings and purchasing power (2015 GMAC Alumni Perspectives Report)
  • 9 in 10 alumni would recommend their business program to others (2015 GMAC Alumni Perspectives Report)
  • Leverage this “good will” and “proof points” to enhance your brand through inbound marketing (blogs, social media, videos) to boost engagement
  • By telling a great story, you can change the way others (prospective students and alumni) behave with your brand
Summary

Alison Lloyd, Associate Dean, The Hong Kong Polytechnic University Hong Kong

  • Identify how you stand out from the crowd
  • Build a brand that appeals to both students and alumni
  • Brands can be fortified through stories
  • Craft your distinctive brand story to forge emotional connections that allow prospects to increase comprehension of the brand
  • Brands connect on an emotional level when done right
  • Stories needs to engage internally and externally
  • Brand authenticity - needs to come from heart
  • Brands need to emanate through all different touch points
  • Craft through brand ambassadors offline and online
  • What other comments/suggestions do you have to share about building a distinctive business school brand? (Or feel free to comment on your favorite places in Vancouver for my next trip there!)
EFMD hope to see you again in Edinburgh at next year’s conference that will be hosted by University of Edinburgh Business School, from the 13 to 15 April 2016.

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.

EFMD Awards EQUIS Accreditation to Adolfo Ibañez, BIT and JIBS

EQUIS Accred March 2015 
EFMD would like to warmly congratulate School of Business within the Universidad Adolfo Ibañez, School of Management and Economics within the Beijing Institute of Technology & Jönköping International Business School who have just been awarded EQUIS accreditation.

This takes the number of accredited schools to 155 across 40 countries.

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

“Universidad Adolfo Ibáñez Business School is delighted to receive the EQUIS accreditation, as part of our international consolidation strategy. We believe this accreditation is crucial for us to be considered among the top schools in Latin America.”
Ms. Manola Sanchez, Dean, School of Business, Universidad Adolfo Ibañez, Chile

“School of Management & Economics and Beijing Institute of Technology are proud to be accredited by EQUIS. We appreciate the dedications and comments of all participants and will continually improve our school’s internationalisation in different aspects. Actually, since PRT review, we have taken actions and reached significant accomplishments. We do believe that, in coming years, our school will have a great improvement in internationalisation, and we will contribute more to the changing business world.”
Prof. Yi-Ming Wei, Dean, School of Management and Economics, Beijing Institute of Technology, China

“Our students, faculty and professional staff are thrilled that JIBS has joined the group of EQUIS accredited business schools in the world. There has been both sweat and tear but our hard work paid off and we are now a better school than before the journey to win the gold standard of international accreditation begun. Of course, as the Dean I am really proud!”
Prof. Johan Roos, Dean and CEO, Jönköping International Business School, Sweden

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

Education Technology Can Help Close the Skills Gap for Students

BCS WEF 21c skillsThis according to a new report from the World Economic Forum, written in collaboration with BCG.

Today’s fast-changing world requires students who not only possess strong skills in areas such as language arts, math, and science but must also be adept at skills such as critical thinking, problem solving, persistence, collaboration, and curiosity.  The requisite twenty-first-century skills fall into three broad categories: foundational literacies, competencies, and character qualities.

The study that included nearly 100 countries reveals large gaps in selected indicators for many of these skills. “The skills gap is not just a developing-world issue: we found wide variations in performance among high-income countries as well,” said Elizabeth Kaufman, a BCG partner.

This research finds that education technology can complement existing and emerging pedagogical approaches such as project-based, experiential, inquiry-based, and adaptive learning methods, as well as facilitate the teaching of twenty-first-century skills such as communication, creativity, persistence, and collaboration.

The authors conclude that delivering on the potential of technology to address skills gaps will ultimately require effective collaboration among a complex and interconnected group of policymakers, educators, education technology providers, and funders. Among other actions, stakeholders can do the following:
  • Assess and realign education systems and standards for the development of twenty-first-century skills
  • Develop and promote technology expertise among teachers
  • Develop products to fill gaps in twenty-first-century skills measurement and instruction
  • Provide funding to pilot, transfer, and scale up technology-enabled models
For technology to reach its greatest potential, it needs to be better integrated into an instructional system, called here“closed loop”.  In the 32-page report, three school networks illustrate the use of technology in different country contexts: Bridge International Academies in Kenya; Innova Schools in Peru; and Summit Public Schools in the United States. Each example exists along a continuum of technology deployment, ranging from more focused to more holistic.

The 32-page report “New Vision for Education: Unlocking the Potential of Technology” is available for free. It has dedicated chapters to:The skills needed in the 21st century; The 21st century skills gap; The potential of technology to help close the skills gap; System-wide priorities for stakeholders. Appendices further detail the definitions of 21st century skills as well as the measurement challenge.

You may also be interested in the EU Cooperation projects that EFMD is involved in in the area of technology enhanced learning:

MENA Business Schools: At the Heart of the Regions Dynamics

Thami Ghorfi GMACGuest post by Thami Ghorfi, Dean of ESCA Ecole de Management in Casablanca, Morocco

The countries in the Middle East and North Africa (MENA) region are very diverse, and yet nations all share the same key challenges, namely, creating wealth and jobs. Business schools in the region have a leading role to play to support these transformations.

There are many strong expectations concerning management education in the MENA region. The private sector plays the specific role of being a driving Thami Ghorfiforce that will create wealth, promote upward mobility, encourage success and build positive role models for youth.

The EFMD Conference in the MENA Region is an excellent opportunity for the community of regional business schools as well as for business schools from other regions, to grasp these opportunities with companies, NGOs and the private sector.

From April 12 to April 14, Doha will be the gathering point for deans and actors in the academic ecosystem to address this year's theme "Building Dynamic Networks and Partnerships for the Region", and cover the full scope of the agenda:

  • Understand the regional geopolitical issues of the Arab Spring
  • Analyze its consequences for the local business schools
  • Meet the challenges of Management Education in the MENA region
The conference will be chaired by Laoucine Kerbache, CEO and Dean, HEC Paris in Qatar.

GMAC, a sponsor of the conference, will be represented by Ben Glover, Regional Managing Director, Europe & the Middle East, and Sara Strafino, Market Development Manager.

Some of the key questions to be discussed at the event include:

  • How can local business models for schools be innovative?
  • What role should be assigned to Alumni and Businesses?
  • Who are the different stakeholders and what are their expectations?
  • What opportunities are in Management Education which we can capitalize upon?
  • How will MENA-based business schools have to evolve to satisfy more complex student and business needs?
  • Will they develop new entrepreneur profiles to meet the specific requirements, challenges and expectations of regional environments?
I look forward to meeting you at the EFMD Conference in HEC Qatar to share best practices and decipher key trends.

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 Call for Participation in the 2015 GMAC Corporate Recruiters Survey

GMAC Survey 2015

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


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

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

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

If you have any questions, please email Christophe Lejeune

How Being Embedded in your Region Helps Growth

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

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

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

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

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

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

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

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

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

Join a Graduway Webinar to Power Your Alumni Relations

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

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

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

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

Click here to see the Graduway Video.

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

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

To join simply reply by email to Robert Curtis at robert.curtis@graduway.com with your preferred time and we will send through the login details.

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

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

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

Testimonials

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

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

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

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

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

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

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

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

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

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

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

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

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

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

From Great to Gone - Lessons for Business Schools

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

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

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

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

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

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

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

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

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

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

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

EFMD Awards EPAS Accreditation to Programmes at Binus & RISEBA

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

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

The following 9 programmes have also been re-accredited:

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

  • Ecole de Management de Normandie, France
    Master Grande Ecole

  • Groupe ESC Pau, France
    Grande Ecole Programme in Management

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

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

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

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

Quotes from the Schools

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

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

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

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

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

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

Social Interpreneurship and The Jazz Age

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Business School Libraries – Where Next?

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

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

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

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

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

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

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

Reinvigorating the PhD

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

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

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

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

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

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

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

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

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

Solving the Global Talent Equation

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

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

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

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

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

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

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

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

Last Chance to Join the 2014 EFMD Career Services Conference

Careerservices banner

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

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

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

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

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

If you have any questions please contact Virginie Heredia-Rosa.

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

2014-EFMD-Conference-on-Master-Programmes

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

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

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

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

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

The sessions and discussions will be around topics such as:

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

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


The Challenges Facing Business School Accreditation

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

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

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

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

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

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

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

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

Embedding Values in Multicultural Business Organisations

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

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

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

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

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

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

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

The New EFMD Global Focus Magazine 2014 is now Available

Global Focus-Issue3 2014

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

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

In focus and Contents

Business School Impact Survey

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

EFMD/EURAM Research Leadership Programme, Cycle 5

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

EFMD & Graduway partnering to raise standards in alumni relations

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

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

Smart Diploma

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

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

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

Adjunct Finder.com: connecting part-time faculty and business schools.

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

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

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

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

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

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

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

EFMD Upcoming Events

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

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

If you have any comments or questions on Global Focus or would like to propose story ideas please send them to Matthew Wood.

EQUIS & EPAS Accreditation Seminars in Bangkok

EQUIS-and-EPAS-Accreditation-Seminars-Bangkok

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

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

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

To view the complete programme and all other practical information, please visit the event page. If you have any questions please contact JiaJia Zhu.

Rethinking the MBA for the Future

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

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

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

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

Should Business Schools Localise Rather Than Globalise?

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

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

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

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

Last Chance to Submit Cases for the 2014 EFMD Competition

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

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

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



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

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



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

 

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

Please feel free you to consult the 2013 winners in the various categories and also do not hesitate to pass this on to a colleague who might be interested in participating. Please do contact EFMD colleague Caroline Taylor with any questions you may have.

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

Africa Banner web2

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

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

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

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

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

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

Early Bird Registration has been extended through September 30th, and new hotel information will be posted to the website soon. Please check back to www.gbsn.org/africa2014 for more information.

We would like to thank all of our members for your understanding and continued support and look forward to warmly welcoming you to Spain. If you have any questions please contact  Page Buchanan, GBSN, at pbuchanan@gbsnonline.org or Griet Houbrechts, EFMD, at griet.houbrechts@efmd.org.

 

Executive Development Conference: Exploiting/Improving and Exploring/Innovating

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





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

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

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

Please click here  for the complete programme of the 1-3 October conference, you can register online here, and please do contact EFMD colleague Delphine Hauspy with any questions you may have.

Latin America Business Cases: The Very Best

universidad externado de colombiaBusiness 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 2013 winner is this category is:
Mabe: Learning to be a Multinational”, written by José Luis Rivas, ITAM-Santa Teresa Campus and Luis Arciniega, ITAM-Rio Hondo Campus, both campuses in Mexico. All details are available from the Case Centre. 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? Learning objectives include understanding motivations and means of international expansion, respecting cross-cultural differences, understanding economies of scale and global competition as drivers of strategy.

itamAlso the winning cases from the previous years in the “Latin American Business Cases” category  are available from the Case Centre.
In 2012, the winner was “Veja: Sneakers With a Conscience”, from the Richard Ivey School of Business, USA. This 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. More in general, the case deals with the issue of how ventures integrate sustainable practices into a holistic and ever improving offering, which engages multiple supply chain participants in co-devising a value proposition appealing not just to our sense of fashion, but also to our conscience.

In 2011, the winner was “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 15 categories on the EFMD website, and NOW submit cases for the 2014 EFMD Case Writing Competition.

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

Case2013winner logoimd“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 2013 winner is:
Child in Need Institute: Non-Profit or Hybrid?”, written by Anjan Ghosh, Sougata Ray, and Indranil Biswas, three colleagues at the 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. The authors provide core characteristics of a social enterprise, along with strategies to fulfil its mission in a rapidly changing and challenging socio-economic context. Full details are available from the Case Centre.

IIMCalcutta logoAlso the winning cases from the previous years in the “Inclusive Business Models” category are available from the Case Centre. For 2012 it was: “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.

There was also a highly commended case: “Schneider Electric in rural India”, INSEAD Singapore.
This case describes the evolution of Schneider Electric’s efforts to serve the base of the pyramid (BOP) market in rural India. Starting out as part of a stand‐alone corporate social responsibility programme to serve villages with no electricity, these have been integrated over time with a rural business initiative that aims to profit from the long‐term opportunity these markets present.

You can also consult the full list of winners for all 15 categories that is on the EFMD website, and NOW submit cases  for the 2014 EFMD Case Writing Competition.

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

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

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

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

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

Other benefits of joining the programme include:

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

More information is available here  and you can register online.  If you have any questions or require further information please do not hesitate to contact EFMD colleague Virginie Heredia-Rosa directly.

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

drucker 2014

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

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

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

Confirmed speakers include:

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

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

More information about the speakers and program outline is available via www.druckerforum.org

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

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

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

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

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

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

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

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

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

An outstanding line up of speakers includes:

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

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

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

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

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

EFMD Awards EQUIS Reaccreditation to 11 Leading Business Schools

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

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

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

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

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

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

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

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

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

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

EFMD Awards EQUIS Accreditation to AUC, KEDGE and Frankfurt

EQUIS-accreditation2014

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

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

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

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

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

The benefits of accreditation include:

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

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

Announcing the 2014 EFMD Excellence in Practice Gold Award Winners

EIP Gold Award 2014

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


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

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

The 2014 Gold Award Winners include:

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

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

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

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

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

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

Quotes from the Winners

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

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

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

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

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

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

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

If you have any questions or would like further information on the EIP awards you can find out more via this EIP Overview Brief or please contact Florence Gregoire.

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

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

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

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

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

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

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

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

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

Free event for EFMD corporate members and special guests.

EFMD Launch Strategic Learning Review

SLRcover web2

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

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

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

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

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

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

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

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

The many benefits of SLR include:

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

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

SLR is a service for any organisation anywhere in the world that wants a strategic review of their learning and development structure and design process. If you would like any further information or have any questions please contact Shanshan Ge (shanshan.ge@efmd.org) or visit www.efmd.org/slr.

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

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

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

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

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

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

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

We invite you to take advantage of this tremendous opportunity to leverage best practice, utilise leading experts and collaborate with peers to deliver real value to your organisation. Please do contact EFMD colleague Shanshan Ge with any other question you may have.

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

ac14 app

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

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

Apple store
Google Play

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

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

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

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

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

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

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

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

We look forward to seeing you in Vienna!

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

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

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

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

Please note that the number of places is limited, so please register today to secure your attendance. For more details, you can view the complete programme,  or you can register immediately. Please do contact EFMD colleague Simonne Mac Donald with any questions you may have.

The EPAS team are looking forward to welcoming you in Brussels!

EFMD Launch Business School Impact Survey (BSIS)

BSIS

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

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

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

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

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

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

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

If you would like further information or are interested in your school taking part you can visit www.efmd.org/bsis or please contact: Gordon SHENTON: gordon.shenton@efmd.org, Michel KALIKA: michel.kalika@efmd.org or bsis@efmd.org

To MOOC or Not To MOOC, That is the Question

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Free Participation for Students in the Global Marketing Competition 2014

2014gmgad
 
Free Participation for Students in the Global Marketing Competition 2014

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

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

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

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

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

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

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

globalmar

Counting Down to the 2014 EFMD Deans & Directors Conference

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

This year’s conference will cover topics such as:

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

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

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

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

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

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

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

2014ddm iTunes google play

The full programme is here and there is still time to register online. If you have any questions please contact Delphine HAUSPY delphine.hauspy@efmd.org

EQUIS & EPAS Accreditation Seminars in Paris

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

Accreditation benefits include:paris

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

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

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

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

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

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

Registration for the seminars will be online shortly. if you would like to provisionally reserve a place you can email Veronique Roumans.

Find out more about EQUIS, EPAS and EDAF.

The Best of EFMD's Global Focus Magazine in 2013

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

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


BestGF Greensted

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


BestGF Danos

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

 
BestGF Grayson

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


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


BestGF hommel

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

BestGF straub

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

BestGF CCL

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

BestGF Mamba

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

BestGF BenHur

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

BestGF Crisp

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

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


BestGF Desiderio

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


BestGF Maguire

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

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

eip winners2013

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

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

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

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

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

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

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

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

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

If you have any questions or require further information please contact Virginie HEREDIA-ROSA virginie.heredia-rosa@efmd.org. We look forward to seeing you in Madrid in November!

EFMD's Global Focus - See the Future

See-the-Future

This is the 21st issue of the magazine since it was launched in January 2007, so we can, to some extent, claim that Global Focus has “come of age”.

Global Focus was conceived as a way of improving communication between the EFMD and its members. But it was always regarded as something rather more sophisticated than a simple PR tool. It was seen as a forum for lively debate and information on the major current issues of management education and a way for EFMD to formulate, consolidate and share policy on the basis of its European underpinning and its increasingly global outreach and vision.

It has played a full part in the work of EFMD, publicising and reporting on meetings and conferences and providing background briefings and interviews with key speakers as well as, for example, explaining the development of policy in key areas such as accreditation.The seven years covered by these 21 issues have, of course, been among the most volatile and disruptive in the long history of management education. And their effects have yet to become totally apparent.

Global Focus has worked hard to keep up with these developments though a wide range of articles and features that particularly address the key issues facing EFMD member organisations. Many of the sector’s best-known and most effective thinkers and players have contributed articles or shared their thoughts in interviews.

The latest issue is no exception and features:

  • The future is out there
    Andrew Crisp reports on a major new study that explores the future challenges facing business schools

  • International Deans’ Programme 2014
    Gain unique insights into the multiple roles of deans of business and management schools in a cohort of around 20 participants from around the globe

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

  • Moving on from Rio
    Last year’s Rio+20 UN summit may have been something of a disappointment but there were still some significant and positive outcomes say Anthony Buono, Jean-Christophe Carteron and Matthew Gitsham

  • Coping with complexity
    Personal resilience is an increasingly necessary tool to face the stress of a complex work environment. Fiona Dent and Viki Holton describe what it is and how to attain it

  • Employers still in love with MBAs
    Management education is increasingly valued by companies worldwide, according to the 2013 Corporate Recruiters Survey. Christophe Lejeune and Michelle Sparkman Renz report

  • The disappearing classroom
    Michael Desiderio describes how new technology is knocking down the walls of the Executive MBA for business leaders

  • PhDs and DBAs: two sides of the same coin?
    Laura Maguire, Elena Revilla and Angel Diaz look at the differences (and even more the similarities) between the traditional PhD programme and the newer Doctor of Business Administration

  • The IMPM innovations and teaching approach
    The International Masters in Practicing Management (IMPM) programme is 18 years old but continues to be seen as one the world’s most innovative senior management degree programmes. Leslie Breitner and Dora Koop explain how the programme has retained its freshness for so long

  • Accreditation – how to get it right
    María Helena Jaén outlines how to make the accreditation process as pain-free and rewarding as possible

  • Walking the talk: managing a management school
    It is one of the oldest and most common complaints – management schools are great at giving good advice to others but themselves rarely practise the management skills they preach. But it can be done. Loick Roche and Sabine Lauria explain how

  • ACE project offers new opportunities
    The new EFMD-backed Alliance of Chinese and European business schools (ACE) offers new opportunities for mutual understanding and increased co-operation says Martine Plompen

  • Soft skills in the business and personal world
    George Pennington provides a psychologist’s perspective on why training in soft skills is vital for business (and personal) life

  • Planting the seeds of change
    Lea Stadtler and Gilbert Probst describe how the Ethiopia Commodity Exchange came into being and the lessons it holds

  • More EQUAL than others?
    The European Quality Link (EQUAL) is one of the less well-known bodies in which EFMD is involved but is also one of the most innovative and long-standing. Irina Sennikova explains its role

Every issue of Global Focus is available digitially via this link.

We are always pleased to hear your thoughts on Global Focus, and ideas on what you would like to see in future issues. Please address comments and ideas to Matthew Wood at EFMD: matthew.wood@efmd.org

EFMD Global Focus Special Supplement: 2013 Excellence in Practice Winners

GF-EIP 13

This Special Supplement of Global Focus features the winners and highly commended entries of the 2013 EFMD Excellence in Practice Awards (EIP). The EIP Awards are one of the most prestigious accolades available for both executive development providers and client organisations alike.

 For over five years now companies have been facing a difficult economic climate. It is an environment that increases the risk of focusing on reactive rather than proactive measures, thus limiting the options to rather drastic and short-term interventions. It also means the steady development of organisational capabilities and culture become a luxury in the minds of executive fire-fighters trying to save what is possible in what seems an irreversible decline.

In these critical circumstances support functions in general, and HR development more specifically, are frequently subject to scrutiny and efficiency targets. Their role in analysing and framing issues proactively becomes secondary to supporting existing services and processes with reduced resources.

Intriguingly, all the cases – not just the winners – in the Excellence in Practice Awards competition are going against the tide and focusing on effectiveness and impact in their development projects. And all were successful in bringing an investment focus to learning and development.

The cases also provide interesting reading with respect to the creativity and elasticity of the partners in coping with the pressures and challenges mentioned above.

New formats of risk sharing, mutualising the commitment and inventive partnership constructions have been presented to the competition jury, which more than ever congratulates all contestants on their professionalism, persistence and ingenuity.

As always, we hope the featured cases in this Global Focus supplement will inspire further debate and action. eipaward2013

This year the five category winners were:
 
Award for Organisational Development Category:
EDF & Toulouse School of Economics
“Corporate Turnaround: Focusing, Aligning and Building for Success”
By David Jestaz (EDF Corporate University for Management) and Thomas-Olivier Leautier (Toulouse School of Economics)

Award for Executive Development Category:
Groupe Danone & London Business School
“Danone Leading Edge Program – A Leadership Odyssey”
By Thierry Bonetto (Groupe Danone) and Linda Irwin (London Business School)
 
Award for Talent Development Category:
Atos & HEC Paris
“Developing Atos Future Leaders? GOLD, a Tailor-made Curriculum”
By Valérie Caillaud (Atos) and Christine Baldy Ngayo (HEC Paris)

Award for Professional Development Category:
Danske Bank Sweden & Stockholm School of Economics IFL Executive Education
“Pathway to Premium - Creating Investment Advisors at Danske Bank”
By Lisa Nyberg (Danske Bank) and Kristina Nilsson (SSE IFL)
 
Special Cases Award:
Galician Automotive Cluster (CEAGA) & CEAGA’s Corporate University
“Management & Development of New Products Programme -Training for Change on the Automotive Sector”
By Pedro Pineiro and Carla Jiménez (CEAGA´s Corporate University) and Alberto Cominges (Fundación CEAGA)


Highly Commended Cases:

  • DB Schenker Logistics & Ashridge Business School
    “Transforming Individual Lives and Organisational Culture for a Sustainable Future”
  • Royal DSM & The Wharton School of the University of Pennsylvania
    “Royal DSM Executive Leadership Program”
  • Airbus Military & IESE Business School
    “Empowering Internal Talent to Innovate”
  • IBM & Northeastern University
    “X-SELLerate:  A Professional Development Program for IBM Client-facing Professionals”
  • Repsol & BTS
    “PRISMA – Health, Safety and Environment Leadership”
  • Greater Manchester Chamber of Commerce & Lancaster University Management School
    “Lancaster LEAD: Transforming Leadership and Management in UK SME’s”

The supplement features articles on the 5 winning cases and the Executive summaries of the highly commended papers. Click here for a link to download your copy now or view the issue digitally here.

The 2014 Excellence Practice Awards and now open and you can find out everything you need to know about submitting a case here.

EFMD Awards EPAS to Nottingham Business School

EFMD-Awards-EPAS Nottingham

EFMD would like to warmly congratulate 

Nottingham Business School, Nottingham Trent University, UK : BA (Hons) International Business who have recently been awarded EPAS accreditation.

Melanie Currie Head of Undergraduate Programmes at NBS said, "We are delighted to have achieved EPAS accreditation for our International Business Suite of Programmes, as the course team have carefully crafted the content, delivery and international aspects of this programme to offer an exceptional international experience for our students."

Baback Yazdani, Dean of NBS added, "The process of EPAS accreditation has been extremely valuable to the School and we are delighted to have achieved the 5 year accreditation which provides an excellent platform for us to build upon."

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 has established itself as EFMD's Programme Accreditation system, next to the well-known EQUIS system, EFMD’s institutional accreditation service.  The feedback from the market has been tremendously positive, which is clearly reflected by the EPAS numbers after only 7 years of regular operation. Currently we have 82 accredited programmes from 62 institutions in 27 countries. 26% of the total are (E)MBAs, 31% are Masters, 28% are Bachelors, 2% are Doctoral Programmes and 12% are non-Bologna country-specific programmes.

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

EFMD and Management Education in Africa

The interesting thing about Africa is that it is a living laboratory of the global world. There is growth potential, an abundance of natural resources but also developmental challenges as well as disparity and inequality. Derick de Jongh - based at the University of Pretoria in South Africa - believes that the continent is on the verge of a huge explosion of growth but he is worried that sustainability may get lost in the process. In African Futures - a recent Global Focus magazine article he says: “We need to challenge the basic foundation of the theory of for Upretoriainstance economics, or marketing or finance. That takes guts, courage, a very open mind – almost a new breed of faculty”. He feels optimistic about the future in that there is a huge desire and demand for improved education at all levels across the continent and business education and development can and must play a critical role in moving the continent forward.

How can African business schools best serve the often unique needs of African businesses and people? Moustapha Mamba Guisassy gives an example in “Management in Africa”.  After elaborating on internal and external factors in the changes processes, he illustrates how IAM in Senegal established a school-community partnership. The efforts include modules on African anthropology and sociology, Fulani and Mandingo languages for business, research on entrepreneurship and immersion and incubation projects.


With the aim of encouraging the writing of case material, EFMD has been organising its annual Case Writing Competition for many years. The 2012 cases related to Africa included:

  • The “Ethiopia Commodity Exchange” case documents the establishment of a transparent and efficient commodity exchange in Ethiopia. The authors also explore the balancing act between the private and public interests in this partnership.

  • “Nuru Energy” is a social venture providing lighting solutions to 800 million poor people without access to the electricity grid in sub‐Saharan Africa.  The case describes the challenges of growing a social enterprise in Africa with a dual role – making a profit and a social impact.

  • The “Beauty of Sorbet” case covers a chain of beauty salons targeting upper income women in South African metropolitan areas with a strong focus on branding.

  • The “Black Rhino” case deals with the creation of a market for legalized black rhino hunting covering elements of Creative Capitalism and Stakeholder Theory and including all its polarizing and contradictory elements.

IAMlogoEconomic growth on the African continent and the demand for local managers backs the need for raising the level of African Business Schools. Following conferences in Cape Town and Nairobi, EFMD is very pleased to go to Senegal for the fourth edition of 2013 EFMD Africa Conference which will take place from 13-15 November 2013, hosted by Groupe IAM - Institut Africain de Management in Dakar, Senegal. Traditionally attracting over 100 participants from around the globe, a variety of corporate and academic speakers will provide input and lead discussions around the theme of “Entrepreneurship and Management Education in Africa: are we miseducating our students?.

The New Frontiers of Executive Development

exed2013pictureCome and join us at the 2013 Executive Development Conference hosted by the Stockholm School of Economics IFL Executive Education on 9-11 October (Stockholm, Sweden) to explore “The New Frontiers of Executive Development”

This conference will explore the changing and evolving models of partnership between L&D providers and companies. In a fast changing world there is no longer a clear-cut provider-customer relationship but a co-creation, co-design and/or co-deployment partnership. This becomes even more challenging in situations where budget pressures require achieving more with less.

The 2013 EFMD Excellence in Practice Awards (EiP) winning cases - which were recently selected by an international jury panel - will also provide live inputs to the debates.

Join this unique dialogue where key participants of a new emerging ecosystem come together and provide perspectives from different angles: Corporations, Business Schools, Executive Development Centres and Consultancies.

Register now to join peers from Allianz; Atos; BP; CEAGA; Danone; Danske Bank; EDF; Rabobank; Raiffeisen; Repsol; Santander; Sberbank; Siemens; Volvo; IESE Business School; Rotman School of Management, University of Toronto; Melbourne Business School; Koç University; The American University in Cairo, School of Business; Duke Corporate Education; HKUST Hong Kong University of Science and Technology.

Click here for the complete programme.

REGISTER ONLINE now as places are limited. 

We look forward to seeing you this fall in Stockholm for what we are sure will be a highly stimulating and exciting EFMD Executive Development Conference. if you have any question or require further information please contact Delphine Hauspy.

See The Future - A Brave New World For Business Education

see future 2013

See The Future - A Brave New World For Business Education

A new survey on the future of business education suggests demand from students and employers is growing for a more sustainable, international and technological future.

A Brave New World For Business Education - Money Or Fulfillment, China Or Chicago, Sustainable or Shareholder Value, on Campus or Online?


A new survey on the future of business education suggests demand from students and employers is growing for a more sustainable, international and technological future.

With much uncertainty in business education during the global financial crisis, CarringtonCrisp, supported by EFMD and ABS, launched the See the Future research study to better understand some of the key issues in business education over the next few years.

Andrew Crisp, one of the authors of the See the Future report commented “Students are embracing change faster than business schools. Many of the changes have been accelerated by the global financial crisis, vast growth in international study and rapid adoption of new technologies. The generation entering business schools today have grown up with digital technology, it’s a core part of their lives, they expect it to be part of education and understand it offers the opportunity for lifestyle learning”.

Working with 37 business schools CarringtonCrisp conducted an online survey that attracted 5365 respondents from 137 different nationalities. Some of the key findings are set out below.

Value of a business education

  • More students value a business education to get a more fulfilling job rather than a more highly paid job

Business in society

  • Over 70% agree that business models need to change to better engage with society
  • More than 81% agree that business needs to be about more than just maximising shareholder value
  • However 8% of prospective undergraduates disagreed that business leaders should behave ethically at all times

Sustainability, ethics and corporate social responsibility

  • More than 80% of respondents agree that ‘sustainability and ethics should be embedded in all business education programmes’
  • Just under half of all respondents agree that ‘schools that don’t teach sustainability, corporate social responsibility and ethics should be ranked lower than those that do’
  • Over 60% of respondents agree that ‘business schools should run projects to give back to local, national or international organisations and communities’

Internationalism

  • While the USA and the UK remain the most popular destinations for international study, Singapore and China are on the rise, ranking 4th and 6th respectively with many respondents
  • More than 30% of respondents choose a international study destination because they are ‘attracted by the sporting and cultural profile of the country’
  • Over a third of all managers and directors agree that ‘graduates should learn another language as part of their degree’. 

Technology

  • More than 50% of all prospective students agree that they ‘would not study a business programme in a MOOC’
  • Around half of all managers/directors agree that ‘I am uncertain of what a MOOC offers and how it can be part of a business degree’ and that ‘I would not recruit a graduate who had only studied online’
  • More than 60% of all current students agree that ‘For academics, technology often means little more than using a PowerPoint presentation’
  • Over 70% of prospective and current students and alumni want lifestyle learning, using technology to learn around work and family commitments

Despite the uncertainty and upheaval in business education, between 70% and 80% agree that business is a force for good in society. Demand for business education seems likely to remain strong, albeit with changing content, in different locations, delivered in new formats and with changed outcomes.

Background information
Data was collected for the See the Future study in May 2013.  Respondents were prospective students, current students, alumni and employers. Copies of the full report are available for £360 (+VAT where applicable).  To purchase a copy of the full report email: info@carringtoncrisp.com or purchase by credit card through PayPal on the See the Future page.

For further information, please contact:

Andrew Crisp, CarringtonCrisp
andrew@carringtoncrisp.com, +44 (0) 207 229 7373 or +44 (0) 7802 875260

Matthew Wood, EFMD
matthew.wood@efmd.org, +32 2 629 08 10

Major Disruption Ahead - Global Focus Magazine

Welcome to the latest issue of Global Focus with content that certainly reflects the title. The coverage is indeed global, ranging from stories about China to Senegal by way of America, Canada, France and others. And the focus is acute, centering on some of the key issues facing management education in today’s uncertain world. You can view the full issue digitally here or download the individual articles as PDFs below.

logo_pdf 1. In focus and contents Issue 2 2013 cover

logo_pdf 4. Management Education for the World
A vision for business schools serving people and planet

logo_pdf 6. Challenges and opportunities in the new business education world
Dominique Turpin analyses the issues and forces that are buffeting business schools

logo_pdf 10. Major disruption ahead!
Ulrich Hommel and Christophe Lejeune discuss how technology could change the business model of business schools

logo_pdf 14. Managing complexity: an idea whose time has come
Richard Straub explains why we now need to tackle the complexity of business

logo_pdf 20. Preparing Chinese managers for global leadership
As Chinese business goes global it is time to start training its managers for leadership in a global business world say Jørgen Thorsell, Justin Bridge and Fiona Gardner

logo_pdf 24. Cadres for the common good
The 50+20 vision has ignited a flame that illuminates a path towards the future of management education. John North describes the latest steps on the journey

logo_pdf 28. Fuelling business growth through coaching and mentoring – the Swiss Re approach
The long-lasting financial crisis challenges the business case for corporate learning. Andrew Rutsch suggests that re-insurance group Swiss Re’s business-focused emphasis on coaching and mentoring may be one way forward

logo_pdf 32. Business school evolution: media insights and the future outlook
Gillian Goh, Michelle Lee and Howard Thomas examine the way the media has reported the business school “industry” over the past 20 years and what the future might hold

logo_pdf 38. Giving students the best in international education
John Oldale explains how Canada’s University of Victoria’s business school turned the search for a more international MBA into a new type of graduate programme

logo_pdf 40. Liberal education key to business success
A new form of business education that links business competences with a grounding in liberal arts and sciences is essential argues a new book. John Johnson reports

logo_pdf 44. The looming leadership gap
David Altman and Roland Smith of the Center for Creative Leadership analyse why both developed and emerging economies may well suffer a leadership gap at all levels of business

logo_pdf 48. A French debut in America
French business school SKEMA is opening campuses around the world, including a unique venture on the American mainland. Pascal Vidal details the how and why

logo_pdf 52. Management in Africa
How can African business schools best serve the often unique needs of African businesses and peoples? Moustapha Mamba Guirassy gives one example from Senegal that may serve as a guide

logo_pdf 56. UN PRME and emerging economies
Business schools from emerging economies need to embrace UN PRME, argues Umesh Mukhi, and suggests some ways they could do it

logo_pdf 60. Risk management ante portas
Ulrich Hommel and Anna Pastwa present the results of the EFMD Risk Management survey and argue that most business schools have just begun to look at this issue more seriously

We are always pleased to hear your thoughts on Global Focus, and ideas on what you would like to see in future issues. Please address comments and ideas to Matthew Wood at EFMD

EFMD Excellence in Practice Awards 2013 - Congratulations to the Winners

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EFMD Excellence in Practice Awards 2013 - Congratulations to the Winners

EFMD is pleased to announce the Winners and Highly Commended Cases of the EFMD Excellence in Practice Award 2013.

"Once again the EIP Awards have drawn out some outstanding cases that illustrate the value and impact of successful partnerships in Learning & Development. Providing an environment that helps to engage and develop people and enhances skills is an essential component for any company. All of the winning cases and highly commended cases clearly show that investing in people is not a luxury; it is a key strategic asset for business success if done well," said Dr. Richard Straub, Director of Development at EFMD.

EIP Winners 2013

Organisational-Development  Executive-Development  Talent-Development  Professional-Development  Special

Category: Executive Development
  • Groupe Danone & London Business School
    “Danone Leading Edge Program – A Leadership Odyssey”
    By Thierry Bonetto (Groupe Danone) and Linda Irwin (London Business School)
    logo pdf Executive Summary
Category: Talent Development
  • Atos & HEC Paris
    “Developing Atos Future Leaders? GOLD, a Tailor-made Curriculum”
    By Valérie Caillaud (Atos) and Christine Baldy Ngayo (HEC Paris)
    logo pdf Executive Summary
Category: Professional Development
  • Danske Bank Sweden & Stockholm School of Economics IFL Executive Education
    “Pathway to Premium - Creating Investment Advisors at Danske Bank”
    By Lisa Nyberg (Danske Bank) and Kristina Nilsson (SSE IFL)
    logo pdf Executive Summary
Category: Organisational Development
  • EDF & Toulouse School of Economics
    “Corporate Turnaround: Focusing, Aligning and Building for Success”,
    By David Jestaz (EDF Corporate University for Management) and Thomas-Olivier Leautier (Toulouse School of Economics)
    logo pdf Executive Summary
Category: Special - Network Partnership
  • Galician Automotive Cluster (CEAGA) & CEAGA’s Corporate University
    “Management & Development of New Products Programme -Training for Change on the Automotive Sector”
    By Pedro Pineiro (CEAGA´s Corporate University) and Alberto Cominges (Fundación CEAGA))
    logo pdf Executive Summary

EIP Highly Commended 2013

Category: Executive Development
  • DB Schenker Logistics & Ashridge Business School
    “Transforming Individual Lives and Organisational Culture for a Sustainable Future”
    By Monica Behrens (DB Schenker Logistics) and Stefan Wills (Ashridge Business School)
    logo pdf Executive Summary

  • Royal DSM & The Wharton School of the University of Pennsylvania
    “Royal DSM Executive Leadership Program”
    By Marcin Skarbon and Chris Van Steenbergen (Royal DSM) and Catherine L. Hawkes and Jane H. Farran (The Wharton School, University of Pennsylvania)
    logo pdf Executive Summary
Category: Talent Development
  • Airbus Military & IESE Business School
    “Empowering Internal Talent to Innovate”
    By Javier Matallanos and María Jesús Navarro Veroz (Airbus Military) and Marta Elvira, Alfonso Sanz and Ana Vinambres (IESE Business school)
    logo pdf Executive Summary
Category: Professional Development
  • IBM & Northeastern University
    “X-SELLerate:  A Professional Development Program for IBM Client-facing Professionals”
    Berverly Ward (IBM) and David Abdow (D’Amore-McKim School of Business, Northeastern University)
    logo pdf Executive Summary
Category: Organisational Development
  • Repsol & BTS
    “PRISMA – Health, Safety and Environment Leadership”
    By Celia GallegoQueipo (Repsol) and Marta Zaragoza (BTS)
    logo pdf Executive Summary
Category: Special
  • Greater Manchester Chamber of Commerce & Lancaster University Management School
    “Lancaster LEAD: Transforming Leadership and Management in UK SME’s”
    By Clive Memmott (Greater Manchester Chamber of Commerce) and Eleanor Hamilton (Lancaster University Management School)
    logo pdf Executive Summary
The winners and highly commended cases were short-listed by an international jury-panel and the winning partnerships will be presented during EFMD's Executive Development Conference hosted by the Stockholm School of Economics IFL Executive Education, Stockholm, Sweden on the 9-11 of October.

For more information visit www.efmd.org/eip.


Quotes from the Winners

"We are grateful & proud to have been granted this prestigious EFMD award. It is recognition for the challenging & inspiring approach we have dared to take together with our trusted partner London Business School, to make the "Leading Edge program" sustainable & impactful over time, while reinvented every year. It is also an encouragement for the Danone L&D team, to continue to explore new horizons in learning & leadership development, to support business growth, people growth and the nurturing of our culture".  Thierry BONETTO, Group Learning & Development Director, Danone

EFMD Awards CLIP Accreditation to ArcelorMittal, BBVA & PSA

EFMD-Awards-CLIP

EFMD Awards CLIP Accreditation

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

We are delighted to announce that ArcelorMittal, BBVA - Banco Bilbao Vizcaya Argentaria and PSA Peugeot Citroën have recently received CLIP accreditation and join the CLIP community which also includes:

The CLIP accreditation was an important achievement given the complexity of our organization. We are proud of the official recognition for the quality of our work so far, which will also strengthen our position internally. At the same time the peer review report gives also clear indications on the way forward, how to further improve and bring more structure into our learning landscape. The CLIP accreditation has certainly given a new momentum to the global roll out of ArcelorMittal University.Christian Standaert, General Manager, ArcelorMittal University

CLIP will help us to be positioned on the same level of excellence as other global organizations that like BBVA have long-standing learning models, with high standards of quality and rigorous, dynamic and high impact organizational learning management models. Organizations that are CLIP certified reflect excellence in its learning model and meet the quality standards in the more rigorous learning management values. Therefore, it is an honor for Campus BBVA to have obtained this certification and to have been recognized as a best-practice reference in the learning industry. The accreditation process has given us the opportunity to conduct a rigorous internal analysis,  that has pointed out not only our strengths but also  the areas for improvement that we must promote as a unit that supports our business in the achievement of its goals and our professionals in their development. This is the recognition of a sustained continuous effort of many people in the last years; people that are aligned with BBVA’s values that have committed firmly to the people as the center of the organization, and to their learning and development as differential elements.
Ignacio de La Vega Garcia, Chief Learning Officer, BBVA

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

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

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

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

Vision 2020 Video Contest Winner Announced

And the winner is ................vision2020



Global Business Education Cloud System in 2020

Danyang Li, Solbridge International Business School, Korea




EFMD, Babson and the Robins School of Business would like to congratulate Danyang Li and her team for the winning submission. They have been invited to attend the EFMD Annual Undergraduate Conference that will take place at the St Petersburg Graduate School of Management, St Petersburg, Russia to share their ideas with a network of undergraduate programme directors who are part of the EFMD community of business schools.

We would also like to highlight the entries from Christian Janisse, Odette School of Business; Alejandra Vasquez, Universidad Externado de Colombia & Jan Natividad Schulich School of Business - York University that we all Higly Commended by the Jury.

Finally we would like to thank everyone who entered as there were some fabulous ideas that will be debated in much more detail at the Undergraduate Conference later this year. All of the video submissions can be found online at http://www.efmdvision2020.org/

EFMD Open House - Quality Services Information Session - Cape Town

stellenbosh1EFMD is organising a Quality Services Information Session in Cape Town, South Africa, hosted by the University of Stellenbosch Business School. The session will be given by Professor Michael Osbaldeston, Director of Quality Services, EFMD.

The EFMD Open House - Quality Services Information Session will take place on Friday, 2 August 2013.

Participants will have the opportunity to learn more about EFMD and its activities around the world.

equisepasedafdiagram-1The session is designed for institutions that have little or no knowledge of the EFMD global network and its quality services porfolio. The information session will provide a basic introduction to  EQUIS (EFMD Quality Improvement System), EPAS (EFMD Programme Accreditation System) and EDAF (EFMD Deans Across Frontiers development system) and the underlying concepts of accreditation, mentoring and quality improvement. Special emphasis will be put on two of EFMD’s systems: EPAS and EDAF. The information session will be relevant for Business School Deans or their delegates with responsibility for quality assurance and/or accreditations. This is highly recommended for any School that wants to learn more about EFMD membership, accreditation and development.

After the information session, participants will have ample time for questions and also have the opportunity to discuss individually the services which EFMD offers. If you wish to schedule a face-to-face meeting with Professor Osbaldeston in the afternoon of the 2 August please contact marielle.vanrenterghem@efmd.org. This is highly recommended for any School that is considering applying for EFMD accreditation or development systems and the extra knowledge acquired during the session will be helpful in this process.

Do not miss the opportunity to explore EFMD and its accreditation and mentoring systems. The programme of the session, practical information and online registration form is available here. Find out more about the EDAF, EPAS & EQUIS.

2013 Emerald / EFMD MENA Management Research Fund Award

emerald logoEmerald and the EFMD are pleased to announce that the deadline has been extended for their Middle East and North Africa (MENA) Management Research Fund Award.

The closing date for receipt of applications is now 1 December 2013.

The Prizes
There will be one award of £2,000 (or currency equivalent) for the winning research project, and two awards of £500 each for highly-commended runners up, to fund or part-fund these projects. The winner will be invited to receive their award at the 2014 EFMD Conference in the MENA Region and will receive a complimentary delegate pass. In addition to the research fund it is also hoped that once the research is completed its findings can be published in one of Emerald’s many excellent management research titles.

The main member of the research team must be based in a MENA country. For the purposes of this award, MENA countries are defined as: Algeria, Bahrain, Djibouti, Egypt, Iran, Iraq, Israel, Jordan, Kuwait, Lebanon, Libya, Malta, Morocco, Oman, Qatar, Saudi Arabia, Syria, Tunisia, United Arab Emirates, West Bank, Gaza, Mauritania, Sudan, Turkey and Yemen.

For further information and details of how to apply please visit the webpage below: http://www.emeraldinsight.com/research/awards/mena_man.htm

This award represents a fantastic opportunity for researchers to gain significant financial support as well as international recognition. Please pass this message on to anyone else that you feel may be interested in applying.  If you have any questions regarding the award please do not hesitate to contact either:

Emma Stevenson, Emerald Head Office, UK
E-mail: estevenson@emeraldinsight.com
Tel: +44(0) 1274 785198

or Inês Proença, EFMD
E-mail: ines.proenca@efmd.org
Tel: +32 2 629 08 10

EFMD Call to Participate in a Pilot Network Supporting Virtual Internships

ProvipWhat is a virtual internship?

International internships are gaining more and more importance in the context of the internationalization of higher education and globalization of our (professional) world. Traditional international work placements, where the learner travels abroad to the company, are not always feasible for all students because of financial, geographical, social or other reasons. For those physical placements abroad that do happen, there are also a number of difficulties to overcome, mainly related to a lack of communication between the student, the foreign company and the institution for higher education.

Virtual mobility and ICT-supported interaction can help address these issues. There are always three stakeholders involved in an international internship: the higher education institution, the student and the receiving company or organization. ICT-supported activities can be used to facilitate the interaction between these stakeholders. When the interaction between a student and a company is mainly ICT-supported, this is classed as a virtual placement.

The European project EU-VIP looked into the conditions for success when integrating virtual mobility in international internships. All of the results are available via www.euvip.eu.

The project noted that international internships are mostly the result of individual relationships or actions, while - for successful virtually supported placements - a structured implementation and collaboration between higher education institutions and companies is desirable. These issues are now being addressed in the follow-up project PROVIP (“Promoting Virtual Mobility in Placements”, 2012-2014), http://www.provip.info. This project is aimed at creating an international network of companies and study programmes in the fields of marketing, IT and engineering, interested in offering international internships to students, vip2supported or facilitated by virtual mobility. The whole internship process (before, during and after) will be supported through an online platform.

Who are we looking for?
We are looking for companies or their departments of marketing, IT and engineering willing to be part of this pilot network and its innovative approach towards international internships. We are also looking for study programmes in the same fields that can provide mature students who can work independently.
 
What can you expect from us?

For companies
  • An additional international pool of candidates for an internship
  • Contacts with higher education institutions from all over Europe, active within study fields related to your sector
  • A network that can serve as a bridge towards foreign markets, other languages and business cultures
  • Development of the online platform based on your needs and current practices regarding (international) internships
  • Input of extensive knowledge in the field of virtual mobility
For business schools and HEIs
  • An additional offer of virtual or virtually supported international internships to your students
  • Contacts with companies from all over Europe, active within sectors related to your study field
  • A possibility to further internationalize your curriculum and work on the intercultural competences of your students
  • Development of the online platform based on your needs and current practices regarding (international) internships
  • Input of extensive knowledge in the field of virtual mobility
What do we expect from you?
  • To promote your internships via the platform or to promote to your students the international virtual or virtually supported internships in addition to your “traditional” internships
  • Active participation in and use of the platform by the internship supervisor
  • To assist in platform evaluation
Timing?
  • June 2013: input of information about your needs and practices regarding internships
  • September / October 2013: short training session about the use of the platform
  • October 2013 – June 2014: pilot run of the network and platform, during this period evaluative input will be asked of the participants twice.
If you are iInterested to know more or to get involved, please contact Boriana Marinova at boriana.marinova@efmd.org.

New Strategic Alliance of Chinese and European Schools

On the 31st of May in Angers, France, ESSCA School of Management inaugurated the new Alliance of Chinese and European Business Schools (ACE). Twenty universities and colleges areACElogo2 the founding members of the alliance, which is under the patronage of EFMD.

Already since 2012, Wei Shen (Associate Dean for China at ESSCA) and Chong Li (Director EFMD Asia) have been combining efforts to create this important project.

The sharing of experiences and exchanges around the internationalisation and the future development of teaching and research are the keystones," says Catherine Leblanc, Director General of ESSCA Group.

On May 31st, the inaugural ceremony was held in the presence of

  • Yansheng Ma, Minister Counsellor for Education, Chinese Embassy in Paris
  • Stéphane Chipponi, Sous-Préfet of Maine et Loire
  • Professor Cheng Siwei, Dean of the Chinese Academy of Sciences Management School (former Vice-President of the National People's Congress of China)
  • Prof. Eric Cornuel CEO & Director General of EFMD

"For over 40 years EFMD has been involved in raising the standards of management education around the globe. Through accreditation, conferences, seminars and research EFMD has been a key element in the internationalisation of business education. All of the ACE Alliance partners are active members of EFMD and we wholeheartedly support this initiative and give it our full support," said Prof. Eric Cornuel, CEO & Director General of EFMD.

ACE will focus on academic excellence and the synergy between research and education in order to better prepare the next generation of executives. High-level representatives of the 20 schools finalised the ACE consortium agreement in parallel Deans’ forum discussions.  Planned activities include the establishment of a joint programme under the ACE label, exchanges of professors and students, projects and research conferences and the development of international skills modules. The initiative is closely linked to EFMD activities, whilst the commitment to quality improvement is assured. Already in the first year, ACE will provide a symposium on research and will lay the foundations for the first batch of students for a joint programme.

The ACE Founding Members are, under the patronage of EFMD:

•    Antwerp Management School (Belgium),
•    Beijing Jiao Tong University (China),
•    Chinese Academy of Sciences (China),
•    EBS Business School (Germany),
•    ESSCA School of Management (France),
•    Gothenburg University (Sweden),
•    Harbin Institute of Technology (China),
•    Hong Kong Polytechnic University (Hong Kong),
•    Leeds University (UK),
•    National Tsing Hua University (Taiwan),
•    Northwestern Polytechnic University (China),
•    MIP Politecnico di Milano (Italy),
•    Rotterdam School of Management, Erasmus University (Netherlands),
•    Shanghai University of Finance and Economics (China),
•    Southwestern University of Finance and Economics (China),
•    Universidade Catolica Lisbon (Portugal),
•    University of Ljubljana (Slovenia),
•    University of Macau (Macau),
•    VSE University of Economics Prague (Czech Republic),
•    Xiamen University (China).

For more information on the ACE Alliance, please contact Wei Shen wei.shen@essca.fr or Chong Li – chong.li@efmdasia.org

2013 EFMD Higher Education Research Conference (HERC) – Key Insights and Outlook

highereducationresearch2013The 2013 HERC that took place in Paris Dauphine University on May 23-24th was a great success, concluded Prof. Ulrich Hommel. With more than 50 scholars participating, 20 competitively selected papers and 5 keynote speeches, this second edition of HERC has confirmed the role EFMD can play as a catalyst in the field of research.

“Since its creation, the Higher Education Research Conference was conceived with a long term perspective to stimulate research on and around business schools and higher education institutions. This is an important initiative for EFMD and we are fully satisfied with the achievements so far”, said Prof. Eric Cornuel, CEO & Director General of EFMD.

Of remarkable insights were the conference’s keynote speeches. Prof. Jordi Canals delivered a talk on the impact of business schools on society. He insisted that there are nowadays new dimensions of impact that have to be taken into account (social innovation, job creation, fighting poverty, etc.) as well as long term challenges that he structured around the purpose of Business Schools, their intellectual foundations and their governance.

Then, Prof. Andrew Pettigrew presented a major research project he is undertaking on the present and future of the business school professionariate and the changing rules of the game. Finally, Prof. Hellen Hazelkorn introduced a more macro research policy perspective in the conference, by explaining how higher education had moved from elite-based education to a mass-production model, therefore challenging the idea of the university as an “ivory tower”. Thinking of higher education as part of an “eco-system”, Prof. Hazelkorn talked about some major current trends for more co-production of knowledge, engaged scholarship and demonstration of impact.

In his closing remarks, Prof. Andrew Pettigrew, Chair of the Research Steering Committee, was pleased to announce that Stockholm University School of Business will be the host of next year’s conference, which will also take place in May.

Full details on the 2013 conference can be found here. More information concerning the 2014 conference will be available later in the year.

Henry Mintzberg Workshop on Developing Practicing Managers and their Organisations

henrymThe Henry Mintzberg, IMPM & EFMD Special Workshop will take place on 16th May in Brussels on the theme: "Developing Practicing Managers and their Organisations".

The workshop will be led by led by Henry Mintzberg, Cleghorn Professor of Management Studies, McGill University, Desautels Faculty of Management, CA together with his two colleagues Dr. Leslie K. Breitner, Cycle Director, IMHL and IMPM Programmes and Dora Koop, Director, McGill University Executive Institute.

Do not miss this unique opportunity to discuss new ways to engage in management education and development with academics, training professionals and staff of corporate academies. Join colleagues and peers from business schools including INSEAD, IESE, Rotterdam School of Management, Vlerick Business School, ESCP Europe and Oxford Said Business School as well as corporate representatives from L'Oréal, GDF Suez University, SAFRAN, Eli Lilly and Company, Rabobank and Novo Nordisk.

The workshop will tap into the years of learning from the International Masters in Practicing Management (IMPM.org), founded in 1996, and a family of spin-off programs that have been designed to build on that experience. Picking up where Henry Mintzberg left off in his book Managers not MBAs,, the IMPM has made significant progress in rethinking education and development for people well into their managerial careers.  The pedagogy is built around the belief that managers will invest by building on their own experiences and involves a number of pedagogical innovations such as; managerial mindsets, morning reflections, managerial exchanges, friendly consulting (on managers’ challenges), competency sharing, IMpact teams, and novel seating arrangements.

Participants in this workshop will not only hear about these new ideas but also live them in the design.  To open, they will be asked to share their concerns for management education and development, and to close, they will reflect on the consequences of the day’s learning for their own programmes.

If you have any questions please contact Virginie HEREDIA-ROSA virginie.heredia-rosa@efmd.org