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Establishing and managing an overseas office - Andrea edwards

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Establishing and managing an overseas office - Andrea edwards

Establishing and managing an overseas office - Andrea edwards

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  • 1. Establishing and Managing an Overseas Office Andréa Edwards
  • 2. UoB’s Pattern of Global Engagement • 150 Source Countries for Recruitment • 33% of faculty are international • 20 TNE partnerships, including in-country delivery in Singapore, China/HK, India • 4 Strategic Global Territories China, India, North America, Brazil • 6 Regional Offices/Global Hubs
  • 3. Main title Secondary title Body copy Joinville, SC, Brazil Joint Office with UoN Birmingham Global Hubs Brussels, Belgium Shared Regional Office New Delhi, India Consultant-led Shanghai, China Launch-pad service Guangzhou Centre, China Rep Office leading to WFOE Lagos, Nigeria Agent-hosted
  • 4. Advantages of Global Hubs • Facilitate academic engagement and enhance stakeholder relations in identified strategic regions • Enhance market intelligence and gain competitive advantage • Demonstrate commitment to a region • Platform approach co-ordinates engagement with partners • Demonstrable returns: assessment based on combination of researcher engagement, student mobility, student recruitment/market share, alumni engagement and fundraising, education collaboration and capacity building
  • 5. Stage 1: Scoping & Project Initiation Stage of Development Considerations Identification of need and Business Case Link to Strategy, purpose of engagement and in-country presence Project Board Establishment International team, HR, Finance, Legal, planning, senior academic chair Appointment of Project Lead Typically in International Office or secondment Scoping Office models, market conditions, legal, financial and HR considerations, location Liaison in-country and appointment of advisers Lawyers, consultancy firm, HR organisation, Consulate & British Council liaison Final Business Case sign off Executive Level
  • 6. Stage 2: Set Up Stage of Development Considerations ‘Registration’ Contractual requirements Recruitment & induction of Staff Scope of office, Type of contract, direct or via third party, objectives, line management & communications Office fit out & operational set up Branding, signage, systems Soft Launch Internal Official Launch External
  • 7. Stage 3: Office Launch • Opportunity for stakeholder engagement • Hosted by senior figurehead • Signature events: launch, alumni reception, roundtable, academic symposia • Project team: Press Office, Alumni Relations, International Office, VC’s Office, Business Engagement, Research Office
  • 8. Stage 4: On-going Management • Clear line management and communications, reporting (to capture intelligence) • Monitoring of KPIs and objectives, personal development • Regional working group • Management of expectations • Annual review to Board – media monitoring, joint publication, grant capture, recruitment, fundraising • Cultural awareness, trust and shared vision
  • 9. Criteria for Success 1. Effective blended leadership – academic and administrative 2. Strong faculty engagement 3. Clear Business Plan with accountability, metrics 4. Flexible approach: based on local conditions, priorities for engagement, rather than fixed model 5. Recruitment of dedicated, outstanding individuals
  • 10. Over to you! Questions for Consideration 1. What’s worked for you? 2. What are the key challenges faced in : a. establishing an overseas office? b. managing an office? 3. What do you consider to be the advantages (and disadvantages) of the models of engagement? - Hosted office, consultancy, representative office, agent-based 4. How can success be measured?