1. Warwick Business School
Building on 40 years of innovation, diversity, and success
2. 1967 1977 1987 1997 2007
Students 24 Alumni 965 Alumni 3,400 Alumni 10,700 Alumni 21,500
Staff 5 Students 204 Students 815 Students 3,160 Students 7,539
Courses 3 Staff 41 Staff 104 Staff 263 Staff 304
Courses 6 Turnover 3.1m Turnover 12.4m Turnover 36.5m
Courses 11 Courses 17 Courses 26
1967 1969 1973 1976 1978 1981 1983 1985 1989 1994 1998 2000 2001 2002 2003 2004 2005 2006 2007
Two years after First Roger Derek Robert Dyson Thom Watson George Bain Peter Doyle Robin Wensley Robert Galliers Robert Dyson WBS is the first WBS is again Phase 2 of WBS Guardian Five new The Times With three WBS celebrates
the University undergraduate Fawthrop Waterworth becomes Chair becomes Chair becomes Chair becomes becomes Chair becomes Chair becomes UK business awarded the Scarman Road survey of top professors join Good new specialist 40 years of
is formed, SIBS course becomes Chair becomes Chair of SIBS of SIBS of SIBS Director of the of WBS of WBS Dean of WBS, school to highest rating opens employers WBS. Seven University masters innovation, Students
(The School launched of SIBS of SIBS Warwick MBA leading the be triple for the quality rates WBS more are in Guide 2006 degrees, diversity, and
MSc in The launch of success
of Industrial by full-time School for a accredited by of its research graduates the process of places WBS and the MSc
Management the Warwick
Business study second time AACSB, AMBA, as most recruitment as the best Management,
Business MBA by Phase 1 of WBS Phase 3a of
Studies) EFMD employable overall WBS now has
Studies Launch of the modular study WBS is formally Scarman Road WBS Scarman
springs to life in the UK undergraduate ten masters
becomes the Warwick MBA admitted Howard opens Road opens Staff
as one of the business courses
Warwick MBA by evening to PIM Thomas Wharton
first business my.wbs education
by full-time integrated (Partnership in becomes Dean WBS agree
schools in the community provider in
study study International of WBS exclusive
UK, with Brian web site the UK
1970 1984 1986 1988 1990 Management) undergraduate
Houlden as launched
Launch of the Centre for SIBS is one WBS takes its The number of programme
Hugh Clegg Industrial Small and of three UK present name academics at
appointed Relations Medium Sized business
WBS reaches Turnover
founding Research Unit Enterprises schools to 100
Professor begins be rated as
of Industrial operations ‘outstanding’
Relations by UGC in
1968 Growth at WBS the research
First three exercise
masters Since 1967 WBS has achieved successful growth in all areas. The launch of
courses the Warwick
launched MBA by
1967 1977 1987 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
MSc 1989 first Warwick
Management MBA to achieve
Business A seminar a PhD
mid-1960s Studies in the ‘new’ 2000 2007
students MBA teaching
View from the centre Valerie Phase 3a of
1980 Lachman WBS Scarman
Rootes Social Social Studies becomes Road opens
building building under the 2,000th
construction graduate of
3. Building on 40 years of innovation, diversity, and success
4. Warwick, consistently one
of the most entrepreneurial
universities in the country
Lambert Review, 2003
Strong friendships, team spirit,
and an enduring international
network of contacts developed
our vision over the year. My fellow
participants came from 40
To be a leading thought-developer and innovator countries around the world,
among global business schools and with a massive range of
backgrounds, career paths,
cultures, experiences, and
aspirations. You cannot fail to
learn a huge amount from such
a diverse group of successful
To educate and develop excellent students as global and highly motivated people.
citizens and, in turn, promote new knowledge for the It was a privilege to have the
growth of business and society opportunity to see how other
people deal with situations,
and different ways of tackling
our objectives problems.
Manny Coulon, MBA (Warwick)
Class of 1998
To be a distinctive leading business school with
a strong international reputation
To be a leader in management education, research, Member of WBS Alumni Board
and knowledge innovation WBS Donor
To create leaders for business, government, and society The success of WBS is
To build upon and enhance the long-term stability important because it is one of
of WBS our leading schools. It helps
maintain the UK’s global
To build excellent instructional facilities for faculty, competitiveness and attraction
staff, and students to ensure they form an integrated
BSc Management Sciences
To embrace our alumni and friends as advocates in Class of 1975
maintaining and furthering the reputation of WBS Regional Director President
EMEA Chairman UK
BSc Management Sciences
Class of 1975
Regional Director President
EMEA Chairman UK
5. Having reached our 40th year, we are now
a leader in the global premiership
of business and management education.
Our goals and objectives are clear.
With your help we can make our vision a reality.
6. In 2007 Warwick Business We now operate in a highly
School celebrates its 40th year, competitive premier league Olga Klincheva
creating an opportunity to of global business education. MSc Marketing Strategy
reflect on our achievements To maintain our position
over the last four decades and requires determination,
to look towards the future. innovation, and focus.
To achieve our goal to be the
From a couple of temporary
top business school in Europe
huts at the top of Gibbet Hill
we need to have investment too.
Road, with a small cohort of
postgraduate students, WBS As I talk with alumni and
is now one of the leading friends of WBS from around
departments of the University the world, I am delighted and
of Warwick and in the top grateful for the support and
1% of global business schools. encouragement that they
We offer a unique, broad provide. Those who have
portfolio of business education, invested their time, talent, and
both in terms of study level financial resources to preserve
and specialisation. Our alumni and strengthen the School
number 21,500, 35% of whom are crucial to our continued
are based overseas in over 130 success.
We are, of course, extremely
Warwick Business School is grateful for the contributions
a community based around a already made. However, as
common purpose: to educate WBS responds to the increasing
and develop excellent students changes and demands of the
as global citizens and, in turn, market, we need the support
promote new knowledge for of our alumni and friends
the growth of business and
society. We are committed to a
more than ever. You really
can change someone’s life by
Warwick Business School is not just a set of buildings or an educational
construct. We are a community based upon educational excellence,
Challenging minds, changing lives
set of values that have integrity, becoming an intrinsic part of
a network of relationships and an ethos of developing and sharing
respect and sensitivity to Warwick Business School’s
knowledge. This ethos is embedded in people; staff, students, friends,
diverse cultures embedded at future. We welcome your
and alumni. We all have a vested interest in the future of WBS.
their heart. We pride ourselves support.
on our ability to leverage Having reached our 40th year, we are now a leader in the global
Professor Howard Thomas
our strong research base in a Dean, WBS premiership of business and management education. This book charts
collaborative manner with our WBS Donor the success that is Warwick Business School today, and shows where
colleagues in other University investment is leading us for the future. We hope you will be part of
of Warwick departments. that future.
This allows us to deliver
practical solutions backed by
7. I am proud to be a member
of the WBS Advisory Board.
Given my time as a plc board
director and now as a top
search consultant helping the
UK’s FTSE boardrooms, I hope
I can offer helpful insight into
varied corporate markets.
Research matters Jan Hall OBE
Partner, JCA Group
Warwick Business School is research led. In the last Research
Assessment Exercise (2001), we achieved the highest 5* accolade, The eclectic culture at WBS
placing us as one of the top three research business schools in is as diverse as the nationalities
the UK. These research credentials are fundamental to our culture of the students and faculty
and differentiate us from teaching colleges or commercial training that make up the community.
companies. A plethora of business
perspectives are fostered here.
More than this, we know that there is a link between the knowledge
These add depth and breadth
economy and the creation of knowledge. Our academics create the
of knowledge, and work to
knowledge that drives practice in all types of enterprise, public and
strengthen the community
With recognised research leaders across disciplines as diverse as
I’m in my second year of a
pensions, industrial dispute resolution, business strategy, customer Law Business degree at
service, enterprise, CSR, sports management, public sector WBS. Through the skills gained
governance, sales marketing, and energy policy, people don’t choose at WBS, both academically
to study at WBS for a normal education, they come to us for grounded, and professionally, I already
well researched ideas… ideas that work in the real world. feel very well equipped for
the future. Being part of this
aspirational community, I’m
Developing students ready for whatever follows in
At the heart of WBS is its mission to create the next generation of WBS has given me the perfect
business leaders. We strive to turn students with potential into global platform from which I shall
citizens with the skills to benefit business, government, and society – achieve my aims.
by passing on the knowledge gained through our research leadership Adam Cusworth
to enhance the practice of management. Current student on our
BA in Law Business Studies
Our faculty has both breadth and depth. We have experts across
nine subject groups and a range of research centres, units, and special
interest groups that cover key business and management disciplines.
Unlike many other institutions, where teaching is left to the newest
and most inexperienced staff, our students benefit from being taught
by senior academics, gaining from their richness of experience.
Their direct involvement has led to innovative new curricula, new
masters courses and the ability to supervise one of the largest and
most successful doctoral programmes in the world.
Jan Hall OBE
Partner, JCA Group
8. I was truly impressed by
Warwick’s industry orientated
and outcome based approach…
Dr Gary Wilmott
Deputy Chief Executive
Case study Case study Case study
Sharing knowledge effectively Warwick Finance Research Institute Keeping it under control
IKON conducts international research WBS aims to foster cross-departmental The Centre for Management Under Regulation
into innovative theoretical and practical research which creates relevant discovery (CMUR) is a partnership between WBS
approaches to management and organisation, and theory for business and industry. and a consortium of corporate supporters.
and runs a practitioner network, the A key example of this is the Warwick Finance It undertakes multidisciplinary research into
Knowledge and Innovation Network (KIN), Research Institute (WFRI), established to issues of management in regulated industries,
that counts the following organisations co-ordinate and stimulate research in the working closely with the regulators and the
amongst its supporters: BAE Systems, area of finance at the University of Warwick industries. CMUR facilitates and participates
Masterfoods UK, Corus, Orange, Baker as a whole. Research is carried out in in debate at both domestic and international
McKenzie, Lewisham City Council, Small the Finance group of WBS and in the levels and encourages academics and
Business Service, PricewaterhouseCoopers, Mathematics, Statistics, Economics, and practitioners to work together.
ConocoPhillips, IDeA. Psychology departments of the University.
WFRI also coordinates seven distinct but
interactive research programmes.
Relevant to business Case study
Understanding the workplace
Established in 1970, and now with 20 The Centre for Small and Medium Sized
By fusing high quality academic research with practical relevance
academic staff, the Industrial Relations Enterprises (CSME), under the directorship
we can help individuals and their organisations to move forward.
Research Unit (IRRU) is one of the largest of Professor David Storey, is one of the
Our academics and students are closely involved in real business and best-regarded centres for the study of leading centres for the research, teaching,
situations, both in research and in consultancy. Our research is industrial relations in Europe. Its Advisory and training of SMEs in the UK. CSME was
valuable, sometimes crucial, to an organisation’s continuing success. Committee includes senior officials of the established in 1984 to undertake training for
We work and collaborate cross-industry, cross-discipline, cross-sector DTI, CBI, TUC, and Acas. IRRU research has the Department of Employment, and to teach
with local, national, and international organisations. always been built around timely core themes. on both undergraduate and postgraduate
Having analysed workplace trade unionism courses within WBS. In 1987 a £1m research
Reflecting wise strategic management over the past 40 years, WBS in the 1970s, pioneered HRM research in programme began, funded by the ESRC,
is long renowned for its relevance to business, and often cited as a the 1980s, and focused on the employment as the largest ever project undertaken on
leader in exploiting research to forge business excellence. Recent client relationship during globalisation in the researching small businesses in the United
companies include TNT Express, E.ON, Lloyds TSB, Fujitsu Services, 1990s, current research clusters around five Kingdom. Today, CSME specialises in
Network Rail, UBS Investment Bank, Peugeot-Citroën, RBS, HSBC, themes: employment relations implications quantitatively assessing the effectiveness of
League Managers Association, AEA Technology, Defence Agency, of Europeanisation and internationalisation; public policy towards SMEs, with research
equality and diversity; pay, performance, strengths in fast growth firms, start-ups,
and National Grid Wireless.
and employment relations; employee financing, marketing, and human resources.
At a university-based business school, it is natural to expect academic representation and employee voice;
research to be passed on through teaching. However, our research and the legal regulation of employment.
is also directly accessible to organisations through consortia and
networks established by our research centres and subject groups,
covering the breadth of business and management.
9. Sports Management
I have been researching sports
football and rugby but
increasingly in all sports,
since 2001. My interest lay
in the intense loyalty shown
by sports fans to their team.
WBS has always taken the view
Increasingly, analysts, press
that marketing and strategy
and researchers in football
are interrelated disciplines
call these teams ‘brands’, but
that are essential to business
I was interested in how they
success. Strategic management
are similar or different to other
research at WBS considers both
high involvement brands.
economic and sociological
perspectives which shape the In 2002, I became involved
direction of organisations. in teaching and developing
We consider how both the the Certificate in Applied
make-up of organisations and Management for professional
economic influences affect footballers who want to become
high-level decision-making. successful managers. This is a
Our marketing research fairly high profile course, as we
focuses on how firms position have had participants such as
themselves to deliver and Mark Hughes, Stuart Pearce,
communicate real value to Aidy Boothroyd, and Kevin
their customers now and, by Blackwell.
innovation, in the future. As a result I am now in the
Across the board, we work to process of setting up the Centre
understand how businesses can for Global Sports Management
be more competitive and more at Warwick Business School.
It has been very useful being
John McGee based at WBS because of the
Professor of Strategic range of teaching facilities here
and at the University more
broadly (including excellent
Corporate Relations, WBS
pitches). Moreover, WBS
has global credibility in the
Professor Nigel Piercy and Dr Nikala Lane’s Professor David Wilson and his colleagues management field which helps
innovative research programme at WBS have, for the last 20 years, been studying in the professionalisation of
focuses on strategic buyer-seller relationships. how strategic decisions are made and put sports management in the UK.
The Strategic Sales and Customer into action. Over this time they have tracked
Management Network provides a ‘think-tank’ 155 decisions to the point of authorisation Sue Bridgewater
for member organisations like ATT, British and 55 to implementation. This data set is Associate Professor of
Energy, BP, Earth Tech, EMC, Janssen-Cilag, one of the richest longitudinal studies in the Marketing Strategy
and Standard Life to combine academic world, and is invaluable in understanding
research with practical insights into delivering the organisational context of strategy.
more value to customers as their expectations Interesting outcomes include confirmation
increase. that the CEO sees things through from start
to finish in the most successful decisions, and
that intellectual capital matters more than
organisational structure or culture. Sue Bridgewater
Associate Professor of
10. The WBS Public Management Operations Corporate Citizenship
Policy group has developed Management For the last four years I have
its work on a multidisciplinary I try to create a variety of been a Fellow of the World
basis, including perspectives emotional responses in my Economic Forum. This has
from politics, sociology, classes. For example, fun and recently included business
economics, philosophy, law, enjoyment through the use and humanitarian relief,
and social policy, as well as of humour through stories, moral dilemmas, and the
public management, and cartoons, and video clips; some risk of human pandemics.
with an active commitment degree of intimidation through I undertake advisory work
to cross-national comparison. direct questioning which tests and research with logistics
This includes developing that people have read a case and transportation companies
research and development before we start on it; care including TNT, DHL, DPWN,
relationships with academic through my personal attention FedEx, and UPS around social
and practitioner colleagues to the needs of individuals in and environmental issues.
in Europe, North America, the class; and passion through As well as having the ears of the
Australasia, and Africa. a sense of excitement of the world’s leading CEOs, I’ve had
material. The higher peoples’ the pleasure of the company
level of emotional engagement of Bono, Angelina Jolie, and
Professor of Public
Management Policy in a subject the more they Youssou N’Dour so there are
will remember. I even teach some perks!
that organisations wanting
Recently I advised the Global
to deliver great service need
Business Risks Network on the
to identify the emotions they
Bob Johnston development of maps of the top
want their customers to feel,
Professor of Operations 10 global risks CEOs perceive
and then design their service to
Management as most likely to threaten their
deliver them. (I try to do what
Warwick MPA participants visit business in the coming year.
South Africa for a module on These included terrorism,
sustainable development The great thing about climate change, human
Growing good government Operations Management
Bob is a member of the Operations Management (OM) group,
the largest OM faculty in the UK, which focuses on the design,
pandemics, oil price spikes,
is that is is an applied and fiscal crisis, earthquakes,
planning, control, and improvement of operations in both
WBS doesn’t just focus on business organisations. We recognise pragmatic subject. So I often manufacturing and service, private, and public sectors. With a tropical storms, corporate
that many of the biggest issues facing society and the economy start a Warwick MBA or wealth of business experience and eclectic academic research, governance, Middle East
cut across the boundaries between the private, public, and executive class by saying that the group is renowned for its high quality teaching, research, stability, and China’s impact
voluntary sectors. the acid test of the module is and business partnerships. on the global economy.
whether they can take away The maps can be seen at
Bob’s research, in collaboration with scholars and
Case study two or three ideas or tools that www.weforum.org
organisations from around 20 countries, includes service
Public management government will make a difference to what excellence, service recovery and complaint management, and I am also part of a working
WBS has built a reputation in the UK and internationally as a pioneer they do in their work. When I performance measurement. He is the co-author or editor of
group studying the best ways
of management education and research in the public and voluntary check this back at the end the over 25 books, has contributed over 30 chapters to other texts,
to identify, measure, predict,
sectors. Since the 1980s, WBS has established research and teaching answer is invariably yes. and has published around 50 articles in refereed journals.
and communicate complex
that doesn’t just focus on the public sector in isolation, but explores
Bob Johnston global business risk, involving
the inter-relationships between public, private, and voluntary and Professor of Operations the World Economic Forum,
grassroots community sectors – the state, the market, and civil society. Management
Swiss Re, Wharton Business
Through its Institute of Governance Public Management (IGPM),
School, SIPRI, and others.
launched in March 2001, WBS academics are developing innovative
programmes of applied research and development jointly with Alyson Warhurst
Professor of Strategy
senior policymakers and managers at all levels of government (local,
regional, national, and supranational) which impact directly on the
quality of government and public and voluntary service.
11. PepsiCo began working with
Warwick Business School at
Pensions are much in the
the start of 2007 and have
news with worries about the
successfully hired high-calibre
ending of occupational pension
candidates into both internship
schemes and uncertainty about
and permanent positions
the future of state pensions.
within our UK business.
I have done much work on
Our relationship with WBS
the new Pension Protection
has flourished as we have
Fund (PPF), set up by the
developed our proposition for
Government to compensate
recruiting from their hot-bed
people when their pension plan
of talent and we have created a
fails. I have shown that the
partnership which I’m sure will
future solvency of the Fund
continue to go from strength-
could well be problematic, and
my suggestions about how to
improve the stability of the Ben Lamont
Talent Acquisition Manager
Fund have now been reflected
in the way the PPF is funded.
Professor of Finance
For our graduates to be successful, employers must have confidence
that they have the necessary skills to benefit their organisation.
A recent study by a leading global business school among business
and other leaders worldwide found that of the three key ingredients
sought from business school graduates – knowledge, skills, and
attributes – by far the most rare and hard to find were the latter.
In particular the leadership elements of self-awareness, team-
working, communication, and motivation of others are considered
critical for organisations in the future. In the Warwick MBA, training
focused specifically on developing these leadership attributes is now
embedded and assessed as part of the programme.
Our efforts are vindicated by the response from employers:
h The 2008 Guardian University Guide gives WBS undergraduates
ten out of ten for job prospects, as well as ranking our undergraduate
programmes in the top two in the UK
h Over 90 percent of our MBA graduates are employed within three
months of graduation – on a par with Harvard
Anthony Neuberger h The Times Good University Guide 2007 placed WBS undergraduate
Professor of Finance
students in the top three in the country for the 10th year – one
significant criterion is employability
h Attracting the very best talent and providing first-rate teaching gives
our students the opportunity to work for some of the best employers
in the world.
12. Our MSc in Information
Systems Management is
a unique course. In contrast
to others, which draw a
distinction between business
and technical issues, we
appreciate and understand
that information and
is an integral part of global
organisations that can help
achieve competitive advantage.
Unlike previous generations,
where people occupied
technical, managerial, or
administrative roles, we
recognise the fallacy of such
distinctions. In designing our
course, we have been keen to
develop the capabilities, skills,
and expertise of individuals
for 21st century industry and
Professor of Information
Left to right Systems
Excellent teaching New courses
Since 2005 we have added four entirely new Masters courses
At postgraduate level several of our masters courses are available
to our portfolio: MSc in Finance, MSc in Information Systems by either full-time or part-time study. The Warwick MBA is the most Marina Nastyushenko
WBS students are taught to the highest standard; the Quality
Assurance Agency for Higher Education (QAA) rated WBS as ‘excellent’ Management, MSc in Marketing Strategy, and MSc in Management. flexible offering distance learning, full-time, and modular delivery,
in our last teaching quality assessment. All of our programmes and These join the existing six: MSc in Finance Economics, MSc in and the option to mix modes depending on individual circumstances.
courses have a participant feedback process to ensure this quality of Financial Mathematics, MSc in Management Science Operational
With over 20 years’ experience of global delivery, and the blended-
teaching continues. Research, MA in Industrial Relations Personnel Management, MA Students on the WBS
learning expertise of our integral Learning Resource Development
in European Industrial Relations, and MA in Organisation Studies. Undergraduate Programme
But teaching is more than just standing in front of a class. You need team, we are able to deliver exactly what corporate clients need.
Executive education continues to flourish with new clients for
to have a course that people are interested in, develop the curriculum We provide programmes for employees in whatever part of the world
customised courses from both the public and private sectors.
and the content, and determine what method of delivery best suits they live and work, reinforcing internal networks and offering a highly
your potential students and/or their employers. To achieve this, Curriculum development flexible interactive learning experience.
WBS continues to innovate. The undergraduate, Warwick MBA, and doctoral programmes have Theory into practice
all undergone recent curriculum reviews to ensure they meet the
Executive education has to quickly be useful. Taking as an example a
changing needs of the market.
programme we run for a major utility company, we have combined
the use of 360˚ feedback, psychometric tests, coaching and training,
and a life journey exercise alongside reflective learning models and
exercises to embed the learning in the workplace. Central to the
programme design is the use of novels and film to get people thinking
laterally. We also use an exercise in which participants meet corporate
leaders from various sectors to explore their thinking and experience
of ‘leading’. Finally, participants work on an executive issue sponsored
by a principal board member.
13. I am inspired by the ambition
of WBS – not merely to trade in
but to reinterpret the significant
Ananda Roy MBA (Warwick) role of business in society.
Class of 2005 I wish to contribute my ideas,
Member of WBS Alumni Board my time, and my gifts to this
WBS Donor place I love so it may continue
to transform the lives of the
individual, of the community,
and in no small measure, of
nations. Nations where our
alumni have shown themselves
eager to be held to a high
standard of intellect, integrity,
Ananda Roy MBA (Warwick)
Class of 2005
Member of WBS Alumni Board
WBS has a distinct feeling,
it is different. It is a dynamic,
school which does not know
how to rest on its laurels. There
is something very special about
WBS, which is felt equally by
An enriched global community staff, students, and alumni.
Professor of Finance
The Warwick Business School community is truly diverse with leaders
throughout the world and across sectors ranging from government to
finance; not-for-profit to biotech; advertising to hospitals; engineering
to the police. Such variety and diversity is what we would expect
of WBS and has a positive effect on teaching, learning, and cultural
understanding. It is something of which we can all be proud.
H Half our current student population is from outside the UK.
H Three quarters of WBS faculty have non-UK qualifications,
have worked abroad, or are from outside the UK.
H WBS has formal exchange links with over 60 prestigious business
schools across the world.
H WBS faculty have collaborative research links with peers in many
of the other leading universities in the world, from Harvard to
Shanghai Jiao Tong, Cornell to Witwatersrand, and Bocconi
H Our alumni and students originate from and work in over
130 countries, spanning every continent.
on our MSc in Management
14. Business schools are in a
highly competitive market.
To get into the premier
league, they have to attract
the best students and the top
academics. They need to offer
state-of-the-art buildings, IT,
lecture theatres, and libraries.
Now 40 years old, Warwick Business School wants and needs to
The top international academic
stay ahead as a leading teaching and research institution, attracting
stars [need] dedicated research
the most able students regardless of opportunity, and moulding centres. All this costs money.
outstanding and unique leaders across business and management.
The Guardian, May 2004
For many years we have managed our finances wisely. At its
foundation, as one of the first UK business schools, WBS secured over Time was when it would hardly
80% of its funding from the government. Times have changed and matter that a university was
now, in real terms, just under 80% of our revenue is self-generated. isolated from its local business
This demonstrates our innovative and entrepreneurial spirit in community. Today, links
securing additional investment. between higher education and
business are critical… It is
Today, we need to continue to spend wisely. But to achieve our goals
important that our universities
we also need to invest more. Maintaining our place in the top flight of
have every opportunity to
global business schools requires keeping up with some of the richest
raise the resources they need.
institutions in the world whose pockets have been made deep through
Increasing voluntary giving
the generosity of generations of friends and alumni.
In 2007, the Prime Minister spoke about investing in higher education.
million is a vital step in enabling
institutions to build up
He noted that UK universities are competing with better funded substantial endowments over
competitors abroad, not least in the United States. Business education the longer term, so that they
today is arguably more competitive still. British universities must be can improve infrastructure,
Investing in… the future ‘empowered to excel’ to meet the challenges of the 21st century. teaching, and student
In recent years, Dean Howard Thomas has modernised our governance
and operations to meet the needs of the highly competitive business Tony Blair, February 2007
education marketplace. In 2005 we identified three key priority
areas to support by investing our revenue: students, faculty, and
the learning environment. Through this significant investment we
aim to ensure that we remain in the global premiership of business
management education in another 40 years time.
How WBS is funded today
Academic fees support grants
Research grants contracts
15. I feel proud to be able to
study here and I know that
I am getting the very best in
Sarah Sweeney higher education that will
Current student on our enable me to achieve my
BSc in Management maximum potential. Every
Scholarships at Warwick aspect of student life has been
recipient catered for, from social to
educational, and postgraduate
to employment opportunities.
I feel confident that with a
WBS degree many doors will
Current student on our
BSc in Management
Scholarships at Warwick
As a self-funded MBA
participant, being awarded
a WBS Scholarship was
especially important for me.
It was a financial relief.
I was delighted the scholarship
committee believed I was not
only capable of pursuing the
Warwick MBA, but also to be
Investing in… future leaders
part of a selected team of top
participants. I was already
confident of the first (if you
Our students are exceptional. Because we have a reputation for spend all this energy to apply
excellence, our courses are usually heavily oversubscribed and we are for an MBA you have to believe
able to select the most talented and promising students from around that you can actually pull it
the world. We work hard internationally and provide scholarships to off!), but the latter really fired
enable participation regardless of opportunity. my enthusiasm and motivation
New scholarships for the Warwick MBA have been awarded to talented to the highest levels.
participants from South America, Africa, Eastern Europe, North Elena Patra MBA (Warwick)
America, and to outstanding women candidates. Class of 2005
Many business school scholarship schemes are funded by their I am proud to have been
development funds. At WBS, we invest in the best students by funding associated with WBS over the
from our income streams but with the support of alumni and friends, last decade, when it has gone
we would be able to help many more talented candidates. from strength to strength and
steadily improved its standing
in the international rankings.
It is great to be associated
with such a successful school,
where the faculty has such an
Val Gooding CBE,
Val Gooding CBE, Chief Executive, BUPA
Chief Executive, BUPA WBS Donor
16. Thomas Ahrens Joe Nandhakumar
Professor of Accounting Professor of Information
Director of Executive Anthony Neuberger
Programmes Professor of Finance
Bo Chen Sue Newell
Professor of Operational Professor of
Research Information Systems
Colin Clubb Nigel Piercy
Professor of Accounting Professor of Marketing
Professor of Governance John Purcell
Public Management Research Professor
Wendy Currie Stewart Robinson
Professor of Information Professor of Operational
Ruth Davies Mark Salmon
Professor of Professor of Finance
Paul du Gay Professor of Industrial
Professor in Organisational Relations Organisational
Gordon Gemmill Hari Tsoukas
Professor of Finance Professor of Organisation
Investing in… faculty Lloyd Harris
Professor of Marketing
To be a leader in management education, research, and knowledge Consumer Research
innovation, WBS needs strong intellectual capital ensuring academic Loizos Heracleous
depth as well as breadth. Since August 2003 we have appointed Professor of Strategy
22 new professors and now have an academic staff of over 200. Glenn Morgan
17. Far left
The drum (planned)
The new WBS Social Hub
Investing in… the environment The Postgraduate IT Centre
We have also constructed a cutting-edge technology suite – a
With over 1,200 students on our single honours and joint degrees,
contemporary area where postgraduate students have 24 hour WBS is the largest community of undergraduates at Warwick.
Attracting the very best talent through inspiring facilities
access to a wide range of resources to support their study. The centre The Undergraduate Centre will give them a base within WBS,
Having given priority to students and faculty, our current greatest
includes two structured teaching rooms and a flexible study area where they can meet, work, and network – a first for WBS.
need is the continued development of the WBS learning environment.
where they can create their own learning space or adapt it to provide
We know that it is crucial to create an inspiring and motivating Social Hub
an atmosphere that will aid project work and recreate businesslike
environment that will continue to allow students and research to At the heart of our plans is a social hub – a discreet area that can
thrive. We have recently completed a £9m extension to our landmark be used by all students, faculty, staff, alumni, friends, and visitors.
building, which itself cost £8m, all funded from revenue. This The Celebration Atrium The hub will contain a cafeteria and lounge area that can be used
extension dramatically improves our teaching and learning facilities to: In the new extension, we have created an inspiring architectural space for a wide range of activities from breakfast clubs to alumni events.
h One 160 seat lecture theatre where success can be celebrated and recognition given: distinguished It will be a main meeting point and offer a state of the art facility for
visitors, alumni awards, donor recognition, and achievements of the executive functions. The hub will further communication, cultivate
h Seven 75 seat lecture theatres
WBS community will all feature. a sense of collaboration, and encourage the sharing of ideas across
h Four 30 seat lecture/seminar spaces programmes and faculty. This will be the place for our campus
h Three 20 seat seminar rooms Planning for the future community of over 3,000 people to meet.
Despite the investment we have already made, our staff and students
h Five 12 seat syndicate rooms
remain spread across a number of buildings. To sustain and build upon
h Twenty three 10 seat seminar rooms our position as a leading business school, we must provide all our
h Eight 8 seat syndicate rooms students with modern teaching facilities to meet their expectations
h One 16 seat syndicate room and to remain competitive. We need to have facilities that reflect our
stature and ambitions. We have a £12m build at the planning stage
h One IT teaching room with 64 workstations.
which will provide efficiency by finally accommodating all our staff in
a single structure. In addition to adding four more lecture theatres and
two more seminar rooms, it will also offer two key features to reinforce
the sense of community and shared thinking at WBS:
18. WBS is both a network and a
community of like-minded and
diverse professionals. They hold
their experience in common,
whether through sharing the
same teachers and experiencing
a similar set of opportunities to
learn, or having shared ideas and
creative moments at key points
in life. Learning is lifelong and
it is about creativity. It cannot
be done alone and is best done
as part of a community – our
community. Together we have
built a legacy at Warwick and
at WBS. Let’s ensure we attract
and nurture the best players of
the future and share what a great
team we are.
Professor Howard Thomas
We do hope you find this book inspiring.
If you have any questions regarding any information contained here,
please do not hesitate to contact a member of the Development team.
We are here to help.
BA(QTS) Lower Primary
Class of 1997
Director of Development Alumni Relations, WBS
T +44 (0)24 7657 5835
19. Designed in-house at WBS 06/07 . Photography by George Archer, Alastair Brandon-Jones Nick Kaijaks
WBS believes this document is accurate, but accepts no liability for errors or later changes.