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  • 1. nexus The magazine of the Warwick Business School Alumni Association Autumn 2001 teamwork in extremis “why I was compelled to take part in the BT Global Challenge”
  • 2. nexus New dedicated website is forum for WBS alumni Warwick Business School has taken another major step forward with the launch of a new dedicated alumni website, which went ‘live’ on 1st October, 2001. contents g Alumni News 03 The easy-to-navigate site has been constructed to provide more than just a news and information g New alumni achievement base for alumni - important though this is. As WBS Webmaster Nick Kaijaks explains, “It will also be a awards 04 fully interactive site, empowering fellow alumni and Nexus readers to contact each other, network g Alumni on the move 04 together and exchange information. A further exciting stage of development - planned for early next year - will be the launch of an on-line directory of all WBS alumni”. g £7 million investment sees Warwick Business School Among the features of the site are: development continue apace 05 Online updates / Use the site to give us on-line updates of your details - to ensure that we keep in g University website is in tune touch with you. with the needs of business 06 Read the WBS news / Keep abreast of all that is happening at your business school. Check the calendar of forthcoming events of the Alumni Association - and be the first to review an event that you g Alumni Views 08 have attended or read about. g Nexus Interview 10 Alumni notice board / Publish your own news (subject to site regulations) and use it to announce job moves, business start-ups and other new ventures. Discover what networking groups are operating in g Planning for private medical your own field of interest or location - or start up your own with the help of the Alumni Association. care in Saudi Arabia 12 Become a mentor / Use the site to share your knowledge by becoming a mentor to your fellow g Bridging a management gap - alumni. Register your area of specialisation and geographical location - with the confidence that your the interim solution 14 details will not be divulged without your prior agreement. Alternatively, find a mentor - from a database of experienced WBS alumni. g Does leadership make a Read all about it / Sign up for the Warwick Business School Alumni Library Scheme - and gain access difference in organisational to an excellent business database. performance 16 Get in touch / Coming early next year will be an on-line directory of all WBS alumni - past and present. Use this service to search for former classmates and colleagues. g Noticeboard 20 The new website is all yours - visit it now at www.wbs.ac.uk/alumni/ g Jill Dwyer Editor contacts Emily Fay began work in September as the new Alumni Relations Manager for Warwick Business Emily Fay School. "I am thrilled to be working for a top ranked Alumni Relations Manager business school," she said. Emily was the Alumni Alumni Office Officer for Lancaster University for eight years and Warwick Business School has spent the past twelve months working for the University of Warwick University of California, Berkeley, in the United Coventry CV4 7AL States. She is American, although she has lived in United Kingdom the UK for 14 years and is a Lancaster University t +44 (0)24 7652 4176 graduate. "My goal for my first six months in post is f +44 (0)24 7652 3719 Jill Dwyer, Editor to get an online database up and running to help e emily.fay@wbs.ac.uk WBS Alumni to network with each other," she explains, "with 10,000 Alumni the international Sue Cresswell Alumni Assistant network can be vibrant and I look forward to working with you to achieve this." t +44 (0)24 7652 4396 e alumni@wbs.warwick.ac.uk Nexus is the magazine of the Alumni Association, Warwick Business School, University of Warwick, Coventry CV4 7AL United Kingdom t (024) 7652 4306 http://www.wbs.ac.uk/alumni The views contained in Nexus are those of contributors and not necessarily those of Warwick Business School or the University of Warwick. 09/01
  • 3. alumninews nexus | autumn 2001 Discover the diary dates Entrepreneurial Spirit The Alumni Association London Seminar on Thursday MBA Refresher 14-17 October 22 November will be an opportunity to meet people who have set up in business on their own and know Dr Michael Lewis the rewards and pitfalls. How do you get started? Lecturer in Operations Management How do you turn your ideas into a structured Ken Bates business proposition? Where do you look for funding Lecturer in Accounting and Finance and how much will you need? Professor Howard Thomas Professor of Management and Dean Our panel of entrepreneurs will alumni who have started up on of Warwick Business School address all these burning issues their own, including a venture and more during the evening. capitalist with experience of Professor Leslie Willcocks Grier Palmer, Assistant funding and advising start-ups. Arthur Andersen Professor of Director (Training) of the Centre Panel members will share Information Management and for Small and Medium Sized their own experiences of starting e-business Enterprises at WBS, will lead an and building a new business and interactive evening seminar, will address the issues raised by Professor Bill Weinstein using live cases of real Grier Palmer and members of Professor of International Business, entrepreneurs. Grier Palmer the audience. Henley Management College works with SMEs in business The seminar will be held at growth, entrepreneurial the King’s Fund in Cavendish Professor Richard Ormerod leadership, organisational Square, London W1 on Professor of Management and development, marketing Thursday 22 November. A buffet Associate Dean of Executive excellence and e-business. He will start at 6.15pm, giving an To reserve your place contact Programmes has a wealth of experience in oppor-tunity to meet the Pam Barnes in the Alumni training and advising smaller speakers, fellow alumni and office. London Evening Seminar businesses in the early stages as guests before the seminar starts 22 November well as helping them move into at 7pm. Tickets are priced at t 024 7652 4396 second-phase growth. £49.99 for alumni and £59.99 e alumni@wbs.warwick.ac.uk On the panel will be a for guests and include buffet and International MBA Refresher number of successful WBS wine - see contact details g 21-24 January 2002 Professor Andrew Pettigrew Professor of Strategy and Organisation Summer Ball 2001 Professor Leslie Willcocks Arthur Andersen Professor of Information Management and e-business A record number of new WBS arrival of two fire engines later graduates and alumni attended in the evening could not Professor Jacques Nantel the Summer Ball on 13 July. dampen! We were also very HEC, Montreal Nearly 300 came together for pleased to welcome back a the event held for the first time record number of alumni who Professor Louis Hebert ever on campus. Those who had graduated in previous years HEC, Montreal came back enjoyed reliving a and took the opportunity to little of the Warwick magic in meet up again. Professor Fred Seidel familiar surroundings. Thanks to all of you who EM, Lyon The Dean, Howard Thomas, came to the Summer Ball and we and his wife welcomed a look forward to an even bigger Professor Christophe Chaumont number of prominent guests and better event next year. Let EM, Lyon including the acting Vice us know your ideas and sugges- Chancellor of the University and tions for next year’s event g Women’s Group Seminar some key corporate clients. A February large contingent of full-time Contact MBAs 1999/00 arrived in very good spirits - which even the e alumni@wbs.warwick.ac.uk evacuation of the building and 03
  • 4. New Alumni Achievement Award Next year will see the inauguration of an entirely new annual award by Warwick Business School. Its purpose is to provide an opportunity for public recognition and celebration of those alumni judged to have made the greatest contribution to business or society in general. Entry for the new achievement award is open to all WBS alumni regardless of their programme of study, current area of activity or geographical location. Announcing the new scheme, Vin Hammersley, WBS director of communications said, “The concept of an achievement award has been in our minds for some time, in part reflecting suggestions made by alumni. We see the achievement award as a logical extension of alumni involvement in school activity. It will serve a number of purposes, including the building of a closer relationship with alumni. Publicly, it will highlight the benefits of a WBS qualification and show the sort of achievements in society to which such a qualification can lead”, he continues. “We expect that it will provide a role model for others, but perhaps its primary purpose will be to create a forum to publicise and celebrate the achievements of alumni”, Vin concludes. The award - which will carry prestigious individual recognition - will be assessed by a judging panel comprising WBS staff and academics, alumni and external people such as board members. Nominees must be former WBS students and should be nominated for their contribution: to their fields or professions, or through exemplary service to WBS or the wider community, or through outstanding service of a personal or humanitarian nature locally, nationally or internationally. Nominations should be made in writing (with supportive information such as curriculum vitae, press cuttings, brief biograph- ical notes) to the Alumni Office, Warwick Business School, University of Warwick, Coventry, CV4 7AL by Friday 16 November 2001. For more information on the Alumni Achievement Award see the web site www.wbs.ac.uk/alumni/ g Alumni on the move Graham M Winch (PhD 1998/92) has been appointed chair of Chris Boulton (MBA 1992/93) has moved to be director, 3i Asia construction machinery management in the department of civil and Pacific in Singapore. Chris had been living in Japan since 1998 where construction engineering at UMIST with effect from September, 2001. he was president of 3i-Kogin Buyouts, a joint venture with the After running construction sites, he worked as a research fellow at Industrial Bank of Japan which was set up to develop an MBO Warwick Business School with Chris Voss in the late eighties before business there. He is looking to make contact with WBS alumni in taking up a lectureship at the Bartlett School, University College, Singapore as well as doing his best to help 3i meet its investment London. targets in the region! e g.winch@umist.ac.uk e Chris_Boulton@3igroup.com David Bricknell (MBA 1990/91) has been appointed managing Jacque Langford (MBA 1996/97) has been appointed Sales & director of the UK arm of the leading business-to-business e-purchase Marketing Director at leadership training organisation, The provider, SynerDeal.com. With a client base that includes major blue Leadership Trust, in Ross-on-Wye. Jacque had previously spent seven chip manufacturing and public sector organisations, the company is years in training and sales and management at BUPA before joining experiencing substantial growth for its web-based sourcing services. PPP Healthcare. Jacque was part of the original team that set up PPP e david.bricknell@synerdeal.com Lifetime Care plc in Stratford upon Avon, before taking the major step of going back into education. In 1996 she embarked on a full- Dr. Gary Stockport (MBA 1986/87) has been appointed professor in time MBA at Warwick Business School. Jacque said, “It was one of the strategic management and director of the EMBA programme at the best years of my life. I developed a real interest in strategy University of Western Australia, Perth. Gary also runs his own development and practice, and discovered a love of marketing. I also consultancy company called Western Australia Strategy Consultants found that the MBA gave me the confidence to apply my learning and has a growing blue chip client base throughout Asia. He is also a across the business when I returned to work at PPP Lifetime Care.” visiting professor at the University of Witwaters and in South Africa. e gstockpo@ecel.uwa.edu.au 04
  • 5. nexus | autumn 2001 £7 million investment sees Warwick Business School development continue apace The future of Warwick Business School continues to develop, as a £7 million investment in the construction of more prestigious facilities for students, staff and visiting delegates takes shape. As the second stage of an ambitious four-phase expansion plan, the new WBS building will add office space, lecture theatres and seminar rooms, further enhancing what is already recognised as a world-class facility. It is being constructed in the same striking style as phase 1, with white external rendering and will contain many innovative features. These include a circular dean’s meeting room and a communal lounge that opens into a courtyard for use during fine weather. Professor Howard Thomas said, “Enhancing and improving our facilities is a requirement if we are to maintain our position as one of the world’s leading business schools. Our courses draw candidates who are senior managers in industry, commerce and from the public sector. Such people rightly expect to carry out their studies in a pleasant and high quality environment”. Completion of the new Construction continues on the new state-of-the-art facilities. building, which is set in an attractive lakeside location on the edge of the Warwickshire countryside, is expected during the early weeks of 2002 g 05
  • 6. business@warwick is a new interactive website that will ‘open up’ access to the skills and services offered by the University of Warwick and improve communications with the local and global business community. Due to go live in mid-Autumn, its design is influenced by the findings of focus groups held early this year, in which the Midlands business community was invited to express its views freely about what it needs in the two-way communication process with the University. University website is in tune with the needs of business 06
  • 7. nexus | autumn 2001 Database-driven The new business@warwick site is supported by a central resources database holding details of the expertise, services and facilities available within the University and enabling it to be fully searchable. This So, why a new website at all? searchable facility allows visitors business@warwick is “There are several reasons, not to discover the numerous ways accessible to users in general. the least of which is the of working with Warwick, from There is also a registration influence of government’s drive staff development programmes facility through which users can to encourage universities to to student and graduate projects, sign up for specific mailing become closer to the business consultancy and sponsored groups and personalise the site community and to be generally research projects. to reflect their own categories of The Warwick web link more commercially aware”, says interest. Justine Pedler, Project Manager Searchability is the key There is a strong Warwick link in the Research and The new site empowers visitors with bit 10, the company Autumn launch programme chosen to develop the new Development Office at the to search in three ways: News of the new website will be website. It was founded by two University of Warwick. Under a specific resource. broadcast through a series of Warwick graduates in computer “Obviously, there has been a Within pre-defined business events and activities throughout systems engineering, Ben King website here for some time, but categories. the autumn. These include: (1994/98) and Alex Craig it was designed with the needs By key word. A Midlands Technology (1992/95). In the Deloitte & of academics and students in “The powerful search engine Network event to be held at Touche Fast Fifty ratings, bit 10 mind and was somewhat allows the system to be accurate Warwick on Wednesday October was judged first in the Midlands impenetrable to external yet flexible”, continues Justine 10. Guest speaker Robert Lindsey and seventeenth nationally g organisations. When a business Pedler. “The categories are of Jungle.com will deliver a talk logged on to the Warwick site, it broader, couched in business entitled What does it take to grow wasn’t always easy to see where language and deliberately almost your business? And there will also Contact to go to find the right over-classified to provide an easy be representatives of 3i, Pera information. Moreover, we also route to extra information. w www.warwick.ac.uk/business Technology and Warwick. lacked the means to track “We’ve also commissioned Coverage in many internal whether or not an enquirer new case studies of how the and external university received a satisfactory response”, University has worked with local publications. she explains. small and medium sized Reciprocal links with other The new site has been enterprises (SMEs). This is websites such as Coventry & wholly redesigned to pull presented in a succinct and Warwickshire Chamber of together scattered information business-oriented way and Commerce and CBI, West on the services and facilities that focuses directly on improve- Midlands. Warwick can offer to the ments such as innovation, The launch of the Warwick business community. It also quality improvement and profit. Regional Business Club on answers the need for business to “Despite its name, the site November 21. The aim is to navigate the site easily and to also includes information provide a series of meetings receive a prompt and user- relevant to non profit-making addressing topical business friendly response. organisations and the issues for a selected audience of It includes regularly updated professions, such as the NHS local senior executives. Topics news and announcements from and education,” she concludes. will be chosen to reflect key the campus and an events diary. strategic interests and research One of its most innovative activities at Warwick, which features is a new Ask the Experts resonate with critical business on-line enquiry facility. Visitors issues of the day - designed to to the site can pose a question, encourage business to interact to which a member of Warwick’s with Warwick on an increasing academic staff will respond. scale. 07
  • 8. alumniviews The dotcom - where Decide your brand’s core values Use the results of the previous steps to describe completely the personality of the brand - and did it all go wrong? not just as a list of words. If it helps, place a face or a personality to it. Develop your product to Simple, says former Warwick MBA John Nicola, now a management match your customer’s needs Determine the offer that will consultant with VEO Ltd (Virtual European Office) and a member of both satisfy the needs of your customers and differentiate you the Chartered Institute of Marketing. Writing in the institute’s journal from your competitors. Make Marketing Business, he says that most dotcom failures can be sure that it can be delivered effectively over the internet. blamed directly on a deviation from the basic principles of And consider customer service marketing. and logistics. A brand is not just a company Can a virtual brand be built Know your customer Get the site design right... name and logo - it is something quickly and compete with Be clear about the needs, A well-designed site is crucial: it that encompasses a customer’s established physical brands? characteristics and expectations should reinforce the brand and entire experience with your Should building a virtual brand of customers as every activity be easy to use and navigate. It business or organisation. be any different to building a and process should flow from should enable your customers to Defined simply, the brand is the traditional brand? According to this. In this sense, the virtual access your products quickly and immediate image, emotion or Jez Frampton of Interbrand company is no different from easily. Remember - the brand Shut Down... message that is experienced when a person thinks of your organisation and its offer. We all know that an effective brand is key to gaining market share and creating customer loyalty. This is particularly true on the internet, where timescales are short, competition intense - and mistakes costly. With the introduction of the web came the hype. We all heard, “the Interactive, “Brands really exist in people’s minds. The difference between online and offline branding is therefore not the brand, but the way in which it is created. Too many online experiences lack the distinctiveness required to create powerful brands”. Can a virtual brand successfully change behaviour? There are some brands - notably Amazon.com - that have the physical one. How will you enhance your customers’ life? Which needs do you wish to fulfil? What problems will you overcome? Unless you have concrete answers, you may need to go back to the drawing board. Know the competition and the market place Analyse the competition and its positioning - a unique brand cannot be built without this encompasses the entire user experience. (Take the unfortunate case of Boo.com - one factor contributing to its failure was its extremely slow website download time). ....and the marketing Tell your customers who you are, what you offer, the needs you satisfy and your differentiator. Do not communicate too many internet will re-write the rule effectively achieved this. It not awareness. In my company’s messages in one campaign as it book - you need to build the only had first-mover advantage experience of rolling out US can cause confusion. Think brand quickly!”. but it also applied to the web internet companies into Europe, about your customers’ behaviour Some internet marketers fell traditional marketing principles there are varying degrees of and develop your media plan under this spell, spending vast of satisfying customer needs in market knowledge, irrespective accordingly. sums on brand-building areas such as range, price and of the size of the company. A Be creative and innovative campaigns, some of which were customer service. Other case in point is Netscape’s using relatively low-cost not very successful. Marketers examples of successful internet European launch of its methods such as PR and viral felt they had ‘escaped’ from the brands include America Online, NetCenter portal. Initially marketing. (Microsoft’s hotmail restrictions of the off-line Yahoo!, Netscape and Excite. intending to launch one portal gained a high customer base companies and wanted to do Although online brands for all countries, Netscape finally effectively using viral things differently. Creativity, have to work harder, essentially decided to launch eight different marketing). The use of highly freedom and urgency overtook the brand-building process is the localised portals, each reflecting targeted publications can be sound business practices. same. Even so-called ‘new’ local market variations, whilst more effective than television. methods like viral marketing* maintaining core values. Develop integrated campaigns and CRM have their foundations incorporating both online and in the traditional principles of Know yourself offline branding. loyalty programmes and direct Establish your intended Finally, never become mail. In light of this, how do positioning, competitive complacent as it will be you build a successful online advantage and core competence, necessary continually to refresh *A marketing phenomenon that brand? as well as your vision and and re-energise the brand - it facilitates and encourages people to mission. Why should a customer must remain dynamic g pass along a marketing message. choose you, rather than the Hotmail is widely cited as the first competition? Be objective: put example of viral marketing. yourself in the position of the John Nicola is a freelance customer. At some point, we strategic marketing consultant. have all thought that, because we are passionate about our Contact product and services, our customers must also feel the e jmnicola@aol.com same way. 08
  • 9. nexus | autumn 2001 Don’t lose Food website your head to is top of the the hunters menu What happens on the day that Head hunters should qualify A Bedfordshire company which BigBarn has developed what it the head-hunter calls you up? their interest in you to show has set up a ‘Virtual Farmers claims is an innovative website You may think that it is the day that they understand you. Avoid Market’ to allow consumers to for both producers and customers that all the sweat, toil and being drawn into a meeting buy direct from their local alike. Simply by logging on and money that you have devoted without first obtaining details of independent food producers has typing in their postcode, users see to career preparation will start the role in writing. Too often, won a major accolade at one of a map of their area displaying to pay you back. But is it? It agencies will simply pull you in the region’s most prestigious icons representing different pays to be prepared in the with a view that you might be business awards. producers and the type of goods jungle of the jobs market, suitable for several positions. BigBarn Ltd, based in Great they sell. Individual updateable suggests Alistair How (MBA, Interviews are time consuming Barford, received the Eastern websites are linked to icons and 1995/96), now of Reuters Ltd., and tiring. Association of Enterprise recipes, food articles and shops London. Find Open Firstly, is the call from a genuine head hunter or merely a search and selection agency? Head hunters don’t tend to publicise themselves. If you’re emerging from business school in your late twenties, it is unlikely that head hunters will be calling unless you are a specialist - or, at least, you have achieved a level where the jobs pyramid begins to narrow. When you do take up the head hunter’s proposal, remember that you have started the clock ticking. Changing jobs is not just about the immediate opportunity but needs to be considered as part of your whole career development. Since you have not instigated the approach, an offer may take you by surprise - and not give you time to think clearly. So, avoid being bounced Agencies Award for Dot Coms at the Business Link High Growth Start-Up Awards. The £5,000 prize was presented by BBC Look East presenter, Susie Fowler-Watt. BigBarn director Anthony Davison (MBA 1998/99) believes that he has found an online solution which suits both producers and customers. “Due to heightened public awareness of food safety, customers have become increasingly demanding appear beside the map. “Our website is something that farmers desperately need to improve their incomes and a growing number of consumers desperately want easy access to local produce” continues Anthony Davison. “Worried by so many food scares, millions are rallying to the ‘local is best’ flag. Local means produce which is accountable, fresh and above all safe. “This award will help raise Too often, your name has into a new role simply because it in their expectations. At the awareness of BigBarn and our been culled from an MBA is available. Ask for time to same time, producers have 2,900 registered producers and. in directory and is simply one of think and put out some feelers - wanted to reach these customers turn, make a real contribution to many called. The genuine head if only fully to understand the directly, to receive a better price the rural economy”, he says. hunter should know a lot about context. This will help you to than is available to them What does the future hold? you, including your current role make an informed and through normal trade outlets”, Anthony was delighted to and career ambitions. Don’t feel considered decision. he says. explain, "We have just agreed a afraid to be cool to the Finally, when you do get the This market place has grown sponsorship deal with the NFU approach - too much offer, recognise who the head rapidly over the past four years, and will be on the back of 5 enthusiasm can imply desire to hunter is working for. You are from just one outlet in 1997 to million Jordan's cereal packets in move and weaken your not the client, but the prey g the three hundred today. the spring" g negotiating position. Contact w www.bigbarn.co.uk 09
  • 10. nexusinterview Imagine leaving work at the BT Wholesale corporate headquarters office Apart from this, the selection process was much the same as it near St. Pauls Cathedral and - instead of joining the customary throng home was for the core crew. My introduction to yachting was two on the Central Line - stepping aboard a 72ft state-of-the-art yacht as a four-day weekends where we went to sea to learn everything member of its crew for the toughest leg of the toughest yacht race in the there was to know about the boat. This was not just about world. This was the challenge that Warwick MBA Caroline Watson was sailing, but also about teamwork. A file is opened with details of stimulated to accept - and which would prove to be the greatest adventure of every member, and the skippers - who had by this time been chosen her life. - selected what they thought were balanced teams. why I was Although I had a preference to do the southern ocean leg, I didn’t have a choice. I was allocated that leg through the crew selection process and was compelled to take joined by fellow ‘legger’ Peter Stewart from Compaq. Nexus / So, you were now a member of the crew? part in the BT Caroline / Well, not quite. BT stipulated as part of the selection criteria that each BT ‘legger’ would first have to raise at least £7,500 for the race charity Save Global Challenge the Children. For me, this was a big task. I decided to approach it through a mix of both corporate and personal sponsorship. The corporate bit was surprisingly easy. What is the point in being in a large organisation if Nexus / What exactly is the BT Nexus / You’re not a you can’t leverage personal Global Challenge? yachtswoman, so how did you come contacts and raise sponsorship in Caroline / It is a yacht race to participate? this way? On a personal level, I that is staged every four years. It is Caroline / Three years ago, I saw it as part of the challenge to led by Sir Chay Blyth and has knew that I was planning to do something that I could not been sponsored by BT for the past graduate from Warwick with my normally do. So I decided to learn two races. It is a unique race in MBA in July 2000, so I asked to run - which I found very hard - which twelve boats, each with its myself an important personal with a view to completing a real own corporate sponsor, question - ‘what do I do next?’ In challenge - a triathlon. This led circumnavigate the world. It my studies, I had covered all the me to entering the London differs from professional yacht theory about organisations and Triathlon with two teams, raising racing in two ways. First - unlike how they work, so I saw Global over £2,000 for Save the Children. the Whitbread, it is for amateur Challenge as a novel way to put As part of the training for this yachtsmen. And second - it goes this theory to the practical test. and the BTGC, I put together a round the world the ‘wrong way’. I wanted to do something small team to do the Three Peaks Nexus / The wrong way? different. So, what really inspired in 24 hours. This raised over Caroline / Yes, the route it me when I read about the race in £4,500 - and anyone who takes is against the prevailing a BT publication was the concept remembers me at Warwick during winds and currents, which means of accepting a challenge in which my last MBA module will know Caroline Watson that you are constantly beating you cannot anticipate how you that they got stung for support! In against the winds and big seas. will respond to it - how you will all, I have raised over £18,000 for This makes it even more get on. It was also different from the charity. challenging. my work, yet was supported by it. Nexus / Let’s move on to your In 2000/2001, the race took Nexus / What was the selection fellow crew. What were they like as ten months to complete, covered process for crews? a team? thirty thousand miles and was Caroline / Each of the boats Caroline / My first impression divided into seven legs. These had a skipper and a crew of was that the crew of Compaq were from the start at seventeen. Two of these crew Non-stop were all enormous - Southampton to Boston, Buenos members would be ‘leggers’ and mostly well over 6ft tall, Aires, round the Horn to would join the boat for just one of compared with my 5ft 3in! Wellington, Sydney, across the the seven legs. In the case of my southern ocean to Cape Town, La boat, Compaq Non-stop, the boat Rochelle and back to sponsor had decided on one BT Southampton. person and one from Compaq as their ‘leggers’. 10
  • 11. The core crew on my yacht nexus | autumn 2001 ranged in age from 25 to 59. It included a couple of relative youngsters who really weren’t sure yet what they wanted from life. There was also a lovely lady of 52 Courtesy of Team Compaq at BTGC who ran a bed and breakfast in Devon and was taking part because her children said she couldn’t do it and she wanted to prove that there was life in the old girl yet! One of the first things we did was to arrange a team-building session where we looked at the capabilities within each of us to determine how we thought we were going to work together. Those with sailing experience would control tactics and the rest Nexus / What were conditions of us had to formulate how we like in the southern ocean? were going to work together to Caroline / I have to admit make the boat go fast. That’s the that I was hoping for a few days critical factor in a race of twelve grace for us to get our sea legs identical boats - it’s all about how before we met any rough weather. the crew work together as a team. But, on the day we left Sydney, In the March, we all went we hit a storm in the stretch of away together for a week’s water where, you may recall, six bonding, physical training and people were lost in the Sydney to communication techniques. We Hobart race in 1998. also carried out assessments of We hit force 10 winds and ourselves to determine what type 30ft waves that caused severe of characteristics we had. We casualties on another boat, with found that we had a lot of two crew members needing to be ‘shapers’ and not many ‘finishers’ airlifted ashore. That same first - which meant that we would night on deck, our watch leader have to pay particular attention to literally flew over my head and making sure that tasks were broke two ribs. How he didn’t finished. take me with him, I will never know. You can imagine my Nexus / What were your You find out what your We held social events for feelings - he is experienced and I feelings when you finally sailed into strengths and weaknesses really further team bonding, as well as am a novice: this is the first day - Cape Town? are when you are pushed to the qualifying sailing days in which and there are another 39 days to Caroline / My initial thoughts limit. You learn how to deal with the core crew worked out go! that morning, as the mist rose people that you may not choose programmes in conjunction with Altogether, we hit four storms over Cape Point, was that I had to deal with normally - but you’ve the ‘leggers’. Peter and I knew of this severity but the rest of the been to hell and back and that I got to work together. You have to that we would join the boat at time wasn’t plain sailing either. couldn’t wait to get my feet on get beyond the personal issues Sydney, when it had already Average winds of 35 to 40 knots dry land again. and learn to trust them - and they travelled half way the round the and 60ft waves meant that it was Then, I realised that this was you. world. By then, things would pretty rough all the way through. the end of the adventure in which Nexus / To what extent do you inevitably have changed and it Nexus / How would you assess I had invested two years of my life think the whole experience has would be hard for the new the performance of the crew? and six weeks of intense activity. changed you? ‘leggers’ to bond. This was a bit of Caroline / Well, the boat My part of the challenge was over Caroline / Having completed trepidation for us, so we were finished the whole race second and I knew I would miss the both my MBA and the BT Global determined to talk to the ‘leggers’ overall, so the team were comradeship of the guys on Challenge, I felt that I had from previous legs to see how obviously doing something board. Now, when I think back, I changed quite a lot as a person things had changed - in the hope collectively right. This is all about really did enjoy it - it was the and that I now needed to push that we would hit the ground taking the right navigational challenge that I wanted both my career on. In fact, I was very running. decisions and making the right sail mentally and physically. But the lucky to come back to a new role Nexus / Did things work out like changes at the right time. only way I could exorcise the in BT. that? There were downside empty feeling in Cape Town was As Executive Assistant to the Caroline / We joined at the moments. We worked four-hour to stay with the support crew until CEO of BT Wholesale - the largest start of the longest and toughest shifts by day and three hours at the boat sailed on to the La part of BT - the nature of my role leg of the race, where teamwork night. Imagine having to get up at Rochelle leg. Then it really was is to support the CEO in the would be absolutely vital. I confess 3.00am in a storm and having to over. business and in the decision- that, for the first day, Peter and I do a sail change. Needless to say, Nexus / Now you’re back in the making process. stuck together. But, once we there were a few words said at office at St. Pauls, what did you This work means that I can be knuckled down and got involved, this time in the morning! learn about teamwork? influential in the making of those the crew realised that we could Having said that, we had to Caroline / I learned a lot decisions, although not play a major role. We found a plan things before we went on to about teams, as this type of team responsible for them. Effectively, I niche where we could make a the foredeck where you can hear building is very different from that am shadowing everything that difference. Perhaps our business little except the sea anyway. in corporate life. You appreciate goes on in corporate training helped, making us a bit Planning and using simple, the value of people and the headquarters. My new challenge more flexible in how we were able straightforward commands was camaraderie. for this year is to get to to deal with people. the rule. A couple of sail changes understand how big organisations did go wrong and one of these work and to learn from people was actually caught on film - we who are highly qualified. will put that one down to a Everything that I have done in training exercise! the MBA is coming to life g 11
  • 12. “This should include data on demographics, epidemiology and morbidity. Once the data has been collected, a financial and risk management modelling profile needs developing to ensure that there is a robust The Saudi government has provided free healthcare for generations. Both business case for sustaining the project,” he concludes. Ministry of Health hospitals and military hospitals were developed rapidly The stages for strategic planning are: in the post oil-boom years of the seventies and eighties. Since then, the country has had to contend with a reduction in oil revenues and an Data gathering Analysis of healthcare needs expanding population. With the provision of free healthcare putting and uptake, both regionally and pressure on finances, the government is encouraging an enlarged private nationwide. Review data from sources such medical market. as the Saudi health ministry and the World Health Organisation. Assess potential with local Planning for business, multinationals and insurance companies. Include price comparison. Evaluate competition, both current and potential. private medical Establish the components of a marketing strategy. Market analysis care in Saudi Analyse gaps in the market. “With its location near other Establish the primary services Gulf states such as Bahrain, that determine business volume. Qatar and the United Arab Establish likely patient Emirates, both the nationals of numbers - by type and Arabia For over twenty years, healthcare in Saudi has been rapidly developed through a large public sector supported by these countries and expatriate workers are within the catchment area for advanced medical treatment”, he says. An unusual aspect of the speciality. Project indicative market share. Assess potential hospital revenue from patients. a much less significant private Saad project is its sheer scale for one. Many large hospital a privately owned facility. The Financial and risk modelling projects of 500-plus beds were only other private hospital of Estimate capital cost of the built for the Ministry of Health, similar size to be completed project. particularly in the larger, recently is in Buenos Aires, Estimate assumptions of “To establish a new western cities of Jeddah on the Argentina. operating costs. Red Sea coast and Riyadh, the Saad’s new outpatient clinic Determine a three, five and commercial hospital, capital - leaving the east of the ten year financial projection of was opened in 1995 and particularly one that country less well served. extended in 1997. Three years revenue and costs. Signals had been sent out by later, the first phase of the Apply sensitivity analyses. provides services such as the Saudi government that + hospital itself opened, with Calculate the key investment legislation compelling the ratios such ROCE and ROE. cardiac surgery, organ clinical diagnostic services such significant expatriate population as radiology, laboratory and When positioning a new transplantation and other to have private health insurance emergency room. In February private hospital in Saudi Arabia, would be forthcoming. There this year, the first inpatients the scale of the market becomes advanced medical was an expectation that such a evident. About twenty percent were admitted and it is techniques, needs ruling would come into force anticipated that two hundred of all hospital inpatient beds are last November and, although beds will be in use by the end of in commercial hospitals, strategic planning” this did not materialise, it is the year. although the proportion varies considered likely to happen Local competition can be of according to location. within the next year or two. extremely good quality, but the Several factors have emerged Douglas McLaughlin. “Work started a few years services and treatments offered in determining the hospital ago on the planning and invariably tend to be of a more position. These include the price development of an ambitious standard medical level. The Saad and range of services, user- 500-bed private hospital in the hospital is aiming to develop friendliness, quality and staff Gulf town of Al Khobar in the and sustain markets both in qualification and medical Eastern Province”, reports these core services and with designated facility status. Douglas McLaughlin, (Warwick additional specialities. “Establishing a successful MBA 1992/95) and now director commercial hospital can be of planning and development accomplished. The correct for the project . “Known as The market entry can be sustained in Saad Specialist Hospital, it will a competitive environment,” ultimately provide a range of Douglas concludes g services comparable with those found in the larger urban teaching hospitals in the UK. 12
  • 13. International MBA Refresher - January 2002 Warwick is hosting the first international MBA Refresher staged by the AEA Alliance of business schools. Key note speakers from EM Lyon, HEC Montreal and WBS will team up to present this stimulating three day MBA update programme. Jacques Nantel from HEC Montreal, will develop the theme of e-marketing. Louis Hebert, also from Montreal, will explore strategic alliances and mergers and acquisitions. Fred Seidel and Christophe Chaumont, both EM Lyon professors, will cover the issues of business ethics and knowledge management. Professor Andrew Pettigrew and Professor Leslie Willcocks from Warwick will present their latest work on leadership and strategic e-business. Priced at £2000 the Refresher from 21 - 24 January 2002. Don’t miss this unique opportunity to meet MBA alumni from Europe and North America. On behalf of our French and Canadian partners and Warwick Business School we look forward to welcoming you to this groundbreaking event. For more information and an application form contact Sue Philpott t +44 (0)24 7657 2688 e schsp@wbs.warwick.ac.uk 020 7384 3092 However senior you are it always helps to have an ally in the wider market place. We at Chapple work alongside you to help you establish your long term career plans and, more importantly, to implement them successfully. We work across industry and are often retained by organisations to find talent. We are currently recruiting on behalf of clients in business process reengineering, law, corporate communications and human resources. We also manage portfolio careers enabling you to get on with the project of the moment. If you would value an exploratory conversation or would just like a copy of our career check-up form then email me, Suzannah Chapple, at syc@chapple.ltd.uk or ring me on 020 7384 3092. syc@chapple.ltd.uk 13
  • 14. The concept of engaging an So was born a new breed of interim - or a temporary interim managers and professional manager - is organisations specialising in or generally assumed to have been adding these management skills born out of the lean to their existing portfolio. The manufacturing ethos of the primary skill they brought was nineteen-eighties. Then, the ability to assimilate a flexibility was king. Smaller, challenge very quickly and then leaner teams were expected to place an appropriate temporary embrace more advanced executive into the client technology and, at the same organisation to fulfil a clearly- time, to improve their business defined short-term assignment. performance on a continuing The corporate crisis could basis. have come from many causes - Perhaps partly influenced by from bridging a sickness, North American business recruitment or under- culture, the search for flatter, achievement gap right through more efficient structures led to to addressing wider business the delayering of management. issues such as performance or But, as many businesses found profit downfall, turning the to their cost, this could have its business round, downsizing or downside, too - it could lead to closing a plant, company a loss of expertise. There would floatation, introduction of new be times - caused mostly by technology and even preparing crisis or by other catalysts for the whole business for sale. change - when the leaner Whatever the problem, its management team lacked the resolution will bring with it the time or the wherewithal to deal need for change, to take some with a new or unexpected hard decisions and often to challenge. convey some bad news. Against And, of course, at times like this, the interim should have these, it is a paradox of business two considerable advantages. life that the need for swift, The first is that he or she is incisive management is at its quite unfettered by corporate greatest. politics or machinations and the second is that he or she should be able to take a hands-on role The concept of deploying an interim manager to fill a short-term with just one objective - to meet a clearly defined brief within a business need is not new one: it has been around for twenty years or defined time span. more. But it is a weapon in the management armoury that is now being ever more widely used. Acknowledgement of this trend has now been made by the Institute of Management, which has set up a new professional body for everyone involved in this specialised skill. bridging a management gap - the interim solution 14
  • 15. nexus | autumn 2001 So, typically, what sort of Interim management in Filling a gap The skill of interim skills does an interim bring to action Downsizing and rationalisation management can be used to his or her role? Vision and the One member of the institute is lay at the heart of things when address a far wider range of ability rapidly to grasp the Stuart Firth, former Warwick the Standard Piston Ring problems than those overall situation may suggest MBA whose Masters was gained Company Ltd., was bought by demonstrated by the three test someone of more mature years, back in 1977 when they were the Swedish Daros Group. The cases. As a career development possibly over-qualified and still classed as MScs in new owners were looking to opportunity, it offers a specialist, certainly with a blend of human management and business reorganise and consolidate their professional role giving a variety resource management skills. A studies. Today, Stuart runs his world-wide manufacturing of short-term as well as medium- good interim will have the own interim management operations in Sweden, Italy, UK, term assignments across many ability to focus quickly on the business from his office at Germany and China. sectors of industry and direction in which the business Ripponden in West Yorkshire It was clear that the UK site commerce. It requires a number needs to go, the route that it and has kindly opened his was most likely to be relegated of personal attributes including must take to get there and - casebook to Nexus readers to to a distribution role only, vision, motivation, HR skills, a perhaps most importantly - show how he used interim skills needing a fifth of its original challenging mind, diplomacy, convincing other key people of to resolve three different workforce. When the MD mentoring, building trust and the need for change. problems for three different position became vacant, many others. companies. recruitment of a long-term There is just one health Professional accreditation replacement was therefore not a warning, suggests Stuart Firth. But now there’s another The turn-round realistic option. “This is one career where life potential string to the interim’s The first assignment came from Stuart was retained as really does begin at forty. bow - accredited membership of Smith and Nephew Medical interim managing director to Anyone younger is unlikely to the relatively newly-formed Fabrics Ltd. The company had analyse the UK business and to have enough street experience Institute of Interim Management. been taken through an extensive drive the strategic changes. Over or career scars to be able to walk By establishing and setting turn-round exercise, in which a period of just a year, sales in on Day One with the standards, membership brings the MD had integrated several effort was refocused and necessary credibility in the eyes with it evidence of an approved scattered factories on a single reinvigorated ‘Cinderella’ of the rest of the team” g level of qualification and Brownfield site. Facilities had products resulted in a new experience. It helps to develop been upgraded on a product line business stream. Simultaneously, interim skills, endorses the basis and the whole operational facilities were Contact experience of interim managers management ethos and structure reorganised and production was to their clients, promotes had been revolutionised. moved overseas in a planned The Institute of Interim interim management as a As part of this process, the manner. Management recognised profession - and is 1200 strong workforce had been Tony Lodge, who recruited t 01536 207307 expected to raise industry halved. At the next stage, Stuart Stuart, is sold on the interim w www.ioim.org.uk standards and awareness in was consulted to carry out a method of filling management general. detailed review of the function gaps. “He was quick to identify Firth Interim Management As an employment of the engineering and the underlying problems and to t 01422 824324 opportunity, membership of the maintenance departments, apply solutions which resulted e stuart_firth@lineone.net institute should take its place which had played a key part in in a steady turn-round. I alongside other potential the reorganisation. One of the recommend this route as a professional opportunities when options was radically to method of managing change specialist career routes are being downsize the departments, a when a permanent appointment considered. Membership at one delicate exercise that would is inappropriate,” he said. of three grades brings with it require considerable diplomacy. assessed status and an industry Within ten days, he had Illness crisis code of practice. It also offers a interviewed all members of the The illness and early retirement continuing professional departments concerned, as well of the long-standing MD of the development scheme (CPD) as as ‘customer’ departmental UK arm of the German-owned well as a members’ help line, heads in order to identify their spray technology business, networking opportunities, its new needs. A proposal was Lechler Ltd. led to an acute own website and access to developed which strengthened management succession extensive management the product line management, problem. information. made full use of the potentially As an interim manager, For the first time, the redundant staff and proved Stuart Firth was given the burgeoning interim acceptable to all. It was, said the assignment of revitalising the management profession now has MD, “a true win-win outcome”. business. “It soon became clear a single voice together with a that challenges of the transition framework for distinguishing the were compounded by difficult accredited professional from market conditions and a history those that just use the name. of under-investment in capital equipment”, he explains. “An Stuart Firth or the Interim entirely new business plan was Management team with HRH formulated, accepted by the The Duke of Kent owner and implemented over a period of two years. As a result, clearer customer focus was achieved, succession problems were overcome and productivity, service levels and quality were all improved”, he concludes. 15
  • 16. does leadership make a difference to organisational performance ? Why are some organisations consistently successful and others less so? Do leaders make a difference and if so how? As an exercise in research, it is difficult to prove leader effects, says Professor Andrew Pettigrew of Warwick Business School. People have already largely made up their minds on the subject - they just assume that leaders do make a difference. His findings on the subject suggest that we should avoid easy assumptions. 16
  • 17. On the subject of organisational nexus | autumn 2001 performance, many of us are guilty of holding comfortable beliefs on the subject. One is that innovation leads to performance gains. Another is It is this that leads me to say that increased funding leads to that although leaders are enhanced performance - just pile important and leader effects are By changing structures, were money in and, somehow or quite crucial, we shouldn’t they decentralising, were they other, performance will rise. concentrate our attentions on de-layering? Were they A slightly more complex leaders alone. Indeed, my belief introducing project forms of view would be that a about the links between organisation? By changing combination of innovation and innovation, change and processes, were they investing in financial investment - plus the performance is that we should horizontal networks, were they right kind of leadership - might think about fixing the system, building IT capability in order to lead to improved performance. and not just the people. This is ease communication between But here you are dealing with not to rule out the significance people and were they three sets of factors, rather than of people, but it does mean implementing new human just one. So, already, you can see looking at a wider set of factors resource practices? By boundary that concentrating on leader in assessing why things do changes, were they developing effects alone as an explanation change and why performance strategic alliances with other for increased performance is goes up and down. companies, were they bound to be somewhat limited. What you can conclude outsourcing non-core activities And we’ve all observed the about leader effects is very much and were they de-diversifying - contrary situation - a dependent on who you define as shrinking the portfolio of the performance decline directly the leaders. Do you mean the business? linked to people trying to boss, the CEO, the board or the Does it also include the What we did was to measure innovate. We’ve also seen top executive team? Do you board of governors? Does it also these factors at two points financial investment dissipated include the leaders going down include the influence of the during the 1990s to see how in improvement programmes. through the senior and middle parents and the local education much change was going on, So, a contrary position can levels of the organisation? Some authority? You can’t fire them where was it going on and in always be seen when you people define leaders in a all - so it’s the head who gets what elements the changes were explore these issues. narrow way, but I think most fired if things go wrong. occurring. people today take the view that In fact, the schools that have The result of the study is a The romance of leadership you have to have an inclusive been placed by OFSTED in clear and interesting one about So, why is it that people view of leadership - right down special measures category are organisational performance. continue to believe that leaders into the depth of the required to change their leader. Basically, we showed that within are important? One reason is organisation. From the OFSTED research, the companies that were more because of what some people We all know that some there is some evidence, both or less simultaneously changing describe as ‘the romance of boards think up great ideas and statistical and anecdotal, that their structures, processes and leadership’. This could be have great visions that they changing the leadership boundaries, there was a clear described as the extent to which cannot implement. The leaders activities plus the processes plus statistical relationship between we want to believe that leaders are pulling levers that are not the personalities in failing this pattern of innovation and do have an effect. We want to connected to anything. By schools does make a difference. high levels of performance. believe that they do, so we taking an inclusive view of But it is still the head that gets By contrast, in those overstate the importance of leadership, you can observe that replaced! companies that only made leaders and we over-attribute there are people who lead in limited change - particularly leader effects. different ways and at different Business performance those that only changed their Equally well, we also know levels. If the whole leadership Another example - from the structure and their boundaries - that when things go wrong, system is not linked together, it’s business sector - illustrates the not only did this limited change people have a tendency to quite common that things don’t more general problem of fail to lead to higher blame the state of the get done and the performance explaining performance performance, it actually environment around them. expected by the effects of differences. It broadens the produced negative performance They point to a changed leadership fails to materialise. discussion away from just the consequences. economy, technology failure or leader to the wider So, what these results show they blame customers or other The education analogy considerations that might affect is the importance of factors stakeholders. Equally, when The first example deals with the organisational performance. other than leadership alone. things go right, they want to topical issue of schools and was Here at Warwick Business They underline the importance believe that it was leader- used by me as part of the first School, we have just completed of making sets of inspired. annual NHS Confederation a big study of new forms of complementary innovations - This ‘romantic’ simplicity lecture. If there is one element organising and company that feed off one another and can be seen through various of government policy where performances among European, reinforce one another. phenomena, just one aspect of people think leaders make a Japanese and US firms. Performance gains require doing which is that ‘impression’ difference, it’s in schools. Fire The data from the European many things together. management and self-serving the head teacher, replace him or companies - ranging from those Performance effects are leader behaviour are simply her with another person - and employing 450 people right up dependent on the whole system reinforced by the needs of there’s going to be a turnaround to the largest - shows some action and certainly not just on followers and others. It is easier in that school! interesting findings about changing leader or altering the to believe in leadership than to A lot of government policy performance differences. We pattern of leadership at the very prove or establish leader effects. and the actions of OFSTED have measured the extent to which top, although this can have an been made on the assumption they were changing their effect. It is a question of fixing that poor performance in structures, changing their the system and not just the schools is attributable to processes and changing their people. It also shows that leader weaknesses in leadership in the competence and effectiveness is school. But, who do you believe only as good as organisational the leader to be - is it the head competence and effectiveness. teacher or the senior Both need to be dealt with. 17
  • 18. The BP case study The non-executives have low Through this informal There is an excellent example of legitimacy - indeed, ineffectual contact, they are able to access this from the corporate life of people are selected so that the informal information - that BP. Today, BP is regarded as the board power system will be which is not written down on a best-managed company in maintained. piece of paper! Britain - but it wasn’t always so. These non-executives are So the encouragement of Now, it is the largest company starved of information, so they greater informality means a free in Britain and is the second have a limited perspective. They flow of information and the largest oil and gas company in are often confined to the better perspective to create a the world. It has been boardroom and not allowed to more trusting relationship responsible for making quite meet and talk to people outside. between the parties, dramatic changes in its industry, The board agenda is often encouraging a more open board changes that have not only stylised and predictable in its process. affected its own performance historical reporting. In other Although nobody has tried but have also forced its words, people are always looking to link this change from competitors to react. So, just in the rear-view mirror - looking minimalist to maximalist boards how has BP had such a powerful at financial information about to board performance, our impact? the past and not really thinking assumption is that it is a key BP did get into a pattern of about the future. As a result, factor in turning companies making whole-system change - there’s no space for issue around. Certainly, where boards but it took them upwards of six The BP story illustrates the spotting - even less for dealing were changed in turnaround or seven years before the effects power of complementarities - of with the real issues. There is situations, many of those of making sets of changes making innovations in sets - little or no challenge, dissent or behavioural characteristics were became apparent. over and above the changes in conflict on these boards. important. During the nineties, it had the pattern of leadership and This is a characterisation, of three leaders. John Horton, the style at the top. course, but evidence from the Conclusions first of these, was chief executive It illustrates well that leaders research shows that - right into So, to return to the question, can make a difference. But you the 1990s - there were many does leadership make a from 1990-92 but was asked to need to look at leader effects boards showing these difference to organisational leave the company because of its over the long-term and you behavioural characteristics. It performance? First of all, easy poor performance. Yet he started need to look at other kinds of can only be assumed that these assumptions about leadership the innovation process in the innovation that have been characteristics did have a big effects should be avoided, organisation that provided the attempted by the organisation impact on the performance of especially given the tendency to foundation for its later success. over time. the company. Indeed, the reason over-attribute them. You might call it unfortunate why these boards ultimately But you can’t make the timing! The benefits were not Boardroom behaviour failed was a performance deficit, contrary conclusion - to say that coming through fast enough to No look at the significance and often leading to the removal of leaders have no effect. The be reflected in the bottom line. importance of leadership at the one or another of the power problem is to balance out the His successor was David competing explanations. I have Simon who was a different sort very top could be complete figures who brought about this without a study of board level type of social conduct. tried to deal with this in two of leader and a different ways - firstly by looking at work behaviour. Not much research By contrast, an increasing personality. Shrewdly, he did not in schools, where there is has been done on this subject number of boards are now throw away all the processes of evidence of leader effects, and because boards are rather private moving away from these change that Horton had begun - secondly by looking at institutions and they don’t like characteristics and towards what he saw that what Horton had organisational change and its academic researchers from can be described as maximalist started was quite fundamental. links with performance. Here, universities prying behind their boards. The trigger for change in Simon attended to the short the point is made about the gilded curtains and - asking this transition is invariably a term needs - to improve the importance of whole system awkward questions! performance crisis bringing performance and reputation of change - of making many Recently, however, Terry about a clamour for change. the company - but he kept to innovations simultaneously. McNulty and I have been able to New personalities come in with the longer-term patterns of This should avoid the danger of obtain a research grant from the a new purpose - to open up and change. These were to do with getting caught in the middle Economic and Social Research enliven the board. There’s often structures, processes and and making partial moves which Council to carry out work in this an attempt to define roles more boundaries of the business. might not create higher area. We found a number of clearly and the boundary Within three or four years, performance and which might interesting things about boards between board members is more successive linked changes were actually create negative that cannot yet be linked carefully delineated. beginning to be reflected in a This helps in terms of performance effects. strongly to performance, but quite significant improvement attributing responsibilities. The case of BP showed the from which deductions about in performance. There’s often a tendency to combined effects of several their effectiveness can be made. Then it turned again. Simon change the calibre of the non- generations of leaders, which is So, what is an effective board was replaced in 1995 by John executive directors as well - to not well understood. People and what are some of the (now Lord) Browne, who bring in big hitters who have tend to look at single leaders conditions that create this stimulated another pattern of got real legitimacy. The board rather than a succession of effectiveness? change as a result of the merger agenda processes are often leaders. Finally, we beamed right Warwick Business School with AMOCO, ARCO and investigated a sample of about opened up, so that, instead of into the boardroom under the Burmah Castrol, creating the 120 chairmen, chief executives historical reporting, there’s a list assumption that a higher- world’s second largest oil and and main board directors of of more forward-looking agenda performing board would lead to gas company. At the same time, major PLCs. We found a change items. Space is created on the a higher performing company. Browne also perpetuated many in the character - the conduct - agenda for spotting issues and We don’t know this - it’s a of the patterns of change that of large company boards in the resolving them. proposition that hasn’t really both his predecessors had UK. The direction of change was Non-executives are been tested. We looked at part of started. from minimalist to maximalist encouraged into this process and the proposition - at some of the So, here are to be seen big boards. also into the strategy process - inputs into board effectiveness leader effects, made not by one A minimalist board is usually often through meetings away and to improvements in board leader but a succession of run by an individual or a small from the boardroom, so they performance. I tried to leaders. faction. It is often run by the given a better sense of what the characterise those inputs by Rather than creating a major chairman - or by an unholy industry’s choices are within the talking about this change, which disjuncture, they had built on alliance between the chairman company. They may also be we had observed in our own one another’s achievements and and chief executive. There are allowed to roam outside the research from minimalist to avoided the risk of importing big power asymmetries between boardroom to meet senior maximalist boards g their own ideas and their own these two and the rest of the executives in strategic business perspectives that could push the board and the executives. units. organisation off course. 18
  • 19. Turning Executive Recruitment on MBAdirect its head The Registry and Search Service for Business School Alumni “Masters of the one-stop job.” Financial Times (November 2000) “The direct route to the best job.” Independent (May 2000) What we do MBA-Direct, the first of a series of online registers for professionals to be set up by Executives-Direct, is a central Registry for alumni and current students from AMBA- and Equis-accredited schools, schools offering the CEMs qualification and other selected top ranking schools. It allows individuals to receive highly targeted Approaches from leading international companies and executive recruitment agencies worldwide, all with total anonymity. MBA-Direct also provides free access to the very latest information on the executive recruitment market including industry and function specific salary trends from around the world. This is available to all registered Members, including those who are not actively seeking a new position. The benefits to you ¼ The ability to create and update when necessary your own unique Career Profile ¼ The notification of relevant recruiter Approaches, via MBA-Direct, with your ideal job/s ¼ The power to remain anonymous until you decide otherwise and accept or reject Approaches from recruiters in total confidence ¼ Exposure to a far greater number of job opportunities ¼ Access to up-to-date information on trends and developments pertinent to you Who has already registered? Thousands of Alumni and current students from leading business schools around the world have already registered with us. Including those from LBS, Bath, Strathclyde, Cranfield, City, Imperial, Bocconi, Insead, HEC (isa), Harvard, Kellogg, Rotterdam and of course Warwick. Which recruiters are using MBA-Direct? Already many leading blue chip companies and major Search and Selection firms are using Executives-Direct to help with their recruitment needs and recent partnerships with The Industrial Society and Rebus HR will help to provide Executives-Direct with significant reach and presence in the recruiter marketplace and represents a strong endorsement of the quality and positioning of our service. Register today at www.mba-direct.com For further information please visit out website: www.mba-direct.com or email: MBAdirect info@mba-direct.com Executivesdirect Alternatively write to: MBA-Direct 2 Ransome’s Mews Great Eastern Wharf London SW11 4NQ UK 19
  • 20. www.wbs.ac.uk notice board Alumni Wedding Bells When Anthony Cowell and Sarah Hosie married at All Saints Church, Royal Leamington Spa on 1st September, they were surrounded by friends and former classmates from Warwick. An impressive total of fourteen alumni (including the bride and groom) and lecturer and tutor Dr David Arnott, attended the wedding. Anthony graduated in 1996 with a BSc (Hons) in management sciences and Sarah graduated in 1994 with a BSc (Hons) in accounting and financial analysis. Best man Spencer Chartres and guests Richard Curtis, Peter Savage, Andrew and Jane Balhatchett, John Ellard, Rob Sanders, Kevin Calder, Kevin Cook, Stuart Gregg, Ben Harnwell and Drew Herd all graduated in 1996. The happy couple currently live in the Cayman Islands and both work for KPMG. Prue Hardwick (MBA 1997/00) Nominated for an AA Good Breakfast award in her first year of operation, Prue Hardwick’s Hare on the Park B&B at No 3 Emscote Road, Warwick couldn’t have got off to a better start. Designed & printed by Technique Studios +44 (0)1295 680866 Even more of an accolade when you discover that the menu is virtually vegetarian and so there is no bacon with the eggs for breakfast at Prue’s place. Cheesy bread and butter pudding, raisin and cinnamon waffles with honey and cream, or creamy scrambled eggs with smoked salmon are just a few of the tempting alternatives on offer. Using only organic food in her kitchen, Prue bakes her own bread. Situated twenty minutes from the NEC and close to all main Midland routes, you can contact Hare on the Park at the details listed below. Contact Anthony Cowell and Sarah Hosie w www.caymanhearts.com Hare on the Park w www.thehareonthepark.co.uk