Nexus Spring 2011

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Nexus: Spring 2011 focuses on innovation and creativity, with features by Grier Palmer, Bridgette Sullivan-Taylor, Layla Branicki, Professors Qing Wang and Nick Chater, and Honorary Professor Kevin Morley. Plus the latest news from WBS and updates from other graduates.

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Nexus Spring 2011

  1. 1. 1Warwick Business School Alumni Association magazine: spring 2011
  2. 2. First in the UKOur BSc Accounting & Finance is ratednumber one in all three major UK universityguides. Now we’re launching our pathbreakingMSc Accounting & Finance.Don’t settle for mediocrity.Strive for excellence.Professor Mark P TaylorDean, WBSEx Managing Director, BlackRockFirst in the worldI came first in the world in two of myprofessional chartered accounting examsthanks to my previous studies with WBS.Hannah MonkmanBSc Accounting & Finance 2009KPMGICAEW Order of Merit 2010 WBS – we mean business wbs.ac.uk/go/afmasters
  3. 3. 3 message from the dean 3 In the previous edition, • Kevin Morley, eminent business leader and a WBS I laid out the new honorary professor explores innovation and its potential and ambitious vision positive impact on UK manufacturing on page 14. for Warwick Business • Our groundbreaking new Behavioural Science group School: to be the provides, on page 15, what I hope will be the first of leading university- many briefing articles on how innovative and challenging based business school research into human behaviour could unlock the secret to in Europe. I am business and economic success. pleased to report that work continues apace Teaching and Learning to make this goal a We continue to explore new ways to deliver business reality. The WBS Senior education to respond to the needs of our students, as well Management Team as to the emerging needs of employers, the economy and and I held a strategy society. away day on 29 November to flesh out the key initiatives which will underpin the vision and allow us to challenge Grier Palmer, WBS Academic Director for Teaching and our competitors, to further establish WBS as an innovative, Learning, discusses another initiative, the Working Capital research-led, teaching-excellent school, and to continue to project, drawing on the expertise of academic colleagues provide career-defining business education to future leaders across the University as well as our alumni working in and managers. By working with our University colleagues, the creative, arts and media sectors to create innovative advisory boards, key volunteers, alumni and associates, I am teaching and learning (see pages 10–11). sure we will succeed. We will keep you informed of progress. You can find out more about all of the new research and This edition of nexus focuses on innovation and creativity – activities happening at Warwick via the Knowledge Centre values which WBS has always had at its heart. w go.warwick.ac.uk/knowledge, where you can also add your own contribution. Innovation and business • We highlight on page 13 a number of WBS initiatives around the role of innovation and creativity in building resilient organisations, which are more crucial now than ever in the current adverse climate.contentsIn this edition of nexus we focus on Creativity and Innovation 6–7 New logo, new vision, new WBS 8–9 WBS research news and reviews10–11 Creativity at WBS Grier Palmer 12 Innovation capabilities in the emerging economies: toward a research agenda Professor Qing Wang 13 Innovation & the UK manufacturing industry Kevin Morley 14 The mind is flat: the illusion of depth in human behaviour 6 22 Professor Nick Chater 15 The role of innovation & creativity in building resilient 22 26 organisations Dr Bridgette Sullivan-Taylor and Dr Layla Branicki 16 Take control of your personal brand Lesley Everett 17 Introducing the Knowledge Centre18–19 Alumni supporting the WBS experience 20 Giving back, getting involved 21 Global impact22–25 Global & professional networks and event reviews26–27 Alumni news and appointments 27 17
  4. 4. 44 nexus: spring 2011 from the Alumni Relations Office2011 lies before us, andwith it come challenges and Most of us are beingopportunities for all of us. asked to do more with less. Being creative andBusinesses, whether for-profit looking for new waysor non-profit, are facing changelike never before. There are of working may well benumerous driving forces behind the key. Here at Warwickthis change including a rapidly Business School, weexpanding and shifting global are ‘looking at thingsmarket, increasing competitionin all arenas, new technologies differently’.and a huge pressure on added-value and cost-efficiency. groups of individuals coming together to make things happen. The power of aCreativity and innovation are often key group lies in its diversity.to the success of any type of business,particularly in times of pressure and Our WBS Alumni Network is truechange, and I hope that you will find this testament to the power of creativeedition of nexus insightful and useful, as groups. Never before has our networkyou consider how to navigate yourself been stronger and more diverse. Weand your organisation through this crucial now have networks in China, India, theyear. Middle East, Europe, North America and South-East Asia, groups who work onMost of us are being asked to do more mentoring, on the sustainable world, Our message to you is clear... We needwith less. Being creative and looking for on strategy and on global energy, and your help... to strengthen our networknew ways of working may well be the key. student and cohort representatives across further and to take forward our vision.Here at Warwick Business School, we are the network. Our recent innovation, Do get in touch.‘looking at things differently’. ‘Joining the Conversation’, is a great example of where our alumni are taking Alison BondCreativity is not only about individuals the lead to engage with the School and Head of Alumni Relationsdoing innovative things. It is about each other.thank you to previousboard membersFrom left: David Allan, Navdeep Athwal,Manny Coulon, Issam Hamid, RichardHughes, Rob McCulloch, Ronan Morrissey contact details Alison Bond Tracy Lynch Claire Stevens In–house photography by Head of Alumni Relations Alumni Relations Officer Alumni Relations Assistant John Weatherly The Alumni Association T +44 (0)24 7652 4176 T +44 (0)24 7652 8487 T +44 (0)24 7652 8487 Warwick Business School E alison.bond@wbs.ac.uk E tracy.lynch@wbs.ac.uk E claire.stevens@wbs.ac.uk nexus is the magazine of the Alumni University of Warwick Association, Warwick Business School Coventry CV4 7AL Kathryn Chedgzoy Jen Young Renate Mason T +44 (0)24 7652 4306 United Kingdom Alumni Relations Officer Alumni Relations Events and Alumni Relations Assistant t +44 (0)24 7652 2813 T +44 (0)24 7615 0515 Office Co-ordinator T +44 (0)24 7615 0371 The views contained in nexus are those of f +44 (0)24 7652 3719 E kathryn.chedgzoy@wbs.ac.uk T +44 (0) 24 7615 0171 E renate.mason@wbs.ac.uk contributors and not necessarily those of E alumni@wbs.ac.uk E jennifer.young@wbs.ac.uk Warwick Business School or the University W www.wbs.ac.uk/alumni Ann Jackson Emily Jamieson of Warwick Alumni Relations Officer Alumni Relations Assistant Design by Morse–Brown Design T +44 (0)24 7652 8197 T +44 (0)24 7652 2987 w www.morsebrowndesign.co.uk E ann.jackson@wbs.ac.uk E emily.jamieson@wbs.ac.uk
  5. 5. 55 alumni board world class business leaders, and year here with us. Finally, Matt Stocker’s producing an ever-increasing return on group will continue to look at how we can investment for our alumni and students. improve the way we communicate with our students and alumni, building on the In support of these changes, your Alumni recent improvements to our web site and Board is working with the new leadership introducing further enhancements across team and the Alumni Relations team to many other channels. support both revisions to the governance structure of WBS and the development of In closing this column, I am drawn our strategic plan. to reflect on the recent changes to the Alumni Board membership. Rob Operationally, we have four key McCulloch, Manny Coulon, David Allan,Over the last nine months since the workstreams in development for 2011. Richard Hughes and Issam Hamid haveappointment of Professor Mark Taylor Supportive of the rebranding of WBS, made an immense contribution to theas Dean of WBS, there has been an Hilary Robertson is leading a team work of your Board over the last six yearsenormous amount of change within focussed on the Alumni Association’s and their enthusiasm and commitmentWBS – which continues unabated. Most brand. Alison Watts has a team looking will be sorely missed. With their partingvisibly of course, is the recent rebranding at how our alumni can be better served comes the opportunity to welcomeof WBS with the associated ‘we look at across the full range of continuous Rowena Hilton, Bernie Ritchie, Paulthings differently‘ strap-line, emphasising learning opportunities, and Julia Cruise, and Francis Davis who bring freshthe innovative nature of our offering Evans continues to develop the work perspectives from local and nationaland underpinning the Dean’s vision of of improving the interaction with our government, industry, and commerce;becoming Europe’s leading university- recent graduates and current students. I look forward to working with them asbased business school. An example of the work of this group we meet the challenges of delivering our is the recent launch of our ‘buddying’ 2011 commitments.Our new strategy emphasises the need to programme for the Warwick MBA byenhance our research reputation, further full-time study, which will enhance the Nick Jessett (EMBA 1985–89)develop our reputation for developing relationship with this group during their Chair of the WBS Alumni Boardnew board members alumni members: student members: Paul Cruise Rowena Hilton Will Skillman (MMBA 2003–09) (MMBA 2005–09) Current FTMBA student. Head of Manufacturing Deputy Chief Executive, I am very excited to Improvement – Rolls Chesterfield Borough join the Alumni Board. Royce. Council. I believe that it is I really enjoyed my MBA I am passionate about important for a top study at Warwick and I am passionate lifelong learning, and am looking business school like Warwick to have about the development of the global forward to working with the Board as an active Alumni network. As a current alumni network. I want to maximise the it continues to develop enhanced links participant on the full-time Warwick level of participation in the world-wide between WBS, businesses and the public MBA I am looking forward to engaging network and ensure that the Warwick sector. both current and past students in experience goes well beyond the initial building the WBS brand. qualification. Francis Davis (MPA 2009–10) Bernie Ritchie Policy Advisor, The Abed Abu-Snaineh (FTMBA 1997–99) Big Society and Current MPA student. Brand, Marketing & Decentralisation. It is my honour to be Business Consultant, I’m especially keen to elected onto the WBS Management Sushi Ltd. find fresh ways to support alumni from Alumni Board. I wish My MBA and links with the MPA, all the MBAs and the other to make an impact and WBS ever since have proved of immense programmes who have come from the positively contribute to such a great value in my communications career. voluntary sector or who have gone on community. Being part of the Alumni Board and its to the social enterprise, government and For more information about the key role Communications Group will allow me NGO sectors across the world. Warwick of the WBS Alumni Board to make a contribution that I hope will needs to make a difference in every sense w www.wbs.ac.uk/alumni/ add value in return. of the word. alumniboard.cfm
  6. 6. 6 new logo, new vision, new WBS In recent months, the Dean has shared widely his vision for WBS: to be the leading university-based business school in Europe, with a clear mission statement: a To produce and disseminate world- class, cutting edge research capable of shaping the way organisations operate and businesses are led and managed. b To produce world-class, socially responsible, creative leaders that think on a global scale, regardless of the size of their organisation. c To provide a return on investment for our students and alumni over their entire careers. One of a number of initiatives underlying this vision is the creation of the first behavioural science group in a European business school. Behavioural science, and its applications inA s global competition for students, faculty, and funding business, the economy, and finance is emerging as one of the increases, the challenges for WBS are to maintain most exciting intellectual and practical areas in the world’s excellence in research and teaching and to build an leading business schools. See page 15 for more information.unassailable position in the market.We’ve recently re-launched ourself with a distinctive new look Our vision is straightforward.– you might have noticed! Changing a logo is always risky –there’s a possibility you might alienate your current customer What underlies everything is academicbase and throw away hard-won brand recognition. But with excellence with critical and creativeProfessor Mark Taylor in place as Dean, with vision, ambition,and a mandate for change, it was clear that we needed reflection.something new, fresh, and bold. We needed to evolve our logoin order for it to reflect who we are and where we’re going. A Another element of the new strategy will be strong initiatives inrebrand provided the opportunity for revitalisation of the way teaching and learning, which will link to new research agendaswe are seen in the marketplace.Clean but with an edge. Enquiring yetcertain. Youthful but credible. The straplines,‘we look at things differently’ and ‘WBS – wemean business’, convey our ambition andour refreshed commitment to creativity andinnovation. We are reasserting our abilityto challenge convention – an ability whichhas become synonymous with WBS and theUniversity.The rebranding and national mediaadvertising campaign (pictured here andmost notably in The Financial Times, TheGuardian and The Economist) has been verypositively received externally and internallyand is emblematic of the new vision set outby the Dean. WBS – we look at things differently wbs.ac.uk/go/different
  7. 7. 7and will push us to be more creative and innovative in the way we teach and thereforehow our students learn. A key project will be the creation of a WBS portfolio of cases, new appointmentscompeting with Harvard’s in the use of blended learning, based on WBS research andWarwick’s critical skills. More information on creativity can be found on pages 10–11. Dr Holly Birkett – Assistant Professor of Organisational BehaviourThe new approach will also include buildingnew stimulating relationships with our creative Professor Andrew Brown – Professor ofcolleagues across the University (the Arts We’re absolutely Organisational BehaviourFaculty, the Arts Centre), and with WBS creative thrilled the Professor Nick Chater – Professor ofalumni – in digital media, art, film, music, andperformance. new logo and Behavioural Science and Associate Dean Corporate RelationsThe University is especially enthusiastic about the advertising Dr John Craner – Senior Teaching FellowWBS helping develop educational creativity campaign have metand innovation at Warwick, and we will be Dr Elisabeth Dedman – Associateincreasing our interdisciplinary work via IATL with such a positive Professor of Accounting(the new Institute for Advanced Teaching and response. Customer Dr Jimmy Donaghey – Associate ProfessorLearning), which offers a special role for bothour new Behavioural Science group and our reaction is, of in Organisational Behaviourvanguard corporate social responsibility work course, the ultimate Professor Bruno Frey –WBS Distinguished Professorship in Behavioural Scienceled by Dr Andreas Rasche. test – we lookFor more information see Dr Andrea Gamba – Associate Professorw warwicknetimpact.org forward to hearing of Finance your feedback. Dr Louise Gracia – Principal TeachingIn order to realise our vision, we will build Fellowon our outstanding reputation, striving afteracademic excellence in teaching and research You can contact the Dean in Professor Andrew Lockett – Professor inin every aspect of WBS: research led, teaching confidence at Enterpriseexcellence. We will also equip alumni to employ e strategy@wbs.ac.uk Dr Jenny Maynard – Senior Teachinga range of skills for life and to become part of More information on our new Fellowour global network, feeding back issues to usand continuing to engage with us for ongoing vision w wbs.ac.uk/go/different Professor Kamel Mellahi – Professor ofprofessional development. Strategic Management Professor Jonothan Neelands Professor of Creative Education Professor Margit Osterloch – Professor in Management Science Professor Martin Parker – Professor of Industrial Relations and Organisational Behaviour Dr Juliane Reinecke – Assistant Professor of Organisational Behaviour Dr Graham Sara – Senior Teaching Fellow Professor Deniz Ucbasaran – Professor in Entrepreneurship
  8. 8. 8 nexus: spring 2011 WBS newsraising the profile of WBS local feedback for the MPC from stakeholders in the area. efficiency?’ She commented afterwards, ‘I wanted to challenge the audience not just to think about cost reduction, but more In mid-November, Professor Simon Collinson on waste reduction focusing on delivering was one of just two speakers invited to advise value and quality rather than cutting corners MPs at a working breakfast at the House and reducing service. There is no greater of Commons, hosted by the Industry and opportunity than a crisis, and the current Parliament Trust (IPT) on the Future of economic climate is certainly that for the Government Support for British Industry. public sector organisations in the UK.’ Simon’s talk focused on the changing nature of trade and foreign direct investment (FDI) On the ever-popular topic of football, Dr Sue Sue Bridgewater Simon Collinson into and out of the UK. Discussions around Bridgewater has been commissioned to writeIn 2010, our faculty have been involved in the appropriate Government response a monthly update in The Times on a footballseveral high-level events which have taken to these broad trends followed the two league with a difference – The Times Financialplace on campus and beyond. presentations. Fair Play League. This League attempts to take into account the resources available toTwo members of the Bank of England Dr Zoe Radnor is making a name for herself football clubs in the English Premier LeagueMonetary Policy Committee (MPC), WBS on the application of ‘Lean’ in the public in achieving their points and league position.Professor Andrew Sentance and Paul Fisher, sector. In October, she addressed an audience Data on clubs’ wages and gross transfers arespoke to an invited audience of students, of over 200 delegates from a range of public used as the basis of the Financial Fair Playstaff, academics and business leaders at WBS sector organisations and consultancies on index, which is used to adjust the actualin October. The meeting was opened by the topic of Lean in Government at The league position and points totals of clubs andthe Dean and chaired by Professor Andrew Barbican Centre, London. She challenged to show a financially-adjusted league ranking.Oswald. The aim was to spread the word on them to address the question ‘Is Lean justthe policies and actions of the MPC and get for efficiency, can it only ever be just fornew professors at WBS Kamel Mellahi internal promotions Kamel joins usWe welcome five new professors below, from Sheffield; hisin addition to Nick Chater, page 15, and research focusesJonothan Neelands, page 10. In 2011 we will on organisationalalso welcome: Steve Brammer, Graeme Currie, failure and renewal,and Richard Taffler. business ethics and sustainability, and Andrew D Brown international business strategy. He has Andrew has worked published three books and over 60 papers in at Manchester, world-class journals. Peter Corvi André Spicer Nottingham, Cambridge, and Bath; Martin Parker As well as excellent external appointments, his research draws Martin’s research two existing members of faculty have been on disciplines from explores an eclectic promoted. For the start of the academic year, literary theory to range of topics Peter Corvi and André Spicer were promotedanthropology and discursive psychology to including social and to the top academic level of ‘Professor’. Petertheorise processes of organising and explores organisational theory, is also taking on the role of Associate Deantopics including organisational narcissism, market managerialism for the WBS Undergraduate Programme.individual and organisational identities, and and higher education, André has made strong contributions instorytelling in organisations. popular culture, utopianism, conspiracy teaching as an effective doctoral supervisor, as theory, the Apollo space programme, business well as contributing to administrative duties. Andy Lockett ethics, and alternative organisations. He has Andy joins us from written or edited 13 books and is working WBS Dean Mark Taylor commented, ‘I am Nottingham; he has on a new one about ‘economic outlaws’ – particularly proud to be the first Dean of WBS written two books and including pirates, cowboys, and the mafia. to see through the promotion of a Teaching published in over 60 Fellow – Peter – to the highest level as it articles. His research Deniz Ucbasaran underlines the importance that we attach to relates to new ways Deniz joins us from teaching excellence in fulfilling our mission of creating value Nottingham; her and achieving our vision as a leading business(economic, social, cultural) and encompasses research explores school. André has in recent years emerged asentrepreneurship through new venture entrepreneurial activity, a leading international scholar in the fieldcreation; entrepreneurship in established looking at identification of organisational behaviour, with importantorganisations; and the resource-based view of and exploitation of contributions to the study of power andthe firm. opportunities for new resistance in organisations, in which he has value creation. It draws on both economic developed a unique conception of power and and social psychological theories, for resistance in organisational life.’ example: cognitive processes including those relating to expertise, heuristics and biases, sense-making, emotion and intuition.
  9. 9. WBS news nexus: spring 2011 9the Chinese connection focusing explicitly on the politics of the global financial crisis and its links to the real economy in OECD economies, as wellShortly after Mark Taylor officially took as questions of representation for emergingup the reins as WBS Dean, he presented at market economies within internationalThe Warwick Commission on International financial reform debates.Financial Reform, held in China. TheCommission launched in 2009, bringing Just three months later, the Dean was again intogether a range of world-class economists, China. Together with Professor Qing Wang,political scientists, and lawyers from both Associate Dean (Internationalisation), andthe scholarly and policy worlds, to explore Alison Bond, Head of Alumni Relations, hehow international financial reform can move visited several higher education institutionsbeyond questions of architecture and towards with a view to developing collaborations.how it may be possible to build consensus. Two alumni events were held in Shanghai and Beijing at the same time.The Commission is especially concernedwith the political economy of reform, The Warwick Commission on w www2.warwick.ac.uk/research/ International Financial Reform warwickcommission/about/ hot off the press Next Generation Talent Organisation Culture: Implementing Models of Management: Talent Getting it Right Financial Derivatives: Management to Survive Naomi Stanford PhD Object Oriented Turmoil (Warwick) 1998 published Applications with VBA Andrés Hatum PhD by Profile Books Ltd. Dr Nick Webber published (Warwick) 1998 A book full of real by John Wiley & Sons. published by Palgrave life examples from This book teaches students Macmillan. Andrés companies including Ikea, and practitioners the considers the ways firms McDonald’s, Ford, and numerics and design are confronting critical Toyota and with a series of a powerful pricing tool in VBA. It leadsissues such as attraction, development of wide-ranging practical the reader through the basics, from simpleand retention when new generations are exercises to help managers analyse and make procedural code to the advanced design ofcoming into their companies during a time their organisation’s culture a powerful driver systems and object-style applications. It alsoof economic turmoil. Andrés is Associate of success. Naomi is the author of numerous covers Monte Carlo and lattice methods andProfessor at IAE Business School, specialising articles and two books on organisation their implementation. Full implementationin organisational flexibility and talent design, including The Economist Guide to methods and code are provided, making thismanagement. w tinyurl.com/33w6o9g Organisation Design. w tinyurl.com/2vo43ja an invaluable guide for portfolio managers, risk managers, and fund managers. The United Nations Global The Handbook of Decision w tinyurl.com/2ufzo7t Compact: Achievements, Making co-edited by Trends and Challenges Professor David C Wilson Global Sourcing of co-edited by Associate published by Wiley- Information Technology Professor Andreas Rasche. Blackwell. This book is a and Business Processes Published by Cambridge vital reference text for all co-edited by Associate University Press. This students and professionals Professor Julia Kotlarsky book reviews the first of management, published by Springer. ten years of the United organisation and decision- This book contains 14 Nations Global Compact’s making. It offers a wide carefully reviewed andexistence (2000–2010) by presenting range of theoretical and empirical approaches selected papers from theexclusively commissioned chapters from to the understanding of organisational and 4th Workshop on Globalwell-known scholars, practitioners from the strategic decisions. To purchase, please order Sourcing, held in Zermatt, Switzerland,business world and civil society, and Global via Amazon. w tinyurl.com/3xmy4o7 in March 2010. These have been gleanedCompact staff. w tinyurl.com/3x7zbj3 from a vast empirical base brought together by leading researchers of outsourcing and Small Business and Corporate Governance: offshoring and this volume is intended for Entrepreneurship Principles and Issues use by students, academics and practitioners co-authored by Professor, Donald Nordberg MBA interested in the outsourcing and offshoring David Storey and (Warwick) 1990 published of information technology and business Associate Professor by Sage. This book draws processes. w tinyurl.com/2v6qd5a Francis J Greene on the author’s many published by Financial years as a journalist and Times/Prentice Hall. his academic research to This exciting new book develop a strong narrative provides the ‘big picture’ on small business to draw both students and entrepreneurship and explores both the For more information about WBS faculty,and practitioners into the story of corporate prevalence and importance of small and start- disciplines and publicationsgovernance. w tinyurl.com/3xf7xqg up businesses. w tinyurl.com/367rzbl w www.wbs.ac.uk/faculty
  10. 10. 10 nexus: spring 2011 creativity and innovationworking capital: creativity, the arts andperformance for innovative teaching and learningGrier Palmer explains a major new project for WBS Jonothan Neelands Jonothan Neelands joined WBSOur strategy at WBS is clearly to be He says, ‘OSL works to open up issues in November 2010 as WBSworld-class. But we don’t have to be like with creative criticality and illustrates Professor of Creative Education.everyone else to achieve this; therefore how the Arts can facilitate originality, He is also Chair of Drama and Theatre Education at Warwick’s‘We see things differently’ and we can higher levels of learning, and stimulate a Institute of Education. In additionhelp others to do so too. Our new multi- person’s deeper development.’ to his academic profile, he is anproject programme, Working Capital, experienced drama practitionerencompasses the approaches of the ‘My lifetime’s experiences, research, and and coach, with ‘acting to learnArts, creative people, and the creative practice have been in theatre, linking and learning to act’ as a key featuresector, and applies these to the world of to democracy and education. And this of his workshop leadership, whichbusiness to develop stronger creativity triangle underpins my interest in the has helped to create a national and international reputation forand innovation in WBS teaching, nurturing and stimulus that drama can creating and delivering high quality pedagogic, professionallearning, and research. bring to people’s development.’ and student training, education and development in the USA, Canada, Australia, Asia as well as the UK.Jonothan Neelands, our new Professor Through Working Capital, we will linkof Creative Education, jointly leads this up the work of individuals at WBS to Jonothan has a close working and research relationshipproject with myself. His work includes a enable more collaboration and synergy, with the Royal Shakespeare Company, and has advised government on the identification and training ofmantra of ‘acting to learn and learning and we will link up WBS itself with a exceptionally able and motivated young performers. Heto act’, especially demonstrated in kaleidoscope of creative communities. is Research Consultant for the theatre industry’s Nationalhis coaching of both school drama Since August we have been inviting Council of Drama Training and a member of the RSCteachers and ensembles of professional faculty, staff, students, alumni, and Education Advisory Group. His research interests includeactors. His commitment also to Open creative partner organisations to join Open-space Learning in Real World Contexts – the theorySpace Learning (OSL) has helped our our new network to aid our new strategic and practice of drama and theatre education; models ofundergraduates and participants on the thrust. cultural and creative learning; a pro-social pedagogy of arts education and artists’ work as reflective practitioners.Warwick MBA. launch event In November, we officially launched our new initiative in London at a very lively event. Some 40 people heard the Dean’s vision and passion for the Arts to become integral to WBS, and then explored the links between creativity, innovation, and business through a variety of guest speakers. The artist’s craft Internationally renowned painter Contrarily, he argued what does not case studies: the first explored an invention missing and sculptor Nasser Azam shared his transfer is: the market, until the potential consumer prompted insights about what, of an artist’s craft, • the insularity of the artist small but significant changes in the product’s could be transferred to business. An ex- • aesthetic judgement. design and use; the second was a striking story of Merchant Banker, Nasser has recently collaboration, with design process incorporating taken over and re-launched the Zahra Is design the link between creativity & users plus simple prototyping. Modern Art Foundries in London. innovation? w www.assam.com From his wide and pioneering Together we are stronger experiences at the Design Council, Chris Bilton is the Director of Warwick’s Centre for His stimulating list of possible transfers David Kester, as its CEO, proposed Cultural Studies, and author of Management and included: the wider application of design, not Creativity. Chris interestingly critiqued as myths a • observation – the learning and ideas only in product but also to service number of conventional ideas about creativity, artists that come to the artist from scrutiny and organisation; not only in business and executives, referencing Koestler’s ‘bi-association’, • striving for the highest achievement but also in public and not-for-profit arguing that the two different cultures of Art and • commitment – art must succeed enterprises. Business can spark a bigger idea by coming together, because of the cost of expensive and that an oscillation between idea-generation and materials and processes. David argued the power of design in two idea-implementation is the optimum process.
  11. 11. nexus: spring 2011 creativity and innovation 11 I am convinced that engagement with the Arts is a way of nurturing the creative impulse that is within every one of our students in order to help themhow is all this being applied at on and performing dramatised case studies. become outstandingWBS? Jonathan says, ‘OSL is experiential: it’s using a kind of play space, in which they have to business leaders. It’sMany of our faculty are exploring how do it’. Rachel adds ‘We give the students a different way of a toolbox to create, and then explore withto introduce creativity and innovativeteaching into their students’ learning – them the language and terminology used in approaching businessfrom undergraduate to doctoral level. We the module. We provide a chance for them to try things, to take a creative risk.’ and managementalso have a new writing programme beingscoped to aid writing creatively, for academic Working across the University education.publication and study. We are also designing an innovative series ofExpanding accounting interdisciplinary modules for undergraduates Professor Mark Taylor, Dean, WBSLouise Gracia, Director of our largest across the University. These will encompassundergraduate degree course, BSc in different subject areas but focus aroundAccounting & Finance, explains her single themes like decision-making withliterature and accountancy project. ‘There Professor Nick Chater, or creativity. This the author in minuteis a conception of accounting as a bounded, will give students a variety of perspectivesobjective (cognitive), professional regulatory and learning experiences, and encourage Grier more original and richer interpretations ofor reporting practice with well-defined material and issues. Palmerrules and regulations giving rise to a singletruth – ie ‘the true and fair view’. I have Grier leads thebegun to use creative materials like poetry New partnerships Creativity andand texts to support students in challenging We are working with Alan Rivett, Director Innovation of Warwick Arts Centre (WAC), to explore initiatives asexisting accounting knowledge and practice. AcademicThrough the written and spoken word we relationship opportunities with this Director, WBSare beginning to consider whether we can extraordinary facility, networked as he Teaching &find aspects/views of accounting that are says with, ‘vibrant... contemporary, often Learning. He isotherwise obscured.’ international artists’. WAC’s Chair, Professor the first Warwick Susan Bassnett , says it demonstrates, academic to gainA new type of case study ‘a University-wide commitment to the their Masters in importance of creativity to our well-being Higher EducationStephen Roper and I are leading an and, as well as teaching undergraduates andinterdisciplinary project to generate new and that of contemporary society.’ supervising masters students and participants ontypes of cases for teaching and learning at the Warwick MBA, he develops PhDs as teachers,WBS, exploiting the research being done We will also be working with other partners trains executives, and coaches entrepreneurs.by WBS staff with doctoral researchers, and from the creative sectors and the Arts to help His research is pedagogic, including teachingparticipants on the Warwick MBA. We aim generate a creative atmosphere to stimulate with case studies, and explores how to develop innovation. students’ ‘critical creativity’.to help introduce new formats and media aswell as a different kind of content in order tocreate more challenging studies, closer to thecomplex and dynamic situations executives how can you help?actually face. Our alumni have been very supportive and many have stepped forward to collaborateTaking creative risks including:Jonathan Heron of Fail Better Productions Simon M Wood, a movie entrepreneur w www.movie-zine.comand Rachel King, a Warwick PhD and gallery owners like Peter Quintana, w www.oc-eo.comresearcher and drama practitioner/coach, and Olga Nefedova, w www.russianart4u.co.ukhave been using OSL with our third yearundergraduates to support and stimulate the Please do get in touch with us if you feel you would like to be involved.students’ creative criticality through working e alumni@wbs.ac.uk
  12. 12. 12 nexus: spring 2011 creativity and innovationinnovation capabilities in the emerging economies:toward a research agendaProfessor Qing Wang introduces some of the capabilities of firms in emerging economies and suggests ways in whichthey will need to develop in order to meet the changing demands of the consumer. The historical reliance of emerging For more details contact economies on low cost production and low e qing.wang@wbs.ac.uk Professor of value-added economic development paths Marketing & Innovation, Associate Dean has created bottle necks for sustainable (Internationalisation), WBS. growth. Recognising this problem, emerging economies have stepped up the effort to Join the discussion online in February develop innovative capabilities – evidenced Qing will be online at by the rapid increase in the number of patent w www.wbs.ac.uk/jointhedebate from the filings by applicants from China. Between 1–5 February 2011. Come and swap ideas and 2005 and 2006, the number of filings from discuss the issues she raises in this article. China increased by 32.1 percent. The US is still the largest recipient of patent filings with • What do you see as the opportunities for a total of 425,966 filed in 2006, followed by firms in emerging economies to ‘leap Japan (408,674), and China (210,501). There frog’ the multi-nationals, particularly in has been an increase in the level of patenting technology and marketing? activity in other emerging countries such as India, Brazil, and Mexico, but, for these • What are the differences between the emerging countries, non-resident applicants type of innovative capabilities for firms accounted for the largest share of total competing at the lower and higher ends of filings in these countries, lagging behind the market? leading emerging economies like China in developing their innovative capabilities. • What are the roles of users, particularly those in the emerging markets, and theirHistorically, emerging economies such as A number of Chinese brands have emerged behaviours in the innovation adoptionChina have been developing their economy either through own development (Huawei, process?based on low cost production and processing Haier, Baido, China Mobile, ZTE) or mergertrade. However, processing trade is greatly and acquisition of foreign brands (Lenovo,dependent on western countries to handle Volvo). The Chinese automobile industry’s the author in minutethe upstream (R&D and innovation) and new target is to increase own-brand marketdownstream parts (marketing and sales) of share in the domestic passenger cars market Qing is Professorthe supply chain. In 2009, China’s exports to 40 percent by 2013, and own-brand of Marketing and Associate Dean forexceeded US$1.19 trillion, of which 50 automobile exports to 10 percent. In the Internationalisation.percent was still classified as processing trade. context of stimulating domestic demand, She gained her PhDThere are variations across sectors and firm the increase in the sales of own-brand cars at Warwick and wasownership; those sectors that are relatively in the domestic market will lead to quality a faculty member atsophisticated, such as electronic devices, improvement and innovations. Sussex before joininghave particularly high foreign content (about WBS. She has also been80 percent). Foreign-invested firms also To ensure this target is achieved, it is a Visiting Professor at universities including Duke, Tsinghua, and INSEAD.tend to have higher foreign content in their important that firms in the emergingexports than domestic. economies develop superior products Her research draws on psychology, innovation characterised by both technological and studies, and neuroscience to understandMany of the final products are sold under marketing superiority. These firms have consumer behaviour in the adoption of radicalforeign brand names, even in such low-tech the huge comparative advantage of being new products; the co-evolution of consumersectors as clothing. Nearly 200 Chinese closer to their large domestic market and learning and firm strategies; and the innovative capabilities and branding strategies of Chineseproducts are top of the list in the quantities their customers. To unleash this potential, high-tech firms.of production, but none is on the list of the these firms must combine their innovativeworld’s top 100 most valuable brands. 90 capabilities with a strong market orientation Qing is a Member of the Marketing Sciencepercent of ‘Made in China’ products do not to reduce the risks of innovation and to meet Institute, and Director of MICE (Marketing,have their own brands. However, brands the changing demands of consumers in Innovation and Chinese Economy network).mean profitability; for example, 80 percent of the emerging markets, as their income and She has published in leading journals includingVolkswagen profit comes from the Chinese standard of living increase and their needs Journal of Marketing Research, Journal of Product Innovation Management, and Research Policy. Shemarket. GM makes US$145 on every car it become more sophisticated. There is clearly a is also Associate Editor for Journal of Research insells in the US, but US$2,400 on every car it research agenda for academics in this area to Interactive Marketing and International Journal ofsells in China. contribute to a better understanding of this China Marketing. process.
  13. 13. nexus: spring 2011 creativity and innovation 13innovation & the uk manufacturing industryKevin Morley looks at how a concentration on specialised, innovative short-run manufacturing could be the answer tothe UK’s current financial woes. Almost the entire focus of Chinese development capital stock, and this growth is manufacturing is on Long Run a continual curve. Manufacturing. If you want a million mobile phones a month, indeed, if you The motor industry is often used as the bell want a million of anything a month, go to weather of the health of manufacturing China. And this is likely to continue despite industry and indeed no self-respecting economic competitors claiming increased country that purports to be a leading force demand will lead to higher wages and a in the economic world would be without subsequent loss in price competitiveness. its motor industry. It is no surprise that the When I was on the Board of a company with BRIC countries have been playing catch up a factory producing electronics in Shinzhen with their own individual manufacturing Province and wage increases became an issue plants. As an example; China’s car industry because of increased demand for labour, we grew by over 60 percent in the last 12 simply moved production further inland to months and it is clear that even motor Guandong Province, where wages were much manufacturing will migrate Eastwards lower. China is so huge and populous that over time. It will then be left to the more this process can be repeated for decades. specialised and innovatory industries to provide the West’s manufacturing output.If this current recession has taught us So we in the West have to focus ournothing else, it’s that over-reliance on one manufacturing energies on the Short Runsector in the economy can be dangerous, end of the spectrum. This will involve the As the old proverbespecially if that sector happens to be more specialised and therefore high endfinancial services. It’s no coincidence that manufacturing processes and must be led so accurately states,casinos also use the word ‘bank’ to describe by innovation. Many studies have shownthe House. there is a strong and enduring link between innovate or die! innovation and productivity growth. TheThe current small but significant spurt seminal study by Solow found that nearly And with manufacturing employing aboutin growth in the UK economy is almost 90 percent of the increase in US labour 2.6 million people in the UK and accountingentirely down to one long-forgotten sector production in the twentieth century was for 13 percent or over £150 billion of our– manufacturing. Germany powered out of caused by innovation and technical change. National Economic Output, it is clear that it’sthis recession simply because of its strong A recent study by Coe and Holpman an industry to be cherished and this has to bemanufacturing base which shows the way for (1993) estimated that the elasticity of UK done by innovation and new technology. Asthe rest of the West, despite more and more manufacturing output is around 0.2 for the old proverb so accurately states, innovatemanufacturing heading towards China. every 1 percent increase in research and or die! on the knowledge centre... the author in minute the digital future of manufacturing designing for the 21st century Kevin started his working Britain has been The use of tensioned fabric in architecture life with Ford and was head- hunted to Rover where he described as necessitates a collaboration between quickly climbed the ranks to a ‘knowledge engineers and designers from the become Managing Director economy’, but beginning. Professor Lewis has been and a member of the Board. is this an over- researching tensioned fabric structures, Having regained Rover’s profitability, he left to set simplification? co-ordinating the ‘Design for the 21st up his own marketing agency which became the Professor Lord Kumar Bhattacharyya, Century’ project and exhibition as a 6th largest in Europe before it was purchased by Director of WMG, believes that the collaboration between Warwick’s School Interpublic. importance of manufacturing has been of Engineering and the Courtauld overlooked in the UK and that the future of Institute in 2009. Since then, her research Kevin is Chairman of one PLC and Non-executive Director of two others, owns three marketing manufacturing lies in digital technology. has become focused on the potential of agencies, a five-star hotel, and has interests in a WMG’s Digital Lab has proven that rigid minimal forms. number of smaller companies. He continues to there are opportunities for British-based w tinyurl.com/3afwcky work as a consultant in marketing, and speaks manufacturing that need to be exploited, at events worldwide. He is Vice President of the British Dyslexia Association, and a Charter and that our universities have a crucial role Member of the Duke of Edinburgh Award to play. w tinyurl.com/38yof9y Scheme. Kevin is an Honorary Professor at Warwick Business School.
  14. 14. 14 nexus: spring 2011 creativity and innovationthe mind is flat:the illusion of depth in human behaviourNick ChaterA new Behavioural Science group at WBS, headed intrinsically interdisciplinary, lying at the nexusby Professor Nick Chater, has been formed to study of applied psychology, organisational behaviour,behavioural science and its applications in business, neuroscience, sociology, management science,the economy, and finance. Behavioural science is economics, and finance.a relatively new research and teaching field that isWhen we choose a car, vote, or make a moral whether the answer was (a) 0–1h, (b) 1h–2h, et al. 2005). Petter asks people to choosechoice, we imagine ourselves driven by deep (c) 2h–3h, (d) 3h, (e) more than 3h. Your which of two faces they think is mostmotivations and desires. But one of the inner statistician should, of course, look attractive; and then by a conjuring trick,insights of modern behavioural science is deep within your experience, and select (a). presents the person with the face they didn’tthat this feeling is almost entirely an illusion. But there is no inner statistician, peering choose saying ‘Tell me why you chose thatRather than consulting our ‘inner selves’, into your mental depths—indeed, there are one.’ This shocking thing is: (i) people don’twe are, rather desperately, attempting to no mental depths to peer into! Instead, with notice the switch; (ii) they are perfectlyfigure out, there and then, what we should either set of options, you actually think – happy to provide an explanation for thedo and feel. Rather than drilling down into ’Help, I’ve no idea! I suppose I watch a bit choosing face B, a few seconds after actuallysome stable bedrock, we cook up a credible- less TV than the average person; and these choosing face A.sounding story about our behaviour, on the options probably cover the population atspot. large. So perhaps I’m a (c).’ And you do this What does this mean for running a both times. Even though the answers are corporation? Don’t try to look deep insideLet’s take an example. Suppose I ask how wildly inconsistent. your customers, or your employees, ormuch TV you watch each night. I might yourself. Do focus on the moment-by-give you options such as (a) 0–15 mins, This phenomenon, prospect relativity moment processes of buying, working or(b) 15–30 mins, (c) 30–45 mins, (d) 45–60 (Stewart, et al., 2003), is ubiquitous. Perhaps living that people find rewarding, and createmins, (e) more than 60 mins. Suppose you it doesn’t matter much whether I know how more of them.consult your ‘inner statistician’ and select much TV I watch. But the same problem(c). Now, I might, though, have asked you arises everywhere. We can be induced, Johansson, Petter; Lars Hall, Sverker Sikström, A. Olsson (2005). ‘Failure to Detect Mismatches Between by similar trickery, to favour wildly risky Intention and Outcome in a Simple Decision Task’. investments (if the others are even riskier) or on the knowledge centre... stodgily safe ones; to favour fuel efficiency Science, 310, 116–119. over performance in a new car, or the reverse; Stewart, N., Chater, N., Stott, H. P., & Reimers, S. emotional prosperity to focus on quality, or price, when in the (2003). Prospect relativity: How choice options It is the desire influence decision under risk. Journal of Experimental supermarket. There is no point trying to Psychology: General, 132, 23-46. to increase GDP figure out what I really want, and providing that informs it – I don’t know what I want myself. the economical the author in minute decisions of Western There are limits to our flexibility and countries. Professor confusion. As I mentioned, one way we cook up stories about what we want is by Nick Chater joined WBS Andrew Oswald however, argues that it in 2010, after holding is time to change our way of thinking. considering what we normally do. If I usually chairs in psychology at Global warming and diminishing natural buy quality audio equipment, I have some Warwick and then at UCL. resources means that is now necessary to evidence that this matters to me – so I’d He has over 200 hundred create fewer products rather than more, better do when next in the store. I’m like publications to his name, an author flicking back in my manuscript has won four national and the evidence is also stacking up to awards for psychological to remember a character’s hair colour; to be prove that old suspicion correct – perhaps research, and has served consistent, I have to check what I like and more money doesn’t make people (or feel, and stick with it. as Associate Editor for the countries) happier after all. journals Cognitive Science, Psychological Review, and Psychological Science. He was elected a Fellow w tinyurl.com/3alm8zb Experiments on choice blindness by my of the Cognitive Science Society in 2010. collaborator Petter Johansson show this process in operation very neatly (Johansson
  15. 15. nexus: spring 2011 creativity and innovation 15the role of innovation & creativity in buildingresilient organisationsDr Bridgette Sullivan-Taylor and Dr Layla Branicki summarise some of the current research emanating from theStrategy, Organisational Learning & Resilience research unit. flexibility to cope with extreme Social networking technologies threats and events is a key Layla’s new two-year inter-institutional theme in SOLAR research. project combines qualitative and quantitative approaches to examine the Strategic capabilities impact of technological innovations, such Bridgette’s project was the first as social networking technologies, upon to examine the state of play of emergency management. It looks to explore UK organisational resilience, smarter and more creative solutions for city and initial findings have wide evacuation. reaching consequences not Contact e Layla.Branicki@wbs.ac.uk only for those organisations operating in high risk contexts Organisational learning but for all organisations A new PhD project which explores how operating within the UK public companies have managed during times ofPrivate, public, and voluntary organisations and private sector context. crisis. Gareth’s research focuses on howare facing significant challenges as the real companies learn and whether, duringimpact of the global financial crisis and This research investigates intra- and inter times of extreme events, companies learngovernment retrenchment are felt. Findings organisational relationships and challenges more efficiently when working withfrom the Strategy, Organisational Learning traditional business continuity approaches direct government input (public private& Resilience (SOLAR) research unit, a leader to planning and preparedness which is partnership-style) or if they are morein the field of organisational resilience, predicated upon individual organisations efficient when operating independently.highlight how organisations can create operating in isolation and one size fits all Contact e Gareth.Owen@warwick.ac.ukcapabilities to better respond to adverse and organisation solutions to managing extremeaustere conditions. events. Instead our research highlights SOLAR research themes remain timely and the need for strategic decision-makers its research activities continue to attractThe contemporary relevance of the research to think creatively about the resources academic, government, and industryis reflected in an expanding portfolio of high and capabilities across critical national support. It is only through academia,impact projects. In 2010, Sullivan-Taylor and infrastructure and international supply industry, and government working creativelyBranicki disseminated research findings to chains. together that innovative solutions can bea wide range of practitioner (AIRMIC, Bank found to the problems challenging a postof England, BCM World, IPT) and academic This includes the use of creative scenarios financial crisis landscape.audiences (SMS, EGOS). New SOLAR using ‘Lego Serious Play’ to map out theResearch Associates also include Steyer, strategic landscape as well as potentialStephenson, Cohen, Von Schwanewede, and dependencies and inhibitors to achieving on the knowledge centre...Stolz. overall resilience. risky businessThe exploration of strategy, in terms of To engage further with strategy in The 21st centuryboth human behaviour and organisational practice, an Advisory Board has been set has been a timeprocesses, has become increasingly pertinent up with senior corporate and government fraught withnot only to the UK’s recovery from extreme representatives, chaired by a member of the concerns aboutfinancial shocks but also to the potential House of Lords. safety, fromimpact and increasing frequency of events the micro levelranging from terrorists acts to severe weather Contact of identity theft and credit card fraudevents. The need for creative solutions and e Bridgette.Sullivan-Taylor@wbs.ac.uk to the threat of terrorism at the macro level. Dr Bridgette Sullivan-Taylor has For more information SOLAR events for 2011 recently completed a Leverhulme Trust on SOLAR research and • Organisational Resilience Project: policy and practice funded research project that examined activities see the SOLAR impact events, hosted by partner organisations, Summer. the intricate relationships between web site or contact Dr • Secure Outcomes Breakfast Series: organised jointly by international tourism and terrorism, Bridgette Sullivan-Taylor, SOLAR, the Industry & Parliamentary Trust (IPT), and the and looked at how managers in the Director, Solar University of Warwick, held at Westminster, Jan-June. travel and tourism sector cope with the w www.wbs.ac.uk/go/solar • Security Conference, June, Westminster uncertainties caused by the terrorist Contact Bridgette or Gareth for further information. threat. w tinyurl.com/356aao3
  16. 16. 16 personal & career developmenttake control of your personal brand If you’re serious about your Stride 3: Dress like you mean it career, you need to take control Style and grooming are the packaging of your brand. Do you present yourself in a way that invites trust and credibility? Your of your ‘Brand Me’. dress should be an extension of your personality and brand. We all have a personal brand; it’s just like a corporate or product brand. It’s how Stride 4: Silent indicators ‘Body Talk’ speaks volumes. A genuine smile, a good handshake you make others feel about you, what and positive eye contact are essential – you will be judged on people say about you, and the words they them so take time to get them right. use to describe you.We don’t always cultivate our brand image though. It’s often Stride 5: Speak easyleft to chance. But, the impact of considered branding cannot What does your voice convey about your brand? Have yoube underestimated –just look at the success of brands like David listened to your voicemail message, to hear how professionalBeckham, Apple, Coca Cola, and even the Queen. you sound? Don’t underestimate the power and influence of your voice.Take control of your brand with these essential tips, 7Big Strides to Walking TALL®, from personal branding Stride 6: Be interested & visible Being genuinely interested in others will make you moreexpert Lesley Everett. interesting, and more memorable.Stride 1: Who you really are How visible are you? Do people know you or do others have toUncover your personality, values, individuality and your unique describe you in detail for people to know who youselling points. We often lose track of our identity in a busy are? Having a great brand is not enough; youbusiness world and when we’re focused on career progression. need to manage your visibility to project it.It’s important to get feedback from others on how they see you It’s not always about seeing people face to– analyse appraisals and personal development plans. face; you can be visible in other ways. Think about your profile online and how you interact andAsk others around you for three words to describe you. Do these contribute your expertise.correlate to how you see yourself? Are you happy with them?This collection of perceptions from others is your brand, so Stride 7: Each time, all the timemake sure you manage them. Consistency is crucial. For any brand to be 100 percent successful, it has to be 100 percent consistent.Stride 2: The first seven secondsIt takes just seven seconds for people to judge us. Lesley Everett is author of Walking TALL – key steps to total image impact and founder of Walking Tall – The Personal BrandingHow often do people get the wrong Company. w www.walkingtall.orgimpression?There are three steps to a first Special offerimpression:1 What you look like Access over two hours of unique video2 What you sound like training from Lesley, separated into 123 What you say modules and delivered to your inbox over four weeks via the 8.45 Club, for the discountedFirst we take in non-verbalcommunication, then we assess rate of £27 (normal price £47)vocal quality, and finally we hookinto content if we like what we To purchase, login to your Alumni website, clicksee and how we hear it. Firstimpressions are incredibly powerful on the careers link under Develop and click onin defining how we feel about ‘Buy Services Online’.somebody.

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