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WBS development programme
Business schools are in a highly competitive
market. To get into the premier league, they Investing in future leaders
have to attract the best students and the Our students are exceptional. Because
top academics. They need to offer state-of- we have a reputation for excellence,
the-art buildings, IT, lecture theatres and our courses are usually heavily
libraries. The top international academic oversubscribed and we are able to
stars [need] dedicated research centres. All select the most talented and promising
this costs money. The Guardian, May 2004 students from around the world. We
work hard internationally and provide
Whatever sector we are working in, we global scholarships to attract the most
have to recognise that organisations are talented students.
more focused, more tenacious and more I feel proud to be able to study here and I know that I
concerned about future position than am getting the very best in higher education that will
ever before. Leading global business and enable me to achieve my maximum potential. Every
aspect of student life has been catered for, from social
management schools are no exception. to educational, and postgraduate to employment
Now operating in the premiership of opportunities. I feel confident that with a Warwick
business management and education, Business School degree many doors will open.
Sarah Sweeney, BSc Management, WGA scholar
finance for WBS is critical. The School
has created a turnover of £35m, which
is a great success, but more is needed to Investing in faculty a percentage of their salary as a direct
operate within the global league. To be a leader in management education, debit, on a continued basis. However
research and knowledge innovation, WBS major single gifts, as a cash donation,
As one of the first UK business schools, needs strong intellectual capital. We need cheque, stocks or property can be used to
WBS initially secured over 80 percent to ensure that we have academic depth endow a scholarship or professorship,
as well as breadth to our faculty. 16 new or transform facilities.
of its funding from the government.
professors have been appointed since August
Nowadays, in real terms, almost
2003. Whichever method you choose, please
80 percent of WBS revenue is self- remember that your gift is even more
generated. This demonstrates our Investing in the environment valuable to the School through the Gift
innovative and entrepreneurial spirit in Having given priority to students and Aid scheme, which adds 28 percent to the
securing additional investment. faculty, the School’s greatest need value of your donation.
currently is the learning environment;
Competitor schools have also WBS is in the middle of a major building If the company you work for operates a
recognised the need to generate development which commenced in 2002 matching gift programme, your donation
additional investment and have with a £17m build complete and a £12m to the school can also be significantly
established successful development build at the planning stage. This building increased.
programmes that include alumni giving development is crucial in creating an
inspiring and motivating environment How to Donate
programmes, large endowments and
that will allow students and research to A decision to make a gift of any size is an
secured corporate sponsorship. Three
thrive. important one and there are many factors
years ago we recognised a development to consider. The WBS Development Office
programme for WBS was imperative How can you contribute? can help discuss with you in further detail
to securing our future and we are most Our alumni and friends are the key to fundraising priorities, work with you on
grateful to our first donors and the our success. An investment in WBS is an defining your gift intentions or liaising
advice and support of our Development investment which will help move the with the appropriate department or
Board – ‘The Founders’ Association’. School into the global league and in turn member of staff on your behalf.
enhance the investment made by alumni
Warwick Business School wants and and current students in their careers. If you would like to discuss a donation in
needs to stay ahead as a leading teaching further detail please contact
and research institution, attracting Alumni and friends often ask how much Ben Plummer, Head of Development
the most able students regardless of is it appropriate to give? This is, of course, E ben.plummer@wbs.ac.uk
a personal decision. Every gift is greatly T +44 (0)24 7652 4188
opportunity, and moulding outstanding
valued and worthwhile. Some donors do
and unique leaders across business and not have the ability to donate large sums You can also give online through the
management. In order to achieve these of money. However, accumulative and Giving to Warwick website.
goals, WBS has identified three key on-going gifts quickly combine to create W www2.warwick.ac.uk/services/
priority areas to support via the Fund for scholarships and faculty exchange. development/donate
Academic Excellence; students, faculty The vast majority are committed to giving
and the learning environment.](https://image.slidesharecdn.com/2007spring-100526053032-phpapp02/85/Nexus-Spring-2007-23-320.jpg)
Uploaded byWarwick Business School
Nexus Spring 2007
The document summarizes Warwick Business School's (WBS) recent news and events from spring 2007. It discusses the completion of a new building phase that provided improved facilities. It also notes WBS's high rankings, including being ranked in the top 10 for Executive MBAs globally. The document highlights several research projects conducted by WBS faculty on topics like applying Lean principles to improve public sector services and understanding management consulting. It provides an overview of upcoming alumni events both in the UK and overseas.
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Nexus Spring 2007
- 1. 1 Warwick Business SchoolAlumni Association magazine: spring 07
- 2. 2 Friday 20 July Lakeside Marquee Book a table of 10 and have your ticket free! Why not have a reunion with friends from your year – use the online directory to help find your classmates. Ask alumni@wbs.ac.uk if you need help with this. ating ebr el Let the occasion carry on over the weekend and come 40 W BS c along to the WBS Open Day on Saturday 21 July – a family fun day, tour of the new facilities, taster rs lectures, buffet and drinks, with overnight stays yea 1967 – 2007 available at Radcliffe or Scarman. innovative
- 3. 3 ����������������� message from the dean I t is an honour to be writing to you as graduates of WBS in the year in which we celebrate 40 years of success of management education at Warwick. Two years after the establishment of the University of Warwick, in 1965, the Warwick School of Industrial & Business Studies was founded, which subsequently became Warwick Business School. Since then development has been dramatic. Our business school is now home to 7,500 students and 315 staff. Combined with an alumni community of 21,000 in over 125 countries the strength of WBS is growing. Physically, we have new state-of-the-art facilities, with plans to further expand these once funding has been secured. We also have one of the largest and most distinguished faculties of any business school in Europe. Such striking growth has been no accident; it is a strong reflection of the ambitious ethos of the business school over those 40 years, and I must thank my colleagues who have gone before me, and each of you, for playing your part in making WBS what it is today. As globalisation changes the face of modern education, our vision to be the principal thought leader and innovator among business schools globally is no small challenge. However, if in 40 years we can become one of the leading schools in the UK and Europe, envisage our position after another 40 years on the world stage. As the world becomes smaller, we aim to break into the top 10 institutions for business and management education globally. The Financial Times has already rated us in the top 20 schools globally for the quality of our Executive MBA (see P6). WBS ranks second in the UK for teaching and contact hours in new research by the Higher Education Policy Institute and it is no accident that WBS was ranked as the best overall undergraduate business education provider in the UK by The Times in 2006. While we take time to celebrate we are reminded of the words of the late Peter Doyle, Professor of Marketing and Strategy, ‘success builds success.’ And so it is my challenge as we look to the future to ensure that this success continues to grow. Our priorities for the year ahead include maintaining a strong and dynamic research focus in preparation for the 2008 Research Assessment Exercise (RAE) (in the last RAE WBS was one of only three schools in the UK to be given the highest 5* ranking), to build on our position in rankings and league tables through high quality standards, to continue to look for alternative sources of funding to ensure that lack of resources is not a barrier to our success, and of course, to celebrate our successes to date and engage the alumni community in supporting WBS in its future endeavours. I ask every one of you to tell the WBS story wherever you can and encourage you to come back to Warwick in 2007 (see calendar on centre pages 16/17 for opportunities or contact alumni@wbs.ac.uk). I hope that you look back on your time here with as much warmth and enthusiasm as I do on mine so far, and it is with that dynamism, energy and entrepreneurial ambition we want to embark on the next 40 years. Howard Thomas ����������������������� ������������������������� ����������������� ��������������
- 4. 4 nexus: spring07 research review It is well-known 2007 and disseminate the findings through that small firms conference and refereed journals. are more likely to A questionnaire has been developed which face Employment was pre-tested last year. With a better Tribunal (ET) claims understanding of the attitudes of academics than large ones, and about global accounting standards, standard raw figures suggest setters and regulatory bodies might be able to that they tend to promote these standards more effectively to Paul Edwards IRRU lose cases that reach Shahed Imam and Zulfiqar Shah: AFIN countries (and universities) that currently do tribunals. New not adopt them.’ research by the Industrial Relations Research Dr Shahed Imam, Assistant Professor in Unit at WBS shows that small firms are not in Accounting, and colleague Dr Zulfiqar ‘The views and insights from academics will fact disadvantaged if they follow appropriate Shah, are conducting research on ‘The be useful for the practitioners to recognise to disciplinary procedures. Global Accounting Standards and its impact on what extent and how their expectations from academic curriculum’. This global accounting the university graduates are being met. They The researchers found that a key influence on standard convergence is expected to have will also be helpful to their colleagues in the success at a tribunal was having procedures in major implications for the way in which universities who are considering integrating place and actually using them. Simply having accounting is undertaken in practice and these into their curriculum. We believe this procedures, or an HR department, made no accounting is taught in universities. study will have a global impact in accounting difference in itself. Small firms are the least and business education.’ likely to have and to follow procedures, and According to Shahed, ‘We are aiming to it is this fact and not the size of the firm conduct a survey of academics in early W www.wbs.ac.uk/faculty/subjects/acc.cfm which is key. An absence of procedures means that problems are not resolved within the 'Customer service in local government: learning firm, and that a claim to an ET may be an for the future'. employee's only recourse. Commentators also suggest that the small firm is disadvantaged Howard says, ‘Our research aims to examine as cases proceed through the 'pipeline' from through case studies the adoption in local claim to tribunal. The research found no government of customer service strategies, evidence of this. Dropping out of the pipeline systems and practices originally developed at various stages was not related to the size of for the private sector and consider the the firm. Howard Davis and Katrina Ritters: LGC evidence of their effectiveness, upon which similar cross-fertilisation could be Professor Paul Edwards, Industrial Relations Howard Davis, Principal Research Fellow undertaken in the future. The research Research Unit, states, 'small firms have the and Research Manager, Local Government involves working with a total of eleven local benefit of being able to handle employment Centre (LGC) and Katrina Ritters, Senior authorities and recognises the value of relations issues informally, but informality Research Associate, addressed a session at customer service transfers in both directions can be an excuse for a lack of professionalism. the annual conference of the Institute of (from public sector to private, and from Formal procedures do not need to be complex Customer Service (ICS) in October. The ICS private to public). or bureaucratic, but they must be consistent is the professional body for customer service, and fair. Proper procedures help to avoid ET with members drawn from across the private, Our interim findings show customer cases'. public and voluntary sectors. service is most successful where it is seen as a vehicle for cultural change across The research is based on statistical analysis This major gathering seeks to provoke new the authority as a whole; but it requires of the 2003 Survey of Employment Tribunal ideas in the delivery of outstanding investment, drive and commitment for its Applications, which provides a representative customer service. The conference theme benefits to be fully realised.’ sample of ET cases. was 'Raising customer service standards for W www.wbs.ac.uk/faculty/research/irru.cfm the 21st century' and their session was titled W www.wbs.ac.uk/faculty/research/lgc.cfm Professor Andrew managing projects and getting the job becomes that of implementation, typically Sturdy, Professor of done. Consultants are typically seen as still the preserve of managers more than Industrial Relations organisational and knowledge outsiders, consultants.’ These and other findings are & Organisational bringing ideas and techniques new to their the outcome of a three year in-depth study of Behaviour, has clients. However, prospective commissioning consultancy projects combined with a survey recently completed a clients are unlikely to welcome consultants of the annual Management Consultancies research project that if their knowledge is ‘too new’. Also, the Association (MCA) competition entrants. Andrew Sturdy IROB reveals new insights clients consultants work with are often very The project, ‘Knowledge evolution in action: into the world of knowledgeable themselves, sometimes with consultancy-client relationships’ was carried consulting, especially its role in the spread of similar backgrounds and education to the out by researchers from a number of UK management knowledge. consultants.’ universities as part of a programme of research – ‘The evolution of business knowledge’ As Andrew explains, ‘The image of ‘The real outsiders then, become those clients funded by the government’s Economic and management consultants as experts – the not working in the project team. This includes Social Research Council (ESRC). shock troops of the latest approach to the most senior management and the rest of management – doesn’t match their day- the client organisation. This is important as Further information, including copies of to-day work with clients. Knowledge it means consultants are not as innovative as a summary report, is available. E andrew. transfer is often not a priority as clients is often thought. But this can help in their sturdy@wbs.ac.uk W www.ebkresearch.org and consultants are more concerned with role as knowledge brokers. The main barrier
- 5. research review nexus: spring 07 5 efficiency. In a project funded by the Scottish satisfaction and confidence, and embedding Executive, the WBS team investigated eight a continuous improvement culture. The scale case examples and three pilot studies of the of these changes can be substantial, with implementation of Lean thinking in public waiting times or throughput times halving as sector organisations as well as surveying a consequence of the adoption of Lean. many other organisations. The applications included parts of the National Health Service, However this is not about a quick fix. ’The Local Government services and Government research recommends a steady process of Zoe Radnor and Paul Walley: OM Agencies. implementation,’ says Paul. ‘We suggest many organisations are not ready to adopt Research by Dr Zoe Radnor, Senior Lecturer, Public sector use of Lean generated a number Lean immediately, as they do not possess and Paul Walley (MBA 87–8), Lecturer, of outcomes. These included improvements the change management experience or the Operations Management Group, has found in customer waiting times, service right leadership style to make the transition that the methods employed by Toyota, to performance, processing times, customer straight away,’ confirms Zoe. make their production system ‘Lean’, can flow and quality; achieving more for less; be applied to public sector services. This generating a better understanding of the For a full copy of the report visit could have a positive impact on employee process; better joined-up working; improved W www.scotland.gov.uk/Publications/2006/0 morale, customer satisfaction and process use of performance data; increased staff 6/13162106/15 contents focus on global community 9 17 4–7 WBS news 8 the strategic sales organisation Professor Nigel Piercy 9 sweet success Natasha Aggarwal 10 examining the global economy Professor Colin Crouch 11 leading the field Jasni Mohamed 12–13 UK event review 14–15 2007 event calendar 16 overseas event reviews 20–21 27 17 that’s edutainment! Joanna Hotung 18–19 coping with the threat Professor David Wilson & Dr Bridgette Sullivan-Taylor 20–21 african connection Ian Ferrao & Alex Simuyandi 22 WBS alumni board 23 WBS development programme 24 WBSS update and DLMBA tutors 25 in the media and hot off the press 26–27 alumni news Front cover: Frozen Sky Installed in the atrium of WBS Scarman Road, Frozen Sky, designed by Langlands & Bell, is a sculpture of moving neon. The 45 three letter acronyms are the codes used by the air transport authorities to identify destinations around the world. contact details Pam Barnes Caroline Hughes Tracy Lynch In-house photography by John Weatherly Alumni Publications Officer Alumni Relations Executive Alumni & Development Alumni Association t +44 (0)24 7652 4396 t +44 (0)24 7652 8487 Office Manager nexus is the magazine of the Alumni Warwick Business School e pam.barnes@wbs.ac.uk E caroline.hughes@wbs.ac.uk T + 44 (0)24 7657 5835 Association, Warwick Business School University of Warwick E tracy.lynch@wbs.ac.uk T +44 (0)24 7652 4306 Coventry CV4 7AL Sue Cresswell & Emma Emily Jamieson & Paul Snow, The views contained in nexus are those of United Kingdom Brandon-Jones Development & Alumni Nathalie Walker contributors and not necessarily those of Warwick t +44 (0)24 7652 2813 Events Coordinators Relations Assistants Head of Alumni Relations Business School or the University of Warwick f +44 (0)24 7652 3719 t +44 (0)24 7657 3967 T +44 (0)24 7652 2813 T +44 (0)24 7652 4176 E alumni@wbs.ac.uk T +44 (0)24 7615 0171 E emily.jamieson@wbs.ac.uk E nathalie.walker@wbs.ac.uk Design by Morse-Brown Design W www.wbs.ac.uk/alumni e sue.cresswell@wbs.ac.uk E paul.snow@wbs.ac.uk w www.morsebrowndesign.co.uk E emma.brandon-jones @wbs.ac.uk
- 6. 6 nexus: spring07 global community WBS news the big move October saw completion of the £9m Phase 3 Stage 1 of the WBS Scarman Road building and the first occupants start to move in. Students were seen making use of the fantastic new facilities and next to move were faculty and support staff, who soon settled into their brand new offices. The full-time MBA team relocated and all MBAs are now taught in and around the MBA Teaching Centre in WBS Scarman Road. The former MBA Teaching Centre adjacent to Radcliffe House is now used by the PhD programme and for Specialist Masters’ teach- ing. Groups from Social Studies have also now relocated to WBS Scarman Road Phase 2. The Alumni team is to be found on the third floor in Phase 3, rooms C3.22, C3.23 and C3.25 latest rankings WBS’ Executive MBA (EMBA) programme has been judged to be in the top 10 in the world and top 3 in Europe of single school providers, in a Financial Times survey published in October. The annual survey aims to rank the world’s top providers and WBS is the top UK school outside London. The Economist Intelligence Unit’s annual Which MBA? Guide, awards announced its full-time MBA ranking results for the world’s top 100 business schools in October. WBS has retained its high placing, Robin Wensley, Professor of Policy and Marketing, Director of coming in 31st position. The top 100 represent one percent of all ESRC/EPSRC AIM Research Initiative was recently presented with the world’s business schools, giving a true indication of the stature an Award of Life Membership of the UK Academy of Marketing of the School. WBS undergraduate degrees Accounting & Finance ‘in recognition of extraordinary and distinguished services to and Business Studies were again ranked in the top 3 in The Times marketing’ at the Annual Conference Dinner of the Academy in Good University Guide. The University of Warwick retained its 8th London. position this year. Val Gooding CBE (BA French Studies 68–71) Chief Executive of New research by the Higher Education Policy Institute shows that BUPA and Co-chair of WBS Advisory Board, received a PwC Lifetime WBS is in the top two UK business departments for teaching and Achievement Award at the 2006 CBI Real Business First Women contact hours. Awards. The awards recognise women who are pioneers in business and whose achievements have helped to remove barriers and open The contribution by current students and alumni to our ranking up opportunities for others to follow. Val is also a lay member of the performances through participation in media surveys is hugely University of Warwick’s Council. appreciated by staff at WBS and the wider university. multimedia project sponsorship Since the last issue, WBS podcasts have been a great success. Selected events at WBS are opportunities recorded on high quality digital video, edited and posted on the web site as a video file, converted into audio files for podcasts and burnt onto DVD to send to anyone who wants a high quality copy. Don’t miss the opportunity to tap into a pool of immense talent and potential. By Over recent months we have recorded press conferences; guest lectures including WBS choosing to sponsor a project for students forum presentations from Peter Davies (BA Economics 69-72) Chief Economist for BP: Tim on one of WBS Masters programmes, Kelly (BA Philosophy & Politics 76-9) Chief Operating Officer at RHM plc, Henri Winand organisations enjoy several benefits. (EXMBA 99-03) Chief Executive, Intelligent Energy, former Chairman WBS Alumni Board; W www.wbs.ac.uk/faculty/consultancy/ Anne Gunther (MBA 89-91) Chief Executive, Standard Life Bank, WBS Advisory Board member; posted a podcast by Dr Bridget Woodman on renewable energy and recorded • The MSOR and MSISM projects the MBA/Specialist Masters’ summer graduation evening will be held on lunch and graduation ball. Monday 29 January ‘This has proven to be a great • The Warwick MBA projects tool for external and internal evening will be held on communications,’ confirms Wednesday 7 February WBS Director of Communications, Vincent Hammersley. For further details contact W www.wbs.ac.uk/news/podcasts/ E alumni@wbs.ac.uk
- 7. WBS news nexus: spring 07 global community 7 Two top WBS graduates were awarded prizes for their excellent work on marketing during their final year of study. Emma Birch, 21, from St Austell in Cornwall, and Lisa Davies, 22, from Pontypridd in Wales, graduated in July with a BSc in Management. Emma won the Fujitsu Best Marketing Student Award, sponsored by Fujitsu Services. Their Commercial Marketing Director, Ian Hunter, who organised the sponsorship this year, coincidentally summertime for graduation started his business career with a BSc in Management Sciences from WBS in 1982. Hong Kong graduates Sunny skies greeted WBS graduands Lisa won the Star Chamber Award attending the Summer Graduation for the best student in Marketing ceremonies at the University of Warwick Communications, given by the Chief dean visits Hong Kong on Tuesday 11 and Friday 14 July. Executive of The Star Chamber, John Wringe, who regularly delivers lectures to and China The School hosted a buffet lunch for the students at WBS. graduates, their families and friends, in a Dean Howard Thomas visited Hong Kong luxurious marquee sited by the lake at the and China in November on his first visit side of WBS Scarman Road. Conversation to this region as Dean of WBS. During flowed over lunch to the accompaniment his stay in Hong Kong he spoke at the of music by The Melodia String Quartet on DLMBA anniversary celebration lunch Tuesday and The Zenith Hot Stompers jazz and academic update, alongside Professor band on Friday. Prizes were presented and Colin Carnall, Associate Dean for Executive an excellent time was had by all. Education. (See P16). He also presented certificates to graduands. Howard Thomas, the Dean of WBS congratulated all the graduates on their Dean Thomas commented, ‘After my visit achievements and wished them every to Hong Kong, I spoke at the CEIBS (China success in the future. Nathalie Walker, Europe International Business School) Head of Alumni Relations, welcomed them Conference on Leading China’s Future, as members of the WBS Alumni Association Future Chinese Leaders. It was my great – a network of around 20,000 former prize-winning students pleasure to be representing WBS at such an students in 121 different countries. esteemed event.’ 40th anniversary celebrations ����� Throughout email updates, so please ensure your details guided tours of campus, family friendly ��� �� 2007 why not re- are correct by returning the enclosed activities, light-hearted lectures and a �� � �� � engage with WBS, update form or visiting garden party style lunch by the lake. Full meet with fellow w www.wbs.ac.uk/alumni details will be available online soon. �� graduates and enjoy ��� ����������� the opportunities Academic update series: WBS has one If you are keen to track down former ���������� on offer through of the largest faculties of any European classmates use the online directory at our comprehensive business school and throughout 2007 we w www.wbs.ac.uk/alumni/networking.cfm events programme. will be showcasing their work in a series of e alumni.wbs.ac.uk academic updates. On 10 March, the first WBS is proud to boast one of the most will focus on 21st century management. A global community: On 15 November active alumni programmes of any UK Full details are online and booking is we aim to unite the WBS community business school and in our celebratory now open. around the globe by encouraging year there are several key opportunities to w www.wbs.ac.uk/alumni/forthcoming.cfm alumni wherever they are to have dinner engage with alumni, faculty and friends together or meet for drinks. If you would of the School. Details are online at Campus celebrations: In July we hope to like to get involved in organising a w www.wbs.ac.uk/40 reunite many WBS graduates with each gathering, or need help reuniting your other and with campus. The Summer Ball classmates, email alumni@wbs.ac.uk to Events are also listed in the calendar takes place on Friday 20 July (this year register your interest. Members of faculty on P14/15. Online booking is already will see a 1960s theme – thinking back to will be travelling to places with large available for many events and the founding years of WBS!) On Saturday concentrations of alumni and all events throughout the year you will receive 21 July, enjoy tours of the WBS facilities, will receive an events support package.
- 8. 8 nexus: spring07 global community the strategic sales organisation Professor Nigel F Piercy, Marketing & Strategic Management, describes some of the themes of his latest research. S ales, strategic account management and customer business development all describe the ‘front-end’ of an organisation, approaches (emphasising sales management intervention to enhance and sustain the quality of selling activities in developing that there are major strategic weaknesses in the way in which many of these approaches have been implemented. These revolve where it meets its customers and markets. long-term customer relationships). Projects around the real attractiveness of increasing This process is a major focus for companies in this area include the publication of a investment in the least profitable and most aiming at enhancing productivity and major synthesis of control theory in the powerful customers a company has, based building superior customer relationships. sales area in the US Journal of Personal Selling on exaggerated claims for customer loyalty Yet, in spite of the practical importance, & Sales Management. and the benefits of inter-organisational the transformation taking place here has ‘partnerships’ in the value chain. received very limited attention in business Empirical studies have extended the school research and teaching. examination of behaviour-control models We have set these reservations out in articles into international markets, leading to an in the Journal of Business Strategy and the The many relevant research questions article published in the USA managerial European Management Journal. Further, we raised are the focus of the Sales and Account journal Organisational Dynamics. This paper have become concerned with the ethical Management Strategy (SAMS) research unit tests behaviour-control/sales performance and moral dilemmas created for executives at WBS, headed by Nigel Piercy and Nikala relationships in studies in the UK, Austria, by key account strategy and have made the Lane, and working with research partners Bahrain, Greece, Israel, Malaysia, Nigeria, case for greater attention to these issues in a in business schools in the United States and and Saudi Arabia. We find that the control paper forthcoming in the Journal of Business Europe. A related development has been model appears to be valid in diverse Ethics. While these contributions are the establishment of the Sales and Strategic contexts, though extreme differences in controversial, we think they are important Customer Management (SSCM) practitioner culture, political stability and economic balances to the apparent and widely- network, to link research directly to development undermine its validity. There advocated attractions of collaborative practice in major organisations. Over the are important practical implications for strategic account relationships between last year, there have been several themes companies globalising their customer buyers and sellers. to the research thrust in strategic sales and management operations. account management at Warwick, which In each of these research themes, key can be summarised as follows. Another project in the control area publications are available from the authors examines the links between salesperson on request, and further detail of the SAMS The Strategic Sales Organisation organisational citizenship behaviour research programme can be found on The mandate for the strategic management and performance, and particularly the of customers as assets leads us to identify impact of sales manager control approach W www.sams.org.uk several imperatives for the strategising of on salesperson perceived organisational the traditional tactical or operational sales support and citizenship behaviour. Our function: involvement of sales leadership in study adds insight into a number of issues strategy development and the management underpinning superior sales performance the author in minute of the customer portfolio; intelligence which have not been previously examined. from the sales organisation providing This work has been presented to a number Following posts the basis for building and sustaining of management audiences and published in retailing and in competitive advantage; integration across in the Journal of the Academy of Marketing business planning with functions and partners to deliver superior Science in the USA earlier this year. Nycomed Amersham, value seamlessly to customers; internal Nigel was the Sir Julian Hodge Chair in marketing by sales executives to ‘sell’ the The next phase of the control studies Marketing and Strategy customer to the organisation, as well as is concerned with managerial control at Cardiff University, to sell the company to the customer; and competencies, using data from a large and lately Professor of infrastructural change in sales and account study of UK sales managers. Early findings Strategic Marketing and management processes and systems. These underline the large impact of manager Head of the Marketing Group at Cranfield School of Management. He ‘6Is’of sales organisation transformation competencies on sales unit performance, has held visiting posts at Columbia School of have been presented to several management and the negative effects of lower levels Business, New York; Fuqua School of Business, audiences as a framework for change, and of competencies on manager stress, Duke University; Texas Christian University; the have provided keynote publications in The motivation and performance. We will be University of California, Berkeley; and the Vienna Marketing Review and the Journal of Change publishing the results of this work over the University of Economics. Management. next few months. He has global experience in executive education and management development with leading Sales Management Control Key and Strategic Account Management companies. Nigel has published more than A central research question in sales Strategic account management approaches 200 books and articles in Europe and the USA. He is currently editor of the Journal of Strategic management concerns the move from by suppliers to handle relationships with Marketing. traditional outcome-based approaches very important customers have been widely to controlling sales efforts (emphasising recommended and increasingly adopted by financial incentives) to behaviour-based companies. However, our research suggests
- 9. nexus: spring 07global community 9 sweet success When Natasha Aggarwal (BSc Management Sciences 01–4) graduated from WBS, she returned to India to set up Mama Mia! – a brand of premium Italian ice-cream or ‘gelato’ shops. Here she explains how WBS played a significant role in her success. The idea of Mama Mia! was conceived while I was in my last year at Warwick. I came across the concept of Italian gelato while backpacking with friends in Rome. The product differs from regular ice-cream being low in fat (the cream gelato is 96% fat free and fruit sorbet 100% fat free), made with natural ingredients and fruit pulp imported from various parts of the world and made fresh daily in small batches. Seeing a gap in the premium segment of the ice-cream industry in India and the growing trend towards healthy eating and low fat, I felt there was scope for exploiting this niche. After graduation, I arranged for some training with a chef in Italy to learn about making gelato and its various technicalities. I spent a month in an Italian gelato factory, gaining hands-on experience. From a business school graduate with a prestigious degree, I was now a chef! This was a joke among many of my friends and fellow students who failed to understand why I would forgo a high salaried job in some Natasha Aggarwal investment bank or Wall Street company to ‘open a little ice-cream shop.’ unexposed life. However, the experience entrepreneur is not easy. Every step has its The first Mama Mia! shop was set up in of living independently and making my share of unforeseen problems, pressure, risk my hometown of Calcutta in May 2005. own decisions, the opportunities given and emotional stress. Initially, the main Initially I was playing the dual role of chef to me while running various societies, challenge I faced was getting people to take and salesgirl – making the ice-cream in the including WBSS, attending training and me seriously as my age often worked against morning and selling it in the afternoon and skill workshops and most importantly, the me. For the first four months I was working evening. The response was overwhelming interaction with such a diverse international seven days a week, selling ice-cream and and totally unexpected. Today, just over a community, have all contributed in clearing tables till midnight, while everyone year later, Mama Mia! is a national chain, developing my confidence, broad vision else was out having fun. Today, my life boasting 14 shops across Mumbai, Bangalore and ambition and turned me into a person is hectic with tiring travel schedules and and Calcutta with other cities in the willing to face challenges in life. solving a new challenge each day. Dealing pipeline. Having started off with only three with competitors and their sly tactics has employees, there is now a team of around The knowledge and skills learnt from my taught me that there is no place for ‘good 80, comprising employees, franchisees and course at WBS have played a significant role guys’ in today’s business world. Each day is business partners. in my success so far. The various theories, a learning experience, that makes me wiser cases and strategy in Marketing have and smarter. Success is about ‘not following the path brought me a long way; as have efficient but setting the trail yourself’. This was management of operations learnt in This is just the beginning and there is a long the underlying message I received during Operations Management, the challenging way to go for Mama Mia! Further expansion my years at WBS, be it through academic task of dealing with people taught in plans and ongoing marketing, innovation courses, professors and tutors, colleagues or Organisational Behaviour lectures; the first and improvement to strengthen the brand friends. I believed that this new concept or step of writing a business plan and seeking are the prime focus. On a personal note, idea, combined with the right marketing, finance that Entrepreneurship taught me; I only want to grow to the point where I branding and positioning, could generate and of course, investing the company profits enjoy my work and can balance my life. The tremendous results. wisely, from Finance. day work becomes pressure and is no fun, it just isn’t worth it. WBS played a large part in my I do have to say that, in reality, things do transformation. I was a quiet, shy girl from not always go according to business school W www.mamamiaindia.com India, having lived a very protected and theories. As exciting as it sounds, being an e natasha@mamamiaindia.com
- 10. 10 nexus: spring07 global community examining the global economy Professor Colin Crouch, Chair of WBS Institute of Governance and Public Management, explains the findings of the OECD report Competitive cities in the global economy. W hat used to be a paradox has become a cliché: globalisation implies localisation. There are two sides to this Capitals, together with a small number of other more overall harm than good. Large urban structures are expensive to maintain. They generate high congestion process. Firstly, as global firms acquire a very prominent cities, are costs, and large agglomerations of people certain ability to pick and choose their and activities usually inflict environmental locations, they tend to reach similar becoming increasingly damage. Levels of social segregation, conclusions to each other about the best linked with each other, including along ethnic lines, are high, places to put certain activities: for example, creating tension and an obsession with advanced pharmaceuticals tend to go to creating a family of global security. Is there a choice between economic San Francisco or Munich. Far from localities cities that house similar dynamism and having a liveable city? all coming to resemble each other as ranges of governmental Multi-national firms usually want both, as globalisation smoothes out differences, the they seek pleasant environments for their opposite often takes place. Secondly, as city and corporate headquarters headquarters’ staff. Governments wanting to and regional policy makers realise what firms activities, as well as major attract these activities are strongly tempted are doing, they try to develop the unique to concentrate major cultural, sporting and selling points of their areas in order to attract cultural events... This is infrastructural projects in what they regard them. where dynamism is as their key cities, particularly capitals, at the expense of other parts of the country. The result is a sorting process. Some concentrated; this is the parts do indeed have their characteristics global community. Tackling these issues creatively requires a smoothed out as they become caught capacity for strategy at the level of the whole in a downward spiral to attract inward urban agglomeration, but there is rarely investment competing on cost alone. Others, in these because of their proximity to a tier of government at this level, these more fortunate, are developing niches of important policymakers and the usually regions sprawling across local government distinctive advantage. One consequence of superior qualities of their physical and boundaries. Whether this requires a reform this is a shift of population to a relatively cultural infrastructure and transport of local and regional government structure small group of rapidly growing cities and connections. Capitals, together with a or the creation of ad hoc authorities for regions. small number of other very prominent specific region-wide functions is the main cities, are also becoming increasingly issue of governance and public management A new report from the Organisation for linked with each other, creating a family now being presented by these major by- Economic Co-Operation and Development of global cities that house similar ranges of products of the global economy. (OECD) – Competitive cities in the global governmental and corporate headquarters economy – draws attention to the 78 largest activities, as well as major cultural events. such urban agglomerations among its They are densely linked by air routes and the author in minute member states – broadly the 32 richest other communications channels, and they nations in the world. While a small number house the world’s increasingly mobile and Professor Colin Crouch, of these, mainly in central Europe, have Chair of WBS Institute multi-residential wealthy elites. This is where of Governance and been declining, the majority have been dynamism is concentrated; this is the global Public Management, growing faster than their surrounding community. was academic advisor countries, and are often the points at which to the OECD team economic growth and dynamism are most But it is a glittering community with a dark who produced the concentrated. side. The OECD report raises questions report Competitive cities in the global surrounding these less attractive aspects, economy. Colin was Most of these heavily urbanised and poses the dilemmas presented by previously Professor metropolitan regions have populations the confrontation between them and of Comparative Social between 1.5 and 7 million. A group of larger the gains that dynamic metropolitan Institutions at the ones, including those around London and regions represent. For example, is heavy European University Institute, Florence. He has also held positions Paris, concentrate around 7 to 12 million. concentration of dynamic activities at LSE and Oxford. Chairman of The Political Finally there are some ‘mega-cities’, such a cause of growth in itself, or just its Quarterly, and past President of the Society for as Mexico City and New York (19 million), consequence? If the former, these areas the Advancement of Socio-Economics (SASE). Seoul (23 million) and Tokyo (34 million). need to be encouraged, as other regions Colin is a Fellow of the British Academy and of their countries will gain from the tax External Scientific member of the Max Planck Institute for Social Research at Cologne. Available data does not yet allow us to revenues generated in the growth engines generalise about these regions, and indeed and from various trickle-down effects. But if Research interests: structure of European societies, they are not all developing in the same way. the increasing size of large cities is simply a with special reference to labour market, gender Prominent among them are areas based consequence of their being favoured, their and family issues; economic sociology; neo- on capital cities. The footloose activities of tendency to attract capital and talented institutional analysis; local economic development and public service reform. the post-industrial economy concentrate workers away from other regions may do
- 11. nexus: spring 07global community 11 leading the field Jasni Mohamed (BSc Accounting & Financial Analysis 90–3), Co-Founder and Managing Director of Sportswork Group, gives us an insight into the world of sports marketing. I n essence, sports marketing is both sports products marketed to sports consumers as well as consumer or industrial products The first hurdle was the lack of track record as a company; even with the wealth of experience the respective individuals or services using sport as a marketing brought to the company. This is where our platform. Sports marketing in the USA reliance on networking skill was at its most and Europe developed greatly after the critical. This was down to securing the first ‘Reaganomics’ of the ‘80s and formation of project, which thankfully began within the European Community single market/ our first year, handling the Badminton currency in the ‘90s. It effectively generated Association of Malaysia. economic growth to both regions. Since sports marketing is still in its infancy The growth created intense competition in this region, our second challenge where companies were forced to find is to manage the level of expectation alternative methods of communication with our clients. They know what to in order to achieve the required expect from advertising agencies, but differentiation. This heralded the birth of not sports marketing agencies. This Sportswork four years ago in Malaysia. particular challenge is a balancing act of Jasni Mohamed understanding our clients’ business, inter- personal skills, encouraging teamwork, Our company’s philosophy enhancing motivation, time-management, She immediately woke us up by questioning is to aggregate expertise creativity and service delivery systems. our intent in attending University; was it to pass exams or were we there to learn? and enhance our skill set to The third challenge is people management Unfortunately, it was in my third year and it provide thought leadership within the company. Our end objective was too late to mend my ways! is to develop human capital and for team in terms of advice to our members to feel they are constantly In the context of Malaysia, business schools clients. There have been many learning and contributing to the growth of from the USA remain top with a handful the company, as well as themselves. We like of European schools outside the Top Ten. challenges over the past four to meet the team members individually on As a young upstart, there is still room for years and we have had to a regular basis to discuss their objectives in improvement for WBS. The graduates are develop the relevant skill sets the company and life in general to see if we proud to be associated with WBS and are are able to assist in any way. aggressive in promoting its pedigree, but it to manage them. needs time to seed the global community Lastly, the challenge for me professionally with more WBS graduates and reinforce it in managing a fledgling company is with strong local alumni entities. The company was started by three people keeping focused on the company’s from different but complementary objectives and not to stray too far away e jasni@sportswork.net backgrounds; advertising, media sales from the core business. Currently housing & television production, and sports a total of 12 employees, the company’s marketing. The founding partners of revenue has tripled in the past four Sportswork believe that sport is the years. Among Sportswork’s list of clients the author in minute future growth industry in this part of the include Malaysia’s largest bank and world. Armed with a combined working telecommunications companies. Jasni is currently Co-Founder & MD of experience of over 30 years, it provided Sportswork Group, based in Kuala Lumpur. the best mix of expertise to create a sports Studying at a top university like Warwick Sportswork is a sports marketing company taught me how to think analytically. specialising in sponsorship consultancy, marketing start-up. As managing director, sports television production, sports event I was tasked with managing finances, A skill honed during lectures as well as management, public relations, and sports setting the company direction and through rigorous intellectual discourse personality management. formulating the services to offer. with lecturers, fellow students and friends at the university outside classes. In my After tenure in the investment banking world as a stepping stone, Jasni created a niche for Our company’s philosophy is to aggregate opinion, WBS provided a valuable platform himself in the sports marketing arena. He has expertise and enhance our skill set to to harness our thought processes by being subsequently worked on numerous ventures provide thought leadership in terms of among people of high intellect. One advising on the conceptualisation, organisation advice to our clients. There have been moment that has stuck with me is Joan and management of events, sponsorship Ballantine in one of our Financial Reporting consulting, television packaging, as well as many challenges over the past four years athlete management. His work experience has and we have had to develop the relevant lectures where student participation left a included working in IMG, and Grey Worldwide. skill sets to manage them. lot to be desired.
- 12. 12 12 UKevent reviews regional groups roundup SIGs Informal networking in 2007 will see a continuation of regional Our alumni Special Interest Groups (SIGs) are now well established group social events with at least two events in the South West, and members get together in a variety of ways: from blogs and Oxford, Midlands and London – First Friday. Activities take the form forums, through teleconferencing to face to face events. All the of evening drinks and often dinner in a city-based pub or bar and all SIGs are volunteer-led and we would not be able to run them WBS graduates and students are welcome to come along. without the commitment of our volunteers – thank you all. SIGs exist in the following areas: Group events throughout 2006 were well attended and a big vote of thanks must go to our group coordinators who have worked Entrepreneurship Brand management very hard to make things happen. Two of our regional coordinators Public & Voluntary sector network Telecoms are stepping down this year: Alex Clark (MBA 00–1) Oxford Group and Rob McCulloch (BA Management Sciences 72–5) North West If you are keen to get involved in any of our groups or would group. Our thanks to Alex and Rob for their sterling service in the like to find out more, then please contact Caroline Hughes interests of gathering WBS alumni together to network and talk E Caroline.Hughes@wbs.ac.uk or visit the website at about old times. W www.wbs.ac.uk/alumni/networking_groups.cfm new SIG: aerospace new in 2007 WBS alumnus and Alumni Board member Nick Jessett (EXMBA WBS alumni regional dinners coming 85–9) is keen to set up an Aerospace SIG for interested WBA alumni and students. Suggested activities include: face to face events to a city near you! with guest speakers, networking, sharing experiences and regular communication via an online forum. We are gauging interest at Based on our very successful regional group model, these events are this stage – if you would like to be part of an aerospace group or for alumni who can’t usually make it to one of the regular regional would like to help run it please contact Caroline Hughes group meetings, either because they live too far away or because the (see above). timings don’t work. These one-off dinners are an Reading 22 February yes minister Reviewed by alumnus Derrick Dyas (MPA 02–4) opportunity for you to meet with other WBS alumni living in your The Institute of Governance & Public Management (IGPM) series Peterborough 13 March area and to find out about what is of ‘conversations’ between academics, key senior managers and happening at WBS. A member of Leeds 24 April strategists continued in November, with a frank and insightful WBS faculty or doctoral researcher presentation from Sir Gus O’Donnell, Cabinet Secretary and Head will be present at each dinner, Milton Keynes 15 May of the Home Civil Service. An economist by profession, Sir Gus along with staff from the Alumni described his efforts to address issues of performance in the Civil Office to keep you up to date with Cardiff 26 June Service through professionalism, pride, passion and pace – concepts news from WBS and to answer any not always associated with the public sector. questions. All dinners will start Manchester 4 September at 6.30pm for drinks followed by In his view it is a mistake to confuse the Service’s impartiality for Southampton 18 September dinner at 7.30pm. Venues will be lack of passion, which must exist when working with hard to reach advertised closer to the time and Edinburgh 10 October groups and delivering social programmes to improve people’s life the dates are as shown. chances. The image of the gifted amateur should be replaced by that of highly committed professionals that are part of a diverse Civil Service, have equality of esteem with their more managerial colleagues, and are prepared to develop their professionalism into would you like to organise wider strategic and joined up thinking. a regional event? Trust in the State, Sir Gus revealed, is pretty low but trust in the Civil Service had seen growth in recent years – especially for the Would you like to volunteer to organise a regional event? uniformed sector and those We are currently looking for enthusiastic volunteers to organise in contact with the public. events for 2007 in London, Oxford and the South West. Hosting an It was good to see his ‘Model event involves: of Public Service Reform’ encompassed frontline user • securing a suitable central city venue, without extra cost and feedback, after considerable preferably with a separate area that can be used for WBS alumni effort and capability reviews, • letting us know the details (always a 6.30pm start) whilst the quest of the Cabinet • arriving at the beginning and staying until the end of the evening Office – to make Government • chatting to people attending the event and introducing them to Professors Jean Hartley and work better and more flexibly other alumni. John Benington with – is being taken up across all Sir Gus O’Donnell (right) departments.
- 13. 13 13 UK event reviews On a beautiful sunny evening in July, the popular WBS Summer 007 @ WBS Ball had a James Bond theme. Graduates and guests came dressed to kill and posed for photographs by the silver Aston Martin, then adjourned to the patio overlooking the lake to sip dry martinis (shaken not stirred), joined by WBS faculty and staff. The marquee interior was decked out in dramatic black and gold, with guests seated at tables denoted by Bond characters, from Dr No to Scaramanga. After an excellent dinner, Professor Bob Johnston entertained everyone with his anecdotes. His speech was followed by a special moment, when the WBS MBA Sailing team displayed the trophies awarded for their successes in the MBA Cup and the Global MBA Trophy. Then the fun really got underway with the Casino Royale roulette and blackjack tables and a Bond shoot out game. A big hit was the vodka luge – 007’s signature Walther PPK gun crafted in ice that delivered shots of vodka. The Dr Teeth Big Band were followed by a disco which kept guests on the dance floor until the early hours. What a night! W www.photoboxgallery.com/digiquick_sales 20th anniversary dinner WBS-Detica city series Review by Reviewed by Toby Cross (DLMBA 01–6) Clive Rahn (DLMBA 98–03) WBS City events are always guaranteed to generate some lively debate and offer some biting insight and the first WBS-Detica event Has the course in November did not disappoint on either count. Delegates were really been going shocked by an insight into cutting edge criminal detection systems for that long? with Dr David C Porter of Detica speaking on Combatting fraud The 20th and organised crime within your company. This was demonstrated Anniversary event graphically by sophisticated network analysis highlighting brought me up to anomalies amongst the millions of electronic transactions that we date with changes in the DLMBA programme and WBS. Sue Beech, engage in on a daily basis. Programme Manager for the Warwick MBA by distance learning, described how the course had evolved over its 20 years. I finished my This uncomfortable view of reality was followed by a glimpse of the MBA in 2003 so I bridged some of the biggest changes: the increased darker side of strategy, with a preview of research into the strategic use of the internet as a teaching medium, and the development of impact of global terrorism; research that had only been unveiled to the ‘one MBA’ at Warwick. a senior audience at Chatham House the day before. Dr Bridgette Sullivan-Taylor and Professor David Wilson co-presented their The Dean, Howard Thomas, discussed strategy using quotations research entitled Leading your organisation through a world under siege from Childs, Chandler and Rumelt – which brought back memories (see article on P18/19). – how those names stuck in the mind before going into the exam room! Howard then used the balanced scorecard as a vehicle for The audience then unleashed the usual barrage of incisive questions illustrating the School’s future strategy. Both Sue and Howard ranging from the impact of culture on contingency planning, to the highlighted the new and unique way the MBA is being developed to responsibility of government and the security services in corporate provide ‘blended learning’ so it’s not all exams any more. strategy. Finally we repaired to the We were all well dined and wined in the Panorama Suite at Rootes excellent buffet to – again those memories. It was great to chat with staff and alumni continue discussions alike, and reminisce on the distant times when I studied for the informally and MBA! to catch up with old friends. An To receive your copy of the booklet, ‘Warwick DLMBA, excellent evening the first 20 years’ please contact Emma Nugent. and I look forward E emma.nugent@wbs.ac.uk T +44 (0)24 76 524313 to seeing more of you at the next event WBS forums – new series on Wednesday 7 February, with a Financial Services WBS-Detica City Series, sponsored by Detica Building on the success of the autumn series of WBS forums theme. Group plc. A series of events in London that (see multimedia P6), the spring series will commence in February. aims to unite WBS academics and leading Full details can be found online at practitioners in their field. W www.wbs.ac.uk/alumni/forthcoming.cfm
- 14. 14 nexus: spring07 WBS events calendar 2007 january 27 Alumni Board Away Day 30 Winter Graduation and Celebration dinner wbs forums Throughout the autumn and spring february terms WBS hosts a series of eight lectures targeted at bringing together 2 First Friday – London post-graduate students and alumni to hear world class speakers on campus. 5 Dublin drinks At the time of going to press not all 7 WBS – Detica City Series: Financial Services speakers for the spring series have been confirmed, but autumn speakers 7 MBA Projects Evening included the Chief Economist of BP and 8 Alumni Board the COO of RHM plc. Full details will be available online in early 2007. 12 WBS Forum – Peter Couch, Head of Strategy & Regulation, National Grid Wireless 22 Reading dinner academic update 23 Telecoms Special Interest Group – Teleconference Following on from the sell-out success of the 2006 Academic Update the 26 WBS Forum – Professor Jan Mouritsen, 2007 Academic Update Series will see The Department of Operations Management, WBS faculty discussing 21st Century Management, 21st Century Finance Copenhagen Business School and 21st Century Leadership and Strategic Change. These events are open to all alumni and their guests and march are aimed at those who would like to update their knowledge with reference 10 Academic Update – Warwick: 21st Century Management to the latest research at an incredible 12 WBS Forum price of £65 for each one-day seminar. 12 Bulgaria drinks (Sofia) 13 Peterborough dinner 14 Romania drinks (Bucharest) 19 Portugal drinks (Lisbon) april 13 First Friday – London 24 Leeds dinner annual dinner 27 Telecoms Special Interest Group – Teleconference anniversary dinner may The fifth WBS Annual Dinner will 2 South West regional gathering be held at Tower Bridge (in the long 10 WBS 40th Anniversary Dinner (invitation only) room between the Towers!). All our key volunteers will be invited by way 15 Milton Keynes dinner of thanks for the hard work they put in for the alumni community and to tbc Academic Update – London: 21st Century Finance promote WBS to the wider world. The tbc Oxford regional gathering new Vice-Chancellor Professor Nigel Thrift, and the Dean of WBS, Professor Howard Thomas, will use this event to share their vision for the future with members of the WBS community.
- 15. nexus: spring 07WBS events calendar 2007 15 city dinner series june First Friday – London 1 WBS alumni in the UK are clustered around London and the Midlands. In Telecoms Special Interest Group – face to face event 20 2007 it is our aim to support alumni Cardiff dinner 26 networking in more sparsely populated regions with a series of dinners. Faculty Alumni Board 28 will be attending each event to provide some intellectual stimulation, along with other members of the WBS team who will bring you up to date with july developments from the School. Be sure 40th Anniversary Summer Ball 20 to receive your invitation by updating WBS Open Day & Opening of the second your details at www.wbs.ac.uk/alumni phase of WBS, Scarman Road 21 Midlands group summer picnic and open air theatre tbc august First Friday – London 3 september North West dinner 4 Telecoms Special Interest Group – teleconference 7 Southampton dinner 18 Academic Update: 21st Century Leadership & Strategic Change tbc october global dinners South West group 3 For one night only… on 15 November Alumni Board 4 we aim to unite the whole of the WBS global community in a series of ad hoc First Friday – London 5 dinners or drinks receptions where ever you may be around the world. If you Edinburgh dinner 10 would like to organise an event that starts at 7pm local time wherever you live, work or will be visiting then please november contact alumni@wbs.ac.uk. It is our Oxford regional gathering 8 aim to set a record for the number of WBS alumni gathering together in a 24 40th Dinners across the Globe 15 hour period! Resources will be provided by WBS to help make your event a Telecoms Special Interest Group – teleconference 16 success. 40th Dinner in the City tbc december First Friday – London 7
- 16. 16 16 overseasevent reviews Hong Kong Canada Miriam Mason, Manager, Warwick MBA by Full Time Study and Sam Brook, International Exchanges & Student Services Coordinator, hosted an informal gathering at the Toronto Marriott Bloor Yorkville, prior to attending the Partnership in International Management (PIM) conference. Members of the Toronto alumni community, full-time students on extended exchange with PIM partners in North America and a current DLMBA student were also joined by Professor alumni reunited at the DLMBA anniversary celebrations Robert Dyson, who had just arrived in the city. As part of the 20th DLMBA anniversary celebrations, alumni in Hong Kong enjoyed an afternoon of intellectual stimulation, around the world ceremonial splendour and networking opportunities when Professor Howard Thomas, Dean, and Professor Colin Carnall, Associate Dean The MBA team would like to thank alumni for all their help at fairs Executive Education, visited Hong Kong en route to a conference at on the recent World Tour. Alongside the MBA fairs, alumni events CEIBS in Shanghai. took place in Tokyo, Seoul, Beijing, Shanghai, Taipei, New Delhi, Toronto, Los Angeles, San Francisco, Moscow, Paris, Milan, Zurich Following a replica graduation ceremony for alumni who were and Athens. unable to graduate in person at Warwick earlier this year, the two senior faculty members delivered thought-provoking and challenging presentations on strategic thinking; the future of WBS Singapore and the challenges associated with managing change. WBS hopes to run more academic seminars like this wherever we have large Alumni in Singapore enjoyed a more concentrations of alumni, ensuring that geography is not a barrier informal evening on the terrace at Raj to learning from the latest academic research generated from WBS. Shourie’s house (DLMBA 91–9). This event was targeted at bringing senior professionals within Singapore together to network, Greece as a complement to the existing alumni activities in Singapore that have long been championed by Ray Choa (MBA 00–1). In 2007 WBS looks forwards to an increasing presence in Singapore with the launch Ray and Elaine of the Singapore Diploma in Service Choa with Ben Leadership which will see faculty members, including Professor Bob Johnston and Plummer Andrew Hardwick, regularly visiting the country. Hopefully the alumni network will benefit from an increasing faculty presence in Singapore and also the appointment of a University Representative in Singapore, Mavis Ow (MA International Relations 99–00). In November, Emma Nugent, Assistant Programme Manager, DLMBA, and Ann Jackson, Marketing & International Relations Officer, met with WBS alumni in Greece for a drinks gathering at the Hard Rock Café in central Athens. Spyros Papadatos (MBA 00–1) spoke about his vision for the Athens regional alumni group, ‘Our From left to right: Stefanos Polymenopoulos, Tina aim is to organise a big conference for WBS alumni – also inviting Iordanidou, Maria Chryssoulaki, Spyros Papadatos, Maria other top business schools alumni – with a panel of speakers Stefanopoulou, Eirini Drakaki including WBS professors as well as prominent speakers from the Greek marketplace (WBA alumni or not).’
- 17. nexus: spring 07global community 17 that’s edutainment! Completing a distance-learning MBA through WBS is challenging enough, but Joanna Hotung (DLMBA 92–6) also gave birth to her two daughters during the three and a half years it took to earn her degree. W hen reflecting on her WBS experience recently, she related that it always reminds her of when her children were Originally Kids’ Gallery focused on the Visual Arts, including arts and crafts, sketching, and oil painting. Further born, yet Joanna’s MBA experience gave programming in Performing Arts initiated birth to one other exciting thing as well experiences for children in speech and – Kids’ Gallery, a unique concept in arts drama, musical theatre, and singing. enrichment education for children founded Realising that the original concept would in Hong Kong in 1996. work as well in other Asian cities, Joanna started expanding the business outside Joanna started her career as a graduate Hong Kong. Now, if you were to stop in one trainee on the competitive Marks & Spencer of the Kids’ Gallery centres in Hong Kong, graduate management training programme China, Japan, or Thailand, you would find at its Baker Street, London Head Office. a broad range of arts courses, including After successfully completing the two-year programmes in Communication and programme, she moved into management Language Arts designed to enhance English consultancy at Coopers & Lybrand (now language skills through creative methods, PricewaterhouseCoopers). and Digital Arts courses introducing children to web design, animation, and Following a move back to her native Hong film-making. Kong due to her husband’s work, she found out that she was expecting her first child. Joanna serves as founder and managing Not wanting to continue full-time work director of the fast-growing company that with a newborn, she decided to embark now has over 100 employees across eight on the Warwick DLMBA, finding it to centres. Smiling broadly when describing be the most comprehensive and flexible Kids’ Gallery, it is clear that Joanna loves her distance learning MBA available. She was work. She describes her role as ‘the creative particularly interested in the modules leader of a business that focuses on things on entrepreneurship and small business I care about, such as children’s education enterprise, believing that eventually starting and the arts. This requires that I be able to her own business would be the best way work with people of all cultures, ages, and for her to continue to work while raising backgrounds.’ her family. Through the DLMBA she was thereby able to combine motherhood She explains that the Warwick MBA with her desire to stay in touch with her prepared her for this by filling in the gaps in career and developments in business and her knowledge of accounting and finance management. which she needed to start her business. It also honed her marketing skills, and helped As a mother of young children, Joanna was Joanna Hotung her with the HR skills to grow a service disappointed with the lack of creative, arts- business from a handful of employees based learning opportunities for children in to the current operation. Joanna’s final Hong Kong. Friends with children shared Arts education for dissertation was based on the business plan her desire for arts-based learning and children makes sound for Kids’ Gallery, and therefore led directly education programmes for children, as well into the establishment of her business. as other young families she met. Like many business sense because quality entrepreneurs, the concept of launching children’s programmes are This story is not over yet. Future plans Kids’ Gallery became one she could not include actively seeking partners in ignore. Joanna cheerfully noted that experiencing rapid growth Guangzhou, Jakarta, Kuala Lumpur, Macau, ‘arts education for children makes sound and, even in difficult economic Manila, Seoul, Shenzhen, Singapore, and business sense because quality children’s Taipei. Chances are you’re going to walk past programmes are experiencing rapid times, parents will cut back on a Kids’ Gallery before too long. growth and, even in difficult economic luxuries for themselves rather times, parents will cut back on luxuries than discontinue activities w www.kidsgallery.com for themselves rather than discontinue activities that prepare their children for the that prepare their children for future.’ There is even now a term coined for the future. this new industry – edutainment.
- 18. 18 nexus: spring07 global community coping with the threat Dr Bridgette Sullivan-Taylor and Professor David Wilson of the Marketing & Strategic Management Group, reveal the initial findings of their joint research. P erhaps you are reading this on an aeroplane or having a drink in a bistro. Are you in safe hands? We don’t mean safe in an operational sense. Airlines, for example, are one of the safest modes of transport if we refer to accident statistics. Operational safety (such as strict maintenance or adherence to regulations) is paramount. But what about the uncertainty facing airlines (and all organisations) from the threat of terrorism? Decision makers have to make difficult decisions over how they assess the risks posed by such threats. They also, for the most part (fortunately) have to take such decisions in the absence of any actual terrorist strike. They have to assess risk, therefore, in a context of very high uncertainty. A terrorist strike may be a risk, but how likely is it to happen? How much effort should managers make to ensure that their organisation has a strong capacity to identify and act upon such threats? Professor David Wilson & Dr Bridgette Sullivan Taylor To date, little research has been conducted into how managers deal with uncertainties created by the threat (and sometimes the Our sample comprises six organisations Managers in the aviation sector view the actuality) of terrorist attacks. A Leverhulme from the UK/EU international leisure highest levels of uncertainty to be potential Trust Fellowship attempted to remedy and travel sector (all have high potential risks from terrorism, since these can have this absence in the form of a pilot study exposure to threats of terrorism). Table 2 devastating effects on their business (as (reported in brief here). A follow-up study (opposite) summarises the organisations, well as their passengers). For example, is being designed to extend this pilot study the specific ways in which managers organisations supplying food to airlines and provide future data to help increase interpret risk from the threat of terrorism recognise that introducing poison or a resilience. (thinking) and what strategies they adopt bomb on board a plane via the supplied toward this threat (acting). cabin food is more likely to happen in This research examines to what levels terms of probability than is a terrorist of risk managers choose to expose their Managers in the Convention Centre getting on board as a passenger. It is simpler organisations. It looks at how they perceive perceived other risks to be of a greater to infiltrate the food preparation areas than the likely occurrence of a terrorist attack, threat to them than those presented by the plane itself. or the vulnerability of their organisation to the uncertainty of terrorism. Perceived potential attack. The threat of terrorism lies high-risk decisions revolved around the Wider variations occur across the sample in the priority zone for strategists. Speed content and type of work commissioned organisations when looking at practice. of impact and importance are both high and presented (rather than the threat Organisations which supply the aviation (figure 1). of terrorism). Managers also perceived sector consumables such as catering have other sources of uncertainty to be more traditionally adhered to strict quality important than the threat of terrorism, standards and risk audit processes. There CHARACTERISTICS OF UNCERTAINTY: singling out the latest foot and mouth is always the danger of terrorists trying to Terrorism as Priority Zone epidemic in the UK as an example. In this poison airline food. Some airlines insist case, uncertainty was primarily perceived their suppliers comply with their standards as variations in the flow of tourists into the of security. For example, British Airways country and region and the related fall in not only secure the site, but also ensure demand for conferences and events. The final checks are conducted. Department Arts and Entertainment Centre informants of Transport representatives also visit also did not perceive the highest levels of un-announced to try and get access to the uncertainty to be associated with the threat kitchens, (to find any security loopholes). of terrorism. Figure 1: Prioritising the threat of terrorism
- 19. nexus: spring 07global community 19 Organisations Strategic Thinking Strategic Acting 1 Supplier to the Aviation Prioritise the threat Co-operative strategies with airlines to determine minimum standards. Sector of terrorism Highly restricted access to catering kitchens. 2 Low Cost Airline Prioritise the threat Fast turn-round process means only one extra person is involved in addition to the of terrorism crew. Try to reduce the complexity & hassle of security checks for passengers. But they depend to a great extent on airport security being effective. 3 International Airport Prioritise the threat Layered security checks. Traveller profiling. CCTV used extensively. of terrorism High levels of training for staff. 4 International Tour Prioritise other uncertainties Gathers intelligence from Home and Foreign Offices and reacts accordingly. Has no Operator over the threat of terrorism identifiable other decision practices of its own inside the organisation to combat risk. 5 International Prioritise other uncertainties Changed practices using scenarios of what might happen. Decisions made Convention Centre over the threat of terrorism regarding restricting customer access (for example, no underneath building parking). 6 International Arts Prioritise other uncertainties Tried to put in high security, but felt it got in the way of business. Relaxed the & Entertainment over the threat of terrorism level and type of security checks. Sticks with what is felt to be a good compromise Centre between thorough checks and ease of accessibility for patrons. Fatalistic. Table 2: Organisations & risks from terrorism 2 authors in minutes No-frills airlines prioritise the threat of Conclusions Professor David C Wilson is Professor terrorism but rely on other organisations Our research indicates that organisations of Strategy and Organisation. He was a great deal for security procedures. need to be resilient to the threat of Chairman of the British Academy of Although they reduce exposure to risk terrorism. Managers need to ensure Management (94–7); elected a Fellow of by not providing a full catering service that their organisation can identify the Academy in 1994 and is listed in Who’s in-flight (thereby reducing the likelihood problems, establish priorities and mobilize Who in Social Science. He was Chairman of of any catering-related security breaches) resources to avoid or cope with damage or the Scholarly Society, the European Group they, nevertheless, rely entirely on local disruption. Our limited sample indicates for Organisation Studies (2003–2006) and airports to manage rigorously other that not all of the six organisations could Editor-in-Chief of the Journal Organization security procedures (passenger checking be described as highly resilient. What about Studies (99–03). and profiling). the organisation in which you are sitting today? He is a keen cyclist and rides as often as International tour operators rely upon he can, given the UK weather and the information from the British government We have started to extend our research demands of an academic job. One of his regarding travel to particular overseas and, so far, indications are that our six first ‘real’ jobs was as a guitarist and he still destinations to determine whether or firms are fairly typical. Although the threat plays in a semi-professional band with other not to continue to service particular of terrorism gets almost daily high profile old men who have not yet grown up. He is a devotee of English real ales and destinations. The Home Office travel exposure in the media; boardrooms and French wines (especially Burgundies). advisory service, therefore, has a decision makers in organisations appear significant influence on travel to particular not to prioritise strategies to deal with Dr Bridgette Sullivan-Taylor is a destinations, directly affecting the viability possible threats. For example, no-frills Research Fellow in the SOLAR research and success of some key tour destinations. airlines rely almost exclusively on airports unit based within the MSM Group at WBS. The problem is that this information is to exercise security checks and regulations. She has previously held management not always up to date or accurate. One Entertainment centres prioritise economic positions in both private and public sector manager observed how British Airways activities, almost adopting a fatalistic organizations and in several universities in and Air France were forced to cancel many attitude to possible attack once obvious New Zealand and the UK. planes travelling into the USA based upon risks such as underground car parks faulty American intelligence, causing have been averted. Finally, information Her research has received the recognition considerable disruption to the airlines and on terrorism (from governments and and support of several major funding their passengers. other sources) seems both partial and bodies including the ESRC, Herobc, occasionally confusing, making the lives the Leverhulme Trust and AIM. Her In the arts and entertainment sectors, of decision makers even more difficult. current Leverhulme Fellowship research economic uncertainty was viewed as key. Your organisation may be no more resilient (reported here) investigates the ‘strategic management implications of global Implementing practices to counter the than the six studied here. Our future terrorism’ and develops the ‘Think Global, threat of terrorism were problematic. research will be concerned with just this Act Local’ concept further to examine Largely this was because a tight security question of increasing organisational the added dimension of terrorism and its policy was felt to have a deleterious effect resilience. impact on strategic management practices on overall business performance. and the challenges of managing under The economics of business take priority Watch this space, as well as that constant uncertainty and ambiguity. over managing security. unattended luggage!
- 20. 20 nexus: spring07 global community african connection Alex Simuyandi (BSc Management Sciences 01–4) is Business Development Manager of AfriConnect (Zambia), the fastest-growing leading Internet Service Provider (ISP) in the country. One of his first moves in the company was to hire a friend from WBS, Ian Ferrao (also BSc ManSci 01–4), as Commercial Manager. ‘I an and I sat next to each other on the restrictions on what you can and can’t first day our course started. I think we do. Gone are the days where you can get were both struck with the diversity away with procrastination, the corporate of the other students; about half were from Friday nights, the days of spending wild abroad, and this became an immediate amounts of money on expenses, and most talking point. We knew it was going to importantly the pointless Powerpoint be a great opportunity to meet and work slides.’ he recounts. alongside people from different cultures and backgrounds,’ recalls Alex. ‘Working in a small business environment, it’s far more hands-on and everything you They worked together on various projects do makes a visible difference. It didn’t take throughout their time at Warwick, and Ian long for the business to become part of me, visited Alex when he spent his second year I don’t really consider what I do as a job any on exchange at York University, Toronto. more, it’s more just a way of life. With the They often discussed working together at sole objective of ensuring success always some point after university, but neither of on the mind, every second counts and so them expected the chance to arrive as soon you push yourself to achieve the goals you as it did. have set – there is a huge difference between working long hours because you want to Alex returned to Zambia in late 2005 and working long hours because you are after obtaining a Masters in International forced to,’ he confirms. Development. He first started working for AfriConnect on a temporary basis. Ian and Alex found their new work AfriConnect (Zambia) is part of a group of environment stimulating. Job titles sister companies that focus on providing mean little; job descriptions aren’t satellite connectivity solutions in Africa. important. Their sole aim is to keep the There are offices in Ghana and Tanzania, business operational, whilst expanding as well as operations throughout the using quick but low risk strategies (there continent. It has a main office just outside is no such thing). These days, sleep and sunny Cambridge, England. It was founded leisurely weekends take very low priority; by Mark Bennett, who co-founded Zamnet they wouldn’t have it any other way in 1994 – sub-Saharan Africa’s first ISP as the constant challenge keeps their outside of South Africa. minds stimulated (and stress levels high). Ian mentions Nigel Slack as a professor Alex explains: ‘When I was offered a full- who characterised this no-nonsense time position, I agreed on condition approach to business. Alex also benefited I could bring in my own members of staff from Nigel’s courses and adds that if necessary. I think whenever you Francis Greene was another lecturer who undertake a venture, you have to stack developed his critical thinking – especially the odds in your favour however you can. regarding small business and the nature of I wanted to work with someone who I could entrepreneurship. minimise costs, manage cash flow, control trust, who I knew I could work with and growth, manage risk, build infrastructure, whose competence was beyond any doubt. When Alex and Ian arrived at AfriConnect, improve customer service and develop staff For me, Ian fitted those traits perfectly.’ there was a distinct lack of set processes and capabilities and you are sorted!’ Alex adds whilst the business had been operational to this sentiment, ‘And yet it’s surprisingly With his decision to leave behind the for 12 months, one could wonder how difficult to make sure all of these work in high flying management consultancy it managed to survive. On arrival, it was sync with each other. New variables are lifestyle and moving from a large global back to basics – work out what money was constantly being introduced, which affects firm to a small business with less than 50 coming in, what was going out, and how to the plan of action and often there is little employees, Ian dramatically changed his become operationally profitable. For Ian, it scope for re-adjusting.’ working environment. ‘The differences was a far cry from trying to confuse clients between the two are hard to put into words. with complex consulting tools and jargon. ‘I think our roles are characterised by Within a newly formed small business, According to Ian, ‘Business really isn’t a series of challenges, but that’s the there are few processes in place and few supposed to be that difficult – improve sales, interesting part of the job. Being at the
- 21. nexus: spring 07global community 21 2 authors in minutes Alex Simuyandi was born in Zambia, and spent most of his childhood there. He moved to England with his family in 1992. After graduating from Warwick, he went on to do a Masters in Development Management at the London School of Economics. His main area of interest is private sector development, and business and public policy. He doesn’t know what he wants to be when he grows up. Ian Ferrao grew up in Essex and managed to avoid being branded a chav by telling people he actually lived in London. Following graduation from WBS, Ian began a career in management consulting, working in the Strategy and Operations division at Deloitte. Whilst there, he worked on major strategic procurement programmes for clients such as the NHS and Nokia. However, one day he woke up and, realising life was too short, quit his job and booked a flight to Zambia to join Alex, where he was offered a job as Commercial Manager of AfriConnect Zambia. Ian Ferrao and Alex Simuyandi forefront of an industry-pioneering conditions is important to me,’ says Alex, In some ways, their story is particularly wireless broadband service is something betraying his background in development. fitting for this issue of nexus. On the one I know I’ll look back on with a sense of hand, it demonstrates how far the WBS accomplishment. When I started we were Despite the fact they are fairly recent Diaspora extends. And on the other, the ICT operating in one location with a staff of graduates, their cohort have spread sector that Alex and Ian are working in is about 15. In under a year, we have over 40 themselves across the world already. the key driver of this ‘Global Community’. staff spread across five cities in the country. They have friends working on all the It is easier to become a member of a trans- It’s satisfying seeing the impact of your major continents (although they’re not border community as technology continues actions. sure about the Antarctic), most of them to facilitate and simplify communication. doing interesting things (see Natasha’s I feel particularly proud every time we hire a story in this issue, for example). Whilst it’s W www.africonnect.co.zm new employee. With unemployment in the historically very easy to stay in touch, it still E alex@africonnect.co.zm formal sector above 50%, paying someone remains a challenge to keep up with the E ian@africonnect.co.zm a good wage and employing them in decent fast-moving world of a WBS graduate!
- 22. 22 22 alumniboard alumni board introspection pays off by Mark Whitley (MBA 99–00), Chairman of the Communications Committee Students & prospective students (prospective alumni) Warwick Business School Command an international reputation for high quality education and research in management and business in both the public and private sectors Other Boards Alumni Board Advisory Board, Review strategic Corporate Relations initiatives. Board, & Founders Communication Board from WBS (& back WBS Alumni again) through the Working with WBS students as mentors, Alumni Board to the or interviewers, for example. Ambitious active volunteers and committed to self development (who then communi- through lifelong learning and networking cate with the broader community) Special Interest Groups Regional Interest Groups International Groups D uring this last year the Alumni Board has been concentrating on re-evaluating its functions and its Progress on each of these will further improve the value you enjoy from your association with Warwick Business organisations particularly might either compete or complement each other in delivering networking, licensing and fitness to perform these functions. As School. Consequently we welcome any Continual Professional Development. part of this exercise we made the effort comments or contributions you can How and with whom might we wish to to understand where we are positioned make regarding the following: collaborate to deliver the most effective and how we interface with the Business support in our business lives? School and its stakeholders. Products & Services As WBS alumni you currently have access Do It Yourself The diagram above highlights our role as to a wide range of benefits, including To enable Alumni activity to mushroom a voice of alumni within the school and various events (social & professional within the resource constraints of as a communications hub linking the / free and otherwise), email aliases, the Alumni Relations Office calls for business school (especially but not only access to online journals, etc. These increasing devolution to activists of the Alumni Relations Office); various must however be of value to you, and the right to arrange and publicise their alumni groups and the alumni body as with limited resources, choices made own events. Data protection, branding a whole. One of our biggest insights was regarding priorities. We have already and consistency of approach can all to recognise the need to balance two recognised that it is more sensible to be supported by Guidelines and other primary responsibilities. The first is to segment offering and communications central support rather than relying express the views of the alumni body on the basis of interest and need rather on the Alumni Office to be wholly in Alumni Office strategic planning. than course and graduation date. What responsible for Group activities. Secondly we need to facilitate the is the optimum mix between lectures, effective provision of attractive products seminars, career counselling, social If you have any views on these topics, and services to you as alumni from all gatherings, conference calls or web feel free to express them to the Alumni the courses provided by the business forums? Board member of your choice: school since its inception. W www.wbs.ac.uk/alumni/board.cfm Partners Having recognised what we should In our professional and personal lives In the absence of another, then do email be concentrating on, we have been there is competition for our spare me: E Mark.Whitley99@mba.wbs.ac.uk further considering a few key topics. time. Professional bodies and alumni
- 23. 23 23 WBS development programme Business schools are in a highly competitive market. To get into the premier league, they Investing in future leaders have to attract the best students and the Our students are exceptional. Because top academics. They need to offer state-of- we have a reputation for excellence, the-art buildings, IT, lecture theatres and our courses are usually heavily libraries. The top international academic oversubscribed and we are able to stars [need] dedicated research centres. All select the most talented and promising this costs money. The Guardian, May 2004 students from around the world. We work hard internationally and provide Whatever sector we are working in, we global scholarships to attract the most have to recognise that organisations are talented students. more focused, more tenacious and more I feel proud to be able to study here and I know that I concerned about future position than am getting the very best in higher education that will ever before. Leading global business and enable me to achieve my maximum potential. Every aspect of student life has been catered for, from social management schools are no exception. to educational, and postgraduate to employment Now operating in the premiership of opportunities. I feel confident that with a Warwick business management and education, Business School degree many doors will open. Sarah Sweeney, BSc Management, WGA scholar finance for WBS is critical. The School has created a turnover of £35m, which is a great success, but more is needed to Investing in faculty a percentage of their salary as a direct operate within the global league. To be a leader in management education, debit, on a continued basis. However research and knowledge innovation, WBS major single gifts, as a cash donation, As one of the first UK business schools, needs strong intellectual capital. We need cheque, stocks or property can be used to WBS initially secured over 80 percent to ensure that we have academic depth endow a scholarship or professorship, as well as breadth to our faculty. 16 new or transform facilities. of its funding from the government. professors have been appointed since August Nowadays, in real terms, almost 2003. Whichever method you choose, please 80 percent of WBS revenue is self- remember that your gift is even more generated. This demonstrates our Investing in the environment valuable to the School through the Gift innovative and entrepreneurial spirit in Having given priority to students and Aid scheme, which adds 28 percent to the securing additional investment. faculty, the School’s greatest need value of your donation. currently is the learning environment; Competitor schools have also WBS is in the middle of a major building If the company you work for operates a recognised the need to generate development which commenced in 2002 matching gift programme, your donation additional investment and have with a £17m build complete and a £12m to the school can also be significantly established successful development build at the planning stage. This building increased. programmes that include alumni giving development is crucial in creating an inspiring and motivating environment How to Donate programmes, large endowments and that will allow students and research to A decision to make a gift of any size is an secured corporate sponsorship. Three thrive. important one and there are many factors years ago we recognised a development to consider. The WBS Development Office programme for WBS was imperative How can you contribute? can help discuss with you in further detail to securing our future and we are most Our alumni and friends are the key to fundraising priorities, work with you on grateful to our first donors and the our success. An investment in WBS is an defining your gift intentions or liaising advice and support of our Development investment which will help move the with the appropriate department or Board – ‘The Founders’ Association’. School into the global league and in turn member of staff on your behalf. enhance the investment made by alumni Warwick Business School wants and and current students in their careers. If you would like to discuss a donation in needs to stay ahead as a leading teaching further detail please contact and research institution, attracting Alumni and friends often ask how much Ben Plummer, Head of Development the most able students regardless of is it appropriate to give? This is, of course, E ben.plummer@wbs.ac.uk a personal decision. Every gift is greatly T +44 (0)24 7652 4188 opportunity, and moulding outstanding valued and worthwhile. Some donors do and unique leaders across business and not have the ability to donate large sums You can also give online through the management. In order to achieve these of money. However, accumulative and Giving to Warwick website. goals, WBS has identified three key on-going gifts quickly combine to create W www2.warwick.ac.uk/services/ priority areas to support via the Fund for scholarships and faculty exchange. development/donate Academic Excellence; students, faculty The vast majority are committed to giving and the learning environment.
- 24. 24 24 undergradupdate DLMBA by Robert Downer President, Warwick Business School Society (WBSS) graduates become tutors Term one for the WBSS proved an eventful time, with corporate presentations and workshops from sponsors, helping undergraduates sell themselves to the world’s best graduate recruiters. Indeed many of the executive committee have already secured full-time contracts with the likes of Goldman Sachs, UBS, Deloitte, Rolls-Royce and Proctor & Gamble – once again highlighting the high calibre and employment potential of WBS students. The social calendar has also been equally busy, with the society taking new undergraduates on their first trip to Leamington, not to mention various dining experiences. But the highlight of the year had to be the Business Ball held Kim White (left) with fellow tutors on 1 December at the De Vere Belfry (of Ryder Cup fame). Setting a new Warwick record, all 350 tickets were snapped up The Warwick MBA by distance learning study in a single day! Guests were treated to a champagne reception, programme can be undertaken from anywhere in the an extravagant four course meal with after-dinner drinks that world and gives students the maximum flexibility and accompanied the dazzling fireworks display. portability. All students must attend the annual eight- day September Seminar held at WBS, which provides The evening continued with more indulgent treats including the ideal opportunity for the members of this global fountains of pure Belgian chocolate, ice-blended cocktails, community to get together and share experiences. a professional casino, ice sculptures and valuable gift bags. One of the key features of the programme is the network Term two hosts the return of the hugely successful WBSS of tutors who support the programme with practical Forum, a platform for students to listen and interact with advice and feedback on assignments to over 1800 today’s business leaders. This year’s theme ‘The Road to multinational and multi-disciplined students. One of Success’ will continue the tradition of attracting charismatic the key roles of the tutor is to complement the leading and engaging captains of industry, including many members edge theory studied with the tools and techniques of the Warwick alumni network. to convert that into practice. Many of the tutors are practitioners; about half of the 100 strong tutor network To register an interest in the activities of the Society or to find members are themselves graduates of the Warwick MBA out about how you can contribute to any of our events, please or other WBS Masters programmes. do not hesitate to get in touch or visit our website Kim White (DLMBA 85–9) was in the first intake w www.wbss.co.uk of DLMBA students and was the first graduate to be appointed as a tutor. Kim told us why he enjoys tutoring on the DLMBA: ‘Firstly, it’s good for keeping my knowledge current and I don’t just mean having the material – the networking is really valuable both with other tutors and the students! You’d be amazed how much I have learned from the students over the years. Secondly, it’s a nice little earner. They’re not big sums but several times a year I can indulge my wife and I with a weekend away or some other treat.’ Helena Zak, a recently recruited tutor, graduated from the DLMBA in 1994. Whilst studying Helena lived in France, Taiwan and Poland: ‘I know of the importance of remaining highly motivated in order to complete a programme of self study and know how to provide feedback which sustains morale and motivation. Tutoring on the DLMBA allows me to continue my own professional development by remaining in contact with an innovative business school such as Warwick and the The WBSS committee at The Business Ball module and course materials are excellent.’
- 25. 25 25 WBS in the media Although the Communications Office is Other faculty contributing at a high As always, WBS alumni lent their never content with the volume of media level include Robin Wensley, currently support, and your willingness to speak coverage for WBS, we are pleased to Director of the Advanced Institute with the media is a major contribution report that this year our total number of of Management (AIM) Research in to the past year’s rise in coverage. hits increased by around 10 percent. London, Colin Carnall contributing to We are grateful and would ask those We feel this is a good increase in policy on management development who have expressed a willingness to one year and it is particularly good and leadership training, and David help to be patient; we will call on you news that in terms of raising our Storey providing expert comment on when we can. If you are interviewed international profile, we more than entrepreneurship and small business by the press, please do mention your doubled our international coverage. needs across Europe. Sue Bridgewater, degree. who leads the teaching on the Football WBS appeared in the Financial Times Management Certificate, is another Monitoring the frequency with which almost once a week, on a variety of media star. WBS is mentioned on the radio or subjects including business school television is more challenging than rankings, government policy for small In terms of specialist business media, with traditional media, so if any of business, and the nuclear power debate. WBS faculty were cited in publications you see or hear the WBS name being Dean Howard Thomas appeared in such as Public Finance, Computing broadcast, please let us know the details. or authored management education Business, Computer Weekly, People articles in Asia Inc, the AACSB’s e- Management, Personnel Today, Health E Diana.Holton@wbs.ac.uk magazine BizEd, the Financial Times, Service Journal, Local Government and Global Study magazine. Executive, Financial Adviser, Professional To keep up to date with what’s Broking, Pensions Week, and European happening at WBS, check out the press hot off the press CEO magazine. centre W www.wbs.ac.uk/news/ Habitual Complexity, Learning Entrepreneurs and Organizations: published by Elgar, A quantum Paul Westhead, interpretation of WBS Professor business is alumnus of Enterprise, Walter Baets’ collaborates with (PhD 89–94) latest colleagues Deniz publication. In this Ucbasaran and book Walter argues Mike Wright that we should let from Nottingham go of our drive to University Business control, manage School, to provide and organise, the first systematic study of habitual in order to be able to create an ideal Accounting and Financial System Reform in entrepreneurs in the UK. environment for continuous learning, both Eastern Europe and Asia for ourselves and for our collaborators. Robert W McGee and The book reports on the differences his W www.routledge.com Galina G Preobragenskaya research revealed between ‘sequential’ and ‘portfolio’ entrepreneurs, their Principles of Accounting Reform in Transition and characteristics, and the impact of these International Developing Economies characteristics on their careers. Taxation by Dr Robert W McGee w www.e-elgar.co.uk/Bookentry_Main. Lynne Oats, Reader lasso?id=3737 in Accounting at Alumnus Robert McGee (PhD 1986), WBS and Angharad Professor at the Andreas School of Business, Howard Davis, Principal Research Fellow Miller, published Barry University, Florida, USA, had two and Research Manager, LGC, and Katrina by Tottel. Aimed more books published recently by Springer. Ritters, Senior Research Associate, working at students and with colleagues from PwC, have published practitioners W www.springer.com/west/home/business/ three reports on the Freedoms and who need a broad accounting?SGWID=4-40518-22-93868010- Flexibilities work they recently completed understanding of 0&detailsPage=common%7Ctell_a_ for the government’s Department for the underlying friend&linktype=image Communities and Local Government. principles of international taxation, it provides insight into key issues, the legal W www.springer.com/west/home/business/ framework, double taxation treaties, double business+taxation?SGWID=4-40531-22- Don’t forget to send details of your latest tax relief and tax planning pitfalls. 107946321-0 and forthcoming publications to E pam.barnes@wbs.ac.uk w www.taxationweb.co.uk/tottel/ ?p=book&isbn=1845923278
- 26. 26 26 alumninews following a dream new role Ian Harwood (DLMBA 91–6): In 2006, Giulio Cerroni (EXMBA 98– ‘Following several years as a 00), Managing Director of ABgene, volunteer AIDS buddy whilst working also became Vice President of Sales for the British Tourist Authority and Marketing for Life Science in Paris, I left my job as VP Global Research in Europe. In his new role, Communications at MasterCard’s Giulio coordinates commercial New York HQ in 1997 and returned to activities across the multiple LSR the UK to re-train in healthcare. businesses in Europe, providing sales leadership for ABgene as well as Pierce, Endogen, Dharmacon and HyClone. ‘After training as a mental health nurse, I was finally accepted into medical school in 2001 at the age of 46. I have been Giulio has more than 22 years of business development profiled in The Times and Hospital Doctor and featured in a experience within the biosciences field. He joined ABgene short made by BBC North East on mature medical students in August 2005, and as MD he has worked to guide the in 2004. I also won the Royal College of Psychiatrist’s UK & business into the large, high-growth biostorage and QPCR Ireland Student Prize in 2005. (quantitative polymerase chain reaction) markets. Before joining ABgene, he served as Managing Director for the ‘I graduated from Barts and the London School of Medicine Biosciences division of Anachem Ltd. in July with a Distinction in Clinical Science, at the age of 51. I managed to get a scarce place on a 2-year academic development programme and intend to train as a psychiatrist. a long walk My Warwick MBA was the spark that ignited my desire to follow my schoolboy goal of becoming a doctor. It taught me John Wilson (DLMBA 88–91), that it is never too late to dream, to face new challenges and Senior Regional International Trade break down barriers of age, social class and rigid tradition.’ Adviser for Derbyshire Chamber and Business Link, put his best feeling the brand foot forward in July. He completed an amazing 40 mile walk in a single day to raise funds for the iMedia connection recently featured a mini biography of John Wilson (right) Multiple Sclerosis Society’s Bigfoot Paul Olliver (MBA 04–5), SVP of Strategic Development at Challenge. No stranger to distance Klipmart, with headquarters in New York, USA. Paul was a walking for charity, John practised hard and completed the founding member of Klipmart in 1999, the largest US provider Limey Way walk in just 16 hours. He says: ‘This was absolutely of online video services to create, deliver, and manage the toughest challenge yet. 26 miles was the most I had done online video advertising campaigns, and was instrumental in a single day prior to this and I was quite apprehensive.’ in bringing the Company to market. Paul’s article Feeling the brand, exploring online’s migration from a physical response The MS Society is a cause very close to John’s heart, as his wife medium to an emotional one, completes the feature. was diagnosed with the disease in 1987. w www.imediaconnection.com/bios/bio.aspx?id=3723 w www.justgiving.com/JohnbigfootWilson PS: Paul recently relocated back to London after his company was sold in June last year. According to Paul, ‘It’s a success that can in large part be attributed to my studies at Warwick.’ real world Anil Sharma (MBA 02–3) was profiled in realworldmagazine. buyout com in November. In the article he explains how he was spurred on to take the MBA having worked in New York and Following a management seen how postgraduate qualifications, particularly buyout by Managing Director MBAs, were de rigueur. He borrowed and used Nigel Shanahan (DLMBA savings to fund his studies, taking the long-term 91–00), technology company view it was worth the investment. Wire-e became Rapide Communication Ltd. Nigel set Anil found learning in the pre-allocated syndicate © realworld magazine up the firm, which provides electronic messaging to corporate groups WBS uses an entirely new experience and customers, in 2000. Commenting on the buyout, Nigel says: one where he met people from very different ‘It’s an exciting time. The management buyout is a perfect backgrounds. ‘The network I formed was the opportunity to grow the business from a solid foundation. We biggest payback of the MBA,’ he confirms. have ambitious targets and I’m confident we’ll achieve them.’ w www.realworldmagazine.com/content_ w www.rapide.co.uk dynamic/display.asp?sector=587&id=159
- 27. 27 27 alumni news the key to success Appointments Andrew Dodds (BSc ManSci 01–4) was recently profiled in an Ilias Basioudis (PhD 96–9) has article entitled Age no Barrier to Success in the News & Star. been appointed Chairman The Young Enterprise scheme which turns teenagers into of the Auditing Special budding business entrepreneurs has been the secret of success Interest Group of The British Accounting Association. for the 22 year old. He attributes the skills learned from Young Enterprise to helping him gain his place at WBS. David Brooks (DLMBA 98–02) becomes new Business In 2006 Andrew became sales support manager at Development Director of Cumberland House in Carlisle, the head office for the Focus Solutions, the provider Cumberland Building Society. He is also now chairman of the of adaptive software solutions. Carlisle Area Young Enterprise board. Vishal Jhunjhunwala w www.newsandstar.co.uk/news/viewarticle.aspx?id=365295 (MBA 01–2) has joined Tata Consultancy Services in their facing the dragons Global Corporate Marketing strong advocate team. TCS is Asia’s largest Richard Chadwick (EXMBA 00–5) software and IT consulting appeared on BBC TV Dragons’ Den An article in the Local services provider. in September, seeking a £160,000 Government Chronicle features an interview with Roger Lovering (BSc AccFin investment in his SKYROTA micro 78–81) has moved to Abbey wind turbine and patent protected Jane Scullion (MPA 99–03) National plc to take up the Tricom gearbox. Assistant Chief Executive, position of Managing Director Strategy, Performance and – Cards. Formerly Head of Reliving his experience, Richard Governance, at Stockport Card Services at HSBC, Roger MBC. One of the first is a member of the WBS explains, ‘The programme is designed to put the entrepreneur cohort of graduates from Advisory Board. ‘on the spot’. One ascends the stairs and at the top it is sink or swim from the first second. The Dragons’ strands of the Warwick MPA, she Issa Nakhleh (MBA 94–5) questioning intertwine and come out at each person’s speed subsequently secured her job has been appointed Chief and independent of each other, so you are inundated with with Stockport. Financial Officer at Ultrasonix questions all the time and on all subjects. It was quite difficult Medical Corporation based in but I hope my business experience and management skills Jane firmly believes doing Burnaby, British Columbia. helped to steer a course that was ultimately useful.’ the course helped raise her game, ‘I was looking for a Geoff Percy (EMBA 85–9) CEO of Accantia and Chair of Although not prepared to invest at that stage, the Dragons combination of intellectual WBS Founders’ Association agreed the renewable energy market is a prime growth area. stimulation and a cross- has been appointed Vice- ‘Since the show, we have had a lot of interest and I still hope to fertilisation of ideas with Chairman CBI West Midlands. make the project a winner,’ concludes Richard. others and not just people w www.skyrota.com in local government and Graeme Yorston (EXMBA there were a wide variety of 98–02) joined Principality, Wales’ largest building society ����� surprise reunion people on the course.’ She as Chief Operating Officer. ��� also welcomed the chance �� to see local government �� When Jun Ho Park (MBA 02–3) Henri Winand (EXMBA 99–03) � �� � visited Australia in September, management from an has joined Intelligent Energy �� the last person he expected to international perspective. as Chief Executive. Previously ��� ����������� Vice President, Corporate encounter on a street in Melbourne ‘I studied in Brussels and the ���������� was Grant Atchison (MBA 02–3), a USA; it was very horizon- Venturing at Rolls-Royce plc, Henri is a former Chairman of former WBS classmate. widening.’ the WBS Alumni Board. The summer 2007 issue w www.intelligent-energy.com of nexus will celebrate the School’s 40th anniversary and Jun Ho tells us: ‘It was a huge surprise to meet is due out in July 2007. Grant again completely by chance three years David Wreathall (BSc Man Sci 83–6) has set up If you would like to share your after we left campus. I didn’t even know he Direct Hit Marketing Ltd, to memories, photos, anecdotes, was back in Australia and he wasn’t aware work as a freelance marketing and experiences since leaving that I was on holiday there. An amazing consultant. WBS, then do please email me coincidence – it’s still hard to believe but we w www.directhitmarketing.co.uk E pam.barnes@wbs.ac.uk were obviously destined to meet again.’ The Expect your next issue of our pair were able to catch up on old times over sister publication Warwick drinks before Jun Ho returned home to Seoul, – the magazine in March. South Korea.
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