1. Aalto School of Business Quality
Assurance
June 12, 2014
Tuija Nikko
Director of Quality and Accreditation
School of Business

2. School of Business
The leading business school in Finland
FT ranking: # 2 in the Nordic countries
Long-term goal: Towards comprehensive, ’top ten’
business school in Europe by 2020
• Research excellence
• Pioneering education
• Deep societal impact
2007 -1997 - 1998 - 1998 - 2001 -
103 faculty
members
+ post docs
+ visiting
faculty
3,600 B.Sc. &
M.Sc. students
250 Doctoral
students
+ MBA students

3. Milestones
School of
Economics
established by
the business
community
1904 1911 1970 1974 2010
Helsinki School
of Economics
received
University
standing
Executive
Education
began
Helsinki
School
of Economics
became a state
university
Helsinki School of
Economics
became part of Aalto
University

4. Dean
Departments
School of Business
Management Studies
Accounting
Marketing
Finance
Economics
Information and Service Economy
Centers
Center for Markets in Transition (CEMAT)
Center for Knowledge and Innovation Research (CKIR)
Small Business Center (PYK)
Research & Int’al Cooperation
Teaching & Learning
Academic Affairs
Committee
Service Functions
Board of Directors
MBA Board of Studies
Aalto University
Executive Education Ltd.
Scientific Advisory Board
Corporate Advisory Board
Vice Deans
Organization

5. Key steps towards world class
• Global hiring of Tenure Track Professors but also
Professors of Practice and Executives in
Residence
• Internationalization of faculty, students & staff,
both in terms of nationality and experience
• Development of a strong student learning culture,
investments in teaching/learning material
• Multi- and interdisciplinary research and studies
across business, technology & design
• Work closely with alumni, firms and organizations
in long-term partnerships
• Strong support for entrepreneurship
5

6. • Tenure track professorships as core: focus on research & teaching/learning +
societal contribution
• 76 professorship (tenure track) positions today: 37 positions filled since 2010, more than
1/3 filled with foreigners + a number of ’returnees’;
• Target: 90 professors in 2020
• Mostly assistant professorships in the years ahead + selected world class professors
• Aim: balanced personnel structure with mix of senior & junior faculty members
• University lecturers: 21
• Diversity of positions for people with relevant practical and/or academic
competence in addition to professorial tenure and lecturer track positions:
- Professors of Practice, Executives in Residence: mostly part-time, 1-5 year contracts
- Visiting and Adjunct Professors: Typically 3-year contracts, 4 weeks present per year
- Post-Doctoral researchers: Currently 20+ funded by the School but in the future mostly
employed in externally funded projects
Faculty Management

7. Research
Aalto Strategy KPIs
• Publication quality (Crown indicator)
• Excellence grants to Faculty (no. of)
• Competitive research funding (M€)
• Grants and awards (no. of)
• Interdisciplinary projects (%)
• Quality of top applicants (Hm index)
• Quality and volume of research with
foreign universities and institutes
Joint school KPIs
• Doctoral degrees (no. of)
• International refereed publications (no.
of)
• Other scientific publications (no. of)
School’s internal KPIs
• Placement of PhDs (qualitative indicator)
• Publications in journals on FT45 list (no.
of)
• Publications in JUFO level 3 journals (no.
of)
• Citations (no. of in ISI)
Education and Learning
Aalto Strategy KPIs
• Teaching quality: scores of course feedback
• Teaching quality: proportion of teachers with
pedagogic credentials (%)
• Student performance: students with ≥ 55
credits / year (%)
• Alumni satisfaction
• Employer satisfaction
• Multidisciplinary studies (%)
• Students with international study component
(%)
Joint school KPIs
• Master’s degrees (no. of)
• Bachelor’s degrees (no. of)
• Avg. no. of credits / 1st and 2nd year enrolled
students
• Percentage of foreign students (Master/PhD)
• Exchange students, to and from Finland (no.
of)
School’s internal KPIs
• University partners with international
accreditations (%)
• International double degree agreements (no.
of)
• Achievement of B.Sc. and M.Sc. Pro-gramme
learning goals and objectives (rubrics)
• FT ranking (position of school in Europe)
• Teaching contribution to AEE (no. of faculty)
• Teaching cases produced (no. of)
• Teaching cases sold (no. of)
Societal Impact
Aalto Strategy KPIs
• Total income from non-academic partners (M
€)
• Average amount of funding/non-acad. Partner
(M€)
• Commissions of trust for domestic and
international public & private institutions (no.
of)
Joint school KPIs
School’s internal KPIs
• Partnerships (no. of Full, Campus and CEMS
partners)
• School’s media hits (no. of)
• Student employment after 3 months of
graduation (%)
• M.Sc. graduates salary level (€)
School of Business Key Performance Indicators

8. Finance
Bachelor and Masters Programs 2013-
Bachelor
programmes
Masters
programmes
Business
(Finnish language skills required)
International Business, Mikkeli
Accounting
Business Law
Corporate Communication
Creative Sustainability
Information and Service Management
Marketing
2
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Economics
Entrepreneurship
International Design Business Management
Management and International Business
Strategy
Joint Aalto University Programme
Organized jointly with the Schools of Arts,
Design & Architecture and Engineering
Organized jointly with School of Science
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9. School of Business Key Figures - Education
(March 19,2014)
2010 2011 2012 2013
B.Sc. degrees 357 408 381 411
M.Sc. degrees 246 313 390 457
Ph.D. degrees 19 24 25 20
1st & 2nd year students,
average credit units
55.8 55.5 56.0 59.4
Outgoing exchange students
(Incl. Mikkeli BScBA programme)
337 344 359 362
Incoming exchange students
(Incl. Mikkeli BScBA programme)
287 263 258 266

10. Steps towards Triple Crown 1992-2007
The first
international
quality audit by
EFMD
1992 1997 1998 2002 2007
Full-time MBA
Programme
accredited by
AMBA
Accredited status
extended to
Part-time MBA
in 1999
First EQUIS
Accreditation
Membership in
AACSB
AMBA Accreditation
for the whole MBA
portfolio
Initial AACSB
Accreditation
In the picture Helsinki
School of Economics
1950

11. “Triple crown” accreditation – as the The
first Business School in the Nordic
countries
AACSB
The Association to Advance Collegiate Schools of Business
(AACSB) - the most highly esteemed form of accreditation an
institution and its business programmes can earn.
Further information about AACSB » (aacsb.edu/)
AMBA
Association of MBAs (AMBA) - only for MBA programmes of
the highest quality.
Further information on AMBA » (mbaworld.com)
Read more about the MBA and EMBA programmes of the
School of Business » (aaltoee.fi/fi)
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12. “Triple crown” accreditation – as the The
first Business School in the Nordic
countries
EQUIS accreditation – The European Quality Improvement
System awarded by European Foundation for Management
Development (EFMD), proves that the School of Business is an
international school that fulfils European quality standards.
Special attention is paid to internationalisation and corporate
relations. More information on EQUIS accreditation (efmd.org)
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13. Why Accreditations?
• Quality Label
• Evidence of fulfilling international business school quality standards
and criteria
• Evidence of belonging to the top 1 % of business schools worldwide
• Reputation building / Branding
- Recruiting asset
- An asset when negotiating international partnerships
Enhancing Quality Culture
• Enhances commitment to continuous systematic development
- Development objectives specified for each five-year period
• Provides a strategic tool for developing and benchmarking own
activities
Networking and learning from others
• Conferences & seminars; affinity groups; site visits; reviewing; shared
databases
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14. School of Business Quality System
(QS) in a nutshell
The quality work at the School of Business is strategic,
developmental and future oriented. It includes ‘looking after the
triple crown’, and fulfilling the commitment of the School to be
a world class business school by 2020.
Ø QS closely linked to strategic planning, management and operations management
through goals and Key Performance Indicators (KPIs)
Ø QS closely linked to the framework of international accreditations
Ø Quality assurance PDCA integrated into the annual dialogue cycles
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15. The Cycles of Dialogues
The KPIs and the strategic development actions are regularly
followed up, lessons learnt, and future actions planned and
agreed upon within the framework of continuous dialogues at
different levels
Ø International peer review processes associated with accreditations, mostly on a
5-year cycle
Ø Regular dialogues with the School’s SAB and CAB
Ø Two annual dialogues cycles between the President and the School
Ø Two annual dialogues cycles between the Dean and the academic departments,
the centers, and the School level service functions
Ø Annual individual personal Development discussions with immediate
superiors
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16. Information produced by the QS for the
needs of strategic and operations
management at the School of
BusinessØ Feedback on performance with regards to the KPIs
Ø Numerical performance data
Ø Evidence on development with regards to the strategic
development actions
Ø Statistical data required for annual reporting
Ø Feedback reports from the international accreditors
Ø Requirements and/or recommendations for improvement
Ø Feedback and recommendations from SAB and CAB
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17. School of Business Annual Curriculum Review Process
January-March
• Operational implementation of all degree /
program /course level changes & revisions
April
• Academic Committee for the School
of Business approves the study
programs for the following academic
year
October
• M.Sc. Program
Committees and
B.Sc. teams meet to
consider the Report
and other feedback
December
• School-wide consideration of the
annual review results in the
December Workshop on Teaching
and Learning
June–August
• Program Directors’ Annual
Reports are being prepared by
Quality Services of the results
of the finishing academic year
November
• Vice Dean has a program
development discussion with
each Program Director
• Program Directors submit a
review report as to “where we
are and how do we develop”
to the Vice Dean
September
• Annual Program Reports
submitted to Program Directors,
including summaries of student
performance data & feedback;
employment data & employer
feedback; AOL results etc.

18. Leading the Way
biz.aalto.fi/en