The article discusses strategic change at Warwick Business School (WBS). It highlights some key developments, including the construction of a new building that continues the evolution of WBS and a focus on strategic management. It also provides updates on WBS academics and research appearing in prominent publications. WBS continues to receive attention for its programs like the European MBA and football management course. The article also profiles alumni activities and accomplishments.
The document summarizes recent news and events from Warwick Business School. It discusses a generous £500,000 gift from Sir Nick Scheele, the Chancellor of Warwick University, to Warwick Business School. This gift is hoped to encourage further donations from others. It also mentions the fifth annual Warwick-Acas Lowry lecture, where the scheduled guest speaker Alan Johnson MP, the Secretary of State for Trade and Industry, had to send a video introduction instead of attending in person.
The document outlines the vision, mission, committee portfolios, and events for 2012 of a women's business organization. The vision is to build a role model organization for women entrepreneurs. The mission involves supporting education, networking, and social responsibility among members. The committee portfolios divide responsibilities for these areas, and planned 2012 events include International Women's Day, networking events, talks, and an entrepreneurship event.
This document discusses the work breakdown structure (WBS) and its importance in project management. It defines the WBS and explains that it is used to break down project deliverables and work into smaller, more manageable components in a hierarchical structure. It emphasizes that the WBS is central to project planning, budgeting, scheduling, and monitoring progress. The WBS dictionary is also described as an auxiliary document that provides details for each WBS component, such as quality requirements, time estimates, and resources.
The document discusses key concepts for project management including work breakdown structures (WBS), organizational breakdown structures (OBS), responsibility assignment matrices (RAM), project schedules, critical paths, variance tracking, and earned value management. It provides examples and explanations of how these tools are used to plan, organize, assign responsibilities, track progress, and measure performance for software projects.
The document discusses project management techniques for planning and scheduling complex projects. It defines a project as a temporary endeavor to create a unique product or service. It describes how project management focuses on planning, scheduling, monitoring and controlling interdependent tasks. It also introduces several tools for project management, including work breakdown structures to break projects into subtasks, network diagrams to show task dependencies and durations, and Gantt charts to visualize tasks and schedules graphically. It notes limitations of these tools in accounting for real-world constraints like limited resources.
The document discusses the process of developing a work breakdown structure (WBS) for a housing construction project. It begins by establishing the levels of the WBS from Level 1 (the overall project) down to Level 4 (individual tasks). It then shows how the WBS is used to create an organizational breakdown structure (OBS) and responsibility assignment matrix (RAM) to assign responsibilities and resources to complete the tasks.
The document summarizes recent news and events from Warwick Business School. It discusses a generous £500,000 gift from Sir Nick Scheele, the Chancellor of Warwick University, to Warwick Business School. This gift is hoped to encourage further donations from others. It also mentions the fifth annual Warwick-Acas Lowry lecture, where the scheduled guest speaker Alan Johnson MP, the Secretary of State for Trade and Industry, had to send a video introduction instead of attending in person.
The document outlines the vision, mission, committee portfolios, and events for 2012 of a women's business organization. The vision is to build a role model organization for women entrepreneurs. The mission involves supporting education, networking, and social responsibility among members. The committee portfolios divide responsibilities for these areas, and planned 2012 events include International Women's Day, networking events, talks, and an entrepreneurship event.
This document discusses the work breakdown structure (WBS) and its importance in project management. It defines the WBS and explains that it is used to break down project deliverables and work into smaller, more manageable components in a hierarchical structure. It emphasizes that the WBS is central to project planning, budgeting, scheduling, and monitoring progress. The WBS dictionary is also described as an auxiliary document that provides details for each WBS component, such as quality requirements, time estimates, and resources.
The document discusses key concepts for project management including work breakdown structures (WBS), organizational breakdown structures (OBS), responsibility assignment matrices (RAM), project schedules, critical paths, variance tracking, and earned value management. It provides examples and explanations of how these tools are used to plan, organize, assign responsibilities, track progress, and measure performance for software projects.
The document discusses project management techniques for planning and scheduling complex projects. It defines a project as a temporary endeavor to create a unique product or service. It describes how project management focuses on planning, scheduling, monitoring and controlling interdependent tasks. It also introduces several tools for project management, including work breakdown structures to break projects into subtasks, network diagrams to show task dependencies and durations, and Gantt charts to visualize tasks and schedules graphically. It notes limitations of these tools in accounting for real-world constraints like limited resources.
The document discusses the process of developing a work breakdown structure (WBS) for a housing construction project. It begins by establishing the levels of the WBS from Level 1 (the overall project) down to Level 4 (individual tasks). It then shows how the WBS is used to create an organizational breakdown structure (OBS) and responsibility assignment matrix (RAM) to assign responsibilities and resources to complete the tasks.
The document is a magazine from Warwick Business School Alumni Association discussing various programs and developments at WBS. It highlights that 1) WBS aims to have an international reputation for high quality education and research, 2) Construction is underway on a new building phase that will unite the school on one site, and 3) 2006 marks a new chair for the Alumni Board who aims to represent alumni views to school staff.
- Warwick Business School's new building has opened.
- Several WBS faculty members have recently received external awards and honors for their excellence, including Dean Howard Thomas being honored with the title of ABS Companion.
- Professor Lloyd Harris received the AMA Marketing Services Paper of the Year award.
- Professor Lucio Sarno received the US-based Centre for Economic Policy Research/ESI 2007 prize for the Best Central Bank Research Paper.
- Professor Colin Carnall gave a presentation on Change Management at the Arcelor Mittal headquarters in Luxemburg, the world's largest steel company.
- Warwick Business School's new building has opened.
- Several WBS faculty members have recently received external awards and honors for their excellence, including Dean Howard Thomas being honored with the title of ABS Companion.
- Professor Lloyd Harris received the AMA Marketing Services Paper of the Year award.
- Professor Lucio Sarno received the US-based Centre for Economic Policy Research/ESI 2007 prize for the Best Central Bank Research Paper.
- Professor Colin Carnall gave a presentation on Change Management at Arcelor Mittal headquarters that was viewed by 200 executives.
1) Warwick Business School (WBS) is ranked 18th in the world according to a HM Treasury ranking and recently launched three new specialist masters courses in Finance, Information Systems & Management, and Marketing & Strategy.
2) WBS faculty and research continue to receive attention in various media outlets worldwide on topics ranging from pensions to public sector management to energy regulation.
3) WBS is also undertaking customized executive education programs, including a leadership program for the energy company E.ON UK.
1) WBS's Industrial Relations Research Unit has been awarded a major contract to provide information and analysis for a new EU research network monitoring developments in industrial relations, working conditions, and corporate restructuring across the EU.
2) Dr. Simon Collinson has begun two new projects funded by the ESRC, one studying challenges British SMEs face in China and another comparing learning in European-Chinese partnerships.
3) Professor Jean Hartley's research focuses on innovation in the public sector, which differs from private sector innovation in its goals of public value rather than organizational advantage.
The document summarizes various news items from Warwick Business School:
1) WBS rankings improved, with its Distance Learning MBA program ranked 3rd in the world and 1st in the UK, and its Full-time MBA climbing into the top 30 globally.
2) A new Masters in Business Analytics and Consulting was launched.
3) Around 620 people celebrated the completion of studies for over 300 WBS students at the winter graduation ceremony.
4) WBS undergraduate students participated successfully in several external business competitions.
This document discusses programs and events offered by Warwick Business School (WBS) for alumni. It highlights several post-experience qualifications available for individuals and those sponsored by organizations, including an MBA, MPA, doctoral program, and several diploma programs. It also previews upcoming finance-focused content in the magazine, including articles on the credit crunch, climate change and financial markets, and currency crisis. The document outlines WBS's strategic vision to be a top European business school and compete globally by 2015, including building on research, curriculum development, and partnerships. It discusses efforts to better connect and engage the large global alumni network through technology and regional groups.
The Dean of Warwick Business School is stepping down after 10 years to take a new position in Singapore. In his final message, he reflects on the School's achievements over the past decade, including rising in various rankings and growing its student population, alumni network, and revenue significantly. The Director of Development and Alumni Relations discusses partnering with alumni to help the School connect globally and provide career support and learning opportunities. Alumni feedback was gathered and new initiatives are being launched, including a website, global conferences, and distinct funds supported by alumni donations.
The document provides an update from Warwick Business School, including:
- The Dean is stepping down next year to take a position at another university.
- WBS continues to focus on global issues like the financial crisis and sustainability.
- WBS faculty are influential in policy through their research and commentary.
- WBS rankings have risen, particularly for executive education.
Warwick Business School has launched an innovative training program for experienced footballers and managers to help them transition into management roles. The program provides business training covering marketing, finance, IT, planning and personal development. It is aimed at improving the quality of management in UK football clubs. The first course was well received by the 14 participants, which included national team managers. The program will provide football professionals with necessary business expertise to succeed as managers in addition to their coaching skills. It is supported by several football organizations and could help managers handle the stresses of their roles better.
The document summarizes various news items related to Warwick Business School:
- WBS ranked highly in several FT rankings, including 14th globally for its Executive MBA program and 2nd in the world for its PhD program.
- Ford announced a collaboration with the University of Warwick on training, research, and supply chain development.
- Professor Andrew Oswald was interviewed about the threat of recession and unemployment levels.
- An article in a Brazilian newspaper praised WBS's International MBA refresher program.
- Alumna Val Gooding, CEO of BUPA, presented to the WBS Women's Alumnae Group on her experience as a non-executive director.
Nexus: Spring 2011 focuses on innovation and creativity, with features by Grier Palmer, Bridgette Sullivan-Taylor, Layla Branicki, Professors Qing Wang and Nick Chater, and Honorary Professor Kevin Morley. Plus the latest news from WBS and updates from other graduates.
The document is the autumn 2004 issue of the Warwick Business School alumni magazine "Nexus".
1) It features news articles on several WBS alumni, including those who have obtained high-level positions in major companies after obtaining their MBA or participating in executive education programs at WBS.
2) It provides updates on new faculty appointments and rankings that position WBS programs highly in various rankings. It also discusses new facilities and investments to further enhance WBS's reputation and student experience.
3) The Dean's message emphasizes the school's focus on research and teaching in areas like governance, public management, and policy to address important real-world issues, and welcomes new graduates and alumni to events.
This document is a message from the Acting Dean of Warwick Business School to alumni discussing three main challenges and opportunities for the School over the coming year.
The three main areas identified are: 1) Demonstrating the School's global relevance and influence through research and advising on global issues. 2) Developing strategic international partnerships and increasing corporate/individual financial support. 3) Preparing for the next Research Excellence Framework to ensure the School submits excellent research for assessment.
The Acting Dean is confident that by advancing in these areas, Warwick Business School can overtake its competitors and bring greater relevance and value to its alumni network and partners. With support from faculty, advisory boards, and alumni, the School aims
The acting dean provides a message discussing three main challenges and opportunities for Warwick Business School over the coming year:
1. Demonstrating the school's global relevance and influence on policy and practice.
2. Strengthening partnerships and increasing financial support through corporate and individual donations to continue investing in faculty and students.
3. Preparing for the next Research Excellence Framework assessment to ensure the school maintains research excellence.
The acting dean is focused on driving the school forward to achieve its vision of being among the top European business schools by 2015.
Warwick Business School (WBS) is a top-ranked global business school known for excellence in teaching, research, and developing business leaders. It offers undergraduate, masters, MBA, and PhD programs to over 8,000 students from 140+ countries. WBS prides itself on producing world-leading research, consulting with industry to ensure relevance, and nurturing fresh thinking among its staff and students. After 40 years, WBS has achieved prestigious accreditations and its graduates are highly sought after by top employers worldwide, cementing its reputation as one of the leading business schools.
Carlsberg UK is offering a second one-year fixed term job to a Northampton Business School student, Luke Tate, based on the positive experience with his first year placement. This provides Carlsberg with access to student talent and ideas while giving students valuable work experience. Luke is helping with implementing a new learning and development system at Carlsberg and says the experience has been "worth its weight in gold." Northampton Business School supports similar placements through its placement year scheme.
This document provides information about the 5th Annual 3 Day Startup (3DS) event being held at Brandeis International Business School. The event brings together students from different backgrounds to form startup teams over the course of a weekend. The schedule outlines the activities the teams will participate in to develop their startup ideas, create business plans and prototypes, and ultimately present their pitches. Information is also provided about the sponsors, judges and moderator for the event.
Mba.co.za activists make sustainability seminar alive and relevantAnthony Rippon
The seminar discussed activism for policy change related to sustainability. Two environmental activists from Durban, Bobby Peek and Desmond D'Sa, passionately shared their commitment to fighting climate change impacts, especially in the Durban south region. They linked local struggles to national and international issues. Attendees, including academics and municipal managers, felt the activists effectively advocated the importance of policy work. The seminar brought the sustainability issues alive through the activists' commitment and real-world experiences dealing with health problems. It was livestreamed on social media and the next seminar in the sustainability series is scheduled for July.
The document is the spring 2004 issue of the Warwick Business School alumni association magazine, which includes articles on branding, marketing strategy, career networking opportunities, and profiles of successful WBS alumni. It also provides updates on upcoming alumni events in locations like Singapore, Bangkok, London, and China and recognizes an alumnus who received an OBE for his work with ethnic minority businesses.
Women of Warwick- Breaking glass ceiling - Louise Redmond and Don Barratt-201...Warwick Business School
The document discusses breaking the glass ceiling and increasing gender diversity in leadership. It provides statistics showing the underrepresentation of women in various leadership roles historically and currently. It also outlines some of the barriers that have prevented more women from rising to senior levels, such as informal recruitment practices and a lack of female role models. Additionally, the document offers tips for how individual women can improve their chances of advancing in their careers and breaking through the glass ceiling.
The document is a magazine from Warwick Business School Alumni Association discussing various programs and developments at WBS. It highlights that 1) WBS aims to have an international reputation for high quality education and research, 2) Construction is underway on a new building phase that will unite the school on one site, and 3) 2006 marks a new chair for the Alumni Board who aims to represent alumni views to school staff.
- Warwick Business School's new building has opened.
- Several WBS faculty members have recently received external awards and honors for their excellence, including Dean Howard Thomas being honored with the title of ABS Companion.
- Professor Lloyd Harris received the AMA Marketing Services Paper of the Year award.
- Professor Lucio Sarno received the US-based Centre for Economic Policy Research/ESI 2007 prize for the Best Central Bank Research Paper.
- Professor Colin Carnall gave a presentation on Change Management at the Arcelor Mittal headquarters in Luxemburg, the world's largest steel company.
- Warwick Business School's new building has opened.
- Several WBS faculty members have recently received external awards and honors for their excellence, including Dean Howard Thomas being honored with the title of ABS Companion.
- Professor Lloyd Harris received the AMA Marketing Services Paper of the Year award.
- Professor Lucio Sarno received the US-based Centre for Economic Policy Research/ESI 2007 prize for the Best Central Bank Research Paper.
- Professor Colin Carnall gave a presentation on Change Management at Arcelor Mittal headquarters that was viewed by 200 executives.
1) Warwick Business School (WBS) is ranked 18th in the world according to a HM Treasury ranking and recently launched three new specialist masters courses in Finance, Information Systems & Management, and Marketing & Strategy.
2) WBS faculty and research continue to receive attention in various media outlets worldwide on topics ranging from pensions to public sector management to energy regulation.
3) WBS is also undertaking customized executive education programs, including a leadership program for the energy company E.ON UK.
1) WBS's Industrial Relations Research Unit has been awarded a major contract to provide information and analysis for a new EU research network monitoring developments in industrial relations, working conditions, and corporate restructuring across the EU.
2) Dr. Simon Collinson has begun two new projects funded by the ESRC, one studying challenges British SMEs face in China and another comparing learning in European-Chinese partnerships.
3) Professor Jean Hartley's research focuses on innovation in the public sector, which differs from private sector innovation in its goals of public value rather than organizational advantage.
The document summarizes various news items from Warwick Business School:
1) WBS rankings improved, with its Distance Learning MBA program ranked 3rd in the world and 1st in the UK, and its Full-time MBA climbing into the top 30 globally.
2) A new Masters in Business Analytics and Consulting was launched.
3) Around 620 people celebrated the completion of studies for over 300 WBS students at the winter graduation ceremony.
4) WBS undergraduate students participated successfully in several external business competitions.
This document discusses programs and events offered by Warwick Business School (WBS) for alumni. It highlights several post-experience qualifications available for individuals and those sponsored by organizations, including an MBA, MPA, doctoral program, and several diploma programs. It also previews upcoming finance-focused content in the magazine, including articles on the credit crunch, climate change and financial markets, and currency crisis. The document outlines WBS's strategic vision to be a top European business school and compete globally by 2015, including building on research, curriculum development, and partnerships. It discusses efforts to better connect and engage the large global alumni network through technology and regional groups.
The Dean of Warwick Business School is stepping down after 10 years to take a new position in Singapore. In his final message, he reflects on the School's achievements over the past decade, including rising in various rankings and growing its student population, alumni network, and revenue significantly. The Director of Development and Alumni Relations discusses partnering with alumni to help the School connect globally and provide career support and learning opportunities. Alumni feedback was gathered and new initiatives are being launched, including a website, global conferences, and distinct funds supported by alumni donations.
The document provides an update from Warwick Business School, including:
- The Dean is stepping down next year to take a position at another university.
- WBS continues to focus on global issues like the financial crisis and sustainability.
- WBS faculty are influential in policy through their research and commentary.
- WBS rankings have risen, particularly for executive education.
Warwick Business School has launched an innovative training program for experienced footballers and managers to help them transition into management roles. The program provides business training covering marketing, finance, IT, planning and personal development. It is aimed at improving the quality of management in UK football clubs. The first course was well received by the 14 participants, which included national team managers. The program will provide football professionals with necessary business expertise to succeed as managers in addition to their coaching skills. It is supported by several football organizations and could help managers handle the stresses of their roles better.
The document summarizes various news items related to Warwick Business School:
- WBS ranked highly in several FT rankings, including 14th globally for its Executive MBA program and 2nd in the world for its PhD program.
- Ford announced a collaboration with the University of Warwick on training, research, and supply chain development.
- Professor Andrew Oswald was interviewed about the threat of recession and unemployment levels.
- An article in a Brazilian newspaper praised WBS's International MBA refresher program.
- Alumna Val Gooding, CEO of BUPA, presented to the WBS Women's Alumnae Group on her experience as a non-executive director.
Nexus: Spring 2011 focuses on innovation and creativity, with features by Grier Palmer, Bridgette Sullivan-Taylor, Layla Branicki, Professors Qing Wang and Nick Chater, and Honorary Professor Kevin Morley. Plus the latest news from WBS and updates from other graduates.
The document is the autumn 2004 issue of the Warwick Business School alumni magazine "Nexus".
1) It features news articles on several WBS alumni, including those who have obtained high-level positions in major companies after obtaining their MBA or participating in executive education programs at WBS.
2) It provides updates on new faculty appointments and rankings that position WBS programs highly in various rankings. It also discusses new facilities and investments to further enhance WBS's reputation and student experience.
3) The Dean's message emphasizes the school's focus on research and teaching in areas like governance, public management, and policy to address important real-world issues, and welcomes new graduates and alumni to events.
This document is a message from the Acting Dean of Warwick Business School to alumni discussing three main challenges and opportunities for the School over the coming year.
The three main areas identified are: 1) Demonstrating the School's global relevance and influence through research and advising on global issues. 2) Developing strategic international partnerships and increasing corporate/individual financial support. 3) Preparing for the next Research Excellence Framework to ensure the School submits excellent research for assessment.
The Acting Dean is confident that by advancing in these areas, Warwick Business School can overtake its competitors and bring greater relevance and value to its alumni network and partners. With support from faculty, advisory boards, and alumni, the School aims
The acting dean provides a message discussing three main challenges and opportunities for Warwick Business School over the coming year:
1. Demonstrating the school's global relevance and influence on policy and practice.
2. Strengthening partnerships and increasing financial support through corporate and individual donations to continue investing in faculty and students.
3. Preparing for the next Research Excellence Framework assessment to ensure the school maintains research excellence.
The acting dean is focused on driving the school forward to achieve its vision of being among the top European business schools by 2015.
Warwick Business School (WBS) is a top-ranked global business school known for excellence in teaching, research, and developing business leaders. It offers undergraduate, masters, MBA, and PhD programs to over 8,000 students from 140+ countries. WBS prides itself on producing world-leading research, consulting with industry to ensure relevance, and nurturing fresh thinking among its staff and students. After 40 years, WBS has achieved prestigious accreditations and its graduates are highly sought after by top employers worldwide, cementing its reputation as one of the leading business schools.
Carlsberg UK is offering a second one-year fixed term job to a Northampton Business School student, Luke Tate, based on the positive experience with his first year placement. This provides Carlsberg with access to student talent and ideas while giving students valuable work experience. Luke is helping with implementing a new learning and development system at Carlsberg and says the experience has been "worth its weight in gold." Northampton Business School supports similar placements through its placement year scheme.
This document provides information about the 5th Annual 3 Day Startup (3DS) event being held at Brandeis International Business School. The event brings together students from different backgrounds to form startup teams over the course of a weekend. The schedule outlines the activities the teams will participate in to develop their startup ideas, create business plans and prototypes, and ultimately present their pitches. Information is also provided about the sponsors, judges and moderator for the event.
Mba.co.za activists make sustainability seminar alive and relevantAnthony Rippon
The seminar discussed activism for policy change related to sustainability. Two environmental activists from Durban, Bobby Peek and Desmond D'Sa, passionately shared their commitment to fighting climate change impacts, especially in the Durban south region. They linked local struggles to national and international issues. Attendees, including academics and municipal managers, felt the activists effectively advocated the importance of policy work. The seminar brought the sustainability issues alive through the activists' commitment and real-world experiences dealing with health problems. It was livestreamed on social media and the next seminar in the sustainability series is scheduled for July.
The document is the spring 2004 issue of the Warwick Business School alumni association magazine, which includes articles on branding, marketing strategy, career networking opportunities, and profiles of successful WBS alumni. It also provides updates on upcoming alumni events in locations like Singapore, Bangkok, London, and China and recognizes an alumnus who received an OBE for his work with ethnic minority businesses.
Women of Warwick- Breaking glass ceiling - Louise Redmond and Don Barratt-201...Warwick Business School
The document discusses breaking the glass ceiling and increasing gender diversity in leadership. It provides statistics showing the underrepresentation of women in various leadership roles historically and currently. It also outlines some of the barriers that have prevented more women from rising to senior levels, such as informal recruitment practices and a lack of female role models. Additionally, the document offers tips for how individual women can improve their chances of advancing in their careers and breaking through the glass ceiling.
The document discusses avoiding IT strategy and investment disasters. It outlines an agenda for a presentation on identifying lessons from past IT failures and developing strong IT management capabilities. The presentation covers examples of major IT disasters, "sins" that contributed to failures, methods for learning from mistakes like researching case studies and reviewing lessons identified. It also discusses frameworks for assessing an organization's IT maturity and providing roadmaps for improvement. The goal is to help attendees recognize lessons from their own experiences and strengthen their ability to manage IT for business value.
Simon Chapman - WBS Entrepreneurship Mentoring Programme - Final WorkshopWarwick Business School
This document summarizes a presentation on valuations and the use of equity given by Simon Chapman of Burgis & Bullock. The presentation discusses key questions to consider before conducting a valuation, common reasons for valuations including fiscal, dispute resolution and commercial reasons. It then covers main valuation methods such as asset value, capitalization of earnings, discounted cash flow and precedent transactions. The presentation concludes with discussions on valuing and using shares for acquisitions, employees and other purposes.
The document outlines the key steps in private equity transactions, including identifying target companies, conducting due diligence, negotiating terms, and securing funding. It discusses the objectives of private equity deals such as leveraging debt to maximize returns. Private equity transactions involve aligning stakeholders, taking a long-term view, and preparing for exit from the start. Management terms and distribution of sale proceeds are also covered.
Global Supply Chain Management -Professor Stephen Brammer - 5 November 2011Warwick Business School
Research carried out by Professor Stephen Brammer, Associate Dean for Research, What is motivating change in your business?
What are the opportunities and risks?
How does your business model compare ethically
This document discusses becoming a board director and ensuring board effectiveness. It provides advice on setting career goals to become a director, such as gaining experience through early career choices. Becoming a director requires statutory duties to act in the company's best interests and avoid conflicts. Effective boards have a clear mission, a mix of skilled directors, rigorous decision-making, and hold executives accountable. The role of directors is to enhance long-term company reputation and success. The journey to becoming a director requires starting early in one's career, setting goals, networking, gaining experience in the right roles, and assuming one will hear "no" but continuing to pursue opportunities.
The document summarizes an undergraduate open day at Warwick Business School. It provides information about the school's community, characteristics, research reputation, rankings, degrees offered, entry requirements, employment outcomes, campus facilities, and student testimonials. Current students describe WBS as having a diverse international community and curriculum that builds practical skills. Graduates note WBS provides global employment prospects and networking opportunities with top employers due to the school's strong brand.
Nexus: Summer 2011 focuses on behavioural science, with Professor Bruno Frey discussing the measurement of happiness, Dr Christopher Olivola exploring the motivations for charitable giving, and alumnus Robert Craven writing about seeing your business through your customer's eyes.
Plus the latest news from WBS and updates from other graduates.
This document provides information about business angel investment and what is required to attract angel investors. It discusses the funding gap for early stage ventures, what angels look for in investment opportunities, how to prepare a business plan and presentation, common deal structures, and where to find angel investors. The key points are that angels invest in high-risk early stage companies and look for a viable business idea, strong team, proprietary technology, validated market need and financials, and realistic valuation given the risk. Preparation involves getting professional advice, addressing strengths/weaknesses, and being ready to answer detailed questions from investors.
Establishment of a business
What is the right structure?
-Ownership -v- management issues
- Tax implications
- Legal risks & responsibilities
- The things that sometimes go wrong
WBS Entrepreneurship Mentoring Workshop -28 July 2011 - John GriffithsWarwick Business School
This document discusses various funding options for entrepreneurs, including grants, debt, angel investors, and venture capital. It emphasizes the importance of developing an investment-ready business by creating a strong proposition, proof points, compelling business plan, and focused pitch. The Connect Midlands program is highlighted for its success in helping over 1,000 businesses become investment-ready and assisting over 300 entrepreneurs in raising £200 million total.
1) The document provides an overview of intellectual property (IP) rights, including confidentiality agreements, patents, design rights, trademarks, copyright, and database rights.
2) It discusses strategies for claiming, protecting, and enforcing IP rights to gain competitive advantage and deter infringement.
3) Key recommendations include treating IP as a business asset, protecting IP rights, researching applicable rights, getting appropriate advice, and using IP to profit from licensing or selling rights.
WBS Entrepreneurship Mentoring Workshop -28 July 2011 - Simon CorbettWarwick Business School
Simon Corbett gave a workshop on starting a business at Warwick University. He discussed his experience with three different businesses - an online recruitment website he later sold, a failed limousine service business, and his current growing PR agency for tech companies. He talked about the challenges of working in your own business, financial and personal issues, hiring and retaining staff, and competing against former employers. However, he also discussed the opportunities of being your own boss, financial independence, pride in helping staff grow, and awards recognition can bring. His advice focused on believing in yourself, thoroughly researching the market, focusing 100% on your business, hiring people better than yourself, ensuring scalability, understanding customer wants, appreciating both successes and learning from
The document outlines a training program for entrepreneurs run by the WBS Entrepreneur Mentoring Initiative. It notes that most of the current entrepreneurs have no formal business plans and are incorporated as UK limited companies working out of home offices. It asks participants to identify training needs, prioritize workshop topics, propose an ideal workshop agenda, and suggest dates for workshops in the third quarter of 2011 through the first quarter of 2012.
The document outlines the agenda for an afternoon program, including introductions of the program director and an analysis of training requirements, followed by a breakout session for mentees to provide feedback on needed training. It then discusses the origins and goals of the mentoring program partnership between Warwick Business School and other organizations. The program provides mentoring, training seminars, and funding for graduates, with the intent to develop the pilot program based on participant input and suggestions.
Presentation 1 launch day 2011 mentor intro - steve martin - wbs formatWarwick Business School
This document provides an overview and background of a startup mentorship pilot program. It discusses:
- The program was developed over 8 months in partnership with the London Chamber of Commerce and Industry to provide mentoring for younger startups.
- The goal is to reduce startup failure risks by providing experienced mentors to guide startups through difficult early stages and help avoid common pitfalls.
- Mentors will be paid £100 per month for their time and support, with invoices submitted quarterly up to £300 maximum.
- Feedback will be gathered from mentors to help develop the program further, including expanding the number of mentors/mentees, adding workshops and developing online support.
On 27 April 2011, the Immigration Service of the University of Warwick International Office delivered a workshop highlighting the key immigration changes to the student route and to Tier 1 (Post Study Work). This presentation includes answers to the questions raised by the students who attended the session.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Nexus Winter 2003
1. nexus
The magazine of the Warwick Business School Alumni Association Winter 2003
Strategic change at WBS
- new building continues evolution
- focus on strategy
b
u
2. 2 | nexus news
WBS in the news Alumni in the news
WBS appeared in news and business related Since graduating from WBS in July 2002,
media between eight and ten times every week Anoop Maini (BSc ManSci 1999-02) has been
over the past year. Articles have appeared in actively involved in the setting up of the
publications as diverse as The Times, The Weekly National Executive Network for Social Action
Telegraph, Gulf News, Nikkei magazine, Hong (NENSA). He explains, “NENSA is an
Kong, and Management Today, to name but a organisation that basically empowers young
few. The WBS European MBA continues to people to make social changes within society, by
receive attention, as does the WBS football bringing together business, government and
management course and its participants. voluntary sector organisations in a unique way.
The projects are envisioned and led by young
Financial Times
people, to help create a social enterprising
In the FT Business Education Supplement culture that is championed and led by the
published in September 2002, WBS ranked 4th future leaders of society.”
out of 22 MBA programmes. Favourable Anoop is also making a short film, as well
mention was also made of the interest in WBS’s as collaborating on a book on
European MBA programme, in association with Entrepreneurship. As an 18-year-old, he won his
the University of Mannheim in Germany and local borough council’s Young Citizen of the
ESSEC in France. Year Award, when he set up Oadby and
Interest in Enterprise Wigston Youth Council.
A series of prominent articles by Professor Medarex Inc appointed WBS alumnus Geoffrey
David Storey, Director of WBS Centre for Small Nichol (DL-MBA 1991-96) as Senior Vice
& Medium Sized Enterprises (CSME) appeared Anoop Maini (photo courtesy of Leicester Mercury).
President, Product Development on 9
in the Financial Times recently, on issues that September. Medarex is a biopharmaceutical
affect government policymaking on SMEs. A company focused on the discovery and John Eary (MSOR 1971-73) is co-writer of an
great deal of interest has been received for development of therapeutics to treat life- article on organising work/life balance in the
David’s research on older entrepreneurs, as well threatening and debilitating diseases. September issue of Training Journal, urging
as his work on the UK’s fastest growing SMEs. Commenting on his appointment, Dr. Nichol people to stop and think about their daily
His report on decline in investment in smaller said, “I am enthusiastic to be leading product schedule. John is head of NCC Skills Source
quoted companies was also featured in an FT development at Medarex at such an exciting Consultancy at The NCC Group. A WBS post-
article. time in the development of its monoclonal grad, he has carried out many staffing reviews
Independent view antibody therapeutics portfolio.” Dr. Nichol in the public and private sectors addressing
Dean of WBS, Howard Thomas outlined his comes from Novartis Pharmaceuticals organisational and performance issues. He has
plans to raise the School’s global profile in an Corporation, where he held the positions of managed projects that have won the European
interview for The Independent on Thursday 26 Head, Global Medical Marketing Excellence and Training Technology Award and four UK
September. The task of making the School Head, Global Project Management. awards for innovation and effectiveness. John is
better known outside European university a regular commentator in the computer press
circles depends on making Warwick’s defining on skills and staffing issues.
characteristics, which have put it in the top e John.Eary@nccglobal.com or visit
European business schools, famous in a wider w www.nccglobal.com
field. “There is a brand here (Warwick), it is a An email interview with Simon Woods,
brand of innovation, excellence, cutting-edge currently studying for his Masters in Public
research and relevance to the corporate body,” Administration at WBS, appeared in the
Howard explained to the reporter. Birmingham Post in July 2002. Simon is Chief
Award winning Executive of the Birmingham School of Speech
At the prestigious annual National Training & Drama. When asked what his job entails,
Awards held in London in November, WBS won Simon explained, “Strategy, vision and people.
a Regional Training Award for its innovative Essentially I see my role as a facilitator,
programme of training for the Royal Bank of providing my colleagues with the space and
Geoffrey Nichol. confidence to excel. We have a very clear vision
Scotland Group (RBSG).
The redesigned course combines the best of of making BSSD the best drama school in
Alumni Clive Austin (MBA 1990-91), director of
face-to-face and online delivery methods in a Europe.”
3i Ireland and Hina Patel (MBA 1999-01)
16-week networked programme. Now on its consultant for AT Kearney, flew the flag for Lonely Planet’s founder Tony Wheeler appeared
sixth cohort of operations managers from every WBS in interviews which appeared in the on the cover of the September issue of
part of the RBSG, almost 90% of participants August issue of Mergers & Acquisitions Ambassador, the AMBA magazine. After
have received the MBA-level Certificate in magazine. In the article entitled “A good move: graduating from Warwick in 1969, Tony did an
Operations Management from WBS. According but are MBAs essential for corporate MBA at LBS and founded his company in 1972.
to one delegate, “The programme has enhanced wannabes?”, Clive and Hina both credited the Also featured in Ambassador is a story on WBS’s
my operational control and planning and given WBS MBA with helping their careers. An article new certificate for football managers, and the
me a more structured approach and support by Clive Austin on his experiences at 3i Guardian’s employability table that rates WBS
tools for work tasks.” g appeared in the last edition of Nexus. Alumni as ‘most employable’. g
3. alumni events nexus | 3
Growing excitement diary dates
WITH EVENTS IN PARIS, Oslo, Shanghai, Beijing, Hong Kong and New York, as MBA Refresher 2003
well as the celebrated WBS Academic Update held on campus, it has been an Images of Strategy, Images of
exceptionally busy and exciting autumn for the Alumni team. the Firm
WBS academics hosted alumni events around the world, co-ordinated Dates: 2-5 February 2003
by alumni. Venue: Radcliffe House,
Starting in Paris, where Dr Chris Smith of the WBS Marketing & University of Warwick
Strategic Management (MSM) group led a round-table discussion with Parisian alumni discuss strategy. London Evening Seminar
alumni on ‘The meaning and manifestation of strategy in different cultural and
Leadership and Organisation
organisational contexts’. Organiser Thierry Chappe (MBA 1990-91), reported: “We had a very interesting and
Speaker: Professor Andrew
passionate discussion with Chris about the meaning and purpose of strategy that all the participants thoroughly
Pettigrew
enjoyed. This was a great event.”
Date: 4 February 2003
In China, Dr Simon Collinson, Associate Dean (MBAs) and Senior Lecturer
Venue: Prudential plc,
in International Business, hosted events in Beijing, Shanghai and Hong Kong,
London EC4
(report and photos on page 15)
At an evening event in Oslo, Andrew Pettigrew, Associate Dean - Research The Warwick Debate
and Professor of Strategy & Organisation, spoke to Norwegian alumni on the Speakers: Sir David Tweedie,
subject ‘Does leadership make a difference to organisational performance?’ Feedback Chair of the International
from organiser Per-Egill Frostmann, “Thank you for making this alumni meeting Accounting Standards Board
happen - I think it was a good start. Andrew’s lecture was an interesting and to and Peter Wyman,
the point, especially the prerequisites for successful change initiatives in large President of ICAEW
Leading the way in Oslo.
organisations which were particularly relevant.” Chair: Professor Keith Hoskin,
‘Are you happy? Job Satisfaction and Work-Life Balance in the United States Warwick Business School
and Europe’ was the topic discussed when Professor Andrew Oswald, the Date: 3 March 2003
renowned Warwick economist, hosted a popular event for alumni in New Venue: Warwick Business School
York City on 5 November.
International MBA Refresher
Organiser Ranan Lachman
New Issues in Intercultural
confirmed, “It was an excellent
Management
meeting, with around thirty
Dates: 22-25 April 2003
people attending and taking the
Venue: The Hotel Ambassador,
opportunity to join in the
Paris
discussion.” New Yorkers debate work/life balance.
Back on campus, 100 First Annual Warwick
alumni and guests attended the eagerly awaited WBS Academic Business School Dinner
Update, entitled ‘New economy - new ways of organising?’ on 19 October Hosted by: Lord Jeff Rooker
Academic update draws 100 alumni. at Radcliffe House. Four WBS academics, John McGee, Simon Croom, (MA Industrial Relations 1971-72)
Jacky Swan and Leslie Willcocks spoke on a variety of topics including Supply Date: 8 May 2003
Chain and E-business. Following his address, Dean Howard Thomas joined alumni and current MBA students for Venue: House of Lords,
discussion over lunch. “An excellent Academic Update, it was good to have the mind stretched again,” confirmed London
alumnus Clive South (EMBA 1996-99). “A unifying theme and four different departments certainly made for a
MBA Summer Ball
varied day.” “I benefited from meeting people, seeing friends and learning about the topics discussed. Leslie
11 July 2003
Willcocks’ presentation was particularly interesting,” added Alex Clark (MBA 2000-01). g
Warwick Business School
Regional UK Events
Visitors to campus Forthcoming events London
7 February & 7 March 2003
A PACKED PROGRAMME OF events is
Midlands
planned for 2003: starting with a
Birmingham
Women’s Group seminar, with guest
6 February 2003
speaker alumna Dame Sheila
McKechnie (MA Industrial Relations Oxford
1970-72), director of the Consumers 17 January 2003
Association; London Evening
Seminar, sponsored by The
Prudential, speaker Professor Andrew Full listing of events and online
Pettigrew, to be held 4 February; a booking at the WBS web site:
joint AMBA event with Sir David www.wbs.ac.uk/alumni/
Tweedie in March; and the first ever
Annual WBS dinner at the House of
Lisa Wickham-Branche (MBA 1996-97), TV presenter from Trinidad & Tobago Lords, hosted by Lord Jeff Rooker
with Emily Fay, Alumni Manager and Richard Sammy, FTMBA.
Mike Porteous (MA IR 1988-90), HR Director, British Airways, also visited (MA Industrial Relations 1971-72) in
campus in November to present to MA IR students. May; to name but a few. g
4. 4 | nexus
Dean’s Foreword
THIS EDITION OF NEXUS focuses on the subject of strategic management, with a series of articles which
reveal the extent and quality of research and teaching in this field at Warwick. There are also a few articles
from WBS alumni, showing how they used some of the knowledge gained at Warwick to develop their
own corporate strategy.
Warwick has been at the forefront of work on strategy for several years. Andrew Pettigrew’s work
through the Centre of Creativity, Strategy and Change, developed Warwick’s reputation in the processual
field of strategy and others (including Peter Doyle, John
‘Warwick has been McGee, Howard Thomas and Robin Wensley) have
contributed to a wide range of research on competitive
at the forefront of work strategy.
on strategy.’ In this particular issue, Andrew Pettigrew and David
Wilson have pointed out the manner in which the field of
strategy is changing and must keep on changing to take account of the processes of strategising in the
modern organisation. Their short articles demonstrate not only their own work but the considerable
efforts achieved by both of them in developing major books in the field of strategy over the last few years.
Andrew Pettigrew led the development of a major review of the field entitled Handbook of Strategy and
Management, Sage Publications, 2001 (with Howard Thomas, WBS and Richard Whittington, Oxford)
and David Wilson has co-edited a book with Stephen Cummings called Images of Strategy, which critiques
many modern strategy theories and raises a whole series of questions about the strategy field. Both books
have a European multi-disciplinary perspective and reflect the School’s view on the field of strategy.
Peter Doyle’s article on value-based marketing reflects the importance of his work in the whole area of value-based strategic management and
planning. Peter’s reputation as a teacher, researcher and consultant precedes him and his recent book on value-based marketing has been
extremely well-received by academics and practitioners alike. Simon Collinson and Qing Wang focus on the issue of developing capabilities for
competitive advantage - Simon in the context of China and Qing, more generally, in relating dynamic capabilities to the radical changes brought
about by new technologies. Their on-going research work reflects the competitive capabilities, core competences and competitive advantage focus
of some of the WBS strategy research.
Two articles by former students reflect strategy development in digital pay television broadcasting and in strategic change consulting. They
illustrate how MBA students at Warwick worked with faculty and others to build corporate strategy in their own organisations.
The Chair of the School’s Board, Val Gooding (BUPA’s Chief Executive Officer), presented her company strategy to an audience of students and
faculty recently in the Business School. The synthesis of her talk shows clearly a theme stressed by Andrew Pettigrew, namely, that many
companies see their strategy and organisational model as one and the same.
Obviously, there is other work in the strategy field being undertaken at Warwick in areas
which include David Storey’s leadership in
research on entrepreneurship through the ‘Many companies see their
centre for Small and Medium-sized
Enterprises, research on the strategic use strategy and organisational
of mergers and acquisitions and, more
generally, in international strategy. A new model as one and the same.’
development in the public/private area is a
focus on good citizenship through work on corporate citizenship, corporate social
responsibility and the design of public/private sector partnerships. This work is undertaken
through association with the School’s Local Government Centre and its Corporate
Citizenship Unit.
I hope you enjoy these articles - they reflect the tradition of cutting edge research and
teaching excellence which Warwick Business School encourages and on which it wishes to
build over succeeding years. I encourage you to become more involved with WBS and its
Alumni Association, and to consider contributing to the School through the WBS Fund for
Academic Excellence, which seeks to expand income streams to enable us to develop
facilities, research and faculty quality over the next several years. g
MBE honour
Howard Thomas
LINDA DICKENS, PROFESSOR OF Industrial
Relations at WBS, recently received her MBE
from Prince Charles at a Buckingham Palace
Investiture. The MBE was conferred in the in this issue
Queen’s Jubilee Honours List for her ‘services to
employment relations.’ Linda has since been Health assured - strategy at BUPA 6 Strategising/organising in the modern organisation 8
appointed to chair The Pay Commission for Dynamic capabilities in a time of radical change 11 Alumni profile - Warwick Insight 13
Local Government Services’ Staff. g Value-based marketing 14 Advantage China? 15 Careers 17
5. nexus | 5
highest honour BY PAM BARNES
PROFESSOR ANDREW PETTIGREW, Associate Andrew’s research style has involved the
Dean of Research and Professor of Strategy & detailed analysis of change, governance and
Organisation at WBS, received the prestigious performance processes in organisations over
Distinguished Scholar Award from the US several levels of analysis and over long periods
Academy of Management in August 2002. of time. This approach has not mirrored the
As the first European to be awarded the predominant style of research in the USA but
honour in its 20-year history, this represented a has challenged it. Andrew feels that the kinds of
supreme accolade. Andrew explains, “This is knowledge deriving from this style of research
not just an award make for an easy transition into the classroom.
‘This is not just an award for a particular for a particular “The development of management of change in
piece of research WBS and now the area of strategy and practice
piece of research but a lifetime career but a lifetime has been driven by this kind of research. Many
career award, alumni will have experienced this in classes they
award, recognising work done over 30 years.’ recognising work took here,” he affirms.
done over 30 years. When presenting the award, the Chair of
It also signifies US recognition that European the Committee, Professor Joanne Martin of the
management research can be world-class.” Graduate School of Management, Stanford
Andrew feels strongly that this award puts University in California, praised Andrew’s
Warwick Business School into the premier achievements, “This year’s winner blends a
league of research led business schools in respect for theory with love of data and juggles
Europe and the same league as the top a concern for scholarly precision with abiding
American business schools. commitment to helping organisations function
Previous winners come from US universities more effectively and humanely.” g
such as Harvard, Stanford, Wharton,
Michigan and Yale and include such
notable scholars as Herbert Simon, James
March, Alfred Chandler, Oliver
Williamson, Karl Weick, Chris Argyris, Professor Joanne Martin,
Stanford University,
and Rosabeth Kanter. According to presenting the
Andrew, “These people are an Distinguished Scholar
extraordinarily distinguished Award to Professor
group - to be included Andrew Pettigrew at
in that reference the annual meeting of
the US Academy of
group is a very Management in
great honour.” Denver, Colorado, in
August 2002.
6. 6 | nexus
health
BY EMILY FAY assured
WARWICK ALUMNA VAL GOODING, CEO of BUPA, presented her A management training programme called ‘Leading One Life’
company strategy to Warwick MBA and other postgraduate was implemented which focused on continuous improvement, but
students in October. Val, named the UK’s fourth most powerful also on staff concerns and staff working with each other to develop
woman in August’s Management Today, delineated where BUPA’s ways of better serving customers.
problems lay when she joined the company in 1998 and how, in Val also improved the
four years, she had turned the company around. systems at BUPA so that
The problems sounded familiar to students already delving call-centres, for example,
into case studies as part of their course. Although BUPA is could easily access records
currently the UK’s largest private health insurance and health when customers phoned
services provider with 40% of the private health insurance market, in. BUPA invested heavily
when Val took over as CEO the company was stagnant with low in the call-centres with
profits, poor systems, dropping staff morale, and it was losing soft fabrics; curved desks
customers. to encourage team
When she arrived at BUPA, Val chose to focus on the support, staff restaurant
organisational culture. As Andrew Pettigrew explains in his article and recreational facilities,
in this magazine, many companies see their strategy and their and a room for people to
organisational model as one and the same. recover from a difficult
call. The investment was
‘Organisational structure has to work by significant but morale is
much higher and
serving the customer well, at the same customers notice the
Val Gooding, CEO, BUPA.
difference in speed and
time as the interests of the organisation.’ service when they phone in.
All of this has to be measured through complaint monitoring,
“Organisational structure has to work by serving the customer and health outcomes: how initial calls were dealt with, how
well, at the same time as the interests of the organisation,” Val quickly was a patient seen, diagnosed, treated and how successful
explained when interviewed for Human Resources magazine in was that treatment.
September. Through investing in people, systems, processes and new
BUPA’s UK insurance arm is its largest business. When Val products, the improved service, customer retention, growth in
arrived, the culture was a traditional insurer’s: inward-looking, sales and profits have all been achieved. g
focusing on rules and probabilities and numbers. Although
customers were treated politely, they were dealt with by the rules,
regardless of how they might be feeling in the midst of a health Val Gooding’s presentation to students was part of the
crisis. Warwick MBA Forum series which brings CEO-level speakers
Val worked with staff to put in place a culture of serving to campus to talk to students. Previous presenters include:
customers which now permeates the entire company. She did this Sir Nick Scheele, Chief Operating Officer of the Ford Motor
to increase customer satisfaction with BUPA, but also to raise staff Company, and George Cox, Director General of the Institute
morale. In order to serve customers well, BUPA employees have to of Directors. Val also serves as Chair of the Warwick Business
enjoy and believe in what they are doing. School Board.
7. focus on strategy | 7
IMAGES OF STRATEGY IS edited by Professor
David Wilson and WBS Alumnus, Professor
Stephen Cummings, and contains contributions
from the editors as well as from most of WBS’s
MSM Department and some past members of
images
the Department.
“Our book has a European, multi-
disciplinary perspective and a Warwick voice
which makes it different and exciting,” says
of Strategy
WBS’s David Wilson, explaining why this book
moves the field of strategy on. “It also considers A book that could radically change how the field of
the problems of implementation as at least
equal to problems of analysis,” David continues, strategy is viewed, taught and researched, has been
“indeed, the problems of putting strategy into written by members of Warwick Business School’s
practice have been some of the major challenges
faced by strategic management.” Finally the Marketing and Strategic Management Group.
book steps outside traditional management
disciplines and incorporates views on strategy
Creativity and strategy their independence and creativity but allowing
drawn from history, philosophy, theatre and
One of the case studies included in David them to market as a group.
media studies.
Wilson’s book Images of Strategy, concerns Matt For example, a radio station, a ticket seller
Traditionally, the field of strategy has been
Hardisty. Matt worked as a ‘coolhunter’, and clothing labels all share what Matt calls a
dominated by material from the United States
helping companies identify what would be ‘cool’ ‘tribal frequency’ and can benefit from creating
and has been predominantly about planning
in a few years’ time, before commencing the MA a brand equity. They can market through the
and analytical frameworks. Strategy has been
in Creative and Media Enterprises at Warwick. internet together, benefiting the sites they
about finding and exploiting the gaps between
While at Warwick and subsequently he formed market through, but with all of the
balance and imbalance for financial gain. With
two new companies: folkdevil.com and Naked entrepreneurs maintaining their own
some notable exceptions (for example the work
Communications. independence.
of Henry Mintzberg and colleagues) traditional
“What we do at Naked is to help our clients “The individualised approach is difficult for
material has generally concentrated on
think of themselves as not contained within traditional strategists to map and Images
planning and analysis.
traditional boundaries or channels,” explains explores this. People at senior levels in media
Matt. “We network a web of channels into a industries create a real challenge for strategists
‘Images of Strategy is a dynamic family that helps develop complex to understand,” explains David Wilson.
must read.’ relationships with customers to convey a sense
of something truly different in order to capture
“However, we have a lot to learn from each
other and this widening of the boundaries of
R Edward Freeman, Darden University of Virginia people’s imagination.” His companies bring strategy can only be positive for strategists.” g
creative entrepreneurs together, maintaining
“Our book is European and skewed towards the
practice of strategy. It locates strategy
historically - from the Greeks onward,” explains
David. “This approach to strategy can be a
capstone to a range of organisation issues - all of
which are currently taught separately - but the
Images approach shows how closely you can mix
a range of teaching disciplines. It will persuade
students to think about strategy and
management in an inter-disciplinary way and
should persuade those who teach it around the
world to expand their vision.”
The original idea had been to have a case
study at the end of the book to which all the
authors provided a view from their own
perspective. However, in another twist on
traditional immobile texts, it was decided to
include the case study but to have the authors’
views of it on a web page. In this way the
authors can update their views over time. They
can feed in current research thought, as well as
comments and arguments they receive from
readers of the book.
Unlike most strategy books, Images concludes
with a chapter that gives a vigorous critique of
many assumptions that underpin traditional
strategic theories and it raises a whole series of
questions. The web site will allow dialogue
Some of the ‘Images’ authors at work (from left) Dr Chris Smith, Professor John McGee, Professor Andrew
between readers and authors to develop. g Pettigrew, Dr Duncan Angwin and Professor David Wilson.
8. 8 | focus on strategy
strategising/organising
in the modern organisation
ANDREW PETTIGREW
PROFESSOR OF STRATEGY & ORGANISATION
ASSOCIATE DEAN RESEARCH
WARWICK BUSINESS SCHOOL
The field of strategy has changed and must keep changing. We have THE NEW EMPHASIS FIRST of all redefines
structure and relabels it with the broader label
moved from an era when strategy was much about static notions of of organisation. In this formulation,
the competitive position of the firm, to an era when strategy is organisation still includes the form of the
organisation but also now incorporates a new
fundamentally an innovation contest where the bureaucratic and preoccupation with the relationship between
form, processes, systems and organisational
inflexible will not survive. In this era, the old dictum that strategy boundaries. With this new more inclusive view,
drives structure has been superseded by a new emphasis on the organisation moves from being the poor cousin
of strategy to being an equal partner. As John
relationship between strategy and organisation. Browne, the CEO of BP has put it ‘Our strategy
is our organisation’ (Organising for Growth by
Jonathan Day, The McKinsey Quarterly,
2001, Number 2,4-5). Others may not
yet be prepared to go this far but there
is certainly a wider recognition than
ever before that strategy and
organisation form an inseparable
duality.
Secondly, our latest research on
innovative forms of organising makes it
clear that static nouns can no longer
capture the realities of how many firms
are attempting to make and execute
strategy. We prefer therefore to use the
more active verbs of strategising and
organising to capture these more
dynamic processes of setting direction
and executing that direction.
Strategising and organising are now
better characterised as continuous
processes than as mechanistic
movement from one state or condition
to another.
What is driving the new emphasis
on Strategising/Organising?
As ever, big questions are rarely
answered by single causes. There appears
to be a convergence of factors economic,
technological, informational and political
driving the emergence of innovative forms of
organising. Heightened international
competition, efficiency drives to reduce costs,
pressures to concentrate manufacturing
resources regionally and to simplify complex
matrix structures are all impacting firms.
9. nexus | 9
Technological change is shortening product Warwick research suggests no simple pattern of The modern firm is seeking to empower
life cycles and pressuring firms to build novel practices. Instead firms are experimenting and hold the ring, to be simultaneously
organisations with greater flexibility. Advances with different views of what strategy is and decentralising and centralising. This duality is
in information technology and communications learning by doing as they try out alternative creating complex political dynamics in the
are enabling network formation. This facilitates mechanisms to make strategy on a continuous multi business firm. A lot of these dynamics are
utilisation and permits a quality and quantity of basis. So one can see within the same firm focused around and triggered by the loose-tight
hierarchical control and lateral knowledge nature of the emergent
sharing previously considered impossible.
These changes in organising have often
‘Evidence of forward looking critical strategy processes in
many of those firms.
achieved their objective of creating greater
organisational flexibility and sometimes
reflection is much part of the strategy Different business
units within the same
creativity but one of the knock-on effects has
been to challenge some of the old orthodoxies group at Warwick.’ firm often have
different cycle times,
of what strategy is and how it should be made different markets and
and executed. The direction of change at this annual budgetary processes that incorporate resources and varying views about and needs
moment in time appears to vary from firm to some hints of strategy co-existing alongside for strategic thinking. They may also have
firm. meta level strategy thinking at different views about what issues are worthy of
In many firms large planning the very top of the firm. organisational attention, prioritisation and
departments have One company has resourcing. The spotting and resolution of these
long since described the outputs of this issues then becomes a focal point for strategic
been meta level thinking as the leadership, an issue which I hope to return to in
dismantled creation of a set of rules or a forthcoming issue of Nexus. g
but a form of principles which provide an
planning may ongoing systematic bias to
still exist. In top decision making
rejecting processes. These biases
rigorous annual become crucial in shaping
planning cycles direction. They help in
firms have also setting priorities, in Further reading
rejected the spotting issues for
mechanistic view decision making and in The Handbook of Strategy and Management
of strategy that filtering out strategic (Pettigrew, Thomas and Whittington,
underpinned the initiatives which 2002) provides an up-to-date and critical
numerically based emerge from assessment of most of the existing fields of
strategy process of increasingly strategy and at the same time helps to
the past. With the decentralising develop some new sub fields in the
demise of business units. discipline. The recent research study
mechanistic planning The strategy/ published, The Innovating Organisation
processes has also operations duality (Pettigrew and Fenton, 2000) offers a first
come scepticism of creates its own look at the European findings of a global
long distance or blue demands and its study of new forms of organising and
sky strategy making. own dynamic. The blurring of the company performance. The sequel to this
Firms may also be distinction between strategy and operations book Innovative Forms of Organising
querying old distinctions means that the effective CEO has to be mindful (Pettigrew et al, 2003) provides a
between strategy and operations and seeking to and effective at both. John Browne has certainly summative account of the research and
achieved this in BP compares innovative forms in Europe,
‘Strategy is fundamentally an innovation and so has Niall
Fitzgerald in
Japan and the USA.
Andrew Pettigrew and Evelyn Fenton
contest where the bureaucratic and Unilever. It is
noteworthy that in
(Eds) The Innovating Organisation,
London, Sage Publications, 2000.
inflexible will not survive.’ both of these
organisations, Andrew Pettigrew, Howard Thomas and
strategising skills are Richard Whittington (Eds) The Handbook
put in place a strategy process which is alive to as important as organisation development of Strategy and Management, London, Sage
both managerial requirements. So the skills. In both organisations there is a history in Publications, 2002.
organising/strategising duality is recent times of clear target setting and
Andrew Pettigrew et al (Eds) Innovative
complemented by the strategy/operations achievement. The strategic and the operational
Forms of Organising, London, Sage
duality. are well aligned and well aligned on a
Publications, 2003.
But what is emerging in the vacuum created continuous basis and not just at one moment in
by the challenge to the old strategy time. Richard Whittington et al (1999) Change
orthodoxies? and Complementarities in the New
Competitive Landscape, Organisation
Science, (1999) 10.5: 583-600.
10. 10 | nexus strategy
sky
HAVING WORKED IN THE Digital Pay-TV Broadcasting industry as a software
development engineer, product and project manager since 1995, I was fascinated
by the top players in the pay-TV business and wanted to understand and learn
from their most successful strategies. During this summer I had the opportunity to
do my dissertation as part of an MBA Consultancy Project in the Strategic
Planning Group of one of the most successful pay-TV operators in Europe, British
Sky Broadcasting (BSkyB).
Pay-TV has been available in the UK for over a decade and is leading the way in
high
digital TV. There are currently some 10.2 million pay-TV subscribers in the UK,
almost 45% of the entire TV households.
The potential is clear. Digital transmission opens the way for many more
channels, including interactive services and telecom applications. The challenge
for BSkyB is to make it pay. Most other operators so far have tried and failed - not
only in Britain but also throughout Europe. Today, BSkyB is the premier pay-TV
company with more than 6 million satellite subscribers (see fig 1). By exploiting
CHRISTIAN HOEFTER the digital shift in Britain more than any other company, BSkyB has underlined its
PROGRAMME MANAGER claim to be the pay-TV business model, in the UK and across Europe.
BETARESEARCH/KIRCHGRUPPE Having stated that, my MBA consultancy project focused on BSkyB’s successful
FULL-TIME MBA 2001-02 business model and its underlying strategic success factors. The project analysed
how BSkyB triumphed so quickly and so completely by looking at both the
company’s analogue and digital business in greater depth.
Since pay-TV operators, and in particular BSkyB, are dealing not only with
information and its programming, but also increasingly with sophisticated
technologies, a new framework was introduced to review BSkyB’s strategic
6.1 Fig. 1 strengths with respect to the information economy. Four strategic levels were
systematically examined - a framework developed by John McGee, Professor of
5.1 Strategic Management (see fig 2):
4.9 consumer network ‘Overall BSkyB has been
physical platforms
supply chain spectacularly successful,
technology standards
subscribers in millions Using interviews with not once but twice.’
2.4 2.3
managers within BSkyB and
2.0
1.6 documentary data collection, the primary research has highlighted specific but
1.3 1.1 quite diverse strategic key success factors for both BSkyB’s analogue era from 1989
0.8 0.7 to 1997 and BSkyB’s digital business success until now.
In addition, it was found that these factors are part of a more complete picture
BSkyB (Britain)
Canal + (France)
Canal + (Europe ex France)
KichPayTV (Germany)
NTL (Britian)
Sogecable (Spain)
Telepui (Italy)
Telewest (Britain)
TPS (France)
ViaDigital (Spain)
Stream (Italy)
of BSkyB’s strategic success, an overall ‘Sky formula’. Focused on the most essential
strategic key issues, the formula supports BSkyB’s current ambition ‘Sky to every
household’:
build penetration
build average revenue per user
minimise churn
Due to the company’s ambitious targets in the future, BSkyB’s strategy must
leverage the company’s assets to a new, unprecedented level of growth. However,
the ‘Sky formula’ will need to overcome key challenges in the future mainly related
to issues such as content, technology and policy, since these topics are always a
source of threat in the information economy.
Strategic levels Concepts Although BSkyB’s business is part of the new economy, the main
characteristics of positive feedback, such as lock-in effects, network effects and/or
Consumer Network externalities demand-side economies of scale were not really relevant for the company’s success.
Network Expectations management However, some mechanisms of positive feedback are starting to kick-off and may
Customer lock-in & switching costs enlarge BSkyB’s subscriber
Physical Open vs closed platform ‘You may not want it but you will be base further.
Overall, BSkyB has
Platforms Build alliances for positive feedback
Technology lock-in & switching costs unable to avoid the service because been spectacularly
successful, not once but
Supply
Chain
Open vs closed value chains
Alliances & collaboration soon every home in Britain will have twice. Its ‘Sky formula’ has
Supplier lock-in & switching costs worked brilliantly so far.
Technology Versioning of standards
a Sky TV channel beamed into it.’ Even if history is not an
Standards Evolution vs revolution Tony Ball, CE of BSkyB indicator of future
Costs of switching standards performance, BSkyB’s past
success and its strategic key success factors will help the company to remain the
Fig. 2
Strategic levels of network industries UK’s leading pay-TV company. The question of future sustainable growth
nevertheless remains open. g
11. nexus strategy | 11
IN A TIME OF radical change brought about by new technologies such as Internet protocol and digital
technology, firms need to acquire new capabilities in order to stay competitive. An on-going research
initiative led by Dr Qing Wang at Warwick Business School in collaboration with SPRU at Sussex
University found that a primary goal of firms when facing such radical change was to simplify.
These new technologies are so-called General Purpose Technologies (GPT), which involve high
fixed costs in invention and low marginal costs in reproduction. The expenses associated with finding
applications for them are determined by the costs of co-development with localised users. The users,
who may be individual consumers or institutions, will be
interested in the services performed and the supporting
infrastructures. Therefore radical change is defined not in
terms of change in technical characteristics, but in terms
of the discontinuous consequences to the consumers. It is
characterised by a sudden increase in complexity along
two dimensions. The invention of a GPT represents
complexity in depth, whereas its integration with the
localised and idiosyncratic infrastructure and consumer
demographics denotes complexity in breadth.
To understand the implications for firms, we need to
turn to the demand side of this equation. The invention
of a GPT may result in a rapid increase in the producer
capacity, for instance the capacity to provide speedy and
potentially unlimited access to information. However,
this rapid increase in capacity will not be sustainable
without matching demand from the consumers.
Meanwhile, matching consumer demand for radical
dynamic capabilities
innovations is difficult. In many instances, this involves a
process of co-evolving and co-learning between the
producers and the consumers. The salient question is
in a time of
how to solve the tension between capacity and variety
that is inherent at this intersection. Firms which have
invested heavily in a GPT may find themselves sitting on
unutilised capacity with the painful realisation that the
capability that enabled them to occupy a leading position
in a GPT, would not automatically give them the
advantage when developing user-related applications.
radical change
A closer look at the consumer behaviour in adopting
radical innovation will indicate that the answer lies in the marketing capability. Satisfying one’s ever- DR QING WANG
evolving demand is not without cost to individual consumers, as it requires learning about new LECTURER IN MARKETING &
product categories, often through inference to existing categories. As radical innovations represent STRATEGIC MANAGEMENT
mental leaps, inference to existing categories can be very difficult for potential users. In such events, WARWICK BUSINESS SCHOOL
there exists a strong “learning-through-using” effect where a significant amount of new product
knowledge is acquired during rather than prior to using a new product. Consequently, consumers’
perceptions and preferences are expected to change continuously through using. Further reading
Our research findings have at least two Wang and von Tunzelmann Complexity and the
‘The question is how to solve implications. Firstly, continuous functions of the firm: breadth and depth, Research
involvement with users and developing long Policy, 2000, Vol. 29, 805-818.
the tension between capacity term relationships with valued customers is
one, if not the only, effective way of building von Tunzelmann and Wang Capabilities and
and variety.’ competitive advantage. Secondly, branding Production Theory, Structural Change and
and labelling can be extremely powerful in Economic Dynamics, 2003
influencing consumer perception of a radically new product towards more familiar categories. For
von Tunzelmann and Wang Dynamic
example, the application of digital technology in image
capabilities in the context of radical change,
processing has resulted in several new product categories,
Journal of Management Studies, (in revision).
one of which is the digital camera. Its adoption is largely
enabled by the perceived similarity of functional and
aesthetic design to the analogue camera, which is
carefully crafted into the new product.
To conclude, firms will have significant competitive
advantage in the new markets if they incorporate critical
technical and user knowledge into the new application in
such a way that it simplifies the learning requirement for
the consumers. The ability to identify such critical knowledge
and to incorporate it into the design and development of new
applications constitutes the dynamic capability of firms in a time
of radical change. g
12. 12 | nexus
The Warwick Hot off the Press
The Handbook of
Strategy and
Debate Management
(Pettigrew, Thomas
and Whittington,
2002) provides an
up-to-date and
AS STOCK MARKETS ARE plumbing successive lows, the warnings of double-dip recession and an era of critical assessment
deflation are getting louder. Even if the current wave of audit scandals has so far been US-based, the loss of of most of the
credibility for the audit and accountancy profession has been worldwide. existing fields of
There is consequently a renewed interest in strategy and at
the importance of regulation for the conduct of the same time helps
orderly markets and the enforcement of to develop some new sub fields in
rigorous audit across the corporate world. The the discipline.
future of regulation and of the accountancy
profession has therefore become of more than Images of Strategy, edited by Professors
specialist interest. David Wilson and Stephen Cummings,
So it is with great pleasure that we will be published by
announce a joint AMBA-Warwick Business Blackwell in March
School event to be held on 3rd March at 2003. Contains
Warwick Business School on these themes. Sir contributions from
David Tweedie, the Chair of the International the editors as well
Accounting Standards Board, will be the as from most of
keynote speaker at The Warwick Debate. He WBS’s MSM
will be joined by Peter Wyman, chairman of the Department and
UK’s Institute of Chartered Accountants and a some past
senior partner at PricewaterhouseCoopers. The members of the
event will be chaired by Professor Keith Hoskin, Department.
of the WBS Accounting and Finance group.
The Warwick Debate will be held on 3rd
March 2003 at Radcliffe House, University of
Warwick.
For more details
w www.wbs.ac.uk/alumni/forthcoming.cfm g Sir David Tweedie.
WBS building continues evolution WBS in Dubai
partnership
WBS HAS TEAMED UP with Knowledge Horizon, a
United Arab Emirates-based education agency
recognised by the UAE Ministry of Higher
Education and Scientific Research, to promote
the Warwick MBA. The first intake of students,
initially numbering around 25-30 and recruited
from the UAE, will begin study by distance and
online learning in January 2003.
Dr Ma’en Al Qatamin is Managing Director
of Knowledge Horizon and studied for his
doctorate at WBS. He explained: “We are proud
to be associated with a name of quality such as
WBS. The Warwick MBA is globally recognised
and internationally accredited, and WBS has
won acclaim and approval from all the leading
national and international assessors and
Designed by the Tate Modern architects, phases one and two of the new WBS building have been completed and
accreditation bodies.” g
the Dean anticipates commencing phase three in the near future.
13. alumni profile | 13
Warwick insight from house to mouse
BY PAM BARNES
RICHARD WYATT-HAINES (DLMBA 1997) and Simon Ricketts (DLMBA 1998)
named their company Warwick Insight, reflecting their strong links with WBS.
“We owe a lot to Warwick and are proud of the place,” affirms Richard.
Established in 1998, their consulting practice focuses on strategy, strategic
change and organisation performance management. Their relationship with
clients is very much a partnership approach. As Richard explains, “With
strategy and strategic change,
there is always stress and pain
to be suffered. Clients need
‘The world is dynamic and
someone alongside them in a academics enable us to
partnership role with the
enthusiasm and experience to see the issues and make
support them through.”
Richard firmly endorses sense of the chaos.’
Andrew Pettigrew’s views on
the changing role of strategy. “Strategy is about a way of behaving, it is not
about a document. It is about how you think and behave within an
organisation, so that people understand the reason for their role and how it fits
into the strategic direction of the business. There cannot be a five-year plan in
Simon and Richard with that mouse.
today’s environment; traditional planning methods can constrain and lead to
missed opportunities. Strategy must be used as an enabler and decision making filter, rather than a
constraint.”
Simon and Richard strongly believe in keeping up to date with academic thinking at Warwick. “We take
academic thinking and ideas and bring them alive and make them practical for clients,” says Richard. “The
world is dynamic and academics enable us all to see the issues and make sense of the chaos. At Warwick
Insight we take that clarity and deploy it appropriately and sensitively to
‘We are taking academic thinking and create value for the client. Warwick gives us that foundation by providing
access to leading edge thinking and approaches to strategy and change
ideas and making sure we bring them management.”
The Warwick association features strongly in the story of their
alive and make them practical for clients.’ partnership. Although they both did their MBA by Distance Learning at
WBS, they had never met until Simon’s CV arrived on Richard’s desk at his
previous employers, an accountancy practice. With the Warwick connection, Richard said, “I just had to meet
him.” The two hit it off immediately but soon found working within an accountancy firm too constraining.
From very small beginnings, working out of Richard’s back bedroom and the cupboard under Simon’s
stairs; four years later their team of eight is based in the South-West on the edge of Dartmoor, in premises
with meeting, training and planning facilities. They consult for clients such as Walt Disney (Europe, Middle
East and Africa), Liverpool Victoria, Department of Health, the Financial Services Authority and most
recently, an investment bank in Russia.
The WBS magic worked again when, on a course run by Robert Johnston of the WBS Operations
Management Group, they met a delegate from Disney. Richard explains, “She asked us to do a single
workshop and from there it has grown into business with four or five divisions. It was a massive leap for us.
Last year we doubled our income and we hope to increase by 50% again this year. Recommendations and
repeat business form the bulk of our work and over this year we have gained several blue chip clients.”
Richard and Simon agree, “The biggest constraint to our growth is the availability of the right people with
the right behaviours and experience. Highly bespoke consulting demands people with a special mindset and
the ability to draw client sensitive solutions from both practical and academic experience and knowledge.
Perhaps there are other WBS students and alumni who feel they have what it takes...”
Check out their web site on w www.warwick-insight.co.uk g