XI Regional EACD Lisbon Debate over the topic "Balancing Shareholders and Stakeholders Interests: Enhancing trustworthy sterling reputations", 16th april 2013,presentation by Nadim Habib, Nova SBE

1. Nova 2020
Building a Leading International Business School

2. Our vision
To be among the Top 10 business schools in Europe
Taking advantage of a rapidly changing European higher
education landscape
Capitalizing on our Portuguese heritage to build a
unique learning environment
Pre Experience Masters Programs
Location, Location, Location…
Connecting the Portuguese speaking world…
International Undergraduate Programs

3. NOVA School of Business & Economics
A Leading Business School
Over the past decade, we
have built a leading business
school in Portugal
Strong Faculty Credentials
51 Tenure-track professors, 17 international
46 Visiting and adjunct professors
All teaching in English
Growing Student Body
1,400 Undergraduate
400 Pre-Experience Masters
40 PhD
130 MBA
25% international
30 nationalities
Leader in Research
7 of the top 10 researchers in Portuguese
schools are at Nova SBE
We produce more research at Nova than at
all the other schools combined.
In Finance, Nova is already in the top 10 in
Europe

4. With Increasing International
Recognition
Our success has positioned us amongst
the leading schools in Europe, with
recognition from multiple
international stakeholders
270 356 450
561
73098
120
172
261
340
0
500
1000
2009 2010 2011 2012 2013
Applicants to NOVA MSc Programs
International
Portugal
Driving strong interest from
international students
Ranked as leader in Portugal and
amongst the best in Europe
MSc International
Management
3rd in the
World
MSc Finance
21st in the
World
MSc Management
50th in the
WorldTriple Crown Accreditation
NOVA SBE is fully accredited by the leading
international accreditation bodies
Member of Leading International Clubs
NOVA SBE was chosen to join organizations of leading
international business schools

5. Leveraging on our Portuguese
Heritage to build distinctive
advantages
We understand that our heritage
provides distinctive advantages
because of our connectedness to the
Portuguese speaking world
We are active in Brasil
And we continue to build
international connections
We have a strong presence in Angola &
Mozambique
Angola Business School
Own Campus in Luanda
1200 students in 2012
7 Corporate Partners
5 Full Time Staff
NOVAFRICA Research Centre
Applied Research in
Moçambique and Angola
NOVA Fellows Program
Funded by World Bank and
leading international bodies
Our office in São Paulo provides support
to our Alumni community and
international student placement efforts
as well as managing our education offer
for the Brazilian market
Exhange agreements with 150
schools in 50 countries
5 Double Degrees with schools
in Brazil, Poland, Holland and
Germany

6. The Timeline of
Internationalization
• Internationalization has meant different things
to Nova SBE over time
Benchmarking Positioning Exporting
time
1978 2004 2008

7. 1. Benchmarking
• Learn from the best (American Schools):
• Role of research
• Publish or perish
• Resident faculty
• No inbreeding …
– Examples:
• MBA in collaboration with Wharton
• Hiring Portuguese with PhD’s from the US
• Financing talented undergrads to get PhD’s in the US

8. 2. Positioning
• Be admitted in the club of respected Business
Schools
• Accreditations EQUIS, AACSB, AMBA
• Extensive teaching in English
• Recruitment of faculty in the international job markets
• Exchange agreements
• Double degrees

9. 3. Exporting HE services
• Bologna Accord was a game changer
• Pan-European market
• High mobility
• Compete in the market for tradable students
• Attraction of tuition paying foreign students
• Retain the most talented Portuguese
• Direct export of educational services

10. With Changing Stakeholder Importance
Benchmarking Positioning Exporting
1978 2004 2008
Professors were key
stakeholders
Students were raw
material
Corporates were there to
hire and fund
International Schools
were there to help
Professors were there to
publish
Students were raw
material but growing in
importance
Corporates were
recruiters, funders and
supporters
International Schools
were “partners”
International Associations
were key to credibility
Professors were there to
publish & teach well!
Students were key
stakeholders
Alumni´s were core to our
activity
Corporates were “partners”
International Schools were
“partners”
International Associations
were key to credibility
International Media was key
to continued growth

11. The Key has been the “Narrative”
• Stakeholder relations have always been seen
as accelerators of strategy
– A good strategic narrative:
• Enabled stronger stakeholder relations
• Enabled different parts of the school to develop
coherent messaging and communications
• Allowed the school to influence policy
• Allowed the school to compete more efficiently

12. Disseminating the Strategy
Narrative
• Discussed at Executive Level
• Aligned with activities
– Why we do the things we do
• Distributed throughout key departments &
stakeholders
• Supported by Alumni, Corporate Partners,
Advisory Boards
• Anchor public agenda´s through Major Opinion
Aggregators
• Use media as last step in process

13. Adjustable Narrative
• Regularly adjusted to macro issues
• Supported by solid data and stories
• Key spokespeople used in process
• Relevant at 3 dimensions
– Local market / community
– Portuguese speaking world
– International world