A business school is opening its MBA course to the masses by making its lectures and course materials freely available on Facebook.
The London School of Business and Finance (LSBF) will put all lectures, discussion groups and other learning materials on the social networking site. Learners follow the course free of charge and only pay if they decide to go forward for formal accreditation in an exam.
This democratic approach to learning means that thousands of people worldwide could view the lectures, which include speakers from top organisations as Deloitte, Accenture and the Royal Navy, without formally pursuing the course.
管理作为一项活动无处不在，它几乎覆盖了人类所有的活 动。但是迄今为止，我们尚未看到统一的管理者专业协会 的出现。许多人现在开始相信，为了坚持和推广标准，这 一切必须进行改变。圣地亚哥· 伊尼格斯(Santiago Iniguez) 就此展开了讨论。(translation)
Global Focus in Chinese will be online tomorrow and hard copies will be available in a couple of weeks.
How an international network of bureaucrats shapes financial markets and why it matters for the future of business : David Bach.
Do we need management guilds? Dean Santiago Iniguez' contribution in Ambition, AMBA's magazine.
(Ambition is the quarterly newsletter from the Association of MBAs that keeps our members – international alumni and students from our accredited schools – informed about their activities and MBA-relevant updates and articles. See how you could reach this audience by advertising in the next Ambition.)
The tantalizing idea of professionalizing management
Historically, management has never attained the status of a formal profession, in the sense of setting up a guild or association by managers. In large part, the reason why there are no managers’ guilds is due to the flexibility and presence of management throughout such a wide range of activities. Would it really make much sense for the head of a hospital’s surgery department, the partner-director of a law firm, the founder of a high-tech start-up company, and the CEO of a consumer products manufacturer to create their own guild or any other type of association? They are all managers, and it may be that some of them have MBAs, but their shared professional interests would not extend much beyond ideas on how best to manage a budget or to motivate their workforce. In all likelihood, they are going to be more interested in learning all there is to know about their respective professions— medicine, architecture, law—and applying these techniques, tools, and ideas on management within the framework of these professions...
View the interactive graphic of the most popular cities in the world for executive MBAs based on data from FT-ranked programmes.
Article of SmartMoney of WSJ, October 22, 2010.
One of BusinessWeek Magazine's top ten business books of 2007. Voted one of the five best strategy books of 2007 by Strategy and Business magazine.
"One of the most important, realistic and useful books on strategy ever written. With consummate clarity and withering logic, Raynor confronts and resolves the paradox that while strategy requires commitment, much about the future is simply unknowable. It is an absolutely brilliant, lucidly written piece of scholarship."
--Clayton M. Christensen, Professor, Harvard Business School and author of the bestselling The Innovator's Dilemma and The Innovator's Solution
Drawing on leading-edge scholarship and extensive original research, Raynor’s revolutionary principle of Requisite Uncertainty yields a clutch of critical, counter-intuitive findings. Among them:
-- The Board should not evaluate the CEO based on the company’s performance, but instead on the firm’s strategic risk profile
-- The CEO should not drive results, but manage uncertainty
-- Business unit leaders should not focus on execution, but on making strategic choices
-- Line managers should not worry about strategic risk, but devote themselves to delivering on commitments
Click here for Working beyond Borders Insights, October 12, 2010, (70 pages)
The insights provided by more than 700 Chief Human Resource Officers around the world show how workforce investment is shifting. Companies are beginning to focus more on growth, expanding into new markets and offering new products and services. But to make the most of potential growth opportunities in today’s dynamic global marketplace, organizations need to find ways to address the “borders” that are currently impeding their workforces.
Based on the key capability gaps revealed in this study, we believe organizations should focus on three critical workforce imperatives: cultivating creative leaders, mobilizing for speed and flexibility and capitalizing on collective intelligence.
...On the same track, how do women increase the likelihood that they will be considered for senior corporate jobs?
Let me preempt my answer by saying that I don't think that growing the number and proportion of women in leadership roles is just a women's issue. It is the recognition by the organizations employing them the important role they can play in contributing to the well being of the organization and to the global economy.
Research by the Catalyst Corporation shows that Fortune 500 companies with the highest proportion of women in senior management significantly outperform those with the lowest proportion - both in return on equity and in total shareholder return.
New York-based consulting firm McKinsey & Co. has released a series of reports since 2007 making the case that gender diversity at the top is a corporate performance driver.
Goldman Sachs studies show gross-domestic-product growth accelerates when women hold positions of power. The company recommends investing in countries where the gender gap is closing and where the "laws and social norms that have discriminated against women are shifting." To address the global gender gap, Goldman has created the 10,000 Women Initiative - a $100 million, five-year program to provide an advanced business education for women.
And in 2006, The Economist magazine proclaimed, "Forget China, India and the Internet: Economic growth is driven by women."
Dr Sheppard added that his B-school is totally committed to the new MBA model. “At Fuqua we are committed to making this change. In my tenure, we will accomplish this mission.”
The 3rd International Business School Shanghai Conference, is being hosted by the Antai College of Economics and Management, Shanghai Jiao Tong University, and AACSB International - The Association to Advance Collegiate Schools of Business – that is taking place at the Antai College campus in Shanghai, China from 17 - 19 October 2010.
The conference theme is "Reshaping Business Schools after the Crisis". Key topics include "Reorganizing the governance, structure, and missions of business schools", "Realigning the business school program portfolio and curriculum" and "Redefining networks of collaboration and competition among business schools".
At the conference, business leaders and representatives from over 75 business schools from around the world are studying the future direction of international business education, and analyzing how business education can contribute in more better ways to world economic development...
Who needs another ranking? Business does. Now more than ever before, it’s time to reset the performance metrics for the CEOs of our public companies
An MBA helps. Yes, really.
As business-school professors you’d probably expect us to say that an MBA boosts CEO performance. But in the wake of the financial crisis, when MBA programs were accused of fostering greed-enhancing, value-destroying behavior (and worse), we approached this part of our analysis with some trepidation.
Information about qualifications isn’t readily available in some countries so we had to limit ourselves to the subset of CEOs based in Germany, Britain, France and the U.S.: 1,109 of them to be exact. Of these, 32 percent had an MBA. But members of this minority ranked, on average, a full 40 places higher than their colleagues in the non-MBA majority. Indeed four of the top 10 (John Chambers, John Martin, Meg Whitman and Hugh Grant) have an MBA certificate hanging on their wall. So it’s official: MBA CEOs, on average, add rather than destroy value.
Consider your runway before taking off. Or landing.
According to conventional wisdom, it’s hard for a CEO to excel if he or she inherits a struggling company. You can’t make a silk purse out of a sow’s ear, as the old saying goes...
Left to right: Nitin Nohria of Harvard Business School; Sally Blount of Kellog at Northwestern@sallyblount; Rich Lyons of Haas at UC-Berkeley.
Sally Blount, dean of the Kellogg School of Management at Northwestern University.
Rich Lyons, dean of Haas School of Business at the University of California, Berkeley.
Nitin Nohria, dean of Harvard Business School.
American business schools – “B-schools” – got a checkered reputation in the last decade. Enron and Worldcom scandals had people asking what kind of ethics they were teaching. The crash of ’08 left people asking what kind of business they were teaching.
Now, a new generation of leaders is moving into top slots at the country’s top B-schools. We hear from the heads of Harvard Business School, Northwestern’s Kellogg School and Berkeley’s Haas School, on the US economy now – and their role...
As some of the nation’s largest employers, Technology CEO Council companies generate $250 billion in annual revenues and employ over 700,000 workers...
Press release Washington, October 6, 2010: The U.S. federal government can save over $1 trillion by 2020, while improving the services it provides to citizens and laying a foundation for future job growth and innovation...
(Motley Fool Money Radio Show, October 8, 2010
On this week's Motley Fool Money, we share some of our favorite recent interviews. Michael Lewis talks about The Big Short. Alice Schroeder talks Snowball: Warren Buffett and the Business of Life. Matt Ridley makes the case for rational optimism. And Dave Barry talks about the business of humor writing.)
Selected for the Best Paper Proceedings for the Academy of Management Annual meeting in 2010. Download-page of Working Paper of HBS. (Ioannis Ioannou, London Business School, George Serafeim, Harvard Business School)
...In 2007 for example, mutual funds that invested in socially conscious firms had assets under management of more than $2.5 and $2 trillion dollars in the US and Europe respectively...(numbers from: "national and international organizations that track socially conscious funds, such as Eurosif, Social Investment Forum, Responsible Investment Association Australasia, Social Responsible Organization, and SRI funds in Asia.") ...Finally, the emergence of a substantial number of firms that rate and rank companies on multiple CSR dimensions such as KLD and ASSET4 (Thompson Reuters) among others (see Dow Jones Sustainability Index (DJSI) & FTSE4 good index)
"The profits of goodness" (article by author about the paper)
Web Exclusive: Is there a link between a company's social responsibility and its profitability? Research from Ioannis Ioannou, Assistant Professor of Strategic and International Management at London Business School, sheds new light on one of the biggest business issues of our times.
.. Managers should particularly focus on communicating the value of CSR strategies to the investment community. Highlighting short term costs but also long-term benefits could mitigate difficulties that investors may face in understanding the value generated through such activities and might expedite the adjustment of their valuation models to these new CSR-augmented business models. In other words, managers should be aware that not only what is communicated matters but also to whom it is communicated to...
No battle plan survives contact with the enemy (and War is a matter of expedients.)-- Helmuth von Moltke the Elder
Jack Welch (2001) on
Business success is less a function of grandiose predictions than it is a result of being able to respond rapidly to real changes as they occur. That’s why strategy has to be dynamic and anticipatory.
Bob Nelson, my longtime financial analyst and GE’s resident history buff, exposed me to this thinking when he passed on an article about the Prussian general Helmut von Moltke. Von Moltke’s beliefs brought us to a series of questions that were much more useful to me over the years than all the data crunching in strategic plans.
''Von Moltke believed strategy was not a lengthy action plan,'' Welch explains, ''but rather the evolution of a central idea through continually changing circumstances.'
Press Release - NEW YORK CITY, Oct. 5, 2010—HSF, recognizing the nation’s need for more college graduates in spite of the current recession, is launching "Generation 1st Degree," an initiative focused on closing the "degree gap" that exists between Hispanic students and their peers. The strategy seeks to help at least one person in each household earn a college degree, and then leverage that credential in order to assist others in the family seek the same achievement.
Announcing the initiative at its first Education Summit, HSF plans to focus its efforts on the Hispanic American students and families it serves and hopes to be a catalyst for a national conversation about higher education and the economy. In 35 years, HSF has awarded close to $300 million in scholarships to more than 50,000 students in need. Two-thirds of these students were the first in their families to go to college.
HSF’s vision is for the U.S. Latino degree attainment rate to increase from 19 percent to 60 percent by 2025. HSF estimates that will result in a significant increase in Latino lifetime earnings—from the current $24 trillion to $47 trillion (in current dollars) by 2025 if the goal is met.
www.becker-posner-blog.com (University of Chicago)
Education and Innovation in Developing Countries—Posner, 5th September 2010.
...Developing countries face a chicken and egg problem in education policy. Until there is a highly educated stratum in a nation’s population, there will not be an adequate pool from which to draw teachers of technical subjects. But without such teachers the nation will be unable to create such a stratum—internally. Presumably the way for a developing country to proceed, therefore, is to send its brightest young people abroad for advanced education...
Higher Education and Technological Advances as Countries Develop-Becker, 5th September 2010.
...For several years, along with others, I have been studying the worldwide boom in higher education in both developing and developed nations...Developing countries imperil their continued economic advance if they fail to provide much greater opportunities for their young men and women to achieve a university education...To accomplish this last great stage of economic development, both public policy and private households and businesses must begin to emphasize higher education, and other ways to greatly improve the advanced human capital of working men and women.
Senior executives from leading global companies will convene on October 18 and 19 to exchange ideas on advancing sustainable business practices at the third annual Executive Environmental Sustainability Forum at the Tuck School of Business at Dartmouth. Tuck faculty members and senior executives from 20 companies representing a wide array of industries will participate in panels and discussions to share ideas and innovative theories, practices, and processes to tackle environmental challenges...
Invitation to submit your proposal (Deadline 1 Dec. 2010):
"Shaping Tomorrow's Leaders - the GRLI and Net Impact Challenge" is a team-based competition where students and young managers are given the chance to present their views on the following question:
“How can next generation leaders contribute to the development of globally responsible leadership?”
We are looking for innovative ideas on how to take personal and shared responsibility to a new level through business leadership and action.
The invitation is open to students and young managers (18-35) in institutes of higher education and companies across the world. The winning team will attend free-of-charge and present their project at the 10th GRLI General Assembly in Melbourne, Australia, 2-4 March 2011.
Sponsorship for this competition has been secured from GRLI partner schools Anglia Ruskin University Ashcroft International Business School, Babson College, ESSEC Business School, Maastricht University and Rouen Business School.
Click here to go to the page with guidelines and registration form for this competition on the GRLI website. Deadline for submissions is 1st December 2010.
Net Impact is an international nonprofit organization with a mission to inspire, educate, and equip individuals to use the power of business to create a more socially and environmentally sustainable world. Spanning six continents, our membership makes up one of the most influential networks of professionals and students in existence today. Net Impact members are current and emerging leaders in CSR, social entrepreneurship, nonprofit management, international development, and environmental sustainability who are actively improving the world.
The Global Compact Office encourages and welcomes the development of Case Stories. If you would like to share your organization's experience in implementing the UN Global Compact principles, please submit your Case Story on the UN Global Compact website or send an e-mail to email@example.com.
Post of Kenan-Flagler blog "On Leadership", October 5th, 2010.
Hiring great people is one of the most important things you do as a leader/manager. It is impossible to spend too much time on this. I am personally interested in this issue because, in a service organization like a business school, the quality of people the organization attracts contributes in a very significant way to overall organizational performance.
Despite the importance of this task, the hiring process can get short-changed by...
Present in over 107 countries and territories and with over 50,000 members, AIESEC is the world's largest student-run organisation. Focused on providing a platform for youth leadership development, AIESEC offers young people the opportunity to be global citizens, to change the world, and to get experience and skills that matter today.
October 4, 2010 — Charles Dallara, Managing Director of the Institute of International Finance, Inc. (IIF) (IIF wikipedia entry), called for urgent action by a core group of the world’s major economies to broker agreements on critical macroeconomic and exchange rate issues. He said, “Sustaining growth and restoring confidence will require not only astute domestic policymaking, but an unprecedented level of multilateral coordination. It will also require action that transcends purely domestic short-term concerns.”
Are you using the #NewTwitter?(14 Sep 2010) Click here to read an updated version of this help article.
We provide all Twitter users with the ability to block other users. Blocking prevents a user from following you, sending you an @reply or @mention, or putting your account on any of their lists.