Autumn is the time of year when many newspapers and journals produce their university league tables. For example, September saw the publication of the Financial Times (FT) Business Education Supplement, and in the UK the Sunday Times Good University Guide, offering different takes on where to study. These two are targeted at very different audiences. The Sunday Times Guide is aimed at parents as much as students, recognising that parents have a significant stake in the decision making process that leads to undergraduate study choices, whilst the FT Supplement is written for mainly for business people intent on furthering their careers, by making a shrewd investment in a Masters level qualification.
Category Archives: India
Lynda Gratton, Professor, London Business School; Founder of the Hot Spots Movement, a research and consulting team melding both business and academia; and a well known organizational theorist, led a Q&A session outlining whether complexity is really in the minds of top business leaders when managing their companies. Two top business leaders, Rick Goings, CEO of Tupperware Brands, and Natarajan Chandrasekaran (Chandra), CEO and Managing Director of Tata Consultancy, gave her their take on complexity in organizations.
Speaking as a guest of Professor Rajiv Lal at the Harvard Business School, Monsieur Jean Jacques Lebel, outlined the logic behind the universalization strategy that L’Oréal has been implementing throughout the French cosmetics firm. This policy aims to leverage the advantages of having a global brand and adapt them to emerging markets in order to give new consumers a product that they feel in relevant and adapted to their needs. Continue reading
BOOK REVIEW: “How Countries Compete: Strategy, Structure, and Government in the Global Economy” by Richard Vietor (2007)
How Countries Compete is a political and economic strategic analysis of 11 different countries around the world. The book is divided into 12 new chapters, which deal with one country per chapter. Japan is dealt with twice, looking at it from a historical perspective at the beginning of the book, and then looking more towards the future and there after the pre 1990 crisis. Richard Vietor uses the word “compete” in the sense that countries try to compete for market share in the world economy and gain foreign investment and export their sales in business. Governments can help in this policy, either by macroeconomic policies that encourage investment and greater economic activity, or by things like increasing human resource competencies through education. Some countries have very active and direct policies. In China, for example, technology transfer and know-how has been encouraged through the use of FDI. In Singapore, workers are required to save as much as 50% of their gross income for their retirement plan.
“Innovative and dynamic employees required.” Navir Rustomfram-Shukla, A GEM Alumnus (MIB ’09) talks about his work at Airbus.
Navir Rustomfram-Shukla, a recent alumnus from Grenoble Ecole de Management, is presently working at Airbus as a financial controller. He had previously studied at the University of Mumbai in India and graduated in Economics before veering off into business.
In a closing lecture at the EFMD entitled “Preparing Our Schools for Upcoming Challenges,” Soumitra Dutta, the Dean of the Samuel Curtis Johnson Graduate School of Management at Cornell University spoke about the challenges facing business schools today at the EFMD Annual 2013 Conference. Issues of relevance and adherence to stakeholder interests were looked at, in mapping out the future environment for management education.
The financial crisis has led to a whole range of institutions and ideas being brought into question. One of them is the research university. In a 2011 Global Focus article, Kai Peters and Howard Thomas argued that the current model of universities is unsustainable. Effectively, universities spend too much to doing things that are not resource producing. At the recent AACSB ICAM Annual Conference 2013, Ted Synder, Dean at Yale University, reiterated this view. Western universities are effectively pricing themselves out of the market, he claimed. This book is a counter argument to such claims. Continue reading
“It is,” she said, “deciding whether to buy that beautiful little dress she had found while shopping in California, knowing full well that the shoes you need to go with it were in one of your homes in the Caribbean or Europe.”
Pity the rich and famous!
We have more choices today than we have ever had in history and yet making countless decisions each day may be a burden rather than a pleasure. In this excellent book, which brings in scientific research and personal examples, Dr. Sheena Iyengar, Professor at Columbia University, describes just why some of these choices are so difficult.
Back in the carefree days before 2007, companies looked at growth as their major challenge. In those days, obtaining a 15% increase on yearly growth seemed to be the most important thing for them to achieve, to keep their stockholders happy. Since then, with the collapse of firms such as Bear Stearns and Lehman Brothers, survival has become the key element to business. In Reorganize for Resilience, Ranjay Gulati shows some of the things that resilient companies do, both in good times and in bad, to ensure that they don’t end up being a case study on what companies shouldn’t have done.
AACSB Annual Meeting (ICAM 2013): Lead by Choice: Lessons for the B-School (Sheena Iyengar, Columbia Business School)
“I am always looking for cool pictures.” said Sheena Iyengar at the end of her excellent presentation on how to “Lead by Choice”. The quote was all the more remarkable in that the director of the Global Leadership Matrix (GLeaM) at Columbia Business School is totally blind. The objective of the talk was to highlight “what effective leaders need to know about choice” and how you can choose your way to success. Indeed, there is so much information available that it has become imperative today to know how to choose.