Network Magazine April 2007

For more information, contact the Alumni Relations team on: Tel: +44 (0) 161 275 6485 Fax: +44 (0) 161 275 5862 Email: alumnioffice@mbs.ac.uk Web: www.mbs.ac.uk Manchester Business School Booth Street West, Manchester, M15 6PB. United Kingdom

ENVIRONMENTAL ISSUES SUMMER 07 / ISSUE 14

network THE MAGAZINE FOR MANCHESTER BUSINESS SCHOOL ALUMNI

It’s time to party!

This year’s Alumni Reunion Ball is the perfect place for a great night out, whilst catching up with classmates.

Held on Saturday 6 October 2007, the celebrations will take place at the luxurious Lowry Hotel in central Manchester.

Accommodation is also available at the Lowry Hotel at a special discounted rate.

And the fun doesn’t just stop there!

The evening will be full of surprises and will definitely be a night to remember. There’ll be great food, live entertainment - courtesy of the Northern Swing Orchestra - and plenty of dancing until the early hours. You’ll be able to catch up with your classmates, members of faculty and staff of the School.

We are looking forward to welcoming over 200 alumni and guests, and we’d like to extend a special welcome to those alumni celebrating reunions from the classes of ’77, ’82, ’87, ’92, ’97 and 2002.

Tickets for the event are £50 and this includes a reception and an excellent three-course meal with wine.

We have an extended programme throughout the weekend. Activities include a round of Golf - at Whitefield Golf Club - on Saturday and other social events, before ending the weekend with a fabulous brunch at the School on Sunday.

We hope you’ll be able to make it.

Places are limited so please book your tickets now with Lisa Samberg at lisa.samberg@mbs.ac.uk or telephone +44 (0) 161 275 6485.

Further details can also be found on the alumni website: www.mbs.ac.uk/alumni

Contents Page 2 It’s time to party Page 3 Editor’s Welcome Page 4 News Home Page 6 News Away Page 7 Research Focus Page 9 Professor Michael Luger Page 12 Working with MBS Page 13 Book Reviews Page 14 MBS Worldwide Page 16 Alumni Views Page 18 Alumni Group News Page 20 Alumni Diary Page 23 Contacts

Editor’s Welcome Welcome to the summer edition of Network magazine, focusing on green issues.

With the effects of global warming becoming more apparent each day, it’s essential we are aware of how our actions will effect our future environment. In Research Focus Jonathan Aylen, head of technology and entrepreneurship management and policy group at the School, talks about the research he and his colleagues have been undertaking into global warming (p.7).

A profile of our new director, Professor Michael Luger - who joined the School in January provides an insight into his future plans for the School and how he intends to engage alumni (p.9).

The Alumni Relations Office has also had a number of staff changes in recent months, with three members of staff joining since January. As we mentioned in the last issue, Alison Edmonds has joined to head up the team. Janet Denny joins us as events project officer, and Julie Brockenshaw has taken up the role of technical projects officer.

As always, please ensure that you keep us up-to-date with your current email, home and work addresses so we can keep you informed of the latest news and events not only through Network, but also our monthly e-newsletter.

Once again, many thanks for all those who have contributed to this edition of Network and we hope you find it an enjoyable read.

Lisa Samberg, editor

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News Home Simon Hayward stands down as chair of MBS Alumni Association Simon Hayward (MBA ’86), CEO of Academee, is standing down as chair of Manchester Business School (MBS) Alumni Association, after five successful years in the role.

Simon Hayward

Jerry Green

“It really has been a privilege to chair the MBS Alumni Association,” said Simon. “I have thoroughly enjoyed the past five years and have seen tremendous change. The merger of the University of Manchester and UMIST in 2004 has had a hugely positive impact on the Association, helping it to become increasingly international. To support this global development by helping to create a vibrant worldwide alumni network, an increased range of services, regional groups and online facilities has been a rewarding experience.”

MBS alumni represent an essential bridge between the School and the business community. The Association creates an international network of business contacts, enhancing students’ experiences and future opportunities. It offers opportunities for alumni to meet, keep in touch and participate in activities based around the School.

Professor Michael Luger, director of Manchester Business School said: “Simon has done a tremendous job of building the profile of our alumni and School’s activities and mobilising support amongst his fellow graduates. He has set a very high standard for his successor to follow.”

Simon will now focus on Academee’s own global expansion as the business builds on its success across Europe and beyond. Currently recognised by the Financial Times as one of the UK’s 50 Best Workplaces, Academee creates learning solutions which combine consultancy, face-to-face learning and e-learning in the areas of business change, management and leadership development, coaching, customer and employee engagement and diversity.

Jerry Green (A&F ’79) will take up his position as the new chair and intends to continue the great work that Simon has done.

Jerry said: “Simon will be a tough act to follow as chairman. Over the last five years that he has led the Alumni Association, it has developed as an excellent forum for its members. Anyone who has come into contact with Simon in his role as chairman will agree that he combines a warm personality, clear insight in articulating the challenges facing the Association - and a determination to drive through the actions needed for success. I hope to build on the many successes he has achieved and complete the important work of delivering an association for the new Manchester Business School Alumni Association."

MSc Chinese Business and Management programme launched Manchester Business School has launched a new masters programme designed to help students learn how to do business in China and find out how Chinese companies are making a global impact.

Starting in September 2007, this full-time multi-disciplinary taught programme focusing on business and management in the Chinese context, is ideal for those who wish to pursue a

career in multinational firms that have or are developing business relationships with China or Chinese multinational firms.

Those with degrees in any discipline are welcome, and scholarships are available.

For more information, go to the website: www.mbs.ac.uk/pg or email: pg@mbs.ac.uk or call +44 (0) 161 306 1339.

Honours for MBS academics Joan Higgins, emerita professor of health policy at Manchester Business School, was made a dame in the New Year’s Honours list. Professor Higgins was honoured for services to healthcare. She was director of the Manchester

Enid Mumford memorial Professor Enid Mumford

Centre for Healthcare Management, based in Manchester Business School, from 1996 until her retirement in 2004.

Professor Higgins is chair of the Christie Hospital NHS Trust and the Department of Health’s Patient Information Advisory Group.

Neil Goodwin, visiting professor of leadership studies in the Centre for Public Policy and

Manchester Business School held an event during March, to celebrate the life and work of Professor Enid Mumford, who died last year aged 82. It brought together colleagues and friends who worked with Enid or were inspired by her legacy.

Enid was professor of organisational behaviour at the School, and a recognised world leader in the application of socio-technical concepts to information systems development. She was one of the first winners of the LEO Award for Lifetime Exceptional Achievement in Information Systems, presented to her by the Association of Information Systems in 1999.

Management at Manchester Business School, and former chief executive of the Greater Manchester Strategic Health Authority, was made a CBE for services to the NHS. Other staff were included in the new Who’s Who. Professor John Arnold and Professor Jill Rubery are both included in the respected reference book for the first time this year.

Birthday recognition for Tudor Rickards The Journal of Creativity and Innovation Management has launched a new annual best paper award in honour of Professor Tudor Rickards, founding editor of the publication.

The award marks Tudor’s 65th birthday.

Members of the editorial board voted on a short list of five papers which had been published in the journal during the previous year. After consulting Tudor the board agreed to award the 2006 prize to two papers.

Professor Tudor Rickards said: “Enid’s contributions to scholarship have been demonstrated by the acknowledgements over the last year. Those who had more personal recollections celebrate other aspects of her life.

At MBS, she was a quiet but none-the-less assertive opponent of the assorted sillinesses academics can whip up in committee mode!”

The winners are mentioned in the June 2007 issue (16.2).

The Alumni Register

on the General Assembly (annual), and the election of a Chancellor (cyclic).

In accordance with the Statutes of the University, there is provision for the maintenance and review of a list of Alumni Association members who wish to be kept informed of the proceedings of the Association and who are thereby entitled to be sent notices and papers relating to its business and to participate in elections by the Association. Such elections include:- an Alumni Association representative on the Board of Governors (cyclic), representatives

Only those Alumni Association members who are on the list will be sent relevant notices relating to elections so if you do wish to participate you are encouraged to register on the list. This list currently includes the names and contact details of those members who have, over recent years, shown an interest in alumni programmes and activities. To ensure you are included please keep the Division of Development and Alumni Relations updated with your current email address by registering

with the alumni community website www.manchester.ac.uk/yourmanchester and you will then be notified when the ballot documentation becomes available.

Tudor said: “I was delighted to learn of the best paper award in my honour - it came as a complete surprise and the first I knew of it was the email inviting members of the editorial board to vote on a shortlist!”

If you do not have access to the internet then please contact the Division of Development and Alumni Relations, University of Manchester, G9, Christie Building, Oxford Road, Manchester, M13 9PL, providing your details (including the date of your award) and indicating that you wish to be kept informed of the proceedings of the Association.

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News Away Arriba!

Helen Dowd pictured with alumni in Santiago, Chile (above and below)

Helen Dowd, MBA admissions manager, recently travelled to South America where she gave a number of MBA recruitment presentations. During her trip which spanned Chile, Peru, Ecuador, Colombia and Venezuela, Helen interviewed prospective applicants for the MBA programme and met with alumni.

All nine of our Chilian alumni attended the presentation at the British Council and the alumni/applicant dinner in Santiago. The scale of MBS’ international reach was apparent with five countries represented at the event. Alumni attending were Jorge Latrach, MBA ’04 (Chile) Alberto Herrerias-Franco, MBA ’94 (Mexico), Sergio Cruz, MBA ’04 (Chile), Marcial Baeza, MBA ’00 (Chile), Matias Julian, MBA ’01 (Chile), Sven Herlitz, MBA ’05 (Germany), Dan Lindley, MBA ’85 (British), Joao Cardial, MBA ’00 (Chile) and Jan Heitmann, MBA ’01 (Germany).

Best wishes are extended to Liliana Perez-Wilson, MBA ’97 who gets married this year in Columbia and Joel Guedes, MBA ’03 who marries his fiancée at the end of the year in Venezuela.

A big thank you goes to all the South American alumni, both in their home countries and living abroad, for their ongoing assistance in helping with the recruitment of Latin students. Thanks also to our current students for sharing their experiences and encouraging applicants to come to the School.

Helen was joined by a number of alumni in Peru and was delighted to meet Francisco Araujo, MBA ’96 - our Ecuadorian alumnus.

Business drives sustainability

Susan Moger

Professor Tudor Rickards

Manchester Business School reported on its contribution to sustainability at the Global Forum on Business as an Agent for World Benefit, which took place in Ohio last October. Convened by the United Nations Global Forum and the Academy of Management, the Forum was held at the Case Weatherhead School of Business. It examined the role that business, and everyone involved in business education, can play in promoting and encouraging sustainable economic development, particularly in the newly emerging economies of India, Africa and Latin America.

Professor Tudor Rickards and Susan Moger summarised research carried out for the United Nations Industrial Development Organisation Industrial Technology Programme UK office (UNIDO ITP UK) by the MBA classes of 2002, 2003, 2004 and 2006; MSc in Global Business Analysis students and with contributions from the School of Computer Science.

The students worked with a team headed up by Professor Simon French and Ged Drugan (MBA ’98);

Edwin Oluwabunni and Jingyan Zhu from the School of Computer Science. The project was sponsored by director John McFadzean and deputy director Sarah Martin at UNIDO ITP UK, who are actively developing the work that has come from the initiative.

Among the outputs delivered was an improved Comparative Analysis Tool (UCAT) to support investment decisions of business firms and government agencies in developing countries.

The tool was tested in 34 locations around the world. Nine industry sectors, including aerospace, bio-medical, environmental engineering, textiles, and food and drinks, were surveyed for opportunities in outsourcing, buy-outs, and joint ventures. UCAT is now available to help companies make key decisions about where to invest for the best return for themselves and the host economies.

Research Focus What else could they say, but “Cool” - MBS tackles global warming Sustaining the environment is a key issue for business. Policy measures are being introduced to reduce greenhouse gas emissions. Company boards have to display their green credentials in annual reports.

So it is no surprise that Manchester Business School plays a key role in research on the environment, explains Jonathan Aylen. Results of his research are keenly studied by both governments and firms.

Jonathan Aylen (pictured centre) at Victoria Foods

Gordon Brown has clearly been reading the work of MBS’ Clair Gough and Simon Shackley!

His budget in March promised a contest for government funds to build the UK’s first full-scale “carbon sequestration” plant. This is novel technology that captures global warming gases such as carbon dioxide and locks them away in underground reservoirs. There is a double benefit, as these harmful gases are not added to the atmosphere, but instead can be used to enhance recovery rates in depleted oil and gas wells.

Carbon Capture and its Storage, an Integrated Assessment - is a definitive statement on the engineering feasibility, legal aspects, public perceptions of carbon dioxide capture and potential viability of this approach to alleviating global warming. Clair’s current research, funded by the Natural Environment Research Council, finds the two key barriers to widespread adoption of carbon capture and storage are lack of a long term policy framework and the issue of costs. A government funded demonstration project may help resolve uncertainties over both public policy and the costs of the technology.

Recent research at the School on the life-cycle of food captured huge public attention, from broadsheets to redtops. No journalist could resist the suggestion that organic food might not be best for the environment afterall. But these headline grabbing comments were just one aspect of a major research theme led by Professor Ken Green, with colleagues Chris Foster and Paul Dewick.

Their work has looked at familiar items in the everyday diet such as yoghurt, fish and frozen peas. You can only recommend change if you understand how the current food system has evolved. Yoghurt has grown rapidly over 50 years to become a key output of the dairy industry. Frozen peas have evolved around the need to minimise the time between picking and freezing. The example of salmon suggests that in response to pressures on wild fish stocks, there will be a transition towards large scale fish farms able to deliver consistent supplies to supermarkets.

The research makes recommendations on how to improve the sustainability of the whole food system - from the production of agricultural inputs right through to consumption, rather than focusing on local, piecemeal improvements.

It is a measure of the impact of their research that they could get away with an article in a leading academic journal aptly called Give peas a chance.

One way to cut greenhouse gas emissions in the food supply chain would be to adopt radical energy-saving technologies at each stage from cooking and cooling through to storage and transport. Future research funded by the Engineering and Physical Sciences Research Council and led by Jonathan Aylen will look at

the efficiency of equipment used in food supply from manufacture and cooking, through to refrigerated trucks, cold stores, supermarket freezers and chiller cabinets. To kick-off the research, Manchester Business School hosted a recent seminar on the topic: Adverts for the meeting on “refrigeration” attracted the inevitable graffiti - what else could they say but “cool”?

Work on reducing carbon emissions is only one aspect of extensive work on the environment here at the School. Expertise on water supply resulted in a major research project on barriers to innovation in the water industry led by Duncan Thomas, funded by the water industry’s own Research Association and presented at a major DTI seminar in London. The School’s expertise on recycling led to participation in a European funded project on “clean” production - manufacture of metal products without the associated waste.

Earlier research on the impact of global warming on tourism has led to research on reduction of fire risk brought by hotter, drier summers.

Research on the environment highlights the key policy role of the School. Academics play a dual role in the environment debate. They influence both through widely publicised research and through behind-the-scenes policy advice.

Academic publications are a hallmark of authority.

Scrutiny in the science community commands authority in the policy realm. In environmental research, as elsewhere, the twin track of academic rigour and policy recommendations shapes the debate on crucial social issues.

Jonathan Aylen is head of the TIEMPO subject group and his research on environmental issues is being funded by Corus, EPSRC and Moors for the Future.

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Professor Michael Luger Professor Michael Luger officially became the new director of Manchester Business School in January. Previously professor of entrepreneurship and director of the centre for competitive economics at Kenan-Flagler Business School, North Carolina, he brings a wealth of experience and expertise to the role and is well-placed to help the School achieve its strategic vision of being a world-class centre for business and management education and research.

Michael spoke to Network about his future plans for the School.

What attracted you to the leadership role at Manchester Business School?

Throughout my career I have had responsibility for various administration functions, including centre directors and programme heads, assistant chairs, chairs of departments, founding director of school, founding centre director. During each role, I have relished the opportunity to create something of lasting value within a university, and I grew to believe that I had the correct skills, as each organisation that I led was successful.

The idea of becoming a dean has been more and more appealing during the last few years - it has just taken the right opportunity to get me to dislodge from what was a very attractive and comfortable position at the University of North Carolina (UNC).

I had certainly heard about Manchester Business School - more so in the last couple of years before the role became available - through the numerous articles written about the merger and the creation of Europe’s largest business School.

I was very impressed with the School’s scope, its comprehensiveness and the fact that it was different from most business schools that I was familiar with. For example, it was within The University of Manchester which has a tradition in the sciences and economics. Manchester is also a city I can relate to, having spent time in the North West when I was based in the UK. It has an industrial background, as does Pennsylvania, where I grew up.

What do you see as the differences between US and European Schools?

It’s always dangerous to make broad generalisations, but there is some convergence. Both US and European business schools are changing, so this is a bit of a caricature of an answer.

Most US business schools are more traditional in the core activities that they undertake - marketing, finance and accounting, strategy, operations and economics. It’s unusual to find a business school with as many moving parts as you find at MBS, but also in some other comprehensive business schools where there is innovation. At PREST (centre for Science Technology Policy and Management Research), there are people with interests in sustainability and environment, energy, public policy and management, and a whole host of things that go beyond the borders of US schools.

Another major difference between the US and European schools, is the funding model. Here the RAE and the importance of Queen’s Revenue (QR) - the distinction is that universities get their funding from central government, based on the research activity, as opposed to US state universities that get allocations based only on the discretion of a legislature. Recently, European and UK schools have caught up with the US, in terms of tuition and fees that they charge.

Endowment income and gifts are a much more robust part of US schools’ budgets. Kenan-Flagler, is an endowed business school by the Kenan and

Flagler families, with a sizable endowment that throws off annual income and there’s an extremely active fund-raising development apparatus, that includes some 20 professionals who travel the world hitting on businesses.

There is also is a very large executive corporate relations function that other European schools have, but that Manchester Business School needs to grow.

Also, US schools - at least the top 20 schools receive more income in extra mural funding for grants. It’s not just path-through funding, but the standard formula in the US is that you get a research grant and then up to 50% of that is overhead, facilities or administration the School gets to keep and hold apart for other activities.

Can you tell us about your plans for the School?

These are in part defined by the 2015 agenda strategic planning for both the University and Manchester Business School that I inherited.

My job is to implement that plan and find a way to achieve the goals that were set out for us.

That starts with getting past the legacy tradition.

I value the Victoria University, UMIST, MSM and the old MBS. They all have their own strong traditions and strengths, and in no way do I want to diminish that. But in terms of identity and culture, it is so important to move on. I believe that we are all part of something new and very special, where the whole is certainly greater than the sum of its constituent parts.

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comprehensive research university. Therefore the kind of business research that goes on in this School is very important to our brand.

Certainly topics in financial econometrics, international labour and human resource management, supply chain management, innovation studies, international business there are so many areas where this school is seen as a global leader, that often is not quite appreciated externally. We need to make sure that we are not all things to all people, but the things that our research community does well, need to be appreciated. This is not only for the benefit of the School in the Financial Times (FT) rankings (since research is one of the components), but in our attractiveness to PGT students, PhD students, and to faculty who want to be in a very rich research environment.

Then we need to understand what this new entity really is, its strengths and how we can brand this school. We are going to brand it around a number of dimensions.

The first is around our students. At the MBA level, for example, we need to strengthen the programme, increase the numbers and maintain its quality. One major strength of our full-time programme is - unlike most in Europe - the course is delivered over a period of 18 months as opposed to 12 months. This is more like the US model, and gives the students time for more substance, both in terms of classroom hours and in terms of hands-on in their workshops, the International Business project and the Manchester Method.

With the world becoming more and more complex, and boundaries between disciplines are breaking down, the requirement for more successful managers is to understand at least something about more things, and take a little more time to become sophisticated and nuanced. Increasingly, careers are slipping between sectors as the boundaries blur and it’s vital that we incorporate this flexibility into the courses that we offer.

Secondly, we want to brand the School in comparison to its competition - we are a comprehensive business school in a

This year we will see the absorption of many staff and students from the School of Informatics, as part of a re-organisation of the University’s computing and information systems offerings. I don’t want us to absorb the Informatics people reactively, but in a way that’s going to add value and competitive advantage to the School. I want to create a fifth division, made up of faculty from all over the School who work in information systems and informatics, and staff who work in decision science and operations management. The division will be one of the leading places in the world on the application of knowledge to the efficiency of business operations - something that will be a real strength of the School.

Similarly, I want a division that is really centred around innovation - digital innovation, technology innovation, innovative management, a focus on the public sector and the relationship between the public sector and technology and the interchange between the two, and call that division something like Innovation, Policy and Management, but this is all in process.

What are your key challenges?

People are suspicious of change, and my key challenge is to create and engender enough trust among the community to be able to be a catalyst for some important changes. We can then start engaging with the community more broadly, getting buy-in from the faculty and the

University for the goals that we are trying to achieve, buy-in from our own student body - so that they are excited about being here and will become loyal alumni when they leave, and then to engage alumni around the world. We have over 24,000 alumni - we need to find more of them, meet with them and ask them to help us in three ways.

We need to know to what degree has what they learned at Manchester Business School (and its predecessor institutions) helped them in their career, and what do they wish they had learned that we didn’t teach?

Secondly, we have to create a networking system for existing students to tap into when they are in the job market, either being hired or receiving advice, or being mentored while they are students.

Finally, and I’m not going to be shy about this - to achieve the very lofty goals that were established for us in the strategic plan - we need resources!

We need resources from alumni both in annual giving and in major gifts.

These resources are needed to improve our physical plan. I call it the MBS empire! We’re in four buildings with very uneven quality. We need resources to build a first class Executive Education Centre. We also need to have the resources to support increasingly better PGT and PGR students and that requires fellowship support, support for travel, and computers. We need money to bring in market supplements to the very best PhD graduates - who may go on to become lecturers here at the School. We need money for chairs to be able to attract and retain - in an increasingly competitive environment - the kind of staff that we are very proud to have and we need to continue to have.

I will be on the road meeting our alumni, industry executives, partners, friends and families all over the world, to sell to them the strength and the value of Manchester Business School. And to get them excited about some of our initiatives that require funding. I also want to meet alumni who have a lot of loyalty, a lot of great ideas - and who want to see the wealth and success that they have enjoyed (in part because of their

connection with the School) - used in very interesting and sustainable ways that they can be proud of. This tradition of networking with alumni and corporations, and of fundraising, is much more developed in the US. I mentioned Kenan-Flagler Business School, which is considerably smaller than MBS, has some 20 people on its development staff, probably five or so in the alumni office. They know more of their alumni and more about their alumni. We’re catching up in Europe - and part of it, is understanding the importance of our alumni, and that’s something that I fully support and will continue to grow.

The Financial Times full-time MBA rankings were published four weeks into my tenure, showing that the School has maintained the higher position it reached last year of world 22. We were ranked 5th in the world in terms of the internationalism of our programme and that’s certainly deserved, and our PhD programme was ranked 2nd in the world, first in Europe. For

Career History Before joining Manchester Business School in January of this year, I was a member of the entrepreneurship and management faculty at the Kenan-Flagler Business School. This included founding an applied research centre, called the Centre for Competitive Economies, where I worked with businesses, business membership organisations and government, initially in North Carolina and the south-east of the US and the US, then the rest of the world on issues of “fit” between businesses, government and education. I spent 12 years as chairman of the Department of Public Policy and was the Carl H. Pegg Professor of City and Regional Planning at the University of North Carolina.

I have also taught at Duke University and the University of Maryland. Prior to this I worked at the Greater London Council and am a former director of planning for the Model Cities Bureau in Scranton, Pennsylvania.

Throughout this period, I have also done a lot of private industry consulting, expert testimony,

the full-time MBA programme we were ranked 9th in Europe and 4th in the UK. Now those are great, but let me say two things of importance about them.

Number one - the rankings game needs to be taken with a pinch of salt! So much of our value is not picked up in the rankings. Having said that, the fact that we have maintained our place in the world is very, very heartening, but there are some areas where there is tremendous room for improvement and we need to be aggressive in trying to improve quality across the board at every level and on every dimension on which we are measured.

This edition of Network is all about the environment... so what’s your take on green issues?

It’s an interesting time to have asked that question. I recently had lunch with Anna Ford, who is one of the two chancellors of the University of Manchester. One of her real issues

a lot of government task force work, at regional, national and local levels. I served for a while in the equivalent position of associate vice-chancellor at the University of North Carolina, focusing on economic development and community engagement issues.

What are your interests?

Raising three children, many of my interests and activities were through them - mainly a lot of sport. During my university days, I played American football, lacrosse and rugby, and I also carry an interest in sports as a vocation now. I like to play a little golf, tennis, go skiing, tramping, camping and other outdoor activities. I also love to write, and have a keen interest in photography and technology - I’m a techy geek!

What is your favourite food?

My problem is I have too many favourite foods so I don’t want to go there!

What is your favourite gadget?

I’m a gadget person - I like to have the latest mobile phone, computer, iPod - all that stuff.

that she is keen on advancing within the University of Manchester, is sustainability. The School currently does not have a very visible position in what I would call sustainable business.

There are some very interesting activities going on - we are affiliated with the Tyndall Centre and also the Dalton Institute (which focus on nuclear), but we could be broader for alternative energy and other activities. Within the School itself, PREST is doing some interesting things in areas that could be called sustainability.

However, we need to create a much more visible presence and make the business school’s critical mass bigger in this area, so that we can contribute to the University becoming greener, and advise businesses on how they can become greener as well. I think there is a lot of potential there for students’ careers, who may want to become chief sustainability officers and I think that’s an important thing that we need to get engaged in.

What is your favourite music?

I’m pretty eclectic in my musical tastes. I like classical, jazz, blues, popular music and rock’n’roll - everything from Led Zeppelin to Crosby Stills and Nash and the Beatles.

What is your favourite holiday destination?

I am fortunate to have travelled pretty broadly through work, research and consulting, and I have loved seeing different places. New Zealand is certainly one of my favourite places.

What’s on your bedside table?

Biographies of Lyndon Johnson, Lee Iacocca and John Adams - and Harry Potter!

What’s your pet hate?

I don’t hate anything, but I tolerate some things more than others!

Which historical figure would you like to have dinner with and why?

Albert Einstein not only because he was an incredible, scientific mind but also because he was deeply religious and philosophical.

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Working with MBS Rajesh Garg

As someone who has been through the IB project as a student, can you provide an insight from that perspective?

Yes absolutely! Whenever several members of my class meet up, we can never get through a whole night without mentioning the IB project.

As well as all the fun stories and situations that some of us found ourselves in at times, we never forget the very long hours that we worked throughout those ten weeks! In a way it is like having a trial run before transferring back into the workplace. I can honestly say that in most cases a newly qualified MBA rejoining the corporate world, will not move into as demanding or as complex a role as what they will have experienced during the last three months of the Manchester programme.

Rajesh Garg (MBA ’95) is head of finance and strategy, global shared business services at Cadbury Schweppes Plc. Since completing the MBA programme he has continued to give tremendous support to Manchester Business School, and to date, has sponsored 11 International Business (IB) projects over the last 12 years both at Cadburys and in roles with other companies.

Professor Peter Naude, director of the IB project, met with Rajesh to find out more about his experiences of the project both from a student and sponsor’s perspective.

The project really built up my confidence, with everything that we had learnt in the previous 15 months coming into play. A lot of common sense, determination and teamwork was essential too! As with all real life business situations, there are some things that business theory just can’t solve!

I believe that the majority of sponsoring companies implement the recommendations made during the project - that is very gratifying after weeks of hard work (and looks great on the CV of any MBA student!)

And as a sponsor - what are the benefits to the company?

It is a fantastic opportunity to receive between 2 - 3,000 hours of rigorous consultancy, in a relatively short space of time, at an extremely competitive rate!

It’s the perfect way to have five or six worldclass MBAs - all with a wealth of experience working to an extremely tight schedule, with a number of high level faculty members right behind them for the duration of the project.

Not only can this provide vital market knowledge, it also enables you to concentrate on other projects.

The projects we have sponsored have been varied - from market entry strategy for consumer products to launching brands in Europe.

We’ve also had projects where the group researches sourcing strategy of small white goods - from China and Mexico. They benchmarked real data - presenting us (the sponsor) with quotations from alternative suppliers in China and Mexico.

Two IB teams worked on this project, allowing us to do a cross comparison with the aim of deciding which country we should source the appropriate products from.

So what was the real business benefit that this gave?

Working with the IB project is a tremendous boost to any company - although I wouldn’t say it is completely hands off - as you have to invest time into the project. We’ve had strong internal drive guiding the student teams, but it is the School’s experienced faculty that pulls everything together at the end of the ten weeks.

However (I should be careful how I say this!) although the MBA students put in the leg work, the internal sponsor can use the results to raise their profile within their company.

So it’s a huge benefit!

How does the IB project benefit a sponsor company in terms of recruitment?

Four Manchester Business School MBAs from the last 10 projects I have sponsored have ended up working for me - I think that speaks for itself! In fact, my current global project manager joined Cadbury as soon as the IB project was completed.

We are constantly looking at the students who work for us on the projects - it is like a ten week interview where we monitor their progress.

This benefits the company, as the risks are considerably lower than going through a recruitment agency, or simply a standard interview process. The benefits are there for both parties - the company gets to trial the students and they are able to use the project to develop their careers.

Book Reviews THE MARKETING MAVENS Professor Noel Capon The way far too many people, at far too many companies think about and execute marketing, was born in an era when suppliers - the companies generating products and services - were in the catbird seat. That world is long dead, and customers now occupy that position. In this relentlessly globalising economy, we live in a world of oversupply and

under-demand, with too many suppliers chasing too few customers, offering more goods and services than the market can absorb.

word for "understanding" - place customers at the centre of their business and make marketing everyone’s job.

Noel Capon set out to discover what differentiates people who know how to succeed in this changed world - people who are able to create customers for the products and services of their business.

Though a rare breed, Mavens can be found up and down an organisation - from the CEO to chief marketing officers to business unit managers.

The Marketing Mavens is based on a four-yearlong research programme that spanned twentyfive industries, identifying long-term winners and what they do differently. Put simply, Marketing Mavens - derived from the Yiddish

CARBON CAPTURE AND ITS STORAGE Edited by Simon Shackley and Clair Gough

INNOVATION DIFFUSION IN THE NEW ECONOMY Barbara Jones and Bob Miller

Climate change is arguably the most important environmental issue that the world currently faces. Carbon Capture and Storage (CCS) offers the possibility of significant reductions in the volume of CO2 released into the atmosphere in the near to medium term. As a fairly new technology that has not been widely adapted, there remain some uncertainties related to both viability and desirability.

This book gives an overview of the theories of tacit knowledge and explains how this relates to a background of philosophical, neurological and pedagogic literature. The authors explain the importance of tacit knowledge for evolutionary models of

This book discusses the key issues with regard to technical and legal feasibility, economic viability and public and stakeholder perceptions. It also provides recommendations for policy and future research.

Simon Shackley is a member of the Tyndall Centre for Climate Change Research at the University of Manchester. His research interests include the public and stakeholder perceptions of climate change impacts and of carbon mitigation options, in particular CO2 capture and storage and bioenergy.

Clair Gough is a senior research fellow with the Tyndall Centre where she has been working on carbon capture and storage since 2001. Her research interests are in public and stakeholder engagement in Integrated Assessment, in particular in the context of climate change mitigation. She is currently engaged in projects under the UK Carbon Capture and Storage Consortium (UKCCSC).

ANXIETIES AND MANAGEMENT RESPONSES IN INTERNATIONAL BUSINESS Edited by Rudolf R. Sinkovics and Mo Yamin This volume deals with ‘anxieties’ in international business and their managerial ramifications.

A key actor in the international business environment is the multinational enterprise (MNE) and one can make the case that the organisation and politics of the MNE is a potential pool of anxiety.

Anxieties are also manifest from the perspectives of countries and localities impacted by MNC activities and investment. All contributions highlight the complexities of the international business environment or the managerial implication of such complexity.

A Manchester Business School graduate, Noel Capon is the R.C. Kopf professor of international marketing, past chair of the marketing division at the Graduate School of Business, Columbia University and distinguished visiting professor, Manchester Business School.

innovation and give an overview of the field of organisation thinking, which uses this in order to open up questions of the new role of tacit knowledge as the processes of economic and social change are accelerated by new market and technological pressures.

Barbara Jones is a research fellow at Manchester Business School, and a member of the European Work and Employment Research Centre.

Bob Miller is a research associate at Manchester Business School.

Rudolf R. Sinkovics is senior lecturer in international business at Manchester Business School. His research centres on inter-organisational governance, the role of information communication technology in firm internationalisation, and research methods in international business. He received his PhD from Vienna University of Economics and Business Administration, Austria.

Mo Yamin is reader in international business at Manchester Business School. His research focuses on the role of subsidiaries within multinational companies, linkages of firms with local companies and the impact of multinational companies on economic development. He received his PhD in economics from the University of Manchester.

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MBS Worldwide Zeena Farook (MBA for Engineering Business Managers, January ’07 intake, Institute of Chartered Engineers competition winner) is a geotechnical engineer working for the global design and business consulting firm, Arup.

The company’s aim is to ‘shape a better world’ and it’s this ethos that enables Arup to tackle a key issue that affects us all - sustainability.

Zeena Farook

The BedZED Project enables occupants to live and work in a carbon neutral lifestyle. The demand for homes in this development has been exceptional and it demonstrated to the industry how sustainability is possible and can be cost effective. It is through successfully delivering projects such as this and proving that there is a demand for this type of product that mainstream developers and construction participants will feel that they can take serious steps towards a more sustainable world.

traditional solution, piles. These foundations have a lower embodied energy and can be removed from the ground at the end of the structure’s lifecycle. Most critically, the consequence of lower cost of this foundation, if applied to offshore wind turbines, is that it makes offshore wind more viable to the British Government. The practical application of sustainability in our day-to-day projects can

Arup has also been appointed to design and plan the world’s first sustainable city at Dongtan in Shanghai. The aim is to create a city with lower energy consumption and one which is as close to being carbon neutral as possible within economic constraints. The firm has provided services such as economic and business planning, and even the planning of communities and social structures.

Many people believe the way to a more sustainable construction industry is through legislation.

Although this is necessary, consultants and contractors are employed and governed by their clients’ will and in this way legislation is confined by business need. Through creating exemplary sustainable projects, Arup has succeeded in getting key stakeholders including clients and governments to think beyond the costs and aesthetics of infrastructure. What is more, Arup’s innovative and groundbreaking projects have tried to change the behavioural patterns of communities to incorporate sustainability. These exemplary projects range from the Beddington Zero (fossil) Energy Development (BedZED) to the masterplan of a new sustainable eco-city in China, Dongtan.

This attitude to sustainability has spread across the whole organisation and the geotechnical consultancy sector is no exception. Arup has been leading industry research, from applying embodied energy, to projects examining the re-use of foundations. By assessing the embodied energy of projects, we can recognise the carbon footprint of each construction project, a factor that is becoming increasingly important to clients and governments alike. What is more, this can be used to go beyond cost concerns by determining the resources used by the project.

In countries where these resources are limited, a tool like this is critical.

Zeena’s primary research experience was driven by this will to make the industry more sustainable.

This was done by creating a tool to predict the installation of an innovative offshore foundation that has not been used as extensively as the

City of Dongtan in Shanghai

be seen with the implementation of ground source heat pumps in various developments and implementing the re-use of materials on site and in infrastructure projects.

All these altruistic-sounding project examples may appear incompatible with Arup’s role as a commercial firm, but in business it increasingly makes sense to undertake activities which enable continued and sustainable development.

This view is most clearly expressed by David Vogel, in a recent edition of the Harvard Business Review. If pursuing a sustainable approach to business activity harms the bottom line, few companies will adopt it unless forced to. Arup, however, has recognised that above all the obvious drivers, such as climate change, embracing sustainability is essential to risk management. This effectively means planning for the worst, not hoping for the best,

by preparing for the inevitable. These inevitable changes in society will also create opportunities to provide new services or to refashion existing businesses whilst fulfilling obligations to members of society.

Zeena said: “It has often been said that my only focus is on the ground below my feet. With such a focus it may be difficult to imagine how I could be applying my MBA to my day to day work, let alone working towards a more sustainable engineering industry”.

“The MBA for Engineering Business Managers has greatly evolved my understanding of the organisation in which I work. It has advanced the way I think and my contribution to the company, from analysis of leadership within the company to looking at operations functions, very different to focusing on the ground beneath my feet! Arup is a visionary organisation

and I hope my improved understanding of the company and the business atmosphere in which it lies, will enable me to help in implementing visionary solutions in the future.

Beyond Arup, it is the responsibility of every business to manage the risks it faces on behalf of the business owners, employees and wider society. No business operates in a vacuum and the sooner sustainability is embraced as good practice, the better for us all”.

Further information about the MBA for Engineering Business Managers can be found at http://www.mbs-worldwide.ac.uk/programmes /engineering/default.asp

15

Alumni Views Crisis and opportunity the environment, climate change and all that Mike Arundale (MBA Exec ’01) has a strong personal interest in green issues. In December he gave a presentation to the North West Business Networking Group, which sparked a lively discussion amongst alumni.

Mike shares some of his thoughts with Network.

The Chinese translation of the word ‘crisis’ is a composite of two characters meaning danger and opportunity. This provides a helpful frame for a discussion of the environmental changes we are facing.

Danger Whilst not wanting to succumb to unhelpful doom-mongering, the danger is indeed significant. Put simply, the human species is using up the resources that sustain life, faster than the earth is able to replenish them. All the major life-support systems provided by nature are in systematic, often catastrophic decline, whilst the global population is continually rising - placing ever-increasing demands on what remains. There are two main areas: Undermining our ability to provide food and shelter • population growth • declining fish stocks • declining soil productivity • declining freshwater resources • declining forest area • declining reserves of fossil energy and minerals Releasing pollutants and toxins • Toxins such as mercury are now found in dangerous concentrations in breast milk • High levels of CO2 and other greenhouse gases causing climate change Two powerful indicators show the global impact of our behaviour. The first is a numerical measure, called an ‘ecological footprint’. This estimates how many Earths would have been needed to meet the resource requirements of humanity for each year since 1961. As the graph

below shows, since the mid-1980s we have been in ‘ecological overshoot’ - consuming more resources than are replenished by the Earth each year.

Footprint analysis at a country level shows a wide disparity. If everyone on the planet lived the lifestyle of the average Indian citizen, our global ecological footprint would be 0.4 planets - well within renewable capacity. If everyone lived like the average US citizen, we would need 5.3 planets. For the UK, the figure is 3.1 planets.

The second indicator is the fate of the other animal species who share the planet with us.

Although it is not widely known, we are now in a period of mass extinction of species. For example, elephants, lions, tigers, orangutans, gorillas and polar bears are on the absolute verge of extinction. Check it out at www.massextinction.net

Opportunity But there are plenty of reasons to be hopeful.

First, because we are causing many of the ecological problems, if we change our behaviour, then we can do something about it.

Second, there are signs that the key unsustainable countries - the US (at state rather than federal level), the EU and China are waking up to the issue. Attitude is changing fast - even in America - and the UK has recently produced the first draft of the climate change bill following the Government’s Stern Report. It seems highly likely that significant regulatory change will be on the way, globally, as countries take up the eco-baton.

This in turn leads to business opportunities across many sectors. I’d suggest that construction, manufacturing, energy, primary agriculture, transport and waste will all be subject to particular scrutiny as we seek to use resources more efficiently and emit less carbon.

As new market mechanisms are created (such as carbon pricing), finance may also be an interesting place to be. And there will no doubt be lots of new opportunities for consultants to measure and evaluate our progress as we go!

Mike can be contacted at mike.arundale@surefish.co.uk

Creating a market place for environmental remediation of nuclear sites John Forshaw (MBA Exec ’04) - group head of strategy implementation and shareholder relations at BNFL - has overseen the group’s strategy implementation and relationship with the Department of Trade and Industry (DTI) through a time of unprecedented restructuring and change in the UK nuclear industry. Here he explores how a new market place was created in one of the most demanding areas of environmental remediation.

The environmental remediation of the UK’s civil nuclear sites has suddenly become attractive.

The world’s largest and most prestigious engineering contractors such as Bechtel, Fluor and Amec are queuing up to manage the country’s nuclear legacy.

This legacy covers 85% of the UK’s total civil nuclear liabilities. It is spread across 20 sites which include facilities developed in the 1940s to support the Government’s research programmes and the UK’s first fleet of nuclear power stations. The technical, environmental and managerial challenges at these sites are considerable, and tackling their remediation will be one of the most demanding issues facing the UK over the next century. So why the sudden interest from contractors?

Well quite simply, because the competitive market for managing this work in the UK did not exist. Historically the sites have been owner-managed by two Government owned organisations - the United Kingdom Atomic Energy Authority (UKAEA) and British Nuclear Fuels plc (BNFL). This model all changed on 1 April 2005 when BNFL, the UKAEA and the DTI implemented one of the largest restructuring programmes in the UK, to facilitate the formation of a competitive market estimated to be worth over £60 billion in the UK alone.

The sites, with their assets and liabilities, transferred to a newly created government body, the Nuclear Decommissioning Authority (NDA) who will progressively put the management of each one out to competition to improve performance and deliver best value for the UK taxpayer.

Reflecting this, BNFL has pursued a strategy of

focusing on UK clean-up, by establishing contracting organisations which will compete for this work, ultimately in the private sector.

The UKAEA is following a similar path.

So how have things progressed? Well, BNFL has successfully sold its US businesses, returning £3 billion to the UK Government. The clean-up businesses have been operating for around two years, and in January this year, the company started the sales process for these. All 20 sites now owned by the NDA are being operated

by BNFL and UKAEA companies under performance-based contracts and the first full competition by the NDA to find a new contractor to run the UK’s low level waste repository has also reached the short-list stage.

The biggest step though came in November last year when the NDA commenced the competition process to find a new contractor to run the Sellafield site. This one site attracts over 60% of all NDA funding making this single contract worth over £1 billion per annum to the successful contractor for up to 17 years subject to performance. Therefore even with competing resource pressures from the 2012 Olympic build programme, rebuilding work in Iraq and several major clean-up opportunities emerging in the US, it is not hard to see why all the world’s major engineering contractors are investing heavily to participate.

Should these companies choose to bid purely on their assessment of the impact on their profit line? Definitely not. The implications of running one of the highest profile sites in the world are far wider than short-term financial gain. Perform well and your place in the market

is established, but perform badly and your corporate reputation might never recover.

Finally should the general public be concerned about this work being competitively tendered? In short, no. Before even being considered seriously, each contractor will need to demonstrate to the NDA a first rate environmental, health and safety record. It will also have to show that it can manage change and innovation throughout a large workforce (around 10,000 people are employed at Sellafield) whilst maintaining productive relationships with regulators, unions and the local community. Satisfying the NDA that it meets all these demands will not be easy and only the very best will succeed.

So will this competitive market place flourish and deliver the Government’s ultimate objective of safe and cost effective environmental remediation across the UK’s civil nuclear sites?

Experience from the US suggests it will, particularly when the right contractual incentives are present that align the objectives of the contracting authority with the behaviour required of the contractor. This includes major sanctions for poor safety performance, but also offering significant rewards for delivering accelerated remediation programmes.

This won’t happen overnight and ultimately, only time will tell how effective this new market will be. However the right building blocks must be in place - otherwise the world’s best contractors wouldn’t be queuing up to be part of it.

Disclaimer: The opinions presented in the article are the personal views of the writer and are not necessarily endorsed or ratified by the writer’s employer.

17

Alumni Group News London

Hong Kong

London is home to the largest group of Manchester Business School alumni in the world. These alumni span 24 industries, making the challenge of catering for this group sizable!

The spring BBQ

A group of students, alumni and their families enjoyed the spring BBQ at the scenic resort of Sai Kung. The group enjoyed a feast of seafood and grilled suckling pig, before enjoying a game of charades and having the lucky draw.

More importantly, some long lost alumni joined the event.

More pictures and news of future events can be found at http://www.mbsworldwide.edu.hk/alumni/events/

Japan

Following the formation of the new School, a London Alumni Association (LAA) planning meeting quickly established their goals - agreeing that the LAA would be dedicated to the provision of continuous and lifelong experience of education, professional and personal development to all MBS graduates. It was felt that continuing education and networking opportunities post-graduation were not only relevant, but important. This is reflected in the numerous activities that are planned throughout the year.

The calendar of events covers a variety of activities. There are monthly breakfast meetings sponsored by Barclays, which provide a medium for networking and discussion, based around a guest speaker.

The AT Kearney Alumni Management Seminar Series focus on alumni speaking on a variety of hot topics, and occur twice a year.

In 2006, the IBM Consulting Faculty Seminar Series was launched and has to date seen two very successful events, with presentations from

Gordon Mandry, who addressed a large audience on Measuring and managing customer value and Jeff Ramsbottom who spoke on Emerging markets. Professor Michael Luger will be the next guest speaker during the month of June.

For the numerically-minded and risk-takers, there is a newly-launched Investment Club, who meet on a monthly basis - new members are welcome. And for the alumni who wish to work on core skills to promote their career, there are career development sessions. We were fortunate enough to have Daniel Poirot speak to a group of alumni late last year on The career dilemma: same track or radical career change?

On the social side of things, there are pub crawls in central London every two months.

All of these activities provide opportunities to engage with MBS alumni in and around London.

For those of you who have not attended an MBS London Alumni Association activity in a while, we look forward to welcoming you, as it is always great to meet new faces!

If you are interested in joining the London Alumni Association, please contact Jessica Pittman - chair jessica.pittman@alumni.mbs.ac.uk Ida Huang - vice-chair ida.huang@alumni.mbs.ac.uk

Mike Luger with alumni in Japan

Professor Michael Luger was given the royal treatment when he visited Tokyo in early February.

Professor Luger spoke to members of the Greater Manchester Club - the Japanese community whose members are associated with Manchester in some way - at the British Embassy.

His lecture titled The role of business schools in the 21st century was followed by a private dinner for Professor Luger and MBS alumni.

Around 20 people joined the dinner, where they had the opportunity to have discussions about the School and to listen to Mike’s vision for the future.

Venezuala Dr Tom Kirchmaier with Joel Guedes (MBA’04), Luis Abarca (MBA ’02) and Jose Guaraco (MBA ’03) on a recent visit to Venezuala.

Manchester Business School’s Carribean Chapter fetes alumni cricket fans

Jamaica

From L-R Jackie Hendricks (President of the Jamaica Cricket Assoc, with Caribbean Alumni Ricky Browne, Suzette Smellie, and UK alumni Ashnut Chopra and Anand Nagabhushana

Maybe it was the expert analysis comparing past glory with present performance delivered by special guest Jackie Hendricks, president, Jamaica Cricket Association; or maybe it was the passionate talk on the game by sports commentator Oral Tracey, who closed the evening. Whatever the reason, it was pure entertainment as the Caribbean Chapter of Manchester Business School Alumni

Association threw a cricket hospitality reception for graduates in town for World Cup Cricket, on Monday 23 April.

With the ultra-modern Trafalgar Road venue generously offered, courtesy of Jamaica Trade and Invest (formerly JAMPRO), and help from Arlene Martin and her team, cricket-lovers were treated to non-stop footage of matches. The timing was no accident. The event deliberately booked all diaries for the night before the April 24 semi-final; and guests from the United Kingdom and India were on hand to get a taste of the Caribbean - from the background soca music to the jerk pork and escoveitched fish served up by title sponsor, The Hilton Kingston Hotel.

Adding to the atmosphere of "cricket, lovely cricket" were photojournalist Headley Samuels and his wife Carol. A veteran in his own right, Headley’s career boasts coverage of seven world cups between 1979 and 2003, and statistics spanning eight world cups from 1975 to 2003.

Keen fans got the chance to see his collection

of vintage images. President of the Chapter, Courtney Christie-Veitch said: “It’s great to see our overseas colleagues who love cricket as much as we do - this event definitely broadens our academic and business links.”

Sandra Cooper, a former education director of the MBA programme, didn’t miss a beat as she got the crowd relaxed with laughs all the way.

The Esor Dance Group, expertly choreographed

by Sandra Rose, danced their way across the room complete with cricket-inspired costumes.

Other sponsors included the Pegasus Hotel; Western Sports; the Barmy Army and Whatson Jamaica websites; Red Stripe Beer and J. Wray and Nephew.

Alumni present included Courtney ChristieVeitch; Peter Williams; Patrick Cawley; Velmore Lawrence; Nicky Hoo-Fatt; Michael McNaughton; Ricky Browne; Suzette SmellieTomlinson and George Beckford.

Networking the North West On the first Friday of each month, around 30-40 alumni meet at the Business School to enjoy a business networking breakfast.

Now in its third year, the networking breakfasts have proven a tremendous success and membership has grown to over 80 people.

These informal meetings focus on bringing together alumni from different operational and academic backgrounds to share experiences and business ideas, offer project and employment opportunities, and network with like minded individuals.

Many of the meetings provide short insightful business lectures lasting no more than 20 minutes. These lectures provide members with up to date information on issues such as

Stanley Sia

carbon footprints, accounting standards, legal issues, coaching and business improvement.

With the formation of the new school and a much more diverse alumni base, the North West Alumni Association (NWAA) is keen to open the breakfast meetings to new MBS alumni. If you are interested in attending one of the Manchester events or would like information about setting up an alumni networking event in your area please contact the Alumni Relations Office.

Lee Williams, chair NWAA said: “The success of these events is dependent upon alumni attending with the attitude of ‘who can I help today’. If we attend with the ‘what can I get out of it’, the events won’t work.”

Singapore The President of the MBS Worldwide Singapore Association, Stanley Sia (MBA DL ’01) recently shared his experiences of the property market at a seminar on real estate that was attended by over 30 students. Stanley is vice-president of Citigroup Private Bank and works in the real estate department.

At the Singapore centre, Stanley focused on such issues as the sentiment towards the economy that has resulted in more investment activity, especially in the high-end residential sector.

19

Alumni Diary We are delighted to welcome all of our new alumni and look forward to receiving your news. This is a chance to let everyone know where you’ve been and what you’ve been doing since graduating from Manchester Business School. If you have any news for the next issue, email lisa.samberg@mbs.ac.uk Baby Hannah

Gavin Hepburn (MBA ’04) and Jae (MBA ’04) became the proud parents of Hannah Lee Hepburn on 30 January 2007 at 1pm.

Paran and Themmozhi’s marriage service Payal and Piyush Seth

Paranthaman Ramakrishnan (Paran) (MBA ’03) married Thenmozhi in Melbourne, Australia in December last year. The wedding was attended by fellow students from the Class of 2003 including Diana Lim, Yee Kwan Tang, Tin Chen Tsia, Anthony Johnson, Jorge Hinojosa, Poonam Goenka and Martin Taylor. Sami Lambe, chair of the Melbourne alumni group also attended.

Piyush Seth (MBA ’04) married Payal Sinha on Wednesday 13 December 2006 in his home town of Bhopal, India. Following the ceremony, celebrations continued at the Jehan Numa Palace Hotel in Shamla Hill.

Mark Roberts (MBA ’04) and Kirstie, became the proud parents of Joshua Thomas on 4 January 2007.

Baby Joshua

Rahim, Zohara and baby Raissa

The international MBS network proved valuable in organising the wedding. Everyone down under was amazed with Poonam Goenka’s selection of exotic bridal sarees; whilst Jorge Hinojosa and Anthony Johnson shared their experiences with Paran at MBS and beyond, much to the amusement of everyone at the reception!

Paran and Thenmozhi would like to thank everyone for the wonderful time at MBS, those who sent their greetings and, in particular, those who took time off from their busy schedules - Kwan was finalising her doctoral thesis - to travel halfway across the planet to attend the wedding.

The couple honeymooned in New Zealand.

Rahim Hirji (MBA ’03) and Zohara became the proud parents of daughter, Raissa on 26 October 2006

Rita Amure (nee Itabor) (MSc International Business and Management ’02) is currently working as an HR officer for the United Nations World Food Programme in Rome. Since graduating from Manchester Business School, Rita has married and lives in Rome with her husband and two kids, Jasmine and Jayden.

Annika Bruns (MSc International Business and Management ’02) has qualified as a chartered management accountant (CIMA) and is currently working as a business accountant for AstraZeneca in the company’s European head office in Brussels.

Robert-Jan Bulter (MSc International Business and Management ’02) is a research fellow at Manchester Business School working in the International Business group and manager of the Centre of International Business Education and Research.

Behrad Ebneter (MSc International Business and Management ’02) is working as a management consultant and responsible for the development and structure of a new division of a communications agency. Within that task, he is also responsible for business development and consulting to internal and external clients.

Priyan Khakhar (MSc International Business and Management ’02) is currently working on submission of his PhD this year, which he is doing at Manchester Business School. He does some freelancing for the Financial Times and has had two articles (written with colleagues) published in Foreign Direct Investment magazine. The first, Black Sea Appeal, highlights Romania and Bulgaria’s entry into the EU and discusses the necessity of ensuring that they have the necessary competitive advantages to attract inward investment.

This was published in the February/March issue, and the second article on Chinese Global Threats was published in April.

Maren Krick (MSc International Business and Management ’02) is currently working for a large publishing company in the marketing department. She will move jobs at the beginning of July to work in the marketing department for Germany’s leading daily newspaper. Maren is based in Frankfurt, Germany.

Yvo Griffiths (MSc International Business and Management ’02) is currently living in Portugal and has worked for IBM Managed Business Process Services as a solution architect of outsourcing of finance and accounting, for the last four years.

Johnny Hersson-Ringskog (MSc International Business and Management ’02) is working with UK and European leveraged buy-outs for Barclays Bank in London. He is also studying for the CFA qualification and has recently become engaged to his long time girlfriend Rhoda.

Keyji Johnson (MBA ’01) and Miwa became the proud parents of a baby boy, Kaj on 22 September 2006.

Desmond Loh (MBA DL ’01) has put his entrepreneurship skills to good use since graduating from the Singapore centre.

Desmond has set up Sevenoaks, selling personalised bottles of wine and champagne.

Gabriel Lee, director of MBS Worldwide, Singapore is a regular customer and uses the company for corporate gifts.

Gabriel said: “The wine has an upmarket feel and the personalised label is impressive, whilst not being too expensive”.

Desmond believes the MBA helped him to succeed in this venture. He draws from one experience in particular that provided him with an invaluable insight - during his corporate finance studies when the group studied research as to why businesses fail.

Behrad has changed his family name, due to marriage. His newly adopted name is Behrad Suurhasko (Finnish). He is the proud father of three month old daughter Aada.

Katie George (MSc International Business and Management ’02) is currently working for PA Consulting in their strategy and marketing practice. Katie is based in London.

Baby Kaj

Sachiko Yamao

Sachiko Yamao (MSc International Business and Management ’02) is currently living in Melbourne whilst completing a PhD on human resource management and knowledge transfer in multi-national corporates. She aims to submit her thesis by March 2008. Sachiko is currently a member and the web editor of the Greater Manchester Club in Japan. The club is a union of alumni of the universities in the Greater Manchester area and aims at strengthening the ties between Japan and Manchester.

If interested, please visit our website http://www.greatermanchesterclub.com/Index.html or contact SecretaryGreaterManchesterClub@yahoogroups.jp

Sevenoaks give customers the option of putting pictures, logos and messages on the labels. The personalised bottles cost $35 each for a 750ml bottle. To order Sevenoaks wines call (65) 6747-9600.

Robert Stratton-Brown (MBA ’01) and his partner became the proud parents of Alice Mary Stratton-Brown born on 3 October 2006, in South Africa.

In January of this year, Rob moved roles within Afrox and now runs their hospitality business supplying gases to most of the restaurants, bars and clubs in South Africa. Rob said: "It is a great business to be in and we are already planning for the 2010 World Cup".

21

Alumni Diary Theordoros Makryniotis (MSc International Business ’00), is currently working as a footwear business unit manager with Nike Greece and Cyprus. He is leading a team of 11 footwear-crazy sales consultants and key account executives. The subsidiary was set up in 2005, taking over from the distributor.

Theodoros said: “It has been a very hard but also fruitful effort, seeing a company starting from scratch and becoming fully operational in few months.”

Association - a national charity promoting humanism and anti-discrimination for the non-religious, which is the largest belief system group in the country according to MORI. Robert has been festival director and chairman of trustees of Hereford Photography Festival, and is now a Patron of the event. This event is the only photography event that has been held in the UK over the last few years.

Robert has a nine year old daughter who is recovering from autism, using a Son-Rise programme (www.amazeme.org). This is the reason Robert and his family moved to Cheltenham in 2006.

He previously worked with Sony Ericsson, as a national account manager for Romania, Bulgaria, Serbia and Cyprus.

He says, “International Business indeed, I am still remembering with nostalgia the great times in Manchester!”

Aphrodite Panagiotalides (MSc Technology Management ’98) married Anestis Haitidis on 22 July 2006. Anestis is an oenologist, which comes in handy at dinner parties and other social gatherings.

The wedding took place at the church of Agios Nikolaos (St. Nicholas) in Aphrodite’s home town, Florina - a charming mountainous place in Northern Greece, with some beautiful old houses lining the river - followed by a dinner held in her parent’s garden.

The couple spent a week in Rome, soaking up the truly timeless atmosphere, before travelling to Tuscany for a further week.

Aphrodite and Anestis marriage also coincided with career moves for both of them with Aphrodite taking up a position at the Technological Educational Institute of Thessaloniki, teaching marketing and economics of clothing design, whilst Anestis became export director for the Creta Olympias winery.

They both previously worked in export marketing for the Tsantali winery, where they first met.

Anestis and Aphrodite

Matthew Johnson (MBA ’97) is director of business development for Reed Business.

Matthew is currently based in Manhattan but will be relocating to London this August.

Roland Thomas (MBA ’97) has been made global head of products for DHL Express, the international logistics company. Roland joined DHL after graduating and has held various jobs with the company, firstly at the EAME regional centre in Brussels, followed by the Nordics and most recently in the CIS. The latest role involves Roland moving to Bonn, Germany, where the global HQ is now located.

Gillian Adams (BSc Management Science ’88) established a human resources and change management consultancy in 2000, after working in senior HR roles at BAe Systems, Sears and Barclays. Gillian is married to Steve, an academic at Loughborough University.

They live in Loughborough with their two young daughters.

Robert Ashby (MBA ’73) is running his own SME development company, Catalysis Ventures based in Cheltenham (www.catalysisventures.com), and is a director of two companies, Guidance Ltd and Vaccine Research International Plc. He is also chairman of the British Humanist

Christopher Riches (BSc (Hons) Analysis of Science and Technology ’73) recently left Harper Collins Publishers (where he was editorial director, text reference publishing) and has set up his own business - Riches Editorial Services providing publishing and editorial services, primarily to the book publishing industry, but also to anyone wishing to communicate through the written word. Details of the services available can be found at www.riches-edit.co.uk.

OBITUARY. Simon Aldridge (PhD ’95) unexpectedly passed away at Salford Royal Hospital on Thursday 22 February 2007, following post-operative complications. Simon was director of business development at the Mancurian Community Trust, and a former student of Professor Tudor Rickards.

Tudor said: "Throughout the time that Simon was at the School, he already had an abiding interest in the National Health Service and would often tell me of another layer of complexity into which he was entering in his studies, with determination. Simon refused to pretend that these were simple issues, and brought to them deep ideas from his own scholarly mentors in the field of systems analysis. He clearly did make a difference to many who became his friends and colleagues. We will fondly remember his kindness as well as his commitment to his profession."

Contacts UK Manchester Lee Williams (MBA ’01) elw@whitworthassociates.com

London Jessica Pittman (MBA ’04) jessica_pittman@merck.com

Paul Handforth (MBA ’99) paul@celeritas.co.uk

Ida Huang (MBA ’05) huangi2002@hotmail.com

INTERNATIONAL Australia Sami Lambe (MBA ’00) chair (Melbourne) sami_lambe@yahoo.com.au

India Piyush Seth (MBA ’04) piyush.seth@alumni.mbs.ac.uk

Portugal Joao Duque (PhD ’95) jduque@iseg.utl.pt

Rowenna Brown (MBA ’96) co-chair (Sydney) rowenna@rowenna.com

Jamaica Courtney Christie-Veitch (MBA DL ’97) courtney.christie-veitch@boj.org.jm

Scandinavia Louise Asp (MBA ’00) louiseasp@hotmail.com

Japan Tetsuo Iida (MBA ’04) iida@isid.co.jp

Singapore Stanley Sia (MBA DL ’01) stanley.sia@citigroup.com

Kenya Robert Karanga (MBA DL ’03) rkaranja@conscorp.co.ke

Spain Javier Martin (MBA ’96) javier.martin@bt.com

Korea Edward Suh (MBA ’03) egsuh@brio.co.kr

South Africa Robert Stratton-Brown (MBA ’01) robert.strattonbrown@afrox.boc.com

Mexico Alvaro Bravo Bartolozzi (MBA ’05) paturrin@hotmail.com

Taiwan Alex Chen (MBA ’99) chihyuan_c@yahoo.com

Middle East Malini Anand (MBA ’04) anand_malini@hotmail.com

Thailand Paitoon Chetthamrongchai (PhD ’98) paitoon9@hotmail.com

Barbados George Gleadall (MBA DL ’98) ggleadall@trilonb.com.bb Canada (Toronto) Steven Edwards (Exec MBA ’04) steven.edwards@astrazeneca.com China Mijia Wu (MBA ’01) wumijia@hotmail.com Cyprus Michael Charakis (MBA ’01) mcharakis@crccy.com France Timothy Griffin (MBA ’88) timgriffin@noos.fr Germany Paul Baker (MBA ’94) paul-david.baker@t-systems.com

Lincoln Behm (MBA ’05) lincoln_behm@hotmail.com

Greece Dimitrios Vlachos (MBA ’90) dvlachos@eurobank.gr

New York Larissa Hrabec (MBA ’01) lhrabec@perriergroup.com

Hong Kong Pither Yeung, Mingi (MBA DL ’06) mingipither@netvigator.com

North America Elizabeth Pia Minah (MBA ’04) eminah@gmail.com

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