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FEBRUARY 2005
Creativity–the key to success CAiM Global: the China Connection
Network is the official magazine of Cambridge Alumni in Management (CAiM), the alumni association of the Judge Institute of Management, open to all. CAiM Council Publications Officer – Virginia Graham
New website for Cambridge MBA
Network Editor and Alumni Relations Manager – Niki Audsley Special thanks go to all of the staff, students, alumni and friends of the Judge Institute of Management and CAiM who have contributed to this issue. All rights reserved. No part of this publication may be reproduced without prior permission of the Judge Institute of Management. The views represented in Network are not necessarily those of the Judge Institute of Management or CAiM. Alumni Relations Manager Judge Institute of Management Trumpington Street Cambridge CB2 1AG Tel: 01223 766819 Email: alumni@jims.cam.ac.uk Website: www.jims.cam.ac.uk Designed and printed by Cambridge Printing, the printing business of Cambridge University Press. www.cambridgeprinting.org
Alumni Weekend Review
Forthcoming events Karan Bilimoria. Founder: Cobra Due to his phenomenal success with Cobra beer, Karan Bilimoria was voted London’s Entrepreneur of the Year 2003 and Asian of the Year 2002 Date: 23rd February 2005 Time: 7pm Venue: KPMG, London ANNUAL CITY LECTURE Key speaker:Ruth Lea Britain’s Economic Prospect in a Global Context Ruth Lea is a former director of policy at the Institute of Directors and is now director of the Centre for Policy Studies. Date: 2nd March 2005 Time: 6pm start Venue: Staple Inn Hall, London Richard Christou. Executive Chairman: Fujitsu Services In 2000 Richard Christou was appointed CEO of ICL and managed its re–branding to Fujitsu Services in 2002. Date: 20th April 2005 Venue: Fujitsu, London MBA FAIRS Frankfurt Date: Venue:
5th March 2005 Hilton Frankfurt
Amsterdam Date: Venue:
10th March 2005 Hilton Amsterdam
Paris Date: Venue:
12th March 2005 Concorde La Fayette Hotel
Lisbon Date: Venue:
14th April 2005 Pestana Palace Hotel
MBA RECEPTIONS Sydney Date: Venue:
16th February 2005 Macquarie Bank
Auckland Date: Venue:
22nd February 2005 Hilton Auckland
To help promote the Cambridge MBA programme by attending a fair or reception, please contact Luisa Marrone at l.marrone@jims.cam.ac.uk
CAiM Reporter: Alumni Weekend 2004 The weekend of 24–25th October saw Alumni & CAiM members gathering for the Alumni Weekend on the theme of Creativity and Business: How to Inspire and Develop Creative People. The Friday afternoon session was delightfully chaired by Colin Tweedy, Chief Executive of Arts & Business. Dr John Roberts, Senior Lecturer in Organisational Behaviour, opened with his thoughts of the inherent conflicts between Creativity & Management. Anne Miller, CEO of The Creativity Partnership, stressed that innovation is rarely occurs as a ‘light bulb’ moment of inspiration but fed by a series of different inputs. Susan Spindler talked of her experience as a leader of a major change management initiative within an organisation driven by its creative and artistic content. Finally, Dr Charles Hampden-Turner articulately concluded the session with some of his insights: innovation is the new combination of old elements and viewing others’
creativity gives one an instant shock of recognition: it is synthesis of new ideas with the familiarity of existing constructs. Tim Stockil, Director of Creative Development at Arts & Business, then lead a interactive session demonstrating how everyone is innately creative and how openness and the suspension of existing assumptions are key to initiating the creative process. The evening concluded over the road at a reception at the recently renovated Fitzwiliam Museum. CAiM member Neil Mullarkey, founding member of the Comedy Store Players, led an informative and hilarious workshop using improvisation as a mechanism to encourage creativity. My take-away mantra was ‘Yes! And .’ creates infinitely more exciting possibilities than ‘Yes, but..’. The weekend was a great success. Most of all, I enjoyed seeing existing friends, making new acquaintances and meeting members of the incoming MBA class. May I wish the current students a most rewarding, educationally enriching, enjoyable (and creative!) year ahead of them at the Judge Institute. How envious I am of them! Arthur Meadows
Managing Creativity In recent years the injunction for business to be more creative has been added to the demand for more innovation, entrepreneurship and flexibility. But there is good reason to believe that creativity will always be resistant to management and indeed that management and creativity are fundamentally opposed mentalities. Arguably the commitment of management to the ideals of rationality and objectivity as the means to enhance the control and predictability of organisational life is the complete antithesis of the thoroughly subjective, often unconscious, disorderly and emotional conditions that give rise to desired but always unexpected creativity. The English psychoanalyst, Donald Winnicott defined creativity as a space – ‘an intermediate area of experiencing’ – between ‘what is objectively perceived and subjectively conceived’. From this reading creativity involves a sort of serious play that requires the full engagement of the psyche with the objective demands of reality. Where management control often
depends upon and stimulates a concern to conform with what the other wants, creativity goes within to the capacities of the imagination to think the unthinkable as a response to objective demands. Where management wants to know the future in advance, creativity requires an ability to live with uncertainty and the ‘not knowing’ that this implies as a condition for the new to arise. The high tech firms that surround Cambridge are often natural spaces for creativity. These firms are often living life ‘close to the edge’ both of financial survival and of knowledge of what is technically possible. Leaders create a protected space where trust in individual capability, mutual respect and nonconformity allow people to be inspired by the goal of creating world beating technologies and products. Against the obvious shared risks of failure are set all the excitement and satisfaction of being able to make a difference through what you do. When these firms succeed they often then reach for all the trappings of conventional management techniques and systems and then wonder why the excitement and heart has gone out of the place. John Roberts
Director’s Diary As CAiM celebrates its first decade after being conjured to life in 1994, I am full of admiration and gratitude for all who have participated in the development of the Association. As the first Cambridge MBA alumni were graduating from the then three-year part-time course its first Director, John Hendry, got together with pioneers from the 1970s and –80s who had enrolled on the Management Studies Tripos when it was still in Engineering, to develop the idea that became CAiM. When I joined in 1995, I was overjoyed to find such enthusiasts who were eager to support the Judge Institute of Management and to ensure that ever increasing numbers of Cambridge alumni were aware that Cambridge was now growing a fine business school. Together we thought that support would best be secured by casting the alumni net as wide as possible. Our vision was and is to embrace all alumni from Cambridge who are interested in management and want to support their business school. Our vision for CAiM is to be a vitally important alumni organisation for all Cambridge graduates who want to be engaged in our fast expanding global network and to support the Judge Institute. There are so many ways to be involved: with every step and every act CAiM members can be our best representatives and ambassadors, strengthening our reputation, encouraging employers to recruit our graduates, host student projects and commission executive education, engaging with our research and talking with potential recruits as students, faculty, executive clients and corporate sponsors. All this whilst at the same time having fun, meeting fellow alumni and engaging with stimulating ideas for best business practice.
Chair’s Message
During the past term, under the inspiration of our new Advisory Board and its Chairman, Lord Browne of Madingley, we have been engaged with a team from McKinsey & Company (offered on a pro bono basis by its Worldwide Managing Director and our Advisory board member, Ian E.L. Davis) to review our mission and strategy. Rachel Massey, as chairman of CAiM, sits on the Advisory Board and is participating in this review. Furthermore, many of you have also given the team your views both in responding to McKinsey’s surveys and by direct communication to me and to the review team. Thank you very much to all who have participated in this very important exercise. When I next write this column I will be reporting on the results of the review and on the really crucial issues of how, with your help, we are acting on the review to build a great business school in Cambridge. Do please always keep in touch, participate in CAiM meetings whenever possible and visit us in Cambridge whenever the opportunity arises. We will always be pleased to see you and to hear from you.
Dear CAiM members Welcome to the 1st issue of a new look Network. We hope you like the new style and new features. In this issue you’ll find details of exciting new developments across the CAiM network, such as the new alumni chapter in China, profiles of alumni and articles from alumni weekend speakers. 2004 saw several changes to the CAiM Council, but we have been busy behind the scenes to ensure your alumni association goes from strength to strength. I am delighted to welcome Niki Audsley as the new Alumni Relations Manager and look forward working alongside her. We held our AGM in November and I lwould like to welcome the new members to the Council. I would like to take this opportunity to thank Katy Steward who is stepping down from the events role on the council after four years. Event highlights over the last year include the Spring Ball in London where Tony Juniper, Executive Director of Friends of the Earth was guest speaker and a wry and witty lecture by Calvert Markham, President of the Institute of Management Consultancy. Our goal in 2005 is to deliver an outstanding series of events in CAiM’s tenth anniversary year. Watch this space! Warmest regards and best wishes. Rachel Massey CAiM Chair
Professor Dame Sandra Dawson DBE
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News from CAiM Away Day Early in 2004 CAiM held a strategy away day at the Judge Institute of management to review its mission and set key objectives for the coming year. The lively debate and constructive ideas were a testament to the commitment of all council members to CAiM. The key outputs of the day were a discussion paper on the role of CAiM in response to Sandra Dawson’s think piece on the development of the Judge and the role of its alumni association. It was decided that the key areas for focus should be: • Internationalising events (including linking Judge faculty overseas visits and MBA fairs) • Website development • Events We are already seeing the results of this focus day with the development of the CAiM Chapter in China.
partner and a young management consultant arrived at the clients’ premises. The senior partner swung through the factory gates in his Jaguar and parked in the Chairman’s space. They marched up to the front door. The receptionist, all of a dither, stammered ‘But, but, but... that’s the Chairman’s designated space’. To which the Senior Partner boomed, ‘Tell the Chairman that the consultants have arrived’. Calvert also talked about the impending merger between the Chartered Management Institute and the Institute of Management Consultancy. Together the two organisations work to promote and develop excellence in management and management consultancy – aims not too dissimilar to the Judge Institute of Management.
Spring Ball The Spring Ball was held at the Barbican Centre in London in April. The event started with an elegant drinks reception in the spectacular tropical conservatory, right in the heart of London. The Guest speaker, Tony Juniper, Executive Director of Friends of the Earth, immediately started educating the ball goers with his knowledge of the flora and fauna of the conservatory.
Fine dining was followed by Tony’s key note speech about his personal insights in global environmental policy decisions. In particular, he called for greater levels of engagement between environmentalists and big business in order to secure a sustainable environment for future generations. The evening was topped off with dancing before carriages. A great time was had by all!
Comedy Store outing Following his memorable after dinner speech at the Ball in 2001, CAiM members snapped up tickets to see Neil Mullarkey in “Don’t be Needy, Be Succeedy” in March 2004 at the Comedy Store, London. The show brought to life his award-winning creation, L. Vaughan Spencer, the “gangsta motivator” and was a sell out. CAiM members who missed this event were also able to catch Neil Mullarkey at the Alumni weekend.
New website for CAiM A new website to serve the needs of CAiM members is currently under development and set for launch early this year.
CAiM Special Interest Forum The CAiM Special Interest Forum hosted by Proximity Worldwide, London heard from Calvert Markham, President of the Institute of Management Consultancy who spoke on ‘Charlatans, Supermen and Consultants: Spot the Difference?’ Calvert not only gave CAiM members all the reasons why management consultants are used, but also how their role has changed as the industry has grown and matured and how they can be perceived as charlatans or supermen and all points in between. Calvert recalled one amusing story from his time in consultancy. The senior
The website will provide CAiM members with an online database and community structure through which they can update their own details, view and search for details of others and develop stronger and ever more valuable networks. Discussion areas for special interest and class groups will be added later to enable alumni to engage with one another on specific topics and to share their latest news. Look out for the new website!
All that Mullarkey Neil Mullarkey is a highly constructive, creative individual, but was it always so easy for him to express this talent? Neil provides us with a revealing insight into his experiences of repressive and expressive environments. John Cleese once commented that between leaving kindergarten and university, nobody had once encouraged his creativity. I can identify with that. I went to an all-boys grammar school. Yes, it helped me gain eleven O-levels and three A-levels and a place at Cambridge, but I can neither draw, nor sing nor play an instrument – when people mention a “bar” I have no idea what it means (I’m talking musical terms, here). If someone misbehaved in Art or Music we had to sit in silence. Many “lessons” passed without a sound other than chairs creaking under the weight of teenage growth spurts. With no other outlet for our creativity we resorted to taunting teachers. I remember fearing O-level English Language essays with such open-ended titles as “If Only…” Give me exam questions where I could “get the right answer” or regurgitate some facts and I was happy. I don’t want to bemoan the state of education – I admit with some pride that I still remember how an oxbow lake is formed or that osmosis occurs through a semi-permeable membrane – for I believe things have changed greatly, but to make the point that creativity
is slowed squeezed out of us, first by school then by work. Most organisations give their people no chance to use their creative talents legitimately. There is plenty of evidence of creativity – embellished expenses claims, rumours and gossip, customised workspaces, subversive e-mails, cheeky post-it notes, ornate doodles in over-long meetings, intemperate notices in shared kitchens or zany Polaroids. Yet it may bring no benefit and possibly some harm to the organisation, which then spends thousands of pounds taking its staff on “away-days” to get them to “think outside the box”. I was fortunate. The Cambridge Footlights gave me the confidence to pursue a career as a writer-performer. Now, I work with lots of different businesses, using improvisational theatre games. At school we were taught not to copy. You had to produce the answers without any help from others. In improv, we take our fellow players’ ideas and give away our own, mix them and together create a new story for which nobody can claim authorship yet all must take responsibility. There may be no single “right answer” only different choices. A showbiz journalist looked at my website recently and casually observed, “You just teach people how to have better conversations”. I couldn’t disagree. Aren’t most enterprises simply an agglomeration of conversations – past, present and future – between leaders and teams and customers? And what can be the hardest part of a conversation? Shutting up and listening. Maybe those lessons weren’t such a waste after all. Neil Mullarkey’s many credits include I’m Sorry I Haven’t A Clue, Whose Line Is It Anyway and Austin Powers films (International Man of Mystery and Goldmember). He regularly performs in London with the Comedy Store Players. If you would like to know more about his workshops visit: www.allthatmullarkey.com
Neil Mullarkey is an actor, writer and improviser. A former President of the Cambridge Footlights, Neil cofounded The Comedy Store Players in 1985, and still regularly improvises with them twice a week alongside the likes of Josie Lawrence and Paul Merton. He has appeared on Whose Line Is It Anyway, Loose Ends, Quote? Unquote, I’m Sorry I Haven’t a Clue, The News Quiz and in Austin Powers movies (International Man of Mystery and Goldmember). Neil, who is a member of CAiM, runs workshops using theatre improvisation to inspire business people to enhance their communication and creative skills. He has worked with the BBC, Thames Water, the NHS, The Body Shop, Relate, The Kimberly Clark, Heinz, Lloyds TSB, Vodafone, and several business schools, management consultancies and ad agencies.
“Many ‘lessons’ passed without a sound other than chairs creaking under the weight of teenage growth spurts.”
Festivities at the Spring Ball.
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Anne Miller – Director, The Creativity Partnership www.tcp-uk.co.uk
Alumni Profiles Mat Mildenhall Name: Company: Nationality: Position: Location:
Mat Mildenhall Proximity Worldwide British Chief Operating Officer London
Matriculation year: 1996 Degree: MBA What was your background before you studied at the business school? I trained as a chartered accountant, specialised in the media industry then broadened my experience to corporate finance and consulting. How has your career progressed since you completed your studies? There is no way I would have taken the career route I have taken without the MBA.
I have received three promotions within the group in which I work and recently been made Chief Operating Officer of a marketing agency network spanning 40 countries with over 1200 people. How did your studies at the business school help to progress your career? I have to think about finance, business development and people issues more than anything across 40 countries. The MBA did not give me all the answers but I am sure that it has helped. I cannot think of another 12-month period where you meet so many fascinating people, work hard, listen, learn and have fun!
Gladys Bienoseh Name: Company: Nationality: Position:
Gladys Bienoseh General Electric, Canada Nigerian Environmental, Health & Safety Co-ordinator Ontario, Canada
How has your career progressed since you completed your studies? Very well indeed. I am currently the EHS Leader for GE Silicones, Pickering, Ontario.
How did your studies at the business school help to progress your career? I enjoyed very much the lectures on Environment and Sustainability – my Matriculation year: 2001 Degree: MPhil Management Studies thesis was on the impact of climate change. Every day in my work life I use the knowledge and skills I acquired from What was your background before you studied at the business school? the Judge Institute. Degree in Chemical Engineering and workIt has taken me this far and I know that ing as a Process Engineer with Exxon, Nigeria the sky is my limit! Location:
Dr Wilson Ng Name: Company:
Dr Wilson Ng Leeds University Business School Nationality: British Position: University Research Fellow, Corporate Governance Location: Leeds, UK Matriculation year: 2000 Degree: PhD What was your background before you studies at the business school? Group Finance Director with a multinational engineering group based in Singapore
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How has your career progresses since you completed your studies? I have secured a role as a University Research Fellow working on quoted family and state controlled firms in the UK and abroad. How did your studies at the business school help to progress your career? My PhD undoubtedly helped me to secure my first academic role. Dedication yet variety are the hallmarks of Cambridge education as a whole. Time spent at Cambridge is the best of your life – the danger is that life afterwards may seem an anti-climax!
How can one inspire and develop creative people? Creativity is the source of innovation, and as Lord Sainsbury says, all the DTI’s research shows that innovative companies are more profitable than non innovators. The problem is that the most creative people can be a pain to manage. How can one convert them from creative mavericks into creative stars? One overriding principle is to provide autonomy, support and guidance. I feel very fortunate to have had the opportunity to help develop an organisation from scratch to foster innovation. Gerald Avison, a group of co-founders and I set up The Technology Partnership (TTP) in 1987, with the explicit objective of “having fun and making money.” The organisation was designed to combine autonomy with a very strong sense of partnership. The sense of autonomy is encouraged in a variety of ways. Work is structured round projects, each run by a project leader with the responsibility and authority to deliver on time and on budget. On a complex project this involves a very broad range of skills. The majority of technical staff run projects, for which they have full authority over expenditure, including authorising project related expenses claims from their department head. Although in my experience this can feel a little weird, it provides a powerful signal to project leaders that they really are expected to take control, and that the company’s aim is partnership, not hierarchy. This worked extremely well, because once creative people feel free and supported they can accept the guidance from others that they need. TTP Group and its incubatees have grown at 30% pa since 1987. It is now a very successful and broadly based innovation business, encompassing technological innovation,
venture capital, business incubation, property and manufacturing. What can you do if you are trying to help an existing organisation make the transition from cost cutting to growth? The Creativity Partnership works with a variety of organisations on this, but as the recently departed CEO of one major PLC discovered, switching innovation back on again isn’t as simple as telling staff to ”be innovative or you’re fired” When trying to make the transition, managers often flip-flop between abdicating all responsibility, or diving back in and micromanaging. This is often caused by manager’s underlying anxiety about their new role and responsibilities in managing the risk of innovation. It has the unfortunate consequence that their staff say “they say we’re free but we don’t feel free.” The causes and potential solutions vary between organisations, but one key way to help is often to pay much more attention than usual to providing a clear unifying vision and values. In an innovative environment, the staff and managers have to generate ideas, make judgements on them and take risks to solve problems. They can’t just follow the rule book. This understandably creates anxiety, but having clear guiding sense of the organisation’s underlying vision and values helps create a secure framework,
within which people can be creative and make well founded judgements. This then reduces the anxiety and thus the tendency to flip-flop between control and autonomy.
“In an innovative environment, the staff and managers have to generate ideas, make judgements on them and take risks to solve problems.”
Anne Miller is Director of The Creativity Partnership, and a co-founder of TTP Group Plc, one of the region’s most successful and broad based technology innovation organisations. She started her career with a degree in engineering from Cambridge University (Churchill College) and worked as a Research and Development engineer for Tube Investments Group. After a brief intermission teaching English in Japan, she returned to the Cambridge area and moved into Technical Consultancy. In 1988 she became one of the founders of The Technology Partnership, now TTP Group Plc. Within TTP she ran a business sector focussing on the front end of the innovation process, developing a wide range of innovative products in collaboration with the worlds largest companies. She is named as inventor on about 30 patents. During this time she became increasingly interested in how organisations and individuals realise their creative potential, and in 2001 founded The Creativity Partnership as the learning and development subsidiary of TTP Group. She now runs courses and workshops on various aspects of innovation and helps organisations catalyse change in order to value from their creativity. Clients include Rolls-Royce, Bayer, Sainsbury’s and the NHS.
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A&B’s workshop and artists in residence help to rejuvenate the ethos in creativity.
Tim Stockil is Director of Creative Development at Arts & Business, a post he has held for the last seven years. He worked in the theatre for ten years before joining Arts & Business where, amongst other jobs, he has developed training programmes for both arts and business managers.
Achieving success through creativity Tim Stockil, Director of Creative Development at Arts & Business, describes how businesses are inceasingly turning to the arts world for help in unlocking the creativity of their people – and more. “The problem for us business leaders,” said a CEO of a FTSE 250 company to me, “is that we all know we need creativity but we just don’t know how to get it.” He went on to talk about how his company tends to recruit people who are leftbrained, logical, analytical, numerate thinkers; “and then to make sure that they are, the first thing we do is send them on a course called Finance for non-financial managers.” He might have added, and then we send them on an MBA. Of course he wasn’t saying that he wanted to ditch all the good left-brained activity, just that he wanted his people to use all of their brains. How many times have we
heard that staff tend to bring to work only a small part of their capacity? But everyone is creative. Just think of small children playing with a cardboard box. One moment it is a spaceship, the next a car, the next a fort – the possibilities are endless and unconfined. Unfortunately, much of our education and societal norms tend to suppress this creativity. Kobus Neethling, the South African academic and consultant, undertook a 15-country research project which showed that: Creative behaviour diminshes from 98% in the 3-5 year old age group to 32% by age 10; by the time children are turning 15, only 10% are behaving creatively and it’s only 2% by the age of 25. But, as Professor Ken Robinson has argued so elegantly in his book Out of our Minds, what the world needs now is more creative thinking. Businesses will succeed by being more creative than their competitors and then by turning their creative ideas into new products and services (i.e. innovating) more efficiently and effectively than the competition. All of which was the point behind the Judge Institute’s concentration on creativity during the 2004 Alumni Weekend. There
Tim leads the Alumni Weekend interactive workshop.
was an excellent panel discussion on how to foster creativity but my role was to bring the discussion into practical focus by giving attendees a taster (and it really was no more than that) of how we at Arts & Business and increasing numbers of other artist-practitioners are using the skills, techniques and processes of the arts to help business people tap into their own creativity. There was a large group of MBA students and alumni at the event so we cleared the Common Room and started by getting everyone to experience not killing ideas at birth through an exercise we call ‘Yes, and…’. Then we split into three groups and with my colleagues Chris Higgins, Lin Sagovsky and Philippa Tipper, we took participants through a series of exercises that reflected the points raised in the panel discussion – taking risk, working as a team, using restrictions to your advantage and so on. The session culminated with small groups of five or six having quarter of an hour in which to devise, rehearse and perform their own mini show for their colleagues. Even in a short workshop (this whole process lasted about 90 minutes), it was clear that many participants had
re-connected with their creative energies and were prepared to take risks that they wouldn’t normally countenance. There were icehockey players and mountaineers and ambulance drivers and a whole group became a first-world-war aeroplane complete with pilot’s goggles – all within the confines of the Common Room. It was what we described as “serious play”. And it is serious too – not just a lot of fun. We use these arts-based exercises to explore issues like teamwork and leadership, communication and listening, giving and receiving feedback, scenario painting, influencing and negotiation – any of the so-called soft skills in fact. And we don’t just work on personal and team development but on organisational and cultural development too. Seven years ago you could count on the fingers of one hand the number of companies that had used artists as developers and consultants. Now we know of over 300 and the number is rising rapidly. On 7 December, Arts & Business is launching a new report, written by John Knell of the Intelligence Agency, one of the UK’s foremost thinkers on the changing face of work, which examines why this is the case and how businesses and other organisations can develop this work. We at Arts & Business look forward to collaborating with colleagues at the Judge Institute of Management to push the boundaries even further. Arts & Business is the world’s most successful and widespread creative network. We help business people support the arts and the arts support business people, because good business and great art enrich society. For further information visit www.AandB.org.uk
“The problem for us business leaders” said a CEO of a FTSE 250 company to me, “is that we all know we need creativity but we just don’t know how to get it.”
Tim now brings his training and theatre experience together in delivering creative training and development, helping businesses to tackle organisational and personnel issues through the skills, techniques and processes of the arts. His recent clients include Pfizer, HBOS, the Foreign & Commonwealth Office, Zurich Financial Services and Ashridge, where he presents a regular contribution on creativity for the MBA programmes. Tim read French at Corpus Christi College, Oxford. He is a non-executive director of the theatre companies Cheek by Jowl and Polka Theatre for Children, and a fellow of the Royal Society of Arts.
A&B’s Creative trainer’s workshop in progress.
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NEWS FROM
Consulting Projects As another new year begins, the Judge Institute of Management is again looking for potential hosts for forthcoming student projects, and would be delighted to hear from any of our colleagues and friends with interesting projects to offer. Our projects have become the cornerstones of our academic programmes and are a great opportunity for companies to harness the considerable talents of our students. If your organisation has been battling with a particular business problem and would like a fresh perspective, this is for you! We are currently looking for hosts for the Management Studies Tripos project, which our final year undergraduates carry out in teams of two in May. If you are based in Cambridge (or London) and have a particular business issue you’d like two intelligent, energetic MST students to tackle, please get in touch with the Projects Office at the address below – or check out the project pages of our website for further details of this, and all our other projects, together with some nice testimonials from satisfied previous clients: http://www.jims.cam.ac.uk /companies/student_projects /student_projects_f.html We charge no fee for the MST project, just student expenses, so it is an ideal opportunity to access some bright, enquiring minds and identify potential recruits. We would need proposals by 11 February, so make this your New Year’s resolution! There are also several other opportunities to get involved in projects throughout the year. MBA students all undertake an individual project in the summer and often look to tie these in with company placements. Both our MPhil and MBA programmes offer local entrepreneurial companies the chance to work with student teams on Entrepreneurship Consulting Projects; and our MBA students also complete a team-based Major Consulting Project at Easter, which can be with any company, anywhere in the world. Thanks
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the Cambridge MBA You are invited to visit our new web site! – www.theCambridgeMBA.com We have worked closely with members of the MBA 2003 class and others in developing our new web site. Our starting point was a conviction that, while we are successfully delivering an excellent, distinctive MBA programme, there was unrealised potential to communicate our strengths through the website. In particular, experience suggests that the programme delivers more broadly and profoundly than our MBAs expect when they first arrive, and our challenge is to communicate this to would-be applicants, recruiters and others. Hence on the new MBA homepage, the visitor is met with a striking image of Cambridge University and a strong quote from the Group CEO of BP, Lord Browne. “the Cambridge MBA is a unique qualification, founded on the Business School’s distinctive role as an integral part of the leading university in Europe.” These are reinforced by a strapline that describes the essence of the brand: The Cambridge MBA will change the way you view the world – our MBAs described broadened horizons, expanded opportunities and a willingness and self-
to our wonderfully supportive alumni, MBA student teams have represented us in all four corners of the globe – USA, South America, all parts of Europe and Asia and Australia. They have helped us to build an enviable reputation for delivering results of real value, so if you’d like to explore what our students can do for you, please get in touch.
“...the Cambridge MBA is a unique qualification, founded on the Business School’s distinctive role as an integral part of the leading university in Europe.” confidence to aim higher …and the way the world views you – our MBAs carry with them the prestige and global brand recognition of Cambridge University. The website is then structured to provide immediate access to essential information while also communicating distinctive attributes and values of the programme. We would like to say thank you to all of those who helped in the development of the new site and invite you to pay a visit. www.thecambridgeMBA.com
WE WOULD LOVE to welcome you back to Cambridge as a project host, so if you would like further information, have an idea you wish to discuss, or have any other queries, please contact Margaret O’Neill, the Projects Manager on 01223 764294, or email her at: m.oneill@jims.cam.ac.uk and she will be happy to help.
CfEL News
PhD Update
The Centre for Entrepreneurial Learning and the Judge Institute of Management have celebrated the success of two Summer School delegates and an MBA Alumnus. All of whom co-founded Artimi, and have recently raised $14 million in Series A Funding. Artimi is a fables semiconductor company developing Ultra Wideband (UWB) silicon solutions. Three months after attending the CfEL Summer School, David Baker and Mark Moore – former GlobespanVirata engineers – co-founded Artimi in September 2002. Mark and David met Richard Dellabarca (current Chief Financial Officer and CoFounder of Artimi) at the Summer School, where he participated in their Mentor group as an MBA student at the business school. Richard brought extensive commercial and investment banking experience to round out the founding management team. In addition, Jack Lang, a successful hi-tech entrepreneur and a contributor at Summer School, also joined the founding management team of Artimi soon after the company was established. This feature of meeting and forming the successful team is not a coincidence. CfEL is very keen to continue contributing to the acceleration of enterprises through action learning and the power of networking as a magnet for talents and technology.
Shefaly Yogendra (MPhil Technology Policy – 2002) is coming to the PhD programme after spending a year working on various UK and European policy projects. Collaborating with ESRC’s Innogen Centre at the University of Edinburgh, she recently advised the South West Regional Assembly on their GM policy position, drawing upon her earlier work on comparative regulation of GM crops in the EU and the US, with Prof Nicholas Ashford as a CMI Visiting Researcher at MIT. She is also a collaborator on the UK research team in the European Commission-funded PRIME Network project on innovation financing in ICT and Life Sciences sector, one of the very few on the consortium who can comment on both ICT and Life Sciences sector with authority, with her work in biotech and her 10 years of postMBA experience in the IT industry. PRIME is a network that aims to foster European research partnerships for excellence in academic research. She has also recently undertaken projects on drug regulation reform on behalf of a ‘big pharma’ firm and completed projects related to Scottish healthcare with a leading British public affairs firm as an intern. In her PhD, she will explore policy and strategy issues in emergent genetic technologies, under the guidance of Dr David Reiner.
Expanding horizons
the profile of the research conducted by the students on the course, and the feedback from delegates was extremely positive. This is an exciting time to be involved in the social economy – there are great opportunities, but also some very real challenges to be negotiated if the sector is to fulfil its potential. By conducting rigorous research, the students of the Masters in Community Enterprise are taking important steps to address these challenges.
During 2004 the Judge Institute of Management hosted the second Community Enterprise Research Conference. The event was organised by staff and students of the Masters in Community Enterprise, a twoyear part-time degree course for Chief Executives of social economy organisations. The aim of the conference was to raise
MPhil News The Judge Institute of Management’s MPhil. programme has been flourishing in recent years. The MPhil in Finance and the MPhil in Technology Policy have been added to the MPhil in Management Studies. Applications have grown (more than 20 applicants per place for one programme), external examiners have praised the programmes, and alumni have distinguished themselves in doctoral research as well as in the professional job market.
The business school has decided to build on this strength, with a wider suite of MPhil courses from 2005, and a clearer targeting of the needs of students aiming for professional work, on the one hand, and the PhD, on the other. The Management MPhil, the Finance MPhil and the Technology Policy MPhil are primarily for those continuing to professional work. MPhils in Financial Research, Innovation Strategy and Organisation, Management Research and Management Science will provide stronger research training for those going on to the doctorate or to research posts in business.
Kate Ni Chionnaith, 2nd year PhD student, presented a paper at the recent Community Informatics Research Network, CIRN 2004 Conference and Colloquium., held in Prato, Italy. The paper was entitled ‘Power/ Knowledge and Identity in ICT for Development Initiatives.’ At this event, Kate was representing both the Judge Institute and Aidworld, a not for profit technology organisation based in Cambridge, with whom she is volunteering as part of her PhD work. Fabien Roques, 2nd year PhD student presented the paper “Generation Adequacy and Investment Incentives in Britain: from the Pool to NETA”, at the 3rd International Conference on Applied Infrastructure Research, “Network Economics: Financing, Regulation and Capacity Allocation in Infrastructure Sectors”, Berlin, 9 October, 2004.
News from CIBAM The Centre for International Business and Management (CIBAM) is a partner in an international consortium of academics from the US (MIT), Sweden (Stockholm School of Economics; Chalmers University), Switzerland (ETH) and Japan (University of Tokyo), on a large and ambitious project focusing on ‘Environmental regulation as a firm competitive advantage’. The consortium has received seed corn funding of $400,000 from the Alliance for Global Sustainability to investigate whether and how improves environmental performance is being or can be used by firms as an effective instrument for gaining competitive advantage. CIBAM is represented by Director, Dr Christos Pitelis, Faculty member, Dr David Rainer and Academic Associates Professor Niclas Alder, Professor Thomas Bernauer, Dr Jim Foster and Professor Kenneth Oye. Dr Christos Pitelis is also the lead partner in a consortium with Business Associate Mr Patrice Muller, Partner and Director of London Economics, and Dr Andy Neely, Chairman of the Centre for Business Performance at Cranfield School of Management, which has won a bid for £139k to undertake a research project for the “Best Practice Forum”. Their Impact Assessment Study will focus on evaluating the impact on business performance and competitiveness of various business support measures, tools and techniques provided under the ‘Profit through Productivity’ programme to small and medium sized enterprises in the Tourism, Hospitality and Leisure sector.
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WITH THANKS FROM... MBA Team Each year MBA alumni come out to support Judge Institute of Management staff at fairs and receptions all over the world. Alumni provide a very personal perspective on the MBA, making the programme come alive for the aspiring MBA candidates. We would like to thank some of our alumni for their efforts in building future MBA classes. Particular thanks go to the following for their support during 2004:
On 17 July 2004, 24 alumni in China, from MBA4 through MBA2002 as well as MPhil, met for dinner in downtown Beijing. After warm discussion, all agreed to launch the CAiM China Chapter to further strengthen networking among Cambridge alumni in China. The CAiM China Chapter will serve as a platform for networking and cooperation among Cambridge alumni in China. It also aims to promote the image of Cambridge and to differentiate the Cambridge MBA from other top MBA programs. To better serve the alumni, the CAiM China Chapter will, among other activities, publish an address book, organize regular events, and invite distinguished local and international speakers to China. It is hoped that Cambridge faculty and alumni will also make contact with chapter members when traveling in China. Robin Ren and Kindon Wen were elected as co-chairs of the CAiM China Chapter. Cathy Cheng was elected treasurer; Andrea Du, public relations manager, and Xiangyong Zhou, publication manager. Dr Simon Bell, faculty representative of CAiM, also joined the meeting and updated the alumni on the latest progress at the Judge Institute of Management. Simon said, “It is great to see so much enthusiasm for this inaugural international chapter of CAiM. I hope the efforts of Chinese alumni will serve as a beacon for the organisation of other CAiM chapters around the globe”. Some prospective MBA2004 students also joined the meeting and were excited by the friendly and cooperative air. Joy Shen said, “Although I also received an offer from INSEAD, I realise now that Cambridge is the right choice.” The China Chapter was initiated after visits to Beijing by Sandra Dawson and
Dr Eden Yin in early 2004. It also happened to be established just before Vice-Chancellor Alison Richard’s visit to China in August. Professor Richards announced that Cambridge would strengthen cooperation with China
“ The CAiM China Chapter will serve as a platform for networking and cooperation among Cambridge alumni in China. ”
and attract more talented, young Chinese students as a consequence. Hopefully the China Chapter of CAiM will play an important role in promoting Cambridge University in China and achieving this goal.
Calling all travellers! Travelling on business can be a dull, lonely affair. Liven up your trips by getting in touch with alumni at your destination. Don’t spend your evenings in your hotel room, get out and enjoy your surroundings with your very own tour guide! alumni@jims.cam.ac.uk
New York Joe Moore (MBA2003) John Carter (MBA3) Chicago Ma Bin (MBA9) Washington DC Nicolas Uauy (MBA10) Eric Okimoto (MBA 2002) Hong Kong Ken Wee (MBA2002) Anne Fung (MBA2001) Catherine Szeto (MBA2002) Anges Leung (MBA2001)
Frankfurt Bjoern Weidner (MBA9) Dominik Wiener (MBA2003) Gudni Adalsteinsson (MBA7)
Bangkok Peter Nonthasoot (MBA2002) Sam Yoon (MBA2003)
Vietnam Zain Hak (MBA8)
Kuala Lumpur Mei Ling Tan (MBA9)
Paris Nicolas Servel (MBA2003) Luc Le Lay (MBA8) Delphine Bradshaw (MBA2002)
Seoul Kyunga Na (MBA2002) Luciano Park (MBA2002)
Munich Laurence Barker (MBA2003) Sabine Fruhn (MBA6)
Singapore Kai Yin Yan (MBA2001) Vincent Jegou (MBA2002) Rohit Bhattacharya (MBA2002)
Los Angeles Payam Eshraighain (MBA10)
Tokyo JJ Ikegami (MBA7)
is established in international league tables. Progress in both is interdependent and critical to sustain. We want to establish three further posts in the following: • Professorship of Marketing, Strategy and Innovation • Professorship in Financial Accounting • Professorship of Corporate Social Responsibility
Alumni Fund Update Since its launch in May 2004, the Judge Institute of Management’s Alumni Fund has made a truly excellent start. Since May we have raised £10,000 – our aim is to double this by the end of the financial year. Where will the money go? 1 Attracting and supporting the best students We want to encourage recognition of excellence through prizes, scholarships, bursaries and financial assistance to the most able students. We want to recruit only the most outstanding candidates, regardless of their ability to pay. 2
Enhancing our faculty In 1990, the School came into being with 13 lecturers and one professor. Today it has thirteen professors, 40 other members of tenured faculty and
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Improving our Learning Facilities As we grow and the boundaries of our work expand, our facilities must keep pace. Students cannot learn without facilities that give them proper access to repositories of knowledge. Consequently the Mezzanine Appeal was launched last year and we are determined to raise the balance of funds required to commence construction1.
Didn’t my fees pay for this? Income from fees enables the school to operate successfully. However, there are
Careers Service We are always extremely grateful for help from alumni when it comes to careers issues. Those willing to respond to requests for information and help from current students (and Careers Advisers!) on sectors, employers, selection processes and recruitment opportunities are too numerous to mention as are, I am delighted to say, those requesting copies of the annual MBA Profile Book and providing job vacancy postings. The level of support we receive from MBA alumni grows year on year. In 2003/4 we were particularly grateful to: Tiago Alves (ARM) Ben Ashby (J P Morgan) Ben Barry (Capgemini) Tom Brown (Dell, and later at Vodafone) James Dee (CSC) Jee Moon (Vodafone) Kjell Nace (Library House) Peter Shea (Amazon) Deborah Warburton (Egon Zehnder) Rachel Whitehouse (BACS) Nick Young (Boxwood) ...for encouraging their companies to run recruitment presentations at the Judge Institute, attend the inaugural joint Cambridge and Oxford MBA Recruitment Fair or offer summer projects. Offers of help and recruitment, or summer project opportunities, are greatfully received by the MBA Careers team, careers@jims.cam.ac.uk
two reasons why fees alone cannot sustain it indefinitely: Government support for costs of running the school is steadily shrinking – course fees cannot rise if they are to remain competitive. This is, and will continue to, create a growing funding gap and we look to our Alumni and friends to help. Fees are intended to fund the School’s operating costs as they exist today. They are not intended to fund significant and innovative changes, such as the Mezzanine Gallery. Improvements like these keep us at the forefront of the global Business School market, but require outside help to become reality. We have another £10,000 to raise before 30th April, 2005. Help us to achieve this by filling in the giving form. Visit http://www.jims.cam.ac.uk/alumni/fundrai sing/fundraising_f.html for information on how to give or call Miss Rossie Ogilvie at the Development office on 01223 339810 (email: ro233@cam.ac.uk). 1 The Mezzanine Appeal will continue alongside the Alumni Fund.
Faculty member Simon Bell joins the China Chapter for
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dinner in Beijing.
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Movers and Shakers Two Cambridge MBA alumni recently celebrated the success of Cambridge Antibody Technology and AstraZeneca, announcing a major strategic alliance for the joint discovery and development of human monoclonal antibody therapeutics, principally in the field of inflammatory disorders including respiratory diseases. Richard Mason (MBA 9), Vice President Business Development, CAT, and Jane Dancer (MBA 2001), Senior Manager Business Development, CAT, negotiated the alliance for AstraZenca to take a 19.9% equity stake in Cambridge Antibody Technology – a total investment of £75m. The innovative partnership structure of the alliance reflects the leading position of each company in their respective fields and highlights the growing importance of antibodies as therapeutics. The alliance will be co-funded and co-managed by the partners.
Professor Stefan Scholtes (who taught both Jane and Richard during their MBAs) worked with Richard on certain aspects of the deal structure. Iain Edmondson (MBA 1998) is working as Project Manager – Sports Infrastructure for the London 2012 Olympic Bid. He is responsible for progressing plans for the new sports venues needed for the Games. One of the major projects he has been involved with the planning for the Design Competition for the Olympic Aquatic Centre. He has also worked on developing the Sporting Legacy Strategy for our Bid and is working towards getting government commitment to building venues irrespective of whether the Games happen in London. Having successfully helped Cobra to launch its US operations over the last year, Tom Flight (Diploma 2002) has recently joined the Gap Inc Real Estate Strategy Team in San Francisco, where he is responsible for the West Coast and Hawaii.
Be a part of the
Vijay Chintamaneni (MBA 1994) has been appointed by SPG Media Group plc as Director to head the Asia Pacific operations for the Group out of India. The Group’s India subsidiary company, SPG Media Pvt Ltd, successfully reached its first anniversary in August 2004 and employs over 60 staff – this number is expected to grow to 115 staff by March 2005. The company is focussing on expanding its sales into Asia Pacific, Middle East and African markets for its print, web and events divisions. Congratulations to Euanne Ng (MPhil in Management Studies 1995) who has been promoted to Associate Partner with Accenture.
GIFT SHOP Welcome to the Judge Institute of Management Gift Shop! We offer a wide range of branded, high quality gifts at affordable prices – ideal as memorabilia of your time at the business school or to give to friends and family.
Executive rollerball With engraved logo and presented in a smart gift box £8.00
Baseball cap Adjustable size – a great gift for all ages £8.00
Let us know if any of your details change so that we can make sure that we all stay in touch.
Have you recently been promoted? Have you started a new business? If the answer is “Yes”, we want to know about it! As a member of CAiM we are proud of you and your achievements and would like to help you to shout your good news from the roof-tops. Tell us your news and we may include it in the next edition of Network. We’re really keen to keep everyone up to date with your success stories. Send your news to alumni@ jims.cam.ac.uk using Professional Development Update as the subject.
Executive folder Elegant leather folder – adds style to all occasions £37.00
Desk set Comprising the sleek chrome desk clock and elegant glass paperweight Desk clock: £15.00 Paperweight: £7.50 Price for the set: £20.00
Fleece top Warm and soft – perfect for the winter season! Sizes XS to XL – black £25.00 Laptop bag Essential for when you are out and about £22.00 Business card holder Sleek aluminium holder – the perfect way to keep your cards tidy £5.00
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theme; submit a profile and get yourself noticed! Don’t forget to keep us up to date with your contact details. Send your ideas and updates to caim@jims.cam.ac.uk
To place your order visit: www.jims.cam.ac.uk/ giftshop Postage and packing are not included in prices listed here.
Have you got an idea for an article? Want to get yourself noticed? Network is the official magazine of Cambridge Alumni in Management (CAiM), the alumni association of the Judge Institute of Management. Make it your Network by taking part – contribute an article; suggest a
Propelling pen In elegant black and gold livery £3.50
Polo shirt Stylish and smart for men and women Sizes: S, M, L, and XL – black £18.00
Umbrella Easy to carry – ideal for the handbag or briefcase £12.00
Mousemat Featuring the beautiful panorama of the Judge Institute of Management £3.50
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