20th Anniversary Book by Cambridge Judge Business School

THE FIRST TWENTY YEARS: A CELEBRATION Judge Business School, University of Cambridge 1989-2009

Management Studies started life at Cambridge in 1954 thanks to an endowment that enabled the first courses to be developed in the Engineering Department. Since then, a great many people both inside and outside the University have donated their time, skills, enthusiasm and, in some cases, money to aid the development of Management Education Financial Times London Thursday August 31 1989

at Cambridge. Though we have only been able to feature a few of them here, Judge Business School is grateful to all those who have done â&#x20AC;&#x201C; and continue to do â&#x20AC;&#x201C; this.

1989: Professor Stephen Watson, then Peat Marwick Professor of Management Studies, lays out his vision as fund-raising begins for a business school at Cambridge.

“There is now an opportunity to build in Cambridge a centre of international excellence for the study of management. It will require vision and hard work from us and considerable support from outside the University. The challenge is to establish an Institute whose reputation for teaching and research will match the best available anywhere in the world.”

TWENTY YEARS ON Judge Business School, University of Cambridge 1989-2009

Judge Business School has come a very long way in a rather short time. Just 20 years ago – in 1989 – the University of Cambridge agreed that Management Studies should come of age, flying its then nest in the Engineering Department to be established as a Department in its own right. As the first step, in 1990 a new Institute of Management Studies was officially set up. In 1991 the first intake of 19 MBA and 19 MPhil students arrived, soon followed by PhD students. In 1995, we moved into the iconic building that is now known as Judge Business School. And that building, which seemed so empty when we first arrived, is now bursting at the seams. Our MBA programme, consistently ranked among the top schools in Europe and the world, attracts class sizes of 150 outstanding students a year. We started with one MPhil, but now offer a suite of Masters programmes ranging

1999: Professor Dame Sandra Dawson, its Director, comments in the 1999 review that although young, the School is already...

“...a player in the top league of international business schools…We have graduated PhDs to teaching positions in major schools, and MBAs to employment in leading… corporations; we have published in premier journals and worked in partnership with industry and the Research Councils… Our faculty and support staff, our students and our industrial advisers, sponsors and partners create a community which is dedicated to ensuring that (we are becoming) a business school worthy of the name of Cambridge.”

from Management to Technology Policy and Innovation, Strategy and Organisation. And all of these programmes benefit from the increase in research. The number of research centres has grown over the years, boosted by work in 2001 on the building’s top floor to provide more accommodation for research staff, and the recent expansion into Keynes House and the houses on Trumpington Street. And we are expanding further. In 2008-9 we launched a new course for finance professionals, the Master of Finance programme. (We received more than 500 expressions of interest and have been able to set very high standards for selection as a result.) In 2009-10 our Executive MBA course comes on line, for professionals who want to continue to work while they study. Meanwhile we continue to offer, and to invest in, a portfolio of distinctive Executive Education programmes. None of this growth or achievement over the last 20 years would have been possible without the aid of many supporters both inside and outside the University, ranging from the Engineering Department, which gave this School much support in its early phases, to our benefactors. These supporters have helped, and continue to help, our mission: to be a great business school at the heart of Cambridge. It is indeed our physical proximity to other Departments, and the collaborative and inter-disciplinary approach we can offer as

2009: Professor Alison Richard, Vice-Chancellor of the University of Cambridge, comments on the School’s development:

Celebrating twenty years

“Judge Business School’s progress over the past 20 years is a great tribute to its Directors and their colleagues, but external measures are not everything. While the league table rankings are quite real and very impressive, what pleases me just as much is looking at the spirit and ambitions of the School, the calibre of students it attracts, and the opportunities it offers for scholars and researchers to work across boundaries and leverage research strengths in other parts of the University.”

a result in both teaching and research, that sets us apart from many other institutions. We have also developed links to many locally-born high-tech businesses and to major multinationals. We will continue to consolidate and build on these relationships with the University and industry as we look forward to further exciting developments in the next 20 years of Judge Business School.

Professor Arnoud De Meyer Director, Judge Business School www. jbs.cam.ac.uk

AT THE BEGINNING

Matthew Bullock Chief Executive Norwich & Peterborough Building Society

Professor Stephen Watson Inaugural Director of the Judge Institute of Management Studies (now Judge Business School)

Matthew is a long standing supporter of the School

“But it wasn’t even thought of in 1971 when I joined a small Management Studies group as a lecturer in

“The government in the 1960s was expanding universities but also urging them to engage more

Operational Research. We were based in the Engineering Department where attitudes towards us were divided.

with industry, to foster technology. In response Cambridge decided to encourage the growth of science-based

Some engineers thought that the subject was a complete waste of time! Others felt it was a good thing to have and

businesses locally. This led to the setting up of Cambridge Science Park in 1970 and the spinning-out of

strongly supported what we were doing.

technology companies from the University. So by 1978, when I came back to Cambridge as a banker, there was a We were young and enthusiastic, and we wanted to make

“The idea of having a Business School at Cambridge seems so obvious now, it is hard to imagine Cambridge without one.

small number of technology firms around.

something of our subject. When I became head of the

I was then working for Barclays and soon realised that though people in these companies were very bright, they

Management Studies group in 1978, we started lobbying

had no business training – there wasn’t much cross-over of business ideas into teaching in technology subjects in

for a business school. London, Manchester and Warwick

the University. However, a Manufacturing Engineering Tripos was being introduced and it included some material

had one; other universities were following suit. It seemed

about the skills needed to run an engineering firm, including cash-flow forecasting and how to write a business

silly for Cambridge not to do so. But I felt we must be

plan. They needed an examiner to review the business plans, so they asked me.

cautious and give the idea of a business school time to be accepted at Cambridge.

That brought me into contact with Stephen Watson, who had recently become head “My view was that until Oxford and Cambridge

of the Management Studies Group within Engineering. He was thinking about how to

The subject was already becoming more popular.

started teaching

develop management education in Cambridge and asked if I would help him. I said

Undergraduates were coming in from outside Engineering

business, university

‘yes’. I became an early advisor, and also persuaded Barclays to fund a lectureship in

specifically to study management. We wanted to acknowledge this by offering a Management Studies Tripos separate from the Engineering Tripos. This took a while, but the new Tripos eventually ran for the first time in 1986.

graduates would always regard industry as being

management. By then I had started to lend to the technology-based companies and

below the professions and

I argued that the people creating these firms needed more management training.

the Civil Service.” Matthew Bullock

That would help us better to understand them, and help them better to manage their clever and creative people.

We also needed to establish Management Studies at a senior level in the University: at first, we had had only

Soon after, Management Studies was established as a separate department and this

lecturers and no Professor. This changed in 1986 when Peat Marwick (now KPMG) generously endowed a Chair in

then evolved into the Business School. I was an early member of the Advisory Board

Management Studies. I applied for the post – and was delighted to be appointed. It made me the first Professor of

and remember those meetings, discussing with Edward de Bono, Charles Handy and Sir Paul Judge what kind of

Management at either Oxford or Cambridge. I then thought about all the expectations that went with the job, and

MBA programme Cambridge should offer. An early distinguishing element was our inclusion of material on

promptly felt rather daunted…

teamwork and managing people alongside the analytical and functional skills. Harvard introduced these elements

And these steps were important. Now we had our own Professorship and Tripos we could progress our ideas

a while afterwards.

about developing Management Studies into a separate department – an embryonic business school. There was

Judge Business School has come a long way since those early days, and brought the University of Cambridge into

some initial opposition to this, mainly because it also meant splitting our lectureships away from Engineering. One

the kind of relationship with business and the economy that it really should have.

Professor told me, “That’s called theft. Leave our lectureships alone.” But others were more supportive.

Students of management sometimes drive themselves very hard. I am a keen gardener and I often have my best

James Wright, then Secretary General of the Faculties (a powerful figure in the University administration), proved a

ideas while gardening, so I know how creative the sub-conscious can be. My wife and I already provide the plants

great ally. He felt that now the University had a Professor of Management, it should review its provision of

for inside the building and, with a number of friends, are now giving an outside roof garden on the back of the

management education. It did so. Following that review, he and I spent the whole of Good Friday 1989 together

fifth floor. People sometimes need an environment where they can relax, empty their minds, let their sub-

drawing up a plan that we could put to the University. It contained several options, including establishing a new

conscious go to work. It will provide space and food for thought.”

Institute of Management Studies After lengthy discussion, this option was finally given the go-ahead in July 1989. Now, we were on our way.” 2

Celebrating twenty years

www. jbs.cam.ac.uk

AT THE BEGINNING Early benefactors Sir Paul Judge and Simon Sainsbury

“I became the key benefactor to Judge

campaign. I offered to help: the fact that there was still

Business School in August 1990 because I had

no proper business school at either Oxford or

benefited from business school and felt that

Cambridge meant that professional management

Cambridge should be able to provide similar

education as a subject at university was still not fully

management education.

accepted in UK culture.

I initially came to Cambridge to study Natural

I visited Cambridge several times to meet Stephen

Sciences, but reading Anthony Sampson’s Anatomy of

Watson, director of the faculty group involved (then still

Britain opened my eyes. I realised there was another

part of Engineering). We discussed what options were

world out there and decided I did not want to be a

available. The Old Addenbrooke’s Hospital site was

person with test-tubes at a bench. So in my final year I

the last one in the city centre that could be developed.

switched to Industrial Management, then being taught

Even though it would be more expensive, we decided

in the Engineering Department. It gave me a wider

that we would have the new business school in the

perspective and an interest in business. We readily acknowledge that doctors or lawyers should be properly trained before they can practise but historically in the UK we had not treated management as a profession. The first UK business schools, London and Manchester, were only founded three

Trust this enabled redevelopment of the building to get underway.

decided to go to the US and was fortunate to be

management an acceptable subject for study as well

awarded a Thouron Fellowship to the Wharton

as providing Cambridge with a focus for its many

Business School.

entrepreneurial and other business activities. It

UK it was seen as administration whereas in the US it was about strategy and managing change. My first

donated funding for The Sainsbury Bursary Scheme which provides MBA scholarships for students from the charitable or voluntary sector.”

generous donation from Simon Sainsbury’s Monument

Establishing Judge Business School has helped make

British and American attitudes to management. In the

was eventually selected, and that combines striking originality with sophisticated references to the surrounding buildings. The colours, for example, pick up on the colours you see in the ancient glass windows of the nearby colleges. In another act of benefaction, The Monument Trust also

towards the cost of doing that and together with a

years before I graduated from Cambridge. So I

Returning two years later, I saw the difference between

“The late Simon Sainsbury was kind enough to donate generously, through The Monument Trust, to the development of the building. He wanted a building that was architecturally outstanding and quietly championed the John Outram design that

centre of the University rather than on a new site in West Cambridge. I said that I would give money

employer was Cadbury Schweppes and my career there culminated, 13 years later, when as Group Planning Director I led the buyout of its food companies to form Premier Brands Ltd.

attracts students from more than 40 different nationalities, which is essential as today’s business environment is so global. It adds value to UK plc because many of those students stay here and those who take jobs in other parts of the world continue to look to this country for their suppliers and partners, as well as having fond memories of their experience. The ability to attract quality faculty from around the world reinforces this. With the School now clearly in the

Professor John Hendry, first Director of the Cambridge MBA programme.

When that was successfully sold in 1989 I decided that

world’s top 20 and, by some measures, in the top 10,

with some of the money I had made, I would like to

it has well fulfilled the aspirations I had when first

support management education. The University of

contemplating my involvement.”

Cambridge had just embarked on a major fundraising 4

Celebrating twenty years

The late Simon Sainsbury

www. jbs.cam.ac.uk

THE SCHOOL’S GROWTH AND DEVELOPMENT Professor Dame Sandra Dawson DBE Director of the Judge Institute of Management Studies (now Judge Business School) from 1995-2006

“Before taking up the Director’s post in 1995 I

would recruit, with donors, and with the companies

wondered: would the job be do-able?

and individuals with whom we would be partnering.

Interesting? Challenging?

development to a start-up business. In some ways it

business school, at Imperial College London. I had

was: the School was young and we had all the

good reasons for staying there, but I was attracted to

excitement and challenges of the new. But we also

Cambridge by the potential for inter-disciplinarity at the

had to demonstrate quickly that ours wasn’t a high-

heart of a great and broad University. Add to that all the

risk enterprise, and that an investment of tuition fees, a

science-based businesses in a vibrant local

philanthropic donation, a career move or a contract for

community and our global spread of Cambridge

executive education would secure a good, lasting and

alumni and I saw the makings of a truly fine and

distinctive return. Our products – an MBA, or an

distinctive Business School.

academic career – were not themselves new, and we

In the appointments process discussions had focused on intellectual foundations, growth strategies, academic climate and engagement with key groups of students, faculty, supporters and the wider University. But after the excitement of the appointment, my attention turned to facilities. Work was well advanced

were offering them on the franchise of the brand and reputation of the University of Cambridge. We would not countenance failure; we needed to show that we would repay the trust of those who invested their talents, ambitions and resources in us. And so I believe we have.

with what I could see would be a landmark building –

When I arrived league tables were in their infancy. They

a great advantage in recruiting faculty, supporters and

are not our raison d’être, they look back at a partial

students. But it was also clear that we needed people

picture, but they are an important barometer of how

to look beyond the building, at what lay within. It was

we are perceived internationally. So watching the

vital that we should deliver on our intellectual and

School rise up the league tables and the MBA

practical promise and make an impact as quickly as

programme get into the FT top ten rankings has been

possible. We didn’t want to be known simply as a

great, even though at every level we must, and will,

great building – but as a great business school. I used to say in jest, ‘New building, new director – who ever thought that would solve our problems?’ Many challenges lay ahead, ranging from getting the building finished, to developing a resilient academic and financial plan which would attract sustained support and resources. A central concern was to build strong alliances with alumni, with colleagues across the University; with the faculty we

Some people liken this phase of the School’s

At the time I was Deputy Director of another embryonic

Celebrating twenty years

“We didn’t want to be known simply as a great building, but as a great Business School. I was aware that our reputation – what we were and what we would become – was very, very important”.

improve our all round performance still further. Today I am hardly ever greeted with the refrain ‘I did not know that Cambridge had a business school’ which haunted me so much in our early days. We have clearly arrived, but are far from complacent; our reputation is growing and with it an underlying ambition that our School will be ever more innovative in advancing learning and knowledge and making a big difference with those with whom we work.”

www. jbs.cam.ac.uk

AT THE HEART OF THE UNIVERSITY Professor Alison Richard Vice-Chancellor University of Cambridge

Ask Professor Alison Richard, Vice-Chancellor of the University of Cambridge, where Judge Business School comes in her list of priorities and the answer, she will tell you, is “very high up.” “I pay a lot of attention to it,” she adds, “because I think that building a great business school at the heart of the University is very

“Judge Business School’s progress over the past 20 years is a great tribute to its Directors and their colleagues, but external measures are not everything...”

important for the University as whole.” In her view, schools like Judge Business School play a distinctive role in providing management education. “We live in a world where management training and leadership skills are very much needed, not only in the private sector, but in not-for-profit organisations and indeed in government. Cambridge is uniquely and distinctively positioned to be able to provide that kind of teaching, and it is exactly the kind of contribution – to the economy and to society – that the University should be making.” Of course, business schools operate in a very competitive market. But, says Professor Richard, Judge Business School has the advantage of being, as its mission

statement says, ‘at the heart of Cambridge’. “So it can offer its scholars and

strengths in other parts of this institution. In addition, Cambridge’s reputation and standing, and the emerging quality of the School itself, will stand it in good stead.” And, she adds, the advantages are mutual, the School having earned its spurs over the last two decades. “A business school in our midst is a key, long-term priority and investment for the University as it is an enhancement of our activities in many areas.” This is a position that holds firm, she says, despite the economic problems of 2008-9. “You have to remember that we are not doing this for the next year, or two, or three, but for the long-term benefit of the University and society.

Photographer: Dan White

researchers opportunities to work across boundaries and leverage research

...While the league table rankings are quite real and very impressive, what pleases me just as much is looking at the spirit and ambitions of the School, the calibre of students it attracts, and the opportunities it offers for scholars and researchers to work across boundaries and leverage research strengths in other parts of the University.”

“It is very important for the University as a whole to have high quality research enterprises – and the global financial crisis, for example, only reinforced the importance of the kind of fundamental research in finance and accounting, management science and operations and organisational analysis that Judge Business School undertakes.”

Celebrating twenty years

www. jbs.cam.ac.uk

DEVELOPMENT OF THE PORTFOLIO Professor Geoff Walsham Dr Andy Cosh Dr Chris Hope

When Geoff Walsham arrived in the Engineering Department in 1975 to start teaching

“One thing we can honestly say is that right from the

management studies at Cambridge, he was one of a small group of lecturers. Very

beginning, we have had people working on the issues of

small: “I was only the fifth appointment,” he says. Today, more than three decades later, Geoff

energy, environment and climate leadership – we haven’t

is Professor of Management Studies (Information Systems) in a successful, fully-

just been doing it since it became

fledged business school with a world-class faculty of over 50 members.

fashionable.” So says Dr Chris Hope, Reader in Policy Modelling and another of the Business

As he recalls, his subject has come a long way. “When I started, Management

School’s long-serving members of faculty. Since he joined the then Management

Studies was not perceived to be very respectable in Cambridge. However, I later

Studies Group in 1986, he has been involved with many aspects of the subsequent

learnt that the same had been true of Law in the 19th century; and then I heard about

development of the School. He has supervised Masters and PhD students -

the crusty old academic who used to say, apropos of Engineering, that ‘Cambridge

including one, who worked with him in

had never been the same since it started awarding degrees in plumbing’! My

developing new climate change models, who

colleagues and I used to take great heart from this. It showed us that if we worked

has gone on to be a tenured Professor at

long enough and hard enough, management studies too could become

Stanford University. And he teaches on the

respectable.”

MBA programme, leading a core MBA course Indeed it has. And one key step along the way, according to Professor Walsham,

on sustainable development developed to

was the establishment in 1986 of the undergraduate course, the Management

cater for demand from students.

Studies Tripos. “This was a huge step forward, and gave us an independent visibility In all this work, he says, it is the fact that the

within the Engineering Department. As part of the negotiations involved we had to

School sits at the heart of the University,

impose a limit of 50 students a year. At first we didn’t wanted a limit, but ironically it

facilitating the cross-disciplinary interactions

worked out very well. Until then management studies had been viewed as a slightly How it all started: early

easier option within Engineering so it sometimes attracted weaker students.

members of the Management

Suddenly, with only 50 places on offer, it became very competitive and we could pick

Studies Group within the

the best candidates. The number of undergraduates on the Tripos today, which is

University's Engineering Department.

that Cambridge academics enjoy, that makes the difference. “All of us here at the School recognise how important it is to be part of the University – I think life would have been more difficult for the School if it had been set up as a separate institution,” he says. “People here want to work together and be collaborative. In

now taught at Judge Business School, has gone up slightly but it still remains highly

Seen from left to right are Dr

competitive, particularly now that it is open to students from any discipline.”

Andy Cosh, Professor Geoff

my area of environmental studies and particularly climate change, being able to

Walsham, Dr David Livesey,

work – as I do – with colleagues from different backgrounds, from Geography or

Professor Stephen Watson, Colin Gill, Dr Elizabeth Garnsey and Professor Eddie Anderson.

Physics or Land Economy, serves me much better than if I were in a stand-alone group. These collaborations inform me and give me ideas as I can attend parts of other departments’ seminar series and hear what other researchers are doing.” For the same reason he is also a fan of the Management Studies Tripos (a course he led for 10 years, as head of undergraduate education at the School). It offers

Dr Andy Cosh is another

Eddie Anderson – while David

The Business School today offers

around the edges, but our first

independent and to make a

‘founder member’ of the Business

Livesey was a bursar. You could

a range of MPhil programmes,

brigade of students was very

contribution. And they certainly

School whose involvement dates

feel within the group that there

from finance to technology policy.

pioneering and really helped out.”

did. Because we didn’t yet have a

unique to have a course like this, where undergraduates can spend two to three

back to those early days in the

was a set of skills that you don’t

But it was a different story back in

one-year MBA course some

years on an area they are really interested in and then come here for a final year to

Engineering Department. “As a

find in every community. They

1990, when Dr Cosh became first

Dr Cosh recalls, “Our resources

students, who had a few years’

undergraduates from any field a year’s exposure to management. “It’s almost

be exposed to the ideas and analysis involved in the discipline of management. I

group of lecturers (see photo,

certainly helped in laying the

Director of the new MPhil in

were limited: initially there was

experience in industry, came to do

right) we may look young and

foundations of the Business

Management Studies at the then

only budget for two lectureships.

our MPhil instead. And they

think the students love it – it gets 100 applicants a year, from departments from

innocent, but in fact everyone had

School in the form of the Institute

embryonic Institute of

This could have been a problem,

contributed their practical

English to Engineering to Medicine. But if we weren’t part of the University, we

college responsibilities beyond

of Management Studies, as did

but force majeure, it encouraged a

experience which was a very

their years,” he says. “Four of us

the support of two key

Management Studies. “The new

lot of student activity – individually-

useful addition.”

were tutors – me, Stephen

departments, Engineering and

MPhil programme, like all new

led research and student projects

Watson, Geoff Walsham and

Economics.”

programmes, was a bit rough

– and it required people to be

Celebrating twenty years

couldn’t offer such a course.”

www. jbs.cam.ac.uk

DEVELOPMENT OF THE PORTFOLIO Professor John Hendry Professor Geoff Meeks Dr Richard Barker

Professor John Hendry is now Deputy Dean, and Head of School of Management, at

“Collaborative, diverse, innovative, practical and high quality.” That’s

Henley Business School. In 1990, he was appointed the first Director of the Cambridge MBA.

how Dr Richard Barker describes the Cambridge MBA. But when he took

“Educationally, it was brilliant,” says Professor John Hendry, as he recalls the inaugural years of the Cambridge MBA course. “Having MBA students leave their employers and come to Cambridge for one term a year, three years running, was wonderful. This sandwich structure combined the benefits of a part-time course – where all the projects and

Henley Business School

discussions were based around the students’ current work – with the benefits of a

over as programme director in 2003 his task, along with Deputy Director Dr Simon Learmount, was to raise awareness that Cambridge had a world-class programme. “From some early market research we found that while a reputation for excellence, and impact on their subsequent career, matter greatly to prospective MBA students, we weren’t putting those messages across strongly enough” says Dr Barker.

full-time programme. Within the eight-week terms, we had time to do radical things

“By the time MBAs finish the course, most will talk effusively about the positive impact on them – their personal

like focusing on students’ personal development a long time before other business

transformation and how it has altered their perspectives and made them think and aspire differently. When they are

schools started getting interested in the ‘softer’ skills involved in business. We also

considering applying to a course, however, they will typically focus more narrowly, for example, on how it will

did group-based work, sending students out on consulting exercises to firms,

impact on their salary. So, to enhance the reputation of the MBA, we had to be relentless about letting people

which is common now but was rare then. Yes, educationally, the course was a gem;

know that this is a world-class programme, with world-class learning experiences and career outcomes.”

but practically, it was very difficult. So the structure had to change.” The MBA programme, as it started up at Cambridge, was initially designed as a

The Cambridge Leadership Seminars were created, a programme in which very high-profile speakers come to talk to the MBA students. “It sends out very positive signals when our MBAs have the opportunity to interact directly

three-year programme; students spent one term of each year at the University, and the rest of the year

with business leaders of the calibre of the CEO of Vodafone, the Chairman of Estée Lauder or the worldwide

with their employers. The course design was influenced by management guru Charles Handy, then a

Managing Director of McKinsey & Co,” says Dr Barker.

Professor at London Business School. A member of the committee set up to review the University’s Dr Jochen Runde, who

with practical experience. “And our MBA course did,” says Professor Hendry. “However, in practical

was appointed MBA

terms, the three-year course was difficult – for both students and employers to manage. We

Programme Director in September 2008: “While

recognised that. In the second year we introduced an option for students to do the course in two

many factors have

years instead and a few years after that, the one-year MBA programme.”

contributed to the success of

Professor Hendry regards the early days of the MBA as critical in setting ideals for the new Business School. “We deliberately tried some new things,” he says. “We put a strong focus on personal development, encouraging listening skills and group analysis, in order to help students grow as individuals at a time when people expected MBA courses to be largely technical. With all the strength

the subsequent careers of our high-achieving graduates so that prospective students could see our track history of helping our students into careers with great employers,” says Dr Barker. “We have also been building relationships with alumni so that if, for example, current students are interested in applying for jobs in financial

the Cambridge MBA

services, telecoms or consultancy, they can get advice from those already

programme, one of the most

successfully employed in those sectors.”

significant is Judge Business School's unique position at the heart of both a worldleading University, and one of

Since 2003, the quality of the programme has been rising. “External rankings are an imperfect measure, but they are a barometer of how we are perceived,” says Dr

the most dynamic and

Barker, “and we have entered the world’s top-ten in the Financial Times, Economist

of Cambridge behind us we almost had a duty to innovate – and certainly a duty to develop the very

entrepreneurial business

and other rankings. That’s great, but it isn’t the full picture. Likewise, while we can

best programme we could, not just to repeat what other people were doing.”

clusters in Europe. We are in

The Cambridge MFin “It’s very satisfying seeing your

And the School began to leverage its network of alumni. “We did more to publicise

provision of management education, he felt that management development should combine teaching

be proud that our average scores on the GMAT admissions test are now very much

on the Cambridge Advantage

in the premier league, these too do not tell the full story. Being here, meeting

to ensure the continued The Master of Finance, which

the City who has worked for

Meeks. “And they are giving us

former students bring back their

launched in 2008, is a post-

several investment banks, is

their support. Friends from

professional expertise to the

experience course for finance

coming back to teach on the

business have donated over

University,” says Geoff Meeks.

professionals who want to

mergers and acquisitions

£2 million to the course by way of

The Professor of Financial

progress their finance career, and

elective.”

seed-corn financing and funding

Accounting met several

enhance both core finance skills

graduates of the MPhil in Finance

and their ability to communicate

The course is part of an expansion

despite the gloomy economic

– a course he established back in

complex finance ideas. “While

of finance teaching and research

conditions that prevailed during

1990 – while helping develop a

developing the course, we asked

at Judge Business School. “We

the course’s first year, is strong

new programme two decades on.

our alumni for their advice, but we

are close to the City of London

with applicants from all the world

sometimes got more than that:

and City employers like hiring our

financial centres as well as

one of them, now a senior figure in

graduates,” says Professor

London.

Celebrating twenty years

the process of building further

growth and impact of Judge

members of the MBA class, getting a feel for who they are, experiencing the buzz,

Business School and the

diversity, collaboration, energy, ability and enthusiasm – that tells you more than

Cambridge MBA.”

anything about the quality of the Cambridge MBA.”

for teaching posts.” Demand,

www. jbs.cam.ac.uk

SETTING UP THE RESEARCH CENTRES

SETTING UP THE RESEARCH CENTRES Professor Alan Hughes Professor Stefan Scholtes

Professor Danny Ralph Director of Research

When Alan Hughes became Director of Research in 2001, one of his tasks was to help

“There are three “R’s” of research that are espoused by many –

build the young School’s research capacity. “Few of the research centres that exist today were

including the Business School’s Director, Professor Arnoud De

around then,” recalls Professor Hughes. “To help build the foundations for new ones, I felt we needed

Meyer. They are Rigour, Relevance and Revelation.

extra support to encourage individual scholarship. So I introduced a small grant scheme. The idea was that researchers could apply for seed funding to assist them in developing research proposals – for example, by hiring a PhD student to

Dr. Christos Pitelis, now director of the Centre for International Business and Management.

help get their grant application or literature review into shape, or by attending conferences or hosting seminars where they could test their ideas.” Through his subsequent work with the Cambridge-MIT Institute, he also encouraged research links between Judge Business School faculty and peers at the Massachusetts Institute of Technology. Professor Hughes, the Margaret Thatcher Professor of Enterprise Studies, also helped enable an increase in the School’s physical research capacity when he and then Director Professor Sandra Dawson co-wrote a bid to re-equip the top floor of the School. (The initial refurbishment of the building had stopped short of the sixth floor). It was successful. A grant from the Higher Education Funding Council for “The addition of the Cambridge Endowment for Research in

England transformed an old hospital ward into a new office suite. In

Finance and the Centre for

2001 it became home to two additional research centres: the

Business Research brought

Cambridge Endowment for Research in Finance (CERF), and the Centre

together in one building an increased concentration of

for Business Research (CBR), an interdisciplinary research centre

interdisciplinary business and

headed by Professor Hughes, previously housed in the Faculty of

management research.” Professor Alan Hughes

Economics. The move increased the concentration of research in the building. And it was not just quantity, but quality, that was increasing. In January 2002, “We were awarded an excellent 5 rating by the Research Assessment Exercise, which placed us amongst the best in the world,” recalls Professor Hughes. He handed the ‘Director of Research’ baton on to Stefan Scholtes in 2004, but his work in fostering research collaborations continued. In 2008, it was announced that the Centre for Business Research at Judge Business School would be co-hosting the new UK Innovation Research Centre with Imperial College Business School, to conduct interdisciplinary research on key issues in innovation.

Celebrating twenty years

“I came to Cambridge in 1991 just after the (then) Institute of Management Studies was set up. I had read with interest a newspaper article in which Stephen Watson, the founding Director, laid out his hopes and dreams for the future of the Institute. So when I saw the advert for the post of Barclays Bank Lecturer in Business Economics, it prompted me to apply quickly. The ‘Cambridge’ brand was a very attractive proposition for me as a young lecturer, especially as some of my work in economics was in what, at the time, was called ‘the Cambridge tradition’ – following in the footsteps of Keynes and others.

Rigour is often focused on assessing the store of knowledge in a particular discipline and determining how to augment it. This is evidenced in pithy, sometimes abstruse reports that are subjected to the critiques of anonymous experts and, if successful, disseminated in international journals. But many important issues that cut across business and society don’t fit neatly into a single academic area. This poses a challenge to us academics to move out of our disciplinary comfort zones into the seemingly complex, even messy world of industry, markets and social networks. Relevance also points to the same challenge. “Can you talk about your work with your in-laws?” as my colleague, previous research director Professor Stefan Scholtes would ask. Revelation – new insights generated by research – is somewhere in between. It describes the impact that your findings make on either your academic colleagues or wider society. In a School where much work takes place on an interdisciplinary basis, we take this challenge seriously. Just one example: an article forthcoming in Nature on how successful entrepreneurs deal with risk, co-authored by Judge Business School’s Dr Shai Vyakarnam who heads the Centre for Entrepreneurial Learning. A business school should be a place where hard social and economic questions are tackled to

I arrived to find that my colleagues were a fantastic group of real scholars; in their critical approach, they were focused on research not just for the sake of research, but with a strong link to the real world and with a different sort of understanding of how to manage a business. We were (and are) interested not just in standard business analysis, but the study of management with a human face, how to run profitable businesses and still consider wider societal objectives. This wasn’t standard thinking at the time, but slowly, the world started moving in our direction. And we have been proven right: a more critical perspective on how to govern the business environment could have prevented some of the excesses that led to the global financial and economic crisis of 2008-9. In all, I have been privileged to work with excellent colleagues and inspiring leaders.”

impact on both messy reality and the academic world. And they are. Looking down the list of Judge Business School research centres – which have grown significantly in the last five years – you will see that they all engage in vital questions of broad concern. For example the Centre for India & Global Business looks at issues including how multinational companies create value in emerging markets, while the Cambridge Integrated Knowledge Centre’s mission is to provide the business and technical expertise and infrastructure to enable those with exploitable concepts to achieve commercial success. The Centre for International Human Resource Management considers, amongst other things, what makes human resource management a tool for strategy, not merely operations. Fundamental research is about asking hard questions and setting out a proper framework for addressing them. At the same time, it is about engaging with and impacting on organisations and wider society. Our faculty are doing this, both through the work they publish in a variety of journals and through our research centres which encourage dialogue with partners in academia, business and government.”

www. jbs.cam.ac.uk

SUPPORT STAFF Mary Beveridge Secretary of the Judge Institute of Management Studies (now Judge Business School) 1991-2003

“Thanks to generous donations from Sir Paul Judge and Simon Sainsbury, the transformation of the former Addenbrooke’s Hospital into the Judge Institute of Management Studies was already being planned when I became Secretary, but the work took several years to complete. So to start with, we shared premises in Mill Lane with the Manufacturing Engineers. My first task was to make two rooms at the top of the Mill Lane Lecture Rooms habitable for the first MBA students. The original whitewash was still on the walls and the rooms were dingy beyond belief. There were other problems, too. MBA students consume vast amounts of coffee – but there was no water supply on the top floor. So we bribed the custodian to carry water upstairs to fill two large water dispensers… Overhead projectors We had limited amounts of equipment to start with. I would carry flipchart easels, overhead projectors and stationery from our offices to the Lecture Rooms and back again, usually on my bicycle.

“My duties as Secretary ranged from the sublime to the ridiculous, from dealing with VIP visitors to helping unload lorries delivering furniture.”

My colleague Jean Teall helped, valiantly struggling up to the Lecture Rooms laden with boxes of MBA course materials. (There was no lift.) And we were not just dealing with MBA students: there were also MPhil students as well as a growing number of PhD students. Snagging We finally moved into our spectacular new building in September 1995. Were our problems over? Just beginning! The new telephone system had not been installed (we had one telephone for the whole building), and the computer system didn’t work so there was no email communication. There was no front door bell, and no letter box. The heating system failed at the first hint of cold weather. The contractors were still at work and the sounds of their drilling, banging and singing echoed through the building. We had another, more unusual, problem in those early days: floods of unexpected visitors. The refurbishment of the Old Addenbrooke’s Hospital generated enormous interest. People poured through the front doors wanting to see what had become of the hospital where they had had their appendix or wisdom teeth removed. Many former nurses came to marvel at the transformation – as did some of the consultants. We were a huge attraction for

1991

1994

1995

1996

The first MBA students arrived in Cambridge. Frequently working late in the Mill Lane Lecture Rooms, they often got locked in by the custodian, who kept strict University hours. In the era before mobile phones, the only alternative to spending the night there was to escape by climbing out of the window.

We took a lease on offices in Miller’s Yard, just off Mill Lane, a useful extra space for our growing number of PhD students and research assistants. The restaurant below used to set its kitchen on fire quite frequently, which added to the excitement of being a student at Judge Business School in those pioneering days.

We moved into the new building – and were surprised by the huge interest in it. People poured through the front doors, wanting to see what had become of the former hospital where they had had their appendix or wisdom teeth removed or where they had trained as nurses.

8 March: The sun shone, the redcarpeted driveway was lined with school-children, and the Queen unveiled the plaque that meant that the University’s new Business School, the Judge Institute of Management Studies (as it then was), was now formally open.

anyone with an interest in architecture or photography. In due course I started what became quite a thriving business, taking guided tours around the building. The Queen, with the Duke of Edinburgh, had agreed to open the building on 8 March 1996. With that deadline to work to, the contractors got their act together, finished the work on the fourth floor and moved out. Even the mess at the front of the building suddenly and miraculously turned into a garden. On the day itself, the sun shone, the Queen unveiled the plaque, and the Judge Institute of Management Studies – the University’s new Business School – was formally opened.”

Celebrating twenty years

www. jbs.cam.ac.uk

SUPPORT STAFF Jane Milburn (now Kennerley) Head Librarian, Judge Business School December 1996 to August 2007

The whole point of a library – and the most interesting thing for me – is the interaction with users. And because library users at Judge Business School come from such different backgrounds, and end up working on such a wide range of projects, they ask some fascinating questions. In the early days, with limited resources, we often had to do a lot of legwork to find answers. Each MBA cohort always brings a huge variety of students, with vets, soldiers, and even a film director,

“Judge students ask such interesting questions. They wanted information on everything from managing prisons to the size of the market for potato compost. Fortunately, I enjoy a challenge…”

alongside the more usual bankers and consultants. One year, a former England rugby player arrived to study for the MPhil in Finance. And when the admissions criteria for the Management Studies Tripos changed, undergraduates could apply from any discipline, not just numerical ones, so we suddenly had medics and musicians alongside mathematicians and engineers. We also supported distance-learning courses in community enterprise, manufacturing leadership and prison studies, which all brought their own challenges – not least explaining why searching for prisons on one database would bring up articles about bondage! All students have to write a dissertation or project.

Senior building technician Helmut Segelcke is on the front line in looking after the Judge Business School building. “I am the first person to get called out at night if the alarm goes off, or there is a leak. There was a major power cut recently and I had to come in at 4am to re-set the power to the whole building so it would be up and running when people arrived for work.” In the early days of the building, such call-outs were frequent: “Pipes would spring a leak every Friday, and we also had problems with the fire alarm. But things are much improved now.”

SUPPORT STAFF Helmut Segelcke Jo Grantham Clare Robertson

Jo Grantham “What struck me, in my 10 years as MBA admissions secretary? The diversity of students. They had backgrounds ranging from industry to not-for-profit organisations to the Armed Forces. And their applications came from all over the world: many from China, when I started in 1999, and South America (until the Argentine currency crisis). Originally, I only saw a handful from India but over the years they increased. Sometimes the application forms made us laugh. Most applicants just included a passport-style photo of themselves. But one man sent a snap of himself standing at the top of Mount Kilimanjaro. Very impressive – except he was all muffled up, with a scarf around his nose and mouth,

Helmut’s role spans everything that keeps the building functioning smoothly, from organising the relaying of worn floors to replacing ‘artichokes’ – the distinctive wooden bobbles on top of the banisters, which have a funny habit of going missing. He takes his role seriously. “I am responsible for the consumption of power, so I have been switching over to low-energy bulbs. But I only buy the best quality. I am proud to say there are some bulbs I haven’t had to replace for years.”

dark glasses and a woolly hat on, so we couldn’t really see what he looked like at all! My other overwhelming impression of the students is what nice people they were. Current students and alumni willingly go to MBA fairs, or mentor newly arriving students, to help answer questions. And they look out for each other. One year, one student was in hospital after an accident and the rest of her class took it in turns to visit her and keep her up to date with what was going on. They are very nice people, and I’m still in touch with some of them via Facebook.” Clare Robertson “When I started working for the

These could be on any subject, from beer, to scientific

Management Studies Group in 1984 (when they were based

glassware, to churches, and be based anywhere in the

in Engineering), I was younger than the Management

world. One student was working with a potato crisp manufacturer, looking into the

“What struck me, in my 10

potential profit to be made from their waste products. Information about the

years as MBA Admissions

compost industry wasn’t easily available: we had to pull it together ourselves. Fortunately, I enjoy a challenge.

undergraduates. Now I’m old enough to be their mother! I

secretary? The diversity of

didn’t mean to stay so long, but things kept happening. The

students. They had backgrounds

group grew and gained momentum as new courses started.

ranging from industry to not-forprofit organisations to the Armed

And then we moved into this building: I saw it go from a hard-

When we started the Library, back in 1996, electronic information was just beginning

Forces. And their applications

hat area, all concrete and scaffolding, to a place that people

to take over from the printed word. It started with CD-ROMs, thousands of them,

came from all over the world...”

walk into and go ‘Wow’. It was empty at first: one day some

before web-based services took over. The Internet has meant that our users could

Jo Grantham

like rent-a-crowd to make the place look full! Now it is so full,

access the most up-to-date information from wherever they are – and I no longer had to come into work two hours early every Friday to load data onto the server.

photos were taken for a brochure, and the staff were used

“I saw it go from a hard-hat area, all

we are expanding into buildings nearby. After 25 years and

concrete and scaffolding, to a

Despite the ability to access our services remotely, we still found that students came Judge Business School Library’s mezzanine floor. This additional study space was created through the generosity of alumni.

place that people walk into

three bosses, I think I would find it hard to leave.”

and go ‘Wow’.”

to work in the Library and to use books. It seems that space is always at a premium, and in 2006, thanks to the generosity of our alumni, a mezzanine floor was added to the Library. This created a beautiful space in which future generations of users can

Clare Robertson PA to the Director

study.

Celebrating twenty years

www. jbs.cam.ac.uk

THE CONFIDENCE TO STEP INTO NEW SITUATIONS

HIGH-FLYING ALUMNI

Sarah Lovell Biometrics Enrollment Technician International Zone, Baghdad, Iraq

Vikram Banerjee Ben Barry

“My working conditions are a bit different from other people’s.

Vikram Banerjee took the undergraduate course, the Management Studies Tripos,

Whenever I leave the military base I have to wear my bullet-

at Judge Business School from 2005-2006. He is now a left-arm spin bowler for

proof vest and helmet, and I travel by either helicopter or

Gloucestershire County Cricket Club.

military convoy!” Oh, and my next contract might be in Afghanistan. So

“I arrived at Cambridge with my career path all planned. I would do a degree in

it’s not a standard, graduate entry-level job! But that’s the great thing

Economics, followed by an MBA, and then get a job as a marketing manager at

about having a Masters degree from the University of Cambridge: it gives

Procter & Gamble. I have always been interested in the ‘soft’ skills involved in

you the confidence to step into situations you might not otherwise go into.

Judge Business School’s typical alumni have found careers in many fields including: consultancy, financial services, investment banking/asset management, IT services, telecoms, non-profit/public sector, pharma/biotech, venture capital/private equity, advertising, automotive/transportation, retail/consumer goods and commercial banking. Recent recruiters include: ABN AMRO, Accenture, Amazon,

that you have to deal with poor team players and managers as well as good ones.

the US what a special programme the Technology Policy MPhil is. I did it

That experience made me realise that if I wanted a good job, I would need to acquire

because I knew I wanted to work in the developing field of biometrics. I

not only knowledge but skills in leadership, communication and team-work as well.

had done two undergraduate degrees, including one in biometrics that is

So part way through my Economics degree at Cambridge, I was delighted to

intended to train future FBI staff. But alongside my interests in science and

discover I could ‘do’ management more quickly, by taking the Management Studies

computer engineering, I also studied political science. And I did a couple

Tripos at Judge Business School in my final year.

of internships – including one in the White House, and another in the U.S.

BP, BT, Capgemini, Chatham Financial, Cisco, Citigroup, Credit Suisse First Boston, Deloitte, Dexia Bank, Ernst & Young, Fidelity Investments, GE, GlaxoSmithKline, Google, HBOS, IBM Global Business Services, Johnson & Johnson, JP Morgan, KPMG, KPN, McKinsey & Company, Mercer, Merrill Lynch, Nokia,

management skills I had been learning about came to the fore. Team-work and

Then I came to Judge Business School – and happened into a

communication are, as you can imagine, very important in what I do. As is initiative

programme full of other people just like me; engineers and scientists who

and self-reliance. With 20 players in the squad, the coach can’t work with you

were interested not only in furthering science, but also in international

individually all the time. You have to focus yourself on areas where you need

Sarah Lovell graduated from the MPhil Technology Policy programme in 2008 – and went straight to the International Zone of Baghdad to work as a Mobile Biometrics Enrollment Technician. Her job entails visiting US military bases in Iraq and providing biometrically-enabled badges to the civilian staff who work there.

relations, politics and business. It was the greatest

improvement. Being at Cambridge, and particularly at Judge Business School, also

pleasure, being around like-minded people. The

prepares you to work hard and be very organised: alongside my studies I was playing

other inspiring thing was meeting premier academics like Dr John Daugman from the Computer Laboratory. It is his algorithm for iris recognition that we use in our technology here, so it was great to meet someone who has made such a mark in this area At the moment, my job is fairly ‘hands-on’, but I hope to progress. My company is doing some exciting things in developing biometrics policy – for

Saatchi & Saatchi, Samsung,

example, working with the Iraqi government on

Sanyo, Siemens, Sony Ericsson,

setting up their own fingerprint database. This

Standard Chartered Bank, Sumitomo Mitsui Banking

involves not only developing the technology and

Corporation, Syngenta,

hardware, but also policy issues about giving people the right to access the information that is held on them. These are the kind of issues that in future, I would love to be involved in.

Celebrating twenty years

two weeks later, I was playing professionally against some of my heroes. The

found a lot of my fellow engineering students didn’t share my interests.

Royal Bank of Scotland,

months after graduating, Gloucestershire County Cricket Club gave me a trial – and

that surround the issue of gathering people’s personal information. But I

Roland Berger,

World Economic Forum.

learned were relevant skills you could use anywhere. I proved that when, only two

boosted my interest in the policy questions, ethics and privacy concerns

Oxfam, Phillips, PRTM,

Terra Firma and

What I found most exciting and enjoyable about that year was that all the skills I

Defense Department’s Biometrics Management Office – that really

A.T. Kearney, Barclays, BCG, Black Rock, BNP Paribas, Bosch,

management. As a teenager I was constantly in a team environment where I learned

I have gone out of my way to tell my friends and Professors back home in

Ben Barry is not your average PhD student. And that’s exactly why he’s at Judge Business School. “I like the School’s innovative approach to research,” says Barry, who combines studying for a PhD with running a successful model agency in his native Canada. “When I completed my MPhil, I discovered that Judge Business School allows students to pursue original and creative research topics that combine academic disciplines and global perspectives. They have supported my application of women’s studies and feminist theory into business research in marketing and consumer behaviour.” For his PhD Barry is surveying 6,000 women in developed (UK, US and Canada) and developing countries (India, China and Brazil) to find out how seeing ‘real’ women in adverts – as opposed to ‘size zero’ models – affects

women’s attitude to a brand and their purchase intentions. “Taking women’s studies as part of my undergraduate degree, I read that consumer attitudes were shifting and women wanted to see models that looked like them,” says Barry, who has just spent a term as a visiting PhD at Harvard Business School. “But there was no empirical evidence to support this claim. The fashion and cosmetics industries kept saying, ‘We hear consumers are changing, but there is no research to show whether they will switch their purchase intentions if they see a model that reflects their size, age, and ethnicity rather than the current beauty ideal’. So I am doing that research to examine when, how, and why ‘real’ models might work in fashion and beauty advertising.” The research is supported by the Ogilvy Foundation, and has already won him an award from the Canadian Governor General.

cricket and enjoying a social life and going without sleep to fit it all in. By the end of term I was exhausted, but now I am used to working harder and longer hours than some of my colleagues. I think I epitomise what I say to students at the ‘Mind the Gap’ events that I run with two of my former peers from Cambridge. Together we set up The Frontier Group to run these workshops at Cambridge and the University of East Anglia where we try to bridge the gap between the skills students have and the skills that recruiters are looking for. We emphasise that no matter what your career or workplace, there are skills you need to possess. Too many people put ‘team-working’ on their CVs, without really appreciating what it means.”

www. jbs.cam.ac.uk

SCIENCE AND ENTREPRENEURSHIP Dr Tash Prior Registrar in Paediatric Cardio-Thoracic Surgery Alder Hey Children’s NHS Foundation Trust

“I want to give my patients today the best care possible, but I also think about the patients I’ll be treating in future. Turning today’s science into new therapies that can help them requires research; research needs

“Why does a doctor, currently training in children’s heart and lung surgery, need an MBA degree? Because I want to pursue a dual career as both a surgeon and a research scientist.”

money; and in this country there has been a reduction in public sector funding for basic science labs. So it’s increasingly important for people like me to know how to work with the private sector, as that is where we will have to go for funding. That’s why I did an MBA at Judge Business School. I chose Judge Business School because its MBA course is so much more innovative and dynamic than others on offer, and it was much more about scientific entrepreneurship, which is what I am interested in. It also offered links to the local science parks, which are much more developed than they are elsewhere and house many very dynamic, cutting-edge biotech firms.

I came to Cambridge straight from doing my PhD. During it, I had been “The Cambridge MBA has made a significant and lasting

involved in a collaboration between a research lab and a Japanese

impact on my career – it was

pharmaceutical firm developing a new drug for transplant patients.

without doubt one of the best

When I had to present my research to some of the firm’s top executives I

career decisions I have made to date. The breadth of skills

realised that if I was going to pursue this career in future, I would have to

I developed was the key to

learn how to deal with the business world to help me raise the funding

securing my job at Google.” James Sanders

more effectively to push biomedical research through the development

Google

phase.

Cambridge MBA 2006

Two years on, I already combine surgery and research. At the moment I 1999

2003

2005

2009

ENCOURAGING ENTREPRENEURSHIP AT CAMBRIDGE The Centre for Entrepreneurial Learning (CfEL), based at Judge Business School, aims to spread the spirit of enterprise to international audiences through educational activities that build entrepreneurship skills. The Centre collaborates with over 300 experienced entrepreneurs to deliver relevant and practical training.

Over 10,000 people have benefited from CfEL programmes leading to the creation of more than 100 business ventures.

Celebrating twenty years

The Cambridge Entrepreneurship Centre is established at Cambridge. In 2003 it divides into two separate organisations – Cambridge Enterprise Ltd, which advises on commercialising University inventions, and CfEL, which delivers entrepreneurship education and training.

“I received wholehearted

spend most of my time in the operating theatre and Intensive Care Unit.

support from the Careers

My patients range from babies born with major heart defects to

team,who helped me to Believing that entrepreneurs are the best people to teach entrepreneurship, CfEL appoints its first two Visiting Entrepreneurs – Karan (now Lord) Bilimoria, founder of Cobra Beer; and serial entrepreneur Hermann Hauser, founder of Acorn Computer Group and Amadeus Capital Partners.

CfEL takes over the reigns of Enterprisers, a 4-day residential programme first developed by the Cambridge-MIT Institute aimed at developing entrepreneurial skills and confidence amongst delegates. In 2007, CfEL develops a corporate version – Intraprisers – for businesses that want to encourage employee entrepreneurship. The first client is Microsoft.

Winter: CfEL launches, with Professional Studies at the University’s Institute of Continuing Education, an Advanced Diploma in Entrepreneurship. Summer: CfEL runs its 12th Ignite programme (formerly the Summer School) for innovators who want to prepare business ideas for a commercial environment. The programme has already led to the establishment of over 70 businesses.

make the right choice of

teenagers with abnormal coronary arteries. But I also work part-time as

company, translate my skills

an honorary research fellow at Liverpool University. There I am involved

and experiences to the business world, and prepare

in a clinical project, researching whether we can use a new type of heart

for the interview process.

valve for some inherited heart conditions, instead of a valve from a

Eventually I ended up with my dream job – associate

human donor. We need to test if this is feasible, and what the results of

at McKinsey’s London

using these valves will be 10 years down the line.

office.” Dmitry Podpolny McKinsey, MBA 2007

I think the major thing that I will get out of my MBA is either that it will help me secure commercial funding for such a research project, or an entrepreneurial role in developing new medical devices with a company.”

www. jbs.cam.ac.uk

THE UNIVERSITY OF CAMBRIDGE – THE VIEW OF THE VICE-CHANCELLORS Professor Sir David Williams Lord Alec Broers

In the early 1990s, with Britain heading into recession, the mood

As Judge Business School settled into its new

nationally was gloomy. Except in Cambridge, recalls its then Vice-Chancellor,

home, helped by significant University support as

Professor Sir David Williams. “It was a very imaginative place at the time.

well as generous external sponsorship, Lord

There was a mood of great enthusiasm across the University, stimulated by the

Broers took over as Vice-Chancellor and kept a

setting-up of the Cambridge Foundation charity in 1989. That was crucial in

keen eye on developments. He recalls, “Good

Business School entrepreneurship

generating a new approach to fund-raising and it quickly bore fruit in all sorts of

management is vital for every industry. So I was

lectures started, that they were

ways. So when people wanted to move forward with the new Business School, it

pleased, when the first Judge Business School

the people in the room were

was one of many exciting developments.”

entrepreneurship lectures started, that they were

from arts and humanities.”

“Good management is vital for every industry. So I was pleased, when the first Judge

Swansea University

packed out – and more than half

packed out – and more than half the people in the

Much of the groundwork for the new School had

room were from arts and humanities.”

already been laid. As Lord Broers, Sir David’s

Lord Broers Vice-Chancellor, 1996-2003.

successor as Vice-Chancellor, points out: “The

He had formerly worked in industry, and in

Business School was not only the

Engineering Department had been teaching

Cambridge’s Engineering Department where he

atmosphere of innovation in

management for several decades very successfully.

was a pioneer in the field of nanotechnology. So he

So the establishment of a separate Institute of

was, and is, understandably passionate about the need for good management in

taken place over the years were

Management Studies – now Judge Business

high-tech industries and the role for business schools.

now all coming together.”

School – was a natural evolution.”

Professor Sir David Williams

But in addition, says Sir David, “Many individual

“The context for the birth of Judge

Cambridge, but the sense that a number of developments that had

Vice-Chancellor, 1989-1996

“I believe in the application of science for the benefit of mankind. That starts, of course, with the activities of scientists and engineers but you have to manage those

Dons contributed to the ‘Cambridge Phenomenon’, the transformation of Cambridge from the 1960s onwards into a

activities – and successfully managing technological research and development “On the day in March 1996 when the Queen opened the

requires a special kind of knowledge. That’s why I am pleased to see that the current

home for scientific and high-tech businesses, and it helped create the right

Judge Institute, the new Law

Director of Judge Business School, Arnoud De Meyer, is an expert in technology

atmosphere for the development of a Business School. So the context for its

Faculty building and two other

management, because that is something we really need in the UK.”

new buildings in Cambridge, you

birth was not only the atmosphere of innovation, but the sense that many

really felt this was a University

developments that had taken place over the years were now coming together.”

which had very considerable ideas about the future.”

pre-eminent in teaching managers how to run technology-based businesses. Business schools, like Judge Business School, can do this when often companies

He adds, “On the day in March 1996 when the Queen opened the Judge Institute, the new Law Faculty building and two other new buildings in

He adds, “I spent 20 years at IBM in the US; there, it was recognised that MIT was

Professor Sir David Williams

themselves can’t. Part of what has gone wrong recently is that firms have let their

Vice-Chancellor, 1989-1996

Celebrating twenty years

Cambridge, you really felt this was a University which had very considerable ideas

executives think too much of themselves and not enough of their corporate

about the future.”

responsibility.”

www. jbs.cam.ac.uk

OUR GENEROUS SPONSORS Sir Paul Judge The Monument Trust

Peter and Paula Beckwith The Sinyi Foundation

Dr and Mrs Gillings The Margaret Thatcher Foundation

KPMG/Peat Marwick Diageo/Guinness

The Government of India BP plc/The BP Foundation

William and Wesley Janeway Arcadia Trust

The Cultural and Arts Management Trust The Eranda Foundation

The late Gianni and Joan Montezemolo

The continuing development and future success of the University of Cambridge relies

Arcadia Trust In 2008 a grant from the Arcadia Trust funded the Directorship of the

largely on the support it receives in the form of donations from individuals, corporations,

Cambridge Conservation Initiative (CCI) at Judge Business School.

charitable trusts and foundations. Judge Business School is a perfect example of how the generosity

The Cultural and Arts Management Trust In 2007 the Cultural and Arts

of supporters of the University, both large and small, has enabled a department to reach and maintain its

Management Trust made a benefaction to support a combination of curriculum

position at the forefront of research and education. The School is tremendously grateful for the gifts from everyone who has contributed so generously. Major

development, staff and student scholarships devoted to the Arts & Cultural William Janeway

benefactors to the School include:

Management elective within the MBA programme. The Eranda Foundation In 2007 a gift from the Eranda Foundation funded the establishment of the Sir Evelyn de Rothschild Professorship in Finance.

Sir Paul Judge and Lady Judge A benefaction in 1990 facilitated the redevelopment of the Old Addenbrooke’s Hospital site in the centre of Cambridge for the School which bears Sir Paul Judge’s name.

The late Gianni and Joan Montezemolo In 2002 the late Gianni Montezemolo

The Monument Trust A donation from Mr Simon Sainsbury in 1991 also helped to fund the development

made a donation to endow Judge Business School’s Visiting Professorship in

of the new building.

Marketing Strategy and Innovation.

Peter and Paula Beckwith In 1991, a donation from Peter and Paula Beckwith to the University of

Judge Business School has benefited from the generosity of many others,

Cambridge, led to the establishment of the Beckwith Professorship of Management Studies.

including: Robert Monks and friends, Richard King, Guy Whittaker and the Manoukian Charitable Foundation.

The Sinyi Foundation In 1996, The Sinyi Foundation made a donation to endow the Sinyi Professorship of Chinese Management.

Future Benefactions Many gift opportunities exist, from a single major

Dr and Mrs Dennis Gilling Dr and Mrs Gillings made a donation in 1997 to endow the Dennis Gillings

benefaction to endow elements of the School’s work in perpetuity, to more modest,

Professorship of Health Management.

though equally important, support for other projects. Further information about the Baroness Thatcher and The Margaret Thatcher Foundation The Margaret Thatcher Professorship of

University's development plans and the 800th Anniversary Campaign may be

Enterprise Studies was endowed in 1997, following a gift from The Margaret Thatcher Foundation.

viewed at: www.foundation.cam.ac.uk/800-home.php

KPMG/Peat Marwick In 1986 Peat Marwick established a fund to create what is now known as the

General information about making donations to the University may be found at

KPMG Professorship of Management Studies.

www.foundation.cam.ac.uk.

Diageo/Guinness In 1990, Guinness plc funded the establishment of the Guinness Professorship of Management Studies, now known as the Diageo Professorship of Management Studies. The Government of India In 2008 a benefaction from the Government of India funded the Jawaharlal Nehru Professorship of Indian Business and Enterprise at Cambridge University, based at Judge Business School’s Centre for India & Global Business. BP plc/The BP Foundation In 2008 BP made a benefaction to establish the Cambridge Centre for Energy Studies at Judge Business School. The Centre for India & Global Business was also established in this year, with financial support from The BP Foundation. William and Wesley Janeway In 2001 William and Wesley Janeway made a benefaction to the University of Cambridge to stimulate research in finance from which Judge Business School, among other departments in the University, benefits tremendously. Their generosity established the Cambridge Endowment for Research in Finance (CERF) which has since given rise to the Centre for Financial Analysis and Policy (CFAP) at Judge Business School.

Celebrating twenty years

Baroness Thatcher

“The late Gianni Montezemolo had enormous foresight when he endowed our visiting professorship in Marketing Strategy and Innovation,” says Professor Dame Sandra Dawson. “He understood that we could not always recruit the very best known faculty to Cambridge, but that if the leaders in business education could come to Cambridge as visiting faculty, then their very experience of Judge Business School coupled with coincident admission as a visiting fellow at Sidney Sussex College, would mean they returned to their schools in North America, Asia or continental Europe fully converted ambassadors for our great business school at the heart of Cambridge.”

www. jbs.cam.ac.uk

‘GOING FROM STRENGTH TO STRENGTH’ Professor Robert Mair Chairman of the Faculty Board of Business and Management

“The School is going from strength to strength, among other things developing new international links and considerably enhancing its executive education programme.”

“When I was an undergraduate at Cambridge in the late 1960s, management teaching took place in the Engineering Department. After a PhD and 25 years in industry I came back to take up a Professorship of Engineering, by which time Cambridge had a fully-fledged Business School. Since 2002 I have been closely involved with it as Chairman of the Faculty Board for Business and Management. The Faculty Board oversees the School and manages change, so it fell to me to lead the process of finding a successor to Sandra Dawson as she was coming to the end of her 10 year tenure as Director. This led to a major international search process and McKinsey and Company were commissioned to formulate a strategic plan to take the School forward. We cast the net widely, and were very fortunate in recruiting Arnoud De Meyer from INSEAD to take on the challenges involved in taking the School into the next phase. Under his leadership the School is going from strength to strength, among other things developing new international links and considerably enhancing its executive education programme. Many new initiatives are coming on stream, like the new Master of Finance programme – and the Executive MBA which has had to stand up to a lot of Faculty Board scrutiny. Understandably, members of the Faculty Board wanted to be absolutely satisfied that this part-time course could offer the same academic depth and rigour as its full-time equivalent before giving approval for it to go ahead. Another change is the way the School has become more closely integrated with the University as a whole. Interdisciplinary work has always been encouraged in Cambridge but the links between the School and different departments have become much stronger. A number of programmes involve lecturers from across the University, “It is very good to see the

with experience in a wide variety of fields, alongside Business School faculty. And the

School starting its Executive MBA programme. We’ve often

School hosts several collaborative research groups; the ESRC Electricity Policy

said ‘This is a great business

Research Group, for example, is a joint initiative with the Faculty of Economics, while

school doing great stuff, but for a

the Cambridge Centre for Energy Studies involves colleagues of mine from

lot of people, a full-time MBA programme is too much.' This

Engineering. These links increasingly put the Business School at the heart of the

part-time course is exactly what

University’s teaching and research.

industry needs, which is why some of our employees will choose to do it.” Jeff Patmore BT Innovate

The School still has challenges ahead, including attracting more faculty and increasing the numbers of students and industry high-flyers who can come here to gain insights from the School’s cutting-edge research. Its future is exciting.”

Celebrating twenty years

www. jbs.cam.ac.uk

THE PROCESS OF CHANGE Lord Browne of Madingley Chairman of the Advisory Board, Judge Business School

“I had been a member of the Advisory Board for a couple of years when Sir Paul Judge asked me to become its Chairman. At the time, in autumn 2002, it was clear that we needed to take a look at how the School had developed so far, and what it needed to do next. What was its future as it transformed from an Institute of Management to a Business School? And how were we going to move forward to this next chapter?

When she came to the end of her tenure as Director, Sandra Dawson left behind her a great platform for her successor, Arnoud De Meyer, to build on. He is doing so tremendously and has continued the process of change. We are seeing higher ratings in the FT rankings; the School is succeeding both in expanding its MBA programme and increasing the GMAT score of its MBA students; and its faculty have achieved one of

I suggested recruiting a much larger Advisory Board

the highest ratings for research in the Research

than previously because we needed different people to

Assessment Exercise standings. Success is difficult to

do different things: to advise us on strategy, advise us

judge in a short space of time, and we will really only be

on marketing the Judge Business School brand, and

able to measure it in a generation or so, but all the

to help us fundraise. I invited a lot of people from

indicators are going in the right direction.

industry to join, and they were kind enough to say yes. Since then, there has been a broad network of people helping, advising and coaching the School.

Challenges Yes, there are challenges ahead, but business schools will always face challenges. For example, they are all being challenged now to come up

Strategy I also decided, with the School’s then

with answers as to what went wrong with business

Director Sandra Dawson, that we needed a new

models and practices in the early years of the 21st

strategic plan. So I commissioned a review of the

century. I can recall, during my 40 year career with BP,

School and the way forward by McKinsey & Company,

many prior occasions on which business schools were

and a review of its brand and marketing by Ogilvy &

challenged to provide such answers. This time round,

Mather. That’s where we and Sandra Dawson came up

the questions are about what went wrong within the

with our strategy, to be ‘a great business school at the

regulation and supervision of the financial services

heart of Cambridge’, emphasising the fact that the

industry; a few years ago, after the 2002 collapse of

School is a key part of the Cambridge mission of

Enron, they were about business ethics; and there are

discovering new ideas. I have served on the Boards of

still the big questions of climate change and energy.

degree course because at the height of the dotcom

mechanical, instrumental side of business but the fact

other business schools, including being a former Chair

But a business school with access to broad thinkers

boom, they could get their dotcom companies

that managers also have to manage human behaviour,

of the Advisory Council of Stanford Graduate School of

like Cambridge – a University where people are well

financed on the basis of their business plan alone.

which so often can be irrational. The School has a very

Business (where I had done my own business degree).

able to take a broad view of the world – will be able to

Then the bubble burst and the nature of employment

sensitive understanding of what people want when

That is an example of a business school that is very

handle these questions very well.

changed, and it is doing so again now. So business

they come to study business, and is also building

schools have to be both flexible enough to address

bridges with some great people in industry. I know it

this, and yet to have deep enduring values – as this

will have a great future.”

firmly integrated within its University, and that is our vision: a business school at a great university has to be inside it, not outside. So we need to promote the message that Judge Business School is at the heart of 30

Cambridge, not just physically but spiritually, as it were.

“The ambition at Judge Business School must be, as it is in every department of the University of Cambridge, to be rated the best in the world. That means having the best people, the best faculty, and the best physical facilities.”

Celebrating twenty years

Similarly, business schools have to be flexible enough to cope with the changing nature of the employment market. When I chaired the Advisory Council at Stanford, students would leave half way through their

School does, being at the heart of an 800-year-old University. Moreover, it doesn’t just teach the rational, www. jbs.cam.ac.uk

LINKS TO INDUSTRY

Professor Stefan Scholtes Jeff Patmore Head of Strategic University Research, BT Innovate

Dr Lawrence S. Abeln Director, Cambridge Executive Education Judge Business School

What do the Cambridge University Boat Club, the British Antarctic Survey and the University’s

private sector organisations. Many participants come to Cambridge for a

Fitzwilliam Museum have to offer to the professionals who take courses at Judge Business

residential experience, so it is good for us to be able to enhance that with input

School? “More than you might think,” says Dr Larry Abeln, Head of Executive Education. “Their involvement

from other University departments. And such experiences certainly help leaders –

offers participants a chance to experience other parts of Cambridge in addition to the Business School. And

and potential leaders – develop their creative energy.”

putting people in such different settings helps stimulate them to think outside the box.”

Among the executive education courses at Judge Business School

The School delivers over 20 open courses on management topics ranging from leadership to finance, and almost

are programmes on Health Management – a fitting topic in a building that

40 custom programmes from operations to change management to managing innovation. These courses often

used to be a hospital. Professor Stefan Scholtes has helped develop one, typically interdisciplinary,

cross disciplines. “As a business school at the heart of Cambridge, our competitive advantage is the way we can

programme for senior health leaders and hospital managers in conjunction with Cambridge University Hospitals

leverage the University’s strengths to design and deliver content from the three pillars of Management, Science

NHS Foundation Trust.

and Engineering,” says Dr Abeln. “Although management is the foundation and Judge

He explains: “The programme is led by both senior

Business School faculty are integral to the delivery, many of our courses are cross-

health sector managers, who have an in-depth

disciplinary in nature and bring in other elements of the University.”

understanding of the needs of health

“We see a lot of demand for this integration of disciplines from industry and design

organisations, and faculty from the Business

programmes aligned to a diversity of learning outcomes. And, in this way, we can be

School. The faculty may have an expertise in, for

distinctive from stand-alone business schools and work collaboratively with other

example, the auto industry rather than health

University academic departments.” The School works, for example, with

management, but the course is about strategy,

Addenbrooke’s Hospital (part of Cambridge University Hospitals NHS Foundation Trust) to deliver a programme for health leaders and hospital managers; and with the Masters of colleges, among others, to deliver the Cambridge Leaders Programme. But sometimes the links are more unusual. Participants in one custom programme found themselves among Egyptian Mummies and Chinese vases at the University’s Fitzwilliam Museum, being challenged to think creatively about tackling an assigned task. “We have also taken some participants to the British Antarctic Survey,” says Dr Abeln. “One group had the opportunity to experience what being in the Antarctic is like and learn about aerogravity, scientific diving and remote sensing. Such exercises bring in expertise from other parts of Cambridge and give our course participants the experience of working in a very different environment.” The School has even linked up with Cambridge University Boat Club. Club members not only row for Cambridge in the annual race against Oxford, but often compete successfully for places in national teams for the Olympic Games and the World Championships. So they know all about high-level performance. “We ran a custom programme for one FTSE250 organisation,” says Dr Abeln, “where we engaged the Cambridge Boat Club to help us create exercises around topics very familiar to them: working under pressure, negotiating in a high pressure environment, and creating a high-performance team. We integrated those practical exercises into the programme and participants had the opportunity to meet some of the rowers and coach from the Club. It helped enlarge the Cambridge Experience for them.”

When Jeff Patmore became Head of Strategic University Research at BT Innovate in 2003, BT’s relationship with Cambridge was largely in technology-based research. “But it was obvious to me that BT needed more than conventional research,” he says. “We needed to conduct research that was more closely informed by the needs of business.” And so he came to Judge Business School. “In the past the people producing BT’s technological research were excellent scientists and researchers,” he explains, “but they were not experienced in running a business, so sometimes they produced research the rest of the Group didn’t regard as relevant. I felt they needed more understanding of what drives firms. Judge Business School’s faculty with whom we first worked, in what is now the Centre for Process Excellence and Innovation, helped us address

some of these issues. They provided executive education programmes on, for example, Managing Businesses Strategically – understanding what kinds of things drive business. Business is about satisfying shareholders, cutting costs, and revenue growth; if you can do that through introducing more innovative ways of doing things then it is a win-win situation. Doing innovative things that don’t cut costs or grow revenue is not sustainable.” “Initially, these programmes lasted 4-5 days. My feedback was, ‘These courses are great – but require too much time out of the office for anyone other than junior managers’. The Business School took this on board when they revamped the portfolio: now Judge Business School courses deliver the same content, but much more intensively.”

marketing and leadership – and that is something they know all about, and will talk about passionately.” “When we bring them in to talk about how businesses clarify and define their strategy, they may give examples from businesses like easyJet or Wal-Mart. But then when they ask participants, ‘Can you formulate your own hospital’s strategy in 50 words or less? And if you can’t, how are you going to communicate it?’, that really opens up the discussion. Then senior health managers from Cambridge University Hospitals come to talk through case studies from their experience and together, they explore with participants how such issues relate to hospital management day-to-day. I don’t know of another course that offers this 50/50 partnership between a business school and a hospital. And the feedback we have had suggests that it is very valuable.”

Giving participants a broader flavour of what it is like to be at Cambridge is popular, both with British participants and the growing number from abroad. Dr Abeln explains: “Currently about half our clients in customised programmes come from outside the UK. We also increasingly work with public sector clients together with many

Celebrating twenty years

www. jbs.cam.ac.uk

ALUMNI COMMUNITY Jeremy Marchant MBA 2002 Chair, Judge Business School Alumni Association – 2006 to present

“Our alumni are vibrant and active contributors to the continuing growth

financially support activities through sponsorship or donor contributions. And so our

and development of the School – a truly international resource helping

ability to raise the School’s profile on the world stage increases.”

support and maintain Judge Business School in its objective to be a top global

The Alumni Advisory Council is a body to represent the alumni community as a whole

business school. So I am pleased that the Alumni Advisory Council has become re-

and this includes MBA, MFin, MPhil, PhD, Diploma and MST programmes. The

energised and has been playing a more active role over the last couple of years.”

community – including representation at Advisory Council level – also welcomes

So says Jeremy Marchant, Financial Controller, Barclays Commercial Bank, who was

University of Cambridge members with an interest in business and management.

elected to the Alumni Advisory Council after graduating from the MBA programme in

Currently consisting of around 12 graduate members, faculty, staff and current

2003. First involved in organising alumni events, he stepped up to take the Advisory

student representatives, new members are elected each December and serve a three

Council Chairman’s role in December 2006. Since then, the Advisory Council has been

year term.

working in close partnership with the School to further develop activities for Judge

Jeremy Marchant comments: “The Council acts in an advisory capacity on alumni

Business School’s global alumni community – as well as encouraging the alumni

strategy, providing input from alumni in the work place as well as information about

community to do more for the School.

alumni perceptions of the School. The Council also helps the School deliver the

“Council activities have become increasingly more effective in raising the profile of

Sincere thanks to former and current graduate members of Judge Business School’s Alumni Advisory Council who have helped steer alumni relations activity over the past twenty years. Members include:

alumni as a group of people who can add significant value,” says Marchant. “The School recognises the importance and dynamism of the graduate network and has, I

further understand how communication can enhance network connectivity and develop more in-depth business networking opportunities, the future for our exclusive community is exciting.” “Engaging with the business world remains at the heart of relevant and timely opportunities and a true highlight of the current alumni schedule is the ‘Alumni Prominent Speaker Series’ which has been successfully running in London over the last couple of years. With leading figures representing business, industry and “A business school’s

government addressing our network, not only do we get to hear their insights and

impact also comes out of

understand a little more of their path to success, but we do in turn raise the profile of

its network of alumni and we want to have a rich network of alumni in business

Judge Business School and its alumni community - a valuable proposition for current and future opportunities.”

and government, making a difference in society.”

Jeremy continues: “By raising the profile of the School, through leveraging new or existing opportunities, it reflects well on us, its alumni. As the years go by more alumni

Arnoud De Meyer Director, Judge Business School

are reaching senior positions in their field and so we create a virtuous circle. Individuals may be in a position to facilitate notable speakers (perhaps even themselves!), offer employment opportunities in their organisation, support student project work or

Celebrating twenty years

events, being ambassadors for current initiatives and encouraging participation in activities. And as our alumni are global, so are alumni events and activities: we have

am pleased to say, invested significantly over the last couple of years. This investment continues and with our ongoing strategic aims to internationalise community activities,

alumni strategy, and helps with everything from setting up

• • • • • • • • • • • • • • • • • • • • • • • • • • •

Anna Beaton (MPhil Management Studies 2004) Martin Callaghan (MA 1975) Martin Carroll (PhD1989) Ciarán Coyle (MBA 1998) Jenny Dean (MBA 2007) Matt Dobson (MBA 2004) Rob Douglas (MA 1967) Virginia Graham (MBA 1998) Hanadi Jabado (MBA 1995) Shelley Gregory-Jones (MBA 2006) Haroon Khan (MBA 1999) Jeremy Marchant (MBA 2002) Rachel Massey (MBA 1999) Arthur Meadows (MBA 2000) Mat Mildenhall (MBA 1997) Jared Moon (MBA 2005) Clare Morris (MBA 2002) Jasper Nelissen (MBA 2005) Milly Perez-Novoa (MBA 2001) Graham Oates (MA 1969) Henning Ringholz (MPhil Technology Policy 2005) Nik Rouda (MBA 2005) Christopher Smith (MBA 1995) Natalia Spalding (MPhil Management Studies 2000) Tracey Stephens Brown (MBA 1999) John Tidmarsh (MBA 2002) Alistair Tomson (MA 1993)

alumni ‘hubs’ in key cities like Melbourne, London, New

Thanks also to the many alumni across the world, who freely give their time, expertise and support to a wide range of programme and alumni development initiatives – truly the heartbeat of a dynamic global community.

www.alumni.jbs.cam.ac.uk

York, Hong Kong and Tokyo.” He adds: “Growing the alumni network adds great value to both the School and the alumni themselves. For those involved in alumni activities, their own careers blossom by exposure to senior business leaders and the wider Cambridge University alumni who work in business and management. A successful alumni network is a key driver in both the success of the school and the careers of its graduates!” Judge Business School has over 4,000 alumni members in more than 85 countries worldwide. The community is supported through a range of communications including Network Magazine and the alumni community website –

www. jbs.cam.ac.uk

INTO THE 21ST CENTURY Professor Arnoud De Meyer Director, Judge Business School

“When I was first approached about becoming Director of Judge Business School, I was immediately intrigued by the brand ‘University of Cambridge’. Where INSEAD, where I had spent 23 happy years of my professional life, is a stand-alone business school, Judge Business School is part of one of the top universities in the world. I immediately saw an exciting potential. Then, when I came to visit Cambridge, I was impressed by three things: the Vice-Chancellor’s vision for the School within the University; the entrepreneurial atmosphere of the School itself; and the intellectual culture of the city where, thanks to college life, people have such interesting and wide-ranging conversations with each other. (On a recent night at High Table, for example, the talk ranged from a high-level discussion of the latest business research, via organ music, to the use of spoken Latin in Roman Germany in the 3rd century!) These things helped clinch it for me. I particularly liked the way this School has such a strong entrepreneurial attitude. It is still young and though it has achieved much in the last 20 years, there is still a lot of work to do. And people are willing to

“It is our ambition to be a great business school at the heart of Cambridge, advancing knowledge and leadership through people who will leave a mark on the world.”

take risks to do that. Academics are notorious for not being risk-takers – it’s why we choose jobs in academia! Yet here there is a real willingness to be academic entrepreneurs and do things like starting up new programmes, finding new, creative ways of teaching, and engaging with our entrepreneurs around the city, through our Centre for Entrepreneurial Learning. Being at the heart of the city and University of Cambridge both makes us different, and defines our strategy. We have good links with the companies in Silicon Fen and with our fellow University departments, though we need to develop them even further. This is particularly strongly reflected in our research. Much of our work on innovation is done with colleagues in Engineering and the School of the Physical Sciences; on finance with the Mathematics Faculty; the Economics Department and Land Economy; in health management we work with Addenbrooke’s Hospital, and in energy with Economics, and so on. 2006

2008

2009

Following an extensive international search and selection process, Professor Arnoud De Meyer is appointed as the new Director of Judge Business School. He succeeds Professor Dame Sandra Dawson, who had led the School since 1995.

The specialist, postexperience Master of Finance degree course, launched after consultation with financial services firms, runs for the first time. Professor De Meyer says: “This is a major development for the School and is part of our strategic plan to establish the School as a global centre of excellence in the field of business finance.”

The School announces the launch of its Cambridge Executive MBA programme. Describing it as “an exciting addition to the School’s expanding degree portfolio,” Professor De Meyer says: “It is also a fitting contribution to the University as it celebrates its past and looks forward to many more years of educating leaders.”

Because this is a School where people are used to crossing traditional subject boundaries, it has the advantage of being a place where people from different strands of professional life can come together and feel comfortable doing so – where policy makers, business executives and staff of non-governmental organisations, for example, can attend seminars and programmes and engage in debate. This is something not all business schools offer. When the University set up the Cambridge Conservation Initiative (a collaborative partnership of conservation organisations), it was natural to say that the Business School should host this initiative because it is the place where we can best see what the interactions are between business and the environment. Similarly, some of the projects in the School’s Centre for Energy Studies may have little to do with actual management. Yet the School still welcomes representatives from governments, energy firms, environmental protection agencies etc to come here and explore key issues together.

Celebrating twenty years

www. jbs.cam.ac.uk

INTO THE FUTURE www.jbs.cam.ac.uk

There is a very strong relationship between Judge Business School and

In engaging with our partners, we want to act as a resource

the University of Cambridge: it supports us in wanting to achieve our plans – to

and support through the work we do – for example, through

be a great business school – and by the same token, we have a role to play in the

collaborative research with industry, executive education programmes

development of Cambridge, since a top university needs a top business school.

and the projects students carry out for firms. Closer engagement with

Our ambitions include investing heavily in the quality of our research. We want to add

our partners does not mean that we will always be uncritical,

to our existing world-class faculty over the next few years by recruiting more people

particularly in the wake of the recent financial crises. The role of

with the interest and capacity to carry out research at a global level, coming up with

business schools is to be critical to business when it goes wrong.

the newest insights and research-based concepts that can really help our partners in industry and government. While the market for such researchers is very competitive, we can offer a great working environment, a collegiate institute offering opportunities for interdisciplinary research, a very high appreciation of

“All business schools can offer teaching in finance or accounting; not all can bring in valuable additional perspectives from those in related areas like engineering, philosophy, health management or development economics.” 38

Celebrating twenty years

their research work – and Cambridge. We need this critical mass of faculty because the School is still comparatively small, and to be a top business school we need to grow – but in such a way that our growth, in both student and faculty numbers, is controlled and does not compromise on quality. That includes our international reach: we are developing a strategy about where our priorities lie in the world, so we can choose carefully from the research and partnership opportunities available. A business school’s impact also comes out of its network of alumni and we want to have a rich network of alumni in business and government, making a difference in society. Finding the best jobs for our students is a subject close to my heart. We already have an excellent careers management service, but we strive to improve it further. And in particular, we want closer engagement with our professional partners. The change of name in 2005 from Judge Institute of Management Studies to Judge Business School is an indicator that we don’t want to be a sideline observer but a true partner in solving management challenges with business, not-for-profit institutions and government.

We are a research-driven business school and that is inevitably a money-losing proposition! Companies that carry out research and development recoup the costs of their investments when they sell the resulting products. We do the opposite: we conduct a lot of research, but make it freely available to everyone. That is why, as we look forward to the next twenty years, I am looking for commitments from business and from our alumni to help fund our work. As the School grows and develops it requires more money for physical assets, like our buildings. But my top priority is to raise funding so that we can expand our research capacity. In particular we need more funding to help us attract and incentivise world-class faculty interested in carrying out research that is rigorous, relevant and revealing and that will have real impact. Such funds can be applied in a variety of ways. Investing in a Chair is an investment in research, as professors lead research groups; investing in scholarships for PhD students is also an investment in our research capacity. I hope some of our alumni will take on responsibility for student scholarships. MBA graduates, for example, who feel that the programme has helped them become successful professionals, may want to help others become successful in turn by funding MBA scholarships. We are always happy to talk to interested potential donors who want to be associated with Judge Business School about the way in which they would most prefer to contribute to our work.

However, I also believe that business schools have a role to play in explaining to society the value of business in creating wealth for the world. There are three areas where, in particular, we are seeking closer engagement. We want to work more closely with business, particularly expanding the amount of research contracts we undertake. We are not consultants, going in to tackle a short-term problem; we are interested in research work undertaken with industry with the mutual, long-term goal of really changing business insights through the analysis and the different perspectives we can offer. Similarly, in the area of executive education we have particular strengths in leadership development because of the fact that we can offer not only teaching in management by our faculty, but insights from farther afield, from our colleagues in the rest of the University. This enables us to offer programmes to companies who really want to broaden the perspective of their leaders and managers. All business schools can offer teaching in finance or accounting; not all can bring in valuable additional perspectives from those in related areas like engineering, philosophy, health management or development economics. Hence we can engage with firms interested in developing leaders who can take a very broad view of the issues they confront. The final area where we seek more engagement is with our fascinating alumni, and it is why we are seeking to improve our communications with them. They are our ambassadors, making an impact through the ideas they take with them into the wider world.” www. jbs.cam.ac.uk

JUDGE BUSINESS SCHOOL TODAY Teaching programmes Faculty and research Research centres Partnerships with the global community

Judge Business School is internationally recognised as one of the leading providers of

In 2008 research was organised around the following seven

innovative, intellectually challenging and practical business management education

research groups which reflect the research interests and

across a portfolio of undergraduate, graduate and executive programmes.

expertise of our faculty: Organisational Analysis, Information Judge Business School Research Centres

The School’s global view and multi-disciplinary ethos

Our research centres are strategically important to the delivery of our mission to be: “a leading business school at the heart of Cambridge, advancing knowledge and leadership through people who will leave a mark on the world.”

allows students and faculty a truly collaborative approach to teaching and management, focusing on teaching collaboration, rather than competition, as the ultimate way to deal with risk and uncertainty. Teaching programmes

Operations, Business & Management Economics, • • • • • • • •

Centre for Business Research (CBR) Cambridge Centre for Energy Studies (CCES) Centre for Process Excellence & Innovation (CPEI) Centre for Financial Analysis & Policy (CFAP) Centre for India & Global Business (CIGB) Centre for International Business and Management (CIBAM) Centre for International Human Resource Management (CIHRM) Cambridge University Health (CUH)

students, 23 MFin students, over 100 MPhil students

Opportunities for organisations to work with students and other partners

and in excess of 70 Undergraduate students. mix of people and 2008’s MBA class is a great

• • •

example of this; the 150 students comprised over 47 nationalities with a female/male split of 25/75%

•

respectively and the average number of languages

•

spoken by the class was three.

•

Our full range of degree programmes include: The

•

Student consultancy projects MBA student recruitment and placement Research collaboration with faculty and doctoral students Collaboration on prestigious corporate events and networking Individually designed and open executive education programmes Sponsorship of student events, student prizes, student clubs and activities Support of development campaigns

Executive MBA, PhD, Executive Education, Vocational

Operations, MPhil in Technology Policy) and Undergraduate (Management Studies Tripos). We have an extensive portfolio of 25 open enrolment executive programmes and deliver bespoke programmes to 50 organisations.

outstanding research and development projects and to the top class diffusion of these results.

Faculty members may also be associated with one or more research centres, enabling the School to take full advantage of interdisciplinary collaboration. Judge Business School has a number of research centres which are founded on strong interdisciplinary networks linking people from across the School, the wider University, business and policy community. Cross-disciplinary collaboration takes place in nine research centres. For more information about the work of our research centres, please visit:

Partnerships with the Global Community

and Research Masters (MPhil in Finance, MPhil in Management, MPhil in Management Science and

The School is comitted to increasing the delivery of

www.jbs.cam.ac.uk/research/centres

Cambridge MBA, The MFin (Master of Finance),

Innovation, Strategy and Organisation, MPhil in

International Business, Energy & Environment.

Research centres

In 2008/9 we had over 100 MBA and close to 100 PhD

Collectively all of our students represent a truly diverse

Systems, Finance & Accounting, Management Science &

Our values • • • • • •

Excellence in teaching and research Impact through ideas and insight Creativity and innovation inspiring new ideas, applying knowledge in new ways Collaboration between people, groups and organisations with diverse backgrounds Global orientation: valuing others and cultures around the world Taking the long view: building the future on the foundations of the past

Judge Business School works with faculty, students, alumni and organisations from around the world to create a thriving and challenging community in which to work and learn. Our partners from both corporate and non-corporate organisations are attracted by the quality of our students and faculty, the international nature of our teaching and research and the opportunity to draw on the wealth of knowledge based within the wider University of Cambridge. Organisations have an opportunity to work in a variety of

Faculty and research

ways with our students, faculty and other partners. For more

We have a world-class faculty of close to 60 members,

information about our partnerships with the Global

representing all continents whose research interests

Community, please visit: www.jbs.cam.ac.uk/companies

span the globe and the full spectrum of business issues. Many are leaders in their field directing cuttingedge research, consulting for top businesses and 40

Celebrating twenty years

advising governments.

www. jbs.cam.ac.uk

“The interior of the School is where we can begin to understand the multi-functionality of the space that Outram intended. With floating staircases and the seminar balconies in the gallery, it is here that Outram’s aim of interaction and collaboration can be seen at its very best.”

Celebrating twenty years