ISSUE 18 – FEBRUARY 2018
FOCUS BRINGING YOU THE INSIGHTS YOU NEED TO DRIVE YOUR AGENDA
Disruption: is it really the new norm? READ >
READ > KYMIRA receives government funding to develop garment that detect heart attacks P5
READ > The Apprenticeship Levy is proving to be an effective tool P9
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READ > Supporting mental health charities through our partnership with Atlantic challenge rowing team P6
READ > The John Madejski Centre for Reputation - building relationships with stakeholders P10
READ > A Brexit perspective from Henley Germany P8
READ > Trends that will shake the business world in 2018 P12
WELCOME
WELCOME TO FOCUS@HENLEY – THE LATEST INSIGHTS, NEWS AND VIEWS ON STRATEGY, MANAGEMENT, LEADERSHIP AND LEARNING DEVELOPMENT Welcome to issue 18 of Focus, Henley Business School’s e-zine, bringing you the latest news, views and updates on strategy, management, leadership, coaching and much more. Among the topics featured in this issue are: • disruption – is it really the new norm? • putting our heads together for a world record attempt to row across the Atlantic • garments for foetal monitoring and heart attack detection • a look around the John Madejski Centre for Reputation • the Apprenticeship Levy • a profile on the Director of the Henley Centre for Coaching As always, we really do value your thoughts and comments, so please send us your feedback and help us to ensure that Focus@Henley continues to be both relevant and compelling. We look forward to hearing from you. Claire Hewitt, Head of Learning Design Executive Education Editor +44 (0)1491 418 767 exec@henley.ac.uk www.henley.ac.uk
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LEAD AND LEARN
DISRUPTION: IS IT REALLY THE NEW NORM?
JEFF CALLANDER DIRECTOR, THE STRATEGY PROGRAMME
Find out more about the Henley Strategy Programme.
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here is a tendency to believe that we are living in a time of unprecedented change, and even that strategy itself is inherently obsolete because the speed of change renders any forward thinking redundant even before it’s published.
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But Jeff Callander, Programme Director on Henley’s Strategy Programme, takes a more constructive view. ‘The tools needed for strategy are the same as they’ve ever been,’ argues Jeff, ‘ but what’s really changing is the fragmentation of the way we are currently approaching the strategic development process.
Jeff maintains that progress has always created change, and therefore innovation, and cites the example of Pony Express. ‘It’s a legendary brand, even today, but the reality is that within 19 months of launch, it was superseded by the telegraph, never to be used again. So it’s been happening for a long time.’
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So how do we change our thinking to create strategies that have more longevity and relevance? According to Jeff, we need to broaden the way we view the business, and assess the possibilities more frequently. ‘We accept that the world is dynamic, and change is a constant. But we mustn’t forget that 3-D printing, artificial intelligence, machine learning and drones have all been evolving over decades, so even if it feels as if they’ve just exploded into our consciousness, they’ve taken quite a while to come to fruition. Therefore, having the insight to what is being developed is vital, and we need to invest more time, energy and money into it, if we are to gain any sustainable competitive advantage.
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‘We need to constantly strive for cheaper, faster, easier ways to deliver our products and services, and leave behind those who say that it’s impossible to keep up. Many others look to diversification to try to protect themselves against the impact of change but unless we are ourselves able to adapt, we’ll be irrelevant, no matter how broad our portfolio.’ Jeff cites two examples of organisations that became at risk or he sees as being at risk, due to their dependency on fixed business models. ‘One very well-known insurance company was perceived as highly innovative when it first introduced its capability to deal direct with the public. However, it didn’t move with the times while competitors moved to use opensystems and its proprietary system, upon which it had become successful, was consequently unable to deal with
the increasingly-popular multi-car insurance products. Similarly, Uber comes to mind. It’s been lauded as the new revolutionary, yet it is not hard to copy and now has challengers even including car manufacturers. What is its next move to create value?’
So what steps can we take to ensure that disruption doesn’t mean destruction? As well as reviewing more often, and broadening the scope, Jeff recommends four shifts in attitude: •
embrace the concept of strategy
•
recognise that it’s a learned area of expertise
•
view strategy as a leadership tool
•
acknowledge that all employees can add value and are a source of insight
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ENTREPRENEURSHIP
KYMIRA RECEIVES GOVERNMENT FUNDING TO DEVELOP GARMENT THAT DETECTS HEART ATTACKS
JUREK SIKORSKI EXECUTIVE DIRECTOR AT THE HENLEY CENTRE FOR ENTREPRENEURSHIP
Find out more about the Henley’s Start-Up Business Incubator.
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he Henley Start-Up Business Incubator plays host to a variety of ambitious businesses, and one of them in particular, has been making a bit of a name for itself lately. KYMIRA, an energy-harvesting technology start-up company for performance-enhancing sportswear and wearable devices in the medical and domestic healthcare markets, has been awarded two grants to develop clothing with integral detection and diagnostic algorithms for heart attacks, and foetal monitoring. KYMIRA was founded and headed up by Tim Brownstone, a former University of Reading graduate. ‘We are probably best known for our sportswear brand, KYMIRA Sport, but that is just the tip of the iceberg for me,’ said Tim. ‘Our vision was to save lives and with these grants we are getting closer to making that a reality.’ The grants, from Innovate UK’s Digital Health Technology and Biomedical Catalysts, will allow KYMIRA to start working on integrating sensors and software into smart garments, and secure a strong position with their products in the digital health technology market. It will also solidify a number of key collaborations, which includes projects with Guys and St Thomas’ NHS Trust, which will
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be providing clinical advice on the projects. ‘We probably couldn’t have done it without the support from Henley,’ adds Tim. ‘From the first time the idea was discussed during an entrepreneurship session I attended, they’ve encouraged me to make it happen and given me amazing advice at every stage. Then, when we needed a base from which we could develop the idea, they provided the space at the Incubator, and enabled us to access funding through the Henley Business Angels, who are drawn from individual investors, C-level business people, professionals, lawyers and bankers.’ KYMIRA expects initial applications for their smart garment technology to come to the market through their sportswear brand in 2019/20. Jurek Sikorski, Executive Director at the Henley Centre for Entrepreneurship, is responsible for
the Incubator, which currently hosts KYMIRA and five other companies. He is full of praise for what Tim and his team have achieved, and is very proud of Henley’s role in supporting them. ‘They’ve gone from strength to strength, and are addressing a real need. Like many of the companies that have gone through the Incubator, they arrived as a high growth potential, start-up business. Now, almost four years on, they’re held in very high regard, and the sky’s the limit.’ So do you have a business idea that could have a positive impact on the world? Does it need advice and support? If so, Jurek would love to hear from you, and perhaps you could be the next KYMIRA. If you have any questions, please contact Jurek Sikorski by email at jurek.sikorski@henley.ac.uk or by phone on +44 (0)118 378 8188.
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MENTAL HEALTH
SUPPORTING MENTAL HEALTH CHARITIES THROUGH OUR PARTNERSHIP WITH ATLANTIC CHALLENGE ROWING TEAM Find out more about the crew and the challenge.
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enley Business School has recently announced its partnership with Heads Together and Row, a crew of three men and one woman set to participate in the 3,000-mile Talisker Whisky Atlantic Challenge 2018 in aid of mental health charities. The crew will compete against up to 30 other teams in the unsupported rowing race which starts in San Sebastian in the Canary Islands in December and finishes in Antigua, a journey they expect to take 40-60 days. Their race will also be a world record attempt to become the fastest mixed four to row the Atlantic east to west. The Heads Together and Row crew – Toby Gould, Alison Wannell, Jeremy Reynolds, and Justin Coleman – will row in pairs in 2-hour shifts
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around the clock, in a 29-foot boat carrying all the required equipment, food and a water maker to turn sea water into drinking water. The physical and mental challenge will see them at the mercy of the elements, while facing blisters, sea sickness, saltwater sores, and the risk of capsizing. As well as supporting the crew, Henley will work with them on a research project focusing on developing individual and team resilience over time, led by Dr Caroline Rook, Lecturer in Leadership at the business school. This will consider both physical and psychological health as well as nutrition. Henley researchers will be following their training, tracking performance and resilience markers and documenting performance during the race itself.
Heads Together and Row skipper Toby Gould said: ‘We’ve been preparing for the race since 2016 and with less than 11 months to go are delighted to be working in partnership with Henley Business School on this amazing adventure. We always knew we wanted to support mental health charities, and the opportunity to be part of a research project to better understand the effects of rowing an ocean on our psychological and physical health is a perfect fit with our charitable aims.’ Dr Caroline Rook, Lecturer in Leadership at Henley Business School, said: ‘Resilience is a key characteristic not only of elite athletes but highpreforming leaders and teams in the workplace. Working with the team throughout their preparations and during the race, will help our research to shed more light on a
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resilience model where cardiovascular, gastrointestinal, metabolic, cognitive and emotional health are clearly linked in their contribution to sustained high performance.’
Heads Together and Row will be rowing in support of the Heads Together campaign, spearheaded by the Duke and Duchess of Cambridge and Prince Harry, to end stigma around mental health, and will be fundraising for Mind,
a leading mental health charity, and Combat Stress, a mental health charity for veterans. As the ocean will be their ‘home’ during the challenge, the crew will also fundraise for the UK-based Marine Conservation Society.
The Crew - Toby, Alison, Jeremy and Justin
“Drawn together from different walks of life, these amateur rowers all have one common goal – to cross an ocean in a rowing boat.”
Toby
Jeremy
“The sleep deprivation, leaving loved ones behind, the fear of what lies ahead and more to the point what lies beneath, all add up to what I know will be the hardest mental challenge I’ve ever faced.”
“For me, the significant mental challenge that this crazy campaign represents provides a great platform to shine a spotlight on the important issue of mental health.”
Alison
Justin
“My involvement in rowing has helped me through some tough times”
“I love water so much that I live near Leicester, closer to space than the sea!”
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INTERNATIONAL
A BREXIT PERSPECTIVE FROM HENLEY GERMANY
FELIX MÜLLER MANAGING DIRECTOR, HENLEY BUSINESS SCHOOL, GERMANY
Find out more about Henley Germany.
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elix Müller has been at the head of Henley Business School in Munich since 2010, but the changes he’s seen in the past 18 months have eclipsed everything in the previous six years, and naturally, Brexit is at the forefront of that. So what is his perspective on the decision, and how might it impact on the fortunes for organisations on both sides of the divide? ‘Well the main reaction in Germany is that we’re all wondering what is happening!’ says Felix. ‘For some people, they are very emotional about what they see as the betrayal of the European idea, and others simply hope that Brexit won’t happen. But for most, there is sadness that we are losing the UK from our ‘marriage’. But we have to maintain our loyalty to the remaining 450 million people who are still a part of our EU community. ‘From a business perspective, of course there is uncertainty, and with that comes the perception of a higher risk. Germans are naturally risk-averse, so whilst that uncertainty continues, lots of companies will be reluctant to commit to working with the UK in the way we could before. Will the process be more difficult? Will it take longer? Will the prices be the same? There are so many unknowns. ‘The UK is still very important to us, and especially to companies such as BMW, which owns the Rolls Royce
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and Mini brands and has UK factories. Going forward, it seems likely that the electric version of the Mini will now be built here in Germany. It’s a control issue. And these are the real consequences.’
But what impact will it have on Henley Germany? Felix has seen a slow but steady acceptance of MBAs in Germany since the first one was introduced in 1989, but take-up is still some way below that in other countries. ‘Our MBA students are generally those working in international companies attracted by an English-language MBA from a globally-recognised business school. Although more than 250 MBAs are now on offer in Germany, we rank
in the top 6 providers, and there’s lots of optimism for the future. ‘There will be a period of adjustment, for Henley in the UK as well as here, but we must be positive and look for the opportunities. We will, of course, continue to collaborate, but it feels as if there will be a greater distance between us. But we see great potential for Chinese students, for example, who want the European experience, but who might now be a little less inclined to base themselves at Henley in the light of Brexit. We can provide that foothold. ‘Naturally, I hope Henley thrives in all its locations, and we hope that once the uncertainty dies down, we can reintegrate as much as we can, and ensure that the MBA students continue to get an exceptional European experience.’
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APPRENTICESHIP LEV Y
THE APPRENTICESHIP LEVY IS PROVING TO BE AN EFFECTIVE STRATEGIC TOOL
DR TIM SELLICK EXECUTIVE DIRECTOR - DEGREE APPRENTICESHIP PROGRAMMES
Find out more about the Apprenticeship Levy.
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ith the Apprenticeship Levy now having been applied to big businesses for almost a year, we’ve been looking at how some businesses have been using the funds to particularly good effect. The levy requires all employers with an annual wage bill of £3m or more to pay 0.5% of their staff costs into an apprenticeship fund, but if the fund isn’t used, it is likely to be lost, and some companies are still yet to take advantage of the opportunity, despite the incentive of a 10% top-up by the government. The fund can be used to train anyone, from new recruits to senior leaders, and the range of training programmes covers everything up to degree level leadership; at Henley, a new programme entitled The Chartered Manager Degree Apprenticeship is attracting a lot of interest from sectors as diverse as construction and healthcare. Dr Tim Sellick, who heads up the Degree Apprenticeship programmes at Henley, is especially enthusiastic about those organisations that are seizing the opportunity to utilise the levy in a broad, strategic way. ‘Amongst our clients, two in particular stand out as beacons of innovation in terms of the way they have applied the funding,’ says Tim. ‘One is a hospital trust which has a complex change agenda to address, and has – with
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the apprenticeship programme as the catalyst – identified 30 specific projects it wants to fulfil. By taking a diagonal slice through the business, from portering and car parking through to clinical issues and strategic partnerships, they are now making positive inroads into achieving the transformational cultural change that they are seeking ‘Another client, in the pharmaceutical sector, has incorporated their own supply chain partners into the programme, recognising that they don’t operate in isolation, and this will help to create a more unified, joined-up process. By upskilling their own management team and that of their suppliers, they apply the
philosophy that the ‘tide lifts all the boats’ and this very mature approach is paying dividends. ‘At Henley, we’ve invested in specialists who really understand the levy and can work with you to identify your current and future organisational challenges and optimise the use of the levy to implement strategic plans. Our approach exploits the unique qualities that businesses have come to expect from Henley Business School. So you can take advantage of some of the best academics in the world, working on research programmes that can help your organisations to navigate through the challenges in their business.’
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CENTRE UPDATE
THE JOHN MADEJSKI CENTRE FOR REPUTATION – BUILDING POSITIVE RELATIONSHIPS WITH STAKEHOLDERS
PROFESSOR KEVIN MONEY CENTRE DIRECTOR
Find out more about the John Madejski Centre for Reputation.
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aunched in 2000, the John Madejski Centre for Reputation (JMCR) was the first dedicated academic research centre in the field of reputation and relationships. Since then, it has built its own reputation for conducting rigorous academic research that has a positive impact on society.
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Sponsored by Sir John Madejski OBE DL, DLitt., who also lists Deputy Lord Lieutenant of Berkshire, Honorary Life Chairman of Reading FC and Chancellor Emeritus of the University of Reading amongst his many responsibilities, the Centre has a steering group comprising external partners from academia, industry and the public sector, underpinning
its emphasis on building trust between stakeholders, and positive relationships between business and society. And the JMCR team, led by Centre Director, Professor Kevin Money, conducts a wide range of research projects seeking to understand how individuals, organisations
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and the wider community can form better relationships, internally and externally, and how the value in these relationships can be enhanced and measured. ‘Healthy relationships are the foundation of developing organisations and communities,’ says Kevin, ‘so the Centre conducts interdisciplinary research that draws on cross-university, national and international collaborations to try to have a positive impact on knowledge for the greater good.’ As with other Henley centres, this development of academic knowledge is based on a deep theoretical grounding, on which academic and practitioner communities flourish. ‘This is the basis on which we can inform the practice of management and develop executive education programmes,’ says Kevin. ‘And ultimately, we want to have a significant and sustainable social impact within communities and organisations. The theories we have developed to understand organisational relationships have enabled us to take great strides in this direction.
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The outstanding impact that the Centre’s research has had on society has led to it being adopted and adapted by governments, multinational organisations and charities wishing to build more positive relationships with their stakeholders. ‘Our work has influenced how the UK government evaluates its communications across all its departments and how companies like Shell and Unilever think about stakeholder engagement,’ notes Kevin. Recent research projects include exploring aspects of responsible tax paying (a joint project with the ICMA Centre, sponsored by Deloitte) and, most recently, a partnership with the UK charity Step-up-to-Serve to explore the barriers and drivers of youth volunteering, the aim being to generate insights that will increase the number of young people engaging in meaningful social action by 2.5 million a year by 2020. Key areas of future research for the centre include: •
pro-social behaviour (humanising instead of demonising others)
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engaged relationships and reputation (positive reputations
and identities, trust/distrust, supportive behaviours) •
responsible leadership and sustainability (decision-making, emotions, empathy, corporate responsibility, balancing the needs of stakeholders)
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better communication (by organisations, governments, stakeholders and society)
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succeeding through adversity (resilience, well-being, social & environmental innovation, reputation-recovery)
The JMCR works with the Henley Partnership and Executive Education to offer bespoke programmes for organisations, which has included organisations as diverse as Oxfam and Shell. The Centre is also actively collaborating with a wide range of stakeholders on a diverse portfolio of projects, both directly and indirectly through its contribution to core modules on the MBA (where Reputation is a core module and a key differentiator of Henley’s approach), the MA in Leadership, the MSc in Financial Regulation and the planned MA in Governance.
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TRENDS FOR 2018
TRENDS THAT WILL SHAKE THE BUSINESS WORLD IN 2018 Edited from a post written by Young Entrepreneur Council (YEC), January 2018, on Forbes.com YEC is an invite-only global organisation comprising successful entrepreneurs aged 40 and younger. Read the full article.
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ales projections and marketing campaigns are among the top priorities for 2018, but on a broader scale, business owners are also thinking about what trends will significantly impact the way they operate in the year ahead. YEC members shared one trend they believe will influence their work this year… Greater reliance on a freelance workforce ‘I already work with many freelancers, but all my workforce will eventually be freelance, as it allows me to scale up and down with different businesses I am working on, and implement projects on an on-demand basis. In turn, I can maintain a lean budget with lower overheads and if business should slow, I can re-adjust without having to let employees go.’ John Rampton, Calendar.
Blockchain’s interruption of new industries ‘Blockchain has already made a big impact on banking and this year it will make its way into new industries. Everything from procurement to legal management will be looking to increase security throughout the customer experience.’ Stan Garber, Scout RFP.
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Live video
Chatbots
Augmented Reality
‘With live streaming videos already gaining interest from brands, and with the digital era being so instant and saturated nowadays with content and apps, people will want to see events and performances at their fingertips immediately. From fireside chats and discussion panels to company events, live video is here to stay.’ Stanley Meytin, True Film Production.
‘Chatbots are becoming more and more prevalent. Customers want to work with companies that deliver 24/7 customer service through chat; they don’t want to be on hold for 30 minutes to talk to someone. Chatbots may even help with Google rankings as site visitors will stay longer, decreasing bounce rates.’ Syed Balkhi, OptinMonster
‘2018 will be the year AR goes huge. By bringing the digital and physical worlds together, AR will touch many business processes; I’m particularly excited about the training and educational potential.’ Vik Patel, Future Hosting.
Wellness at Work
Fractured social media
‘I anticipate wellness becoming more and more important as people seek balance and simplicity. It’s becoming more normal to consider working smarter not harder, and with more employees in flexible or remote roles, there is an opportunity for great improvements here, provided businesses know what’s going on and can hold employees accountable.’ Baruch Labunski, Rank Secure.
‘As social media platforms begin to resemble one other more closely, we plan on committing to two or three key sites. We may be turning our backs on an entire demographic of people, but the scatter-shot approach just doesn’t offer the kind of return that justifies the extra effort.’ Bryce Welker, Beat The CPA.
The human touch ‘The biggest trend is how we treat our customers and ensure we meet their preferences. While innovations are exciting, it can be tempting to roll out new tech before its ready, potentially alienating customers and even team members.’ Ross Cohen, BeenVerified Mobile Everything ‘The market is exponentially moving to mobile-everything. If you’re not offering customer-centric, fluid, cross-platform experiences for your customers, you are sure to lose.’ Ali Mahvan, Sharebert. The Membership Experience ‘We anticipate a rise of customising guest experiences, especially through membership incentives. It’s important to find ways to simultaneously secure annual participation while also providing members with exclusive service and pricing incentives.’ Ben Davis, The Gents Place. A growing focus on diversity ‘Driving real change requires investing capital, effort, relationships and talent into projects that reflect your values. We’re looking for more representation for all diverse groups at the senior levels of startups and other companies. Given the issues that arose last year, improving diversity should be a critical issue for 2018.’ Paul Grossinger, Gaingels.
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HAPPIER 2018
BE HAPPIER IN 2018
DR JONATHAN PASSMORE DIRECTOR OF THE HENLEY CENTRE FOR COACHING
Find out more about the Henley Centre for Coaching.
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ow can you make sure that 2018 is your happiest and most productive yet?
extended periods on social media sites leads to poor sleep as a result of the effect of the blue screen on brain activity late at night. So,
1. Accept stuff happens
• ban technology from your bedroom altogether
Life happens to all of us. Your computer crashes halfway through a document, or the Wi-Fi signal drops. Being happy is about appreciating that we can’t control everything and we have a choice to get cross or accept the situation and make the best of it. So if the Wi-Fi is down, refocus and get on with phone calls or other tasks on your to-do list. 2. Think three good things Many people lie in bed at the end of the day thinking about what they have not done or worrying about what they have to do tomorrow. Rumination is one of the largest contributors to unhappiness and to lost productivity. Instead, ask yourself what were the three best things that happened to you today. Reflect on each in turn, and why it was good and what you felt like. This will help you sleep better and feel more rested for the day ahead, and longer-term, mental strategies like this will help your neural-network to focus more on the positives in life than the negatives.
• don’t use technology anywhere after 9pm • reduce the frequency with which you check your phone or social media sites during the day. 4. Adopt the rush hour body scan Traffic jams and train delays provide an ideal opportunity for a micromeditation; focus on your breath and guide your mind through your body, checking out how each part is feeling. Be aware of any tension and let your breath flow into each area of tension.
Whether you have 2 minutes or 20 minutes, this exercise contributes to improved physical health, mental wellbeing and enhanced concentration. 5. Eat and walk at lunchtime Lunch hours have almost disappeared, but you can still take 10 minutes away from your desk to eat, and think about your priorities for the afternoon. Secondly, take 20 minutes to go for a brisk walk and raise your heart rate. When you return to your desk, you’ll feel ready to refocus your efforts. And Jonathan adds: ‘Happy people are not different; they just have decided that focusing on the good things in life, rather than the bad things will bring about a more positive attitude, which ultimately makes them happier and more productive.’
3. Use social media less The average UK home now has eight screens and there is evidence that
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PROFILE
LOOKING AT: DR JONATHAN PASSMORE
JONATHAN PASSMORE, DIRECTOR HENLEY CENTRE FOR COACHING
Where did it all begin, Jonathan? ‘I grew up in Potters Bar in Hertfordshire, a Spurs fan! And when I went off to Sheffield to study estate management, I was the first person in our family to go to university. I don’t recall my parents ever having any specific hopes for me - they just wanted me to be the best I could be.’
So were you always in property management? ‘No, not at all. After I graduated, I took a few property roles and enrolled on an Open University MBA programme, specialising in HR. I was always more interested in people than property. After a few role changes I became the chief executive for a national mental health charity, which stimulated my interest in psychology.
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Dr Jonathan Passmore is Director of The Henley Centre for Coaching, Programme Director for the PCiC programme, and also contributes to the MSc in Coaching and Behaviour Change. ‘Professionally, I then moved into a consulting role – firstly at PwC, then at IBM – and eventually completed my doctorate too, majoring on executive coaching. ‘Next came my first faculty position, which entailed setting up a Coaching Psychology Masters programme at the University of East London. After five years there, I set up my own psychology consultancy, helping clients in the construction, oil and gas industries with learning development, interpersonal skills and the psychology of safety.
So when did you first encounter Henley? ‘I knew various colleagues over the years who always told me how fantastic it was, so when I had the chance to join as Director of Henley Centre for Coaching, I saw this as a great opportunity to return to academic life with the opportunity to do more research and writing.
‘The Centre is now in its 14th year, and it’s a privilege to have the opportunity to build on the legacy left by Patricia Bossons, who originally set it up. Looking forward, we need to continue to build a culture of coaching research here, ensure that we continue to turn out brilliant coaches who can make a difference and offer them accreditation in what is a developing professional field.’
And what are your passions outside work? ‘Family time is so important, especially with two young daughters, aged 6 and 8, but I also love reading and writing. At the moment I am reading a biography of Ted Hughes, and before that I was enjoying a book on Medieval History. ‘I enjoy swimming and cycling. I’m also proud to be a practising Christian, so life is busy, with social events at church, and with friends.’
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Executive Education at Henley Business School For more information, please contact: Henley Business School Greenlands Henley-on-Thames Oxfordshire RG9 3AU exec@henley.ac.uk Tel +44 (0)1491 418 767
Executive Education at Henley Business School @HenleyBSchool +Henleyacuk
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This brochure is correct at the time of going to print. Henley Business School reserves the right to amend any of this information. For the latest information please see our website.
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