Imperial Business – October 2016

October 2016

Imperial Business

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The business of health care

12 Imperial Business in the City 22 How will data and fintech change the world?

46 Special profile: Professor Dorothy Griffiths

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Welcome from Nelson Phillips

Editor: Rachael Glasgow Sub-Editor: Rebecca Firth Contributors: Lucy Hodges Andrei Kirilenko Celia Pearce Mia Roberts Rory Ryan Laura Singleton Sivan Zohar-Abenson With thanks to: Toby Emmerson Crystal Grant Maryam Philpott Design: OPX.co.uk

The Business School has seen big changes and great achievements over the past year.

In June, we said farewell to Professor G. 'Anand' Anandalingam, who moved back to the US after serving as Dean for the past three years. Under his leadership, the Business School made tremendous strides forward including significant growth in the number of world-class faculty, the launch of several new programmes, and the renewal of our Full-Time and Executive MBA programmes.

Following his departure, I was honoured to be asked to take over as Acting Dean until a new permanent Dean is appointed. I have been at the Business School since 2005 when I joined as Professor and Head of the Department of Management. Since then I have greatly enjoyed being a part of the Business School and teaching on various undergraduate, postgraduate and Executive Education programmes in strategy, organisational behaviour, innovation, and leadership, as well as managing the relationship between the Business School and the Abu Dhabi School of Management.

I intend to keep the School moving forward on a trajectory closely aligned to our existing strategy. In particular, I will continue to focus on hiring the best faculty and continue to work with the programme teams to improve the experience of our students and our executive education participants. I also look forward to a number of exciting developments such as the launch of new research centres in Global Finance and Technology, led by Dr Andrei Kirilenko, Climate Finance and Investment, led by Dr Charles Donovan, and Health Innovation, led by Professor Franco Sassi.

I am also pleased to report that our first School conference took place in April on the business challenges and opportunities surrounding the issue of climate change. This conference saw us partner with the Grantham Institute, and I was proud to welcome over 100 business leaders and academics to discuss this important global issue. You can read more about this conference on page 10, as well as find out about the 2017 conference, which will focus on how business can respond to global healthcare challenges.

Working to support gender equality in business, we have joined forces with the FortĂŠ Foundation, a non-profit consortium of leading companies and business schools working together to launch women into fulfilling, significant careers through access to business education, opportunities, and a community of successful women. This is a great opportunity for the School, and supports our continued efforts in this area. Have a look at page 47 to find out more.

We have also drawn closer ties with fellow business schools, alumni and corporate networks around the world, with students visiting Belgium, South Africa, India and China on international study tours, as well as jointly hosting a pitching event with HEC Paris (page 9). We also had groups of students visiting us from two of our partner schools, the Abu Dhabi School of Management and BML Munjal University in India.

I hope you enjoy reading about the successes of the Business School and I look forward to seeing you at one of the many events that are coming up in the next year. I also hope you will get in touch with any comments, questions or suggestions you might have. But most of all, I look forward to working together with you as we continue to build a truly world-class business school.

Professor Nelson Phillips, Acting Dean and Abu Dhabi Chamber Chair in Strategy and Innovation

Imperial Business

#howthefuture brand campaign advertised on the London Underground

Contents

04 Business School news

28 #howthefuture Campaign

06 Events

30 Alumna profile: Sivan Zohar–Abenson

10 Mobilising Business, Acting on Climate

32 Dean's photo challenge

12 Imperial Business in the City

33 Student profile: Imogen Berman

14 Faculty profile: Dr Marisa Miraldo

34 Imperial Business life

16 The business of healthcare

36 Impactful student initiatives

18 Big data – Huge impact

38 Student profile: Rory Ryan

20 Faculty profile: Professor Andreas B. Eisengerich

39 Staff profile: Anna Townsend

22 How will data and fintech change the world?

40 Alumna profile: Lora Mihova

24 From ideas to impact; reinforcing executive learning in the workplace

41 Staff profile: Erin Hallett

26 The virtual classroom

46 Special profile: Professor Dorothy Griffiths

42 Alumni updates

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News

Business School news A round-up of key news, announcements and events from across the Business School.

Dr Benita Cox recognised for excellence in pastoral care Dr Benita Cox was recently recognised in the President’s Awards for Excellence in Education and Research, receiving the President’s Medal for Excellence in Pastoral Care.

Nominations were made by staff and students from across the College, with the winners decided by selection panels overseen by the Acting Vice-Provost (Education) and Vice-Provost (Research).

New Forté Foundation fellowships for outstanding female students Imperial has launched new fellowships worth £22,500 to high achieving female MBA candidates, as part of a new partnership with the Forté Foundation, a non-profit organisation that champions women’s progression within business through access to education.

The scholarships form part of Imperial’s agreement as a new sponsor of the Forté Foundation, joining international business schools, companies and organisations around the world who are committed to working together to create more opportunities for women in leadership.

New Year’s Honour for leading economist David Miles, Professor of Financial Economics, received a CBE for services to monetary policy in the 2016 New Year’s Honours. Between 2009 and 2015, Professor Miles served on the Bank of England’s Monetary Policy Committee.

His current research focuses on policy issues connected with financial stability, the housing market and the setting of monetary policy. As a leading economist, he was recently invited to speak at a Parliament Treasury Committee session on Brexit, where he recommended delaying Article 50, as invoking it too soon would risk Britain’s financial stability in the future as it takes steps to leave the European Union.

“ It’s an honour to be recognised for having made some contribution to the difficult task of setting monetary policy during an extraordinary period in this country’s economic history. Much of my current thinking about economic policy was shaped during my academic career at Imperial where I’ve had the privilege to work alongside some of the world’s leading experts in finance and economics.”

David Miles, Professor of Financial Economics

Imperial Business

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Business School academics honoured by prestigious academy

EdX partnership brings pre-MBA courses to online learners Imperial has launched its first series of Massive Open Online Courses (MOOCs), through a partnership with EdX, a leading online learning platform founded by Harvard and MIT that offers free courses from the world’s top universities to participants from all around the world.

The first available courses from Imperial are pre-MBA courses, which aim to provide participants with a solid grounding in the

foundation topics needed to embark on an MBA. Drawing on Imperial’s world-class expertise from its Global Online MBA programme, the MOOC courses are targeted at people who are ready to start an MBA or those who are considering an MBA in the future.

Professor Douglas Gale, Director of Research at the Brevan Howard Centre for Financial Analysis, and Professor Mike Wright, Director of the Centre for Management Buyout Research, were recently elected as Fellows of the British Academy.

The two Business School academics were elected among 42 highly distinguished scholars at the British Academy’s Annual General Meeting on 14 July. The new Fellows are recognised for their outstanding research, joining the nearly one thousand Academy Fellows.

Pioneering Business School Dean heads to America Professor G ‘Anand’ Anandalingam left the Business School in June, after three years as Dean.

Moving back to the US, Professor Anandalingam is to take up a new post as Professor of Operations Management and Information Technology at the University

of Maryland, as well as working to support Hillary Clinton’s campaign for the US Election later this year.

Professor Nelson Phillips has been appointed as Acting Dean in the interim whilst a new Dean is being appointed.

New EU Chief Economist for Competition The European Commission appointed Professor Tommaso Valletti as its new Chief Economist of the Directorate General for Competition.

Professor Valletti will be responsible for assisting in the evaluation of the economic impact of the European Commission’s actions in the competition field and will provide independent guidance on the application of EU competition rules.

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Events

Events

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Business School conference ‘Mobilising Business, Acting on Climate' #MobiliseBusiness Mobilising Business, Acting on Climate was held in April 2016, and was the first major annual conference to be hosted by the Business School in partnership with the Grantham Institute – Climate Change and the Environment.

The conference brought together around 100 industry leaders and academics from Imperial, who highlighted the biggest climate change concerns facing businesses. These included how to balance business growth with action on climate change, sustainable finance and the need for strong leadership to integrate climate change issues at every level within an organisation.

For more information on the conference please see page 10.

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Student awards The Chelsea Old Town Hall was the venue for a drinks reception attended by 150 graduates and staff to formally recognise and celebrate those students who have made a significant contribution to the School and fellow students during their programme. The night also recognised graduates who won a programme prize or joined the Dean’s list for academic excellence.

Apr

Over the past year we have organised a number of events with the aim of bringing together students, alumni, academics, thought leaders and industry experts to discuss the issues impacting global business. Here are some highlights from the year:

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Annual alumni celebration The 2015 Annual Alumni Celebration was hosted in the walkways above Tower Bridge and brought together over 150 alumni along with Business School staff and faculty, to reconnect and celebrate their successes.

The 2016 annual celebration will take place at the London Transport Museum on 20 October 2016.

May

Imperial Business

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May

Lagos, Nigeria: Alumni networking event Dr Paolo Taticchi hosted a networking reception in Lagos for Global Online MBA (GMBA) students and Business School alumni. The event was a chance for the GMBA students to network with alumni and strengthen their engagement with the Business School.

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Athens, Greece: ‘Riding the Crisis Wave’ masterclass The Imperial College Alumni Association of Greece is one of our most active, hosting several events a year. This year the Association hosted a ‘Masterclass’ event entitled, ‘Riding the crisis wave – sectors with potential growth’, which attracted over 100 alumni attendees from diverse industries such as shipping, mining and banking. Alumni heard from a distinguished panel that included Imperial MEng alumnus, Demitris Memos, Managing Director of MarineTraffic. The masterclass was delivered in Greek and gave both panellists and attendees the chance to engage in spirited conversation and debate.

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MBA class of 1996 reunion The Class of 1996 have gone on to achieve great things, with an impressive roll-call of job titles including: CEO, Chairman, Global Business Director, and Vice President across industries as diverse as government, investment and banking, management consultancy, and several entrepreneurial start-ups.

Alumnae Joanne Linder and Delphine Jegoudez organised a reunion event at our South Kensington Campus which brought together former classmates, from a cohort that spans 30 countries.

May

May

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May

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Employer breakfast Imperial College Business School hosted alumni, HR and talent acquisition professionals for a networking breakfast.

39 partner companies from a range of industries attended the breakfast, which is just one of the ways we work with employers to get the best for Business School students, and marks the start of planning for the next academic year, where we begin to fill the diary with recruitment events for our incoming cohort of students.

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Events

Events

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May

Professional staff awards Business School staff walked the red carpet in May as part of a celebration to recognise excellence in the workplace. Run by the School’s Professional Staff Council, the award night was created to recognise team members who have gone above and beyond to support their colleagues and the students of the Business School. Staff were nominated by their colleagues across the School in an open vote.

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‘China’s Next Strategic Advantage’ book launch #IBChinaInnovation Professor George Yip, Associate Dean of Executive Programmes, alongside co-author Dr Bruce McKern from the China Europe International Business School, outlined to an audience of guests, alumni and students how Chinese industry is becoming more innovative, thanks to their flexibility in meeting customer needs and a trial and error approach to development.

Their presentation, based on research in the region, was in celebration of the launch of their book: “China’s Next Strategic Advantage: from Imitation to Innovation”.

Professor George Yip Associate Dean of Executive Programmes Arriving at the Business School in December 2015, Professor George Yip has contributed to a number of initiatives across the School, which have added to awareness of the School’s research and brand.

Professor Yip brings with him years of experience from his time at other top business schools around the world, and hopes to use this, amongst other things, to help develop the Executive MBA programme, which has recently moved to the Executive Education department: “I am working with the Executive Education team to mould the Executive MBA into a stronger programme and increase cohort numbers,” said Professor Yip. “We have increased the seniority of our EMBA class, with a minimum of 10 years work experience, and the programme is targeted towards ‘career accelerators’ rather than ‘career changers’.

By transferring to our Executive Education team, the programme can take further advantage of our business connections and executive teaching experience.”

George is also a member of the Business School’s Management Board, and leads on the Imperial Business in the City speaker series (see page 12 for more information on this series).

Imperial Business

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Imperial and HEC pitch event #IBHECpitch The Business School joined top French Business School, peer institution, HEC Paris, to create the first HEC-Imperial pitch event, where six promising start-ups had the opportunity to pitch their ideas to a professional panel and a crowd of likeminded and aspiring entrepreneurs.

The judging panel of industry experts saw six presenting teams, three from HEC Paris and three from Imperial. The prize of coaching sessions from each member of the judging panel was awarded to an Imperial based start-up, Ideabatic, a smart and innovative portable vaccine refrigerator with precise temperature control and unlimited cooling capabilities.

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Finance networking social Business School alumni now working in the finance sector had the opportunity to get together and network at the Corney & Barrow bar in Canary Wharf.

Jun

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LaunchPad #IBLaunchPad LaunchPad was introduced to create a forum for budding entrepreneurs and start-ups to meet and network with some of London’s most influential companies in the start-up space.

2016 marked the third annual LaunchPad event and included over 50 incubators, hubs, accelerators, thinking spaces, and other dynamic organisations working in the capital’s start-up scene.

Exhibitors included: Imperial Create Lab, Startupbootcamp, Seedcamp, Climate-KIC, FabLab London, Innovify, and The Grad Factor.

Jun

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Business School conference

Mobilising Business, Acting on Climate Written by: Rachael Glasgow

With climate change now accepted as inevitable to at least some degree, insightful leaders are capitalising on the global momentum of research, development and opportunity, and delivering solutions to the challenges of climate change.

In April 2016, Imperial College Business School hosted the Mobilising Business, Acting on Climate conference, a high profile, invite-only event, with the aim of inspiring creative and critical thinking about the business agenda on climate change, and facilitating conversations between the 100-strong industry and academic participants around key items needed to achieve change and deliver action.

Developed in partnership with the Grantham Institute – Climate Change and the Environment, the conference aimed to capitalise on the momentum of the UN Framework Convention on Climate Change meeting in Paris. Governmental agreements to this, along with the new UN Sustainable Development Goals, will no doubt shape the future global policy and economic agenda. However, successful action leading to real change will require the combined effort of everyday citizens, academics, governments and notably, business.

Whilst business has the potential to innovate and unleash a wave of successful new products, services and organisational structures that reduce the impacts of climate change, as well as put pressure on governments to act on commitments, this is not happening fast enough, and progress is often blocked by organisational, political, economical or cultural barriers.

The conference therefore aimed to jumpstart meaningful discussion, focused on four key areas: capturing growth, harnessing innovation, sourcing finance and the importance of leadership. It featured a number of high-calibre speakers sparking discussions to address the key barriers to business involvement, as well as presenting case studies of success.

Simon Upton, Director of the Environment Directorate at the Organisation for Economic Co-operation and Development (OECD), began the day by calling on governments to show a clear, consistent direction on climate change, asking: “Is there ever a ‘Goldilocks’ moment on taking action on climate change? No. Getting to our end goal will not be smooth, but we need government policies that are consistent with change and encourage businesses to embrace technology to come up with innovative solutions to their sustainability challenges.”

Imperial Business

David Blood, Co-Founder of Generation Investment Management, a firm dedicated to long-term investing and integrated sustainability research, outlined the business case for sustainable capitalism and identified what companies need to do to move towards a low carbon economy, saying: “Sustainable investing is about how the best businesses need to operate.

Companies who are innovative will be the most successful. Businesses need to take a holistic approach to investing and consider the social, environmental and moral factors as part of their long-term strategy. Strong leadership is key to this business plan.”

This need for leadership from business was reiterated throughout the day, reflecting the huge change we will need to go through on all fronts, from an organisational level, to economical, political and individual. Mark Kenber, CEO of The Climate Group, spoke of the need for significant change to achieve what is necessary to stay within the net 2 degree temperature increase as set out at COP 21. “Lots of people don’t like change, but we won’t achieve a low carbon economy through transformational change without strong leadership,” he said on the day.

Over the last few years, Mr Kenber said that the biggest shift in the climate debate has been from government leadership to business leadership. Gabrielle Walker, Chief Scientist at Xyntéo, was also optimistic of the role that business is beginning to play, particularly at the Paris conference. She said during her presentation that businesses are indeed

“ Businesses need to take a holistic approach to investing and consider the social, environmental and moral factors as part of their long-term strategy. Strong leadership is key to this business plan.”

David Blood, Co-Founder of Generation Investment Management, addressing the conference

beginning to take a leadership position and pushing the government: “There are…new kinds of collaborations and coalitions which can help governments identify ways to deliver on their commitments – it’s not just business in general, but leadership from businesses”.

The question of funding such a change incited a lot of discussion during breakout sessions. Professor Franklin Allen noted during his presentation that “There are going to be lots of projects at a social level that are worthwhile, but privately – they’re not worth funding.”

He was quick to note, however, that the government shouldn’t always be the answer.

With examples, he demonstrated that there are various collaborative and innovative funding avenues to enable these worthwhile projects, such as those between government and private business, whereby innovative finance both solved the budgetary problem, as well as helped the environmental or social impact issue at the same time.

The themes that emerged from the day focused around finding co-benefits to incentivise collaborations, and ensuring the narrative is clear in order to educate leadership and gain buy-in on an organisational level. It was acknowledged that those in attendance already had an interest in the topic, so the focus of discussions was often around how to take this information and influence back at the office.

Guest speaker Norman Crowley, founder of Crowley Carbon, an industrial and large commercial energy efficiency company, helpfully presented his company’s work in monetising energy wastage, as a particularly

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effective way of motivating senior leadership.

Professor James Barlow, Co-Chair of the conference with Dr Mirabelle Muûls, concluded the day's proceedings by suggesting that businesses ask themselves: ‘What kind of leverage do we exert in terms of policy and financial narratives, and where do we best exert it to effect change?’

Professor Alice Gast, President of Imperial College London, highlighted the need for collaboration, saying to the room: “Good research and smart business operations combined with government policies are all important.”

In this vein the conference has spurred the development of a new research centre for Climate Finance and Investment. Led by Dr Charles Donovan, the Centre aims to generate a deeper understanding of how investors, firms and entrepreneurs are responding to the risks and opportunities posed by global climate change.

The full video of the conference can be viewed on Imperial College Business School’s YouTube channel: youtube. com/ICBusinessSchool This was the first of what will be an annual conference at Imperial College Business School, designed for corporate executives and academics to share knowledge and develop practical solutions to global business challenges.

In March 2017, health sector businesses and leading experts from Imperial College London will come together to discuss the global challenges facing the health sector.

More information on this conference can be found here: imperial.ac.uk/businessschool/mobilising-business/ #MobiliseBusiness

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Speaker series

Imperial Business in the City Written by: Rachael Glasgow & Laura Singleton

The Business School has been taking over the City this year, bringing key research into the heart of London with ‘Imperial Business in the City’.

The new series of talks led by Business School academics is designed to showcase Imperial’s expertise in tackling big business challenges.

Imperial Business

“ We collaborate with corporate partners and share knowledge to ensure our research has real-world impact, and our programmes are developed with the latest insights.”

Professor Nelson Phillips, Acting Dean of the Business School

“Ensuring we are engaging with industry is an essential part of what makes Imperial College Business School a world leader in business research,” says Professor Nelson Phillips, Acting Dean of the Business School. “We collaborate with corporate partners and share knowledge to ensure our research has real-world impact, and our programmes are developed with the latest insights. This lecture series is an extension of that effort, providing an opportunity to engage with our industry partners and alumni, as well as extending awareness of our School and what we do to new audiences.”

Professor Phillips presented the first talk of the series, discussing leadership in the digital age, and suggesting that business leaders who create meaningful work and adapt to technology are most likely to survive the digital revolution.

Addressing an audience of senior industry figures and alumni, Professor Phillips talked about how the digital revolution has led to huge changes in how people communicate, both at work and at leisure. He highlighted the challenges business leaders face, including how to share their vision in the age of social media and how companies can adapt to meet the demands of how different generations use technology, from the older ‘baby boomers’ to ‘Generation Y’ and beyond.

Reflecting on the event, Professor Phillips said: “The digital revolution has led to profound changes in how we work and organise our lives and is a subject that almost everyone has an opinion about. I was delighted to engage in discussion with such a diverse audience who comprised almost all the key demographic groups highlighted in my presentation.”

The series of talks has been arranged by Professor George Yip, Associate Dean for Executive Programmes, who said: “I have been thoroughly impressed by the thought-provoking discussions between industry leaders and academics in the talks so far.”

“We already have a series where we have outside speakers coming in to the School, but we did not have a series where we had our professors speaking to the general public, so this series allows us to showcase our leading faculty,” said Professor Yip. “Holding it in the City makes it easy for our target audience, most of whom are in the West End or the City, to attend the talks after work.”

Dr Mark Kennedy gave the second talk in the series on the topic of market disruption, where a new market siphons demand away from an existing one, forcing them to make changes.

Dr Kennedy said: “Disruption is becoming a popular 'buzzword' in the world of business, but not many people know that the concept has been around for at least 50 years – since before computers were invented.

“Lots of people are unfamiliar with how it works and what it means for their company.

Market forces are constantly fluctuating to outside events, as we’ve seen with Brexit and businesses need to get savvier at spotting change on the horizon.”

The Imperial Business in the City talks are open to all and pitched at director level or senior executives.

“We have a number of interesting talks lined up,” said Professor Yip. “Professor Franklin Allen will be presenting on the Chinese stock market at the end of September, and early next year we will have Dr Omar Merlo talking about Digital Marketing, and Professor David Miles talking about the property market in the UK, which I think will be particularly interesting given that by then it will have been nine months since the Brexit vote.”

For forthcoming talks see: imperial.ac.uk/ business-school/events/imperial-business-inthe-city/ and follow the series on social media using #ImperialintheCity

“I have been thoroughly impressed by the thought-provoking discussions between industry leaders and academics in the talks so far.”

Professor George Yip, Associate Dean for Executive Programmes

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Q&A

Dr. Marisa Miraldo The economics of healthcare, policy and gender equity Q&A Please can you tell us about your background and current research?

I am a health economist, with particular expertise in the economics and policy of medical and pharmaceutical innovation; the evaluation of the impact of health policies on institutional strategies and performance; and the behavioural dimensions of decision making in health.

An exciting project I am working on at the moment looks at the adoption of cancer treatment innovation. Due to the high complexity of medical treatment decisions, as well as preferences of the patient, variations in what innovations are available to patients through clinical practice are inherent to the healthcare delivery, leading to a substantial variation on the extent to which innovative cancer treatment is available to patients in the NHS.

This research will provide insight on the determinants of clinicians’ decision-making that hinders the adoption of innovation in cancer care, and inform relevant policies. These policies will improve equality in treatment, foster the usage of innovations that save money for health systems, but more importantly, improve the health of the population. A comparable National Stroke Strategy has been projected to lead to a net benefit to the NHS of £391m - £613m p.a, and a cost saving to social services of £95m, so this type of research has real economic significance.

What drew you to work in this area?

The naïve, but still true, initial motivation was to “change the world” by improving people’s lives.

A more refined answer is that bridging the divide between policy, research and practice has been at the core of my motivation for having embarked upon this career. All my research is driven either by existing policy or a policy challenge that needs to be addressed in health systems. What makes me passionate about my job is precisely the possibility of having a positive impact on health systems organisation and ultimately societal wellbeing.

One of my key objectives has always been working closer with policy makers in policy design and implementation, bridging the gap between academic research and policy-making.

Imperial Business

Please can you talk about the importance and interconnectivity of economics and policy on healthcare provision in the UK? The UK is at the forefront of research in publicly funded healthcare systems. In my opinion, that is because of two interlinked reasons: firstly, it has traditionally invested in resources that enable research; and secondly, there is a genuine interest on evidencebased policy and interventions by policy makers and other key stakeholders in the health system. The UK has been a pioneer in using economics in the analysis of health policies, leading to the establishment of health economics as a field of research.

How important is a good healthcare system for the economy?

I always say to my students that the healthcare system is the single most important sector in an economy.

If people are ill they can’t work, they cost a fortune to society when they require treatment, and in the case of certain conditions, they probably end up dying and don’t consume goods in the economy.

We all tend to take 'being healthy' for granted, but with an ageing population and an increase in 'health risky' behaviour (such as smoking, excessive eating etc), people are increasingly suffering from multiple chronic conditions that impact their quality of life, their productivity, and put at risk the financial sustainability of healthcare systems, imposing a significant burden on the economy. Another way to look at the relevance of the healthcare sector is to think that in high-income countries, pharmaceutical Research & Development (R&D) is responsible for around one-third of total private R&D expenditure across the whole economy.

On average, member countries of the Organisation for Economic Co-operation and Development, spend around 9% of their GDP on healthcare, with the US spending around 16%. The healthcare system is one of the biggest employers in an economy; for example the NHS employs more than 1.5 million people in the UK. With such a big economic and societal relevance, managing the resources invested in the healthcare system is of key importance for any society. I find it quite surprising that so few business schools develop healthcare related research.

How important is innovative policy with such fastpaced technological developments in the healthcare sector?

More than innovative policy I would say evidence based policy. Many policies globally are launched with very little evidence on whether they work or not. There is still an excessive delay in embedding innovation for which there is evidence of value in practice. Our project in innovative cancer treatment, for example, aims at bridging that gap. The complexity of decision-making in healthcare means that this gap is particularly large,

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but it is also the sector in which this gap is susceptible to having a big impact on society through poor health of the population, inequalities and even inefficiency.

You have been involved with the Business School’s gender diversity committee, what does this committee hope to achieve, and why is this such an important issue in academia?

I have been elected the Chair of the Gender Equity Committee at the Business School. This is something that I am truly passionate about because just like in the example above on clinical practice, employment discriminatory practices lead to inequalities.

Inequitable treatment of women not only is unfair, but it leads to low motivation, hinders the realisation of the potential of talented women, and leads to a poorer performance of organisations. Many women quit academic careers because of it.

One of the biggest drivers of discriminatory practices is related to the organisational culture, which is why the committee’s key objective is to support the Business School and Imperial College in building an inclusive culture based on diversity, by raising awareness and providing recommendations towards eliminating practices that disadvantage female faculty disproportionally.

We have come a long way in the past year, with 45 recommendations from the committee being implemented across many areas, such as recruitment and retention of talented female faculty, more flexibility on maternity and paternity leave, and fairer performance assessment rules. Another exciting initiative is the first of several annual assessments of unconscious biases of faculty to produce an annual indicator on how healthy our organisation is with regards to diversity.

I am convinced that with committed leadership the Business School will become a role model on what concerns diversity.

To read more about Dr Miraldo’s research, visit: imperial.ac.uk/people/m.miraldo

“ Bridging the divide between policy, research and practice has been at the core of my motivation for having embarked upon this career.”

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Feature

The business of healthcare Written by: Lucy Hodges

The world’s health systems are facing unprecedented challenges. They are confronting a perfect storm of escalating demand, a concern to contain public spending, and the need to make better healthcare available worldwide. Moreover, they are facing a big unknown – the effect of climate change on health.

Innovation is a major part of the answer to these challenges. It has significantly transformed healthcare over the past 100 years and continues to do so. Each year trillions of dollars are spent globally on health, improving quality and efficiency and helping to change society from one in which doctors are solely in charge of diagnosis and therapy, to one where patients are taking more responsibility.

Individuals have already started to monitor their own health, using sensors and devices emerging as part of the rapidly expanding eHealth industry. Many of us are already using apps and devices to measure and assess our own personal health – from heart rate, to exercise levels and diet. This data has the potential to not only monitor individual health, but also provide a bigger picture of regional or even global health.

“eHealth empowers people to take control of their own health, by helping them track the progression of their illnesses, provide health information and reminders for when to take medication,” says Professor Franco Sassi, Head of the Health Economics, Policy and Management Group at the Business School.

However Professor Sassi notes, that extrapolating this data into something useful for healthcare providers is still some time away because at the moment, “it still only appeals to consumers who are already conscious about managing their health, rather than helping those who urgently need to improve their health but aren’t willing to make lifestyle changes.”

The best solution, he says, is a combination of better public information, financial and non-financial incentives, more consumer choice and more action from businesses and governments to help people change their habits in the long-term.

This requires innovation from both the businesses developing the products, as well as governmental policy.

Imperial College Business School’s academics, as well as some entrepreneurial students and alumni, are involved in charting and managing such developments as well as in introducing further healthcare transformation, exploiting the university’s track record of technological innovation and business understanding.

“ eHealth empowers people to take control of their own health, by helping them track the progression of their illnesses, provide health information and reminders for when to take medication.”

Professor Franco Sassi, Head of the Health Economics, Policy and Management Group

Imperial Business There is no shortage of new science and new drugs and technology, according to James Barlow, Professor of Technology and Innovation Management at the Business School. The trick is to persuade healthcare providers to adopt innovation. This is partly because managers and policy makers react to cutbacks by becoming more unwilling to try new ideas.

Moreover, technological innovations in healthcare often result in increased spending because they enable doctors to do more – to treat more people or diseases that couldn’t be treated before. “Innovations also often have unpredictable knock-on effects across different parts of the health system,” says Professor Barlow. “So, for innovators, it can be very frustrating.”

Imperial is engaged not only in creating innovative products but also in helping managers to handle the plethora of technological change on offer. The Business School has a variety of executive education courses for health managers including tailormade programmes and short courses, as well as a dedicated MSc International Health Management, which aim to help managers in the health industry to handle the strategic and operational challenges that innovation presents.

Healthcare innovations have important implications for the way healthcare is provided and for the physical infrastructure that supports it. “And how health systems are organised, funded and regulated in turn influences the innovativeness of the industries supplying healthcare services,” says Professor Barlow.

Understanding the operation of market forces in health care is a hot political potato that Carol Propper, Professor of Economics at the Business School, is willing to grasp. She is conducting a number of research projects including looking at whether “turnaround” managers – those brought in to turn around troubled hospitals – are really able to improve organisational performance. Such research will be of use to the Department of Health in areas such as policy-making and service-delivery, and to regulators and healthcare systems around the world interested in reform and innovation.

One area that will require significant investment and innovative solutions in coming years is the impact of climate change, arguably the biggest challenge of this century. A great deal of research has been carried out into how it affects the natural environment, but in the future, there will be a greater need to understand its broader consequences on, for example, public health. Imperial College London is at the forefront of understanding how climate change will affect healthcare.

In collaboration with Harvard University, Imperial is looking at the impact of climate variability on healthcare systems. This will be crucial to planning and allocating resources in the future, according to Dr Laure de Preux, Assistant Professor of Health Economics at the Business School.

The research involves assessing NHS hospital admissions over 10 years and matching this to local daily weather data to estimate precisely the weather in each hospital’s location

Toothscan, created by a team including Business School graduate Tim Tang, and Sivan Zohar-Abenson, is a start-up involving a toothbrush that enables people to scan their teeth to detect decay. The device, which won a $100,000 prize in 2015 at a three-day conference in Warsaw, sends out a pulse of light that bounces off the enamel on the teeth and relays information back to the scanner. The data is fed into an app, which can be used on a smartphone or a computer to give a report on the state of the user’s teeth.

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and to look at correlations between weather and hospital admissions. The aim is to work out the cost of climate change on the health service, and this research will help provide the first whole assessment of the weather’s impact on the public healthcare sector in the UK. These estimates will be crucial to supporting the adaptation of the sector, and will also serve as a reference to make similar assessments in other countries.

From investigating policy impacts of global health challenges, to supporting the adoption of new innovative technologies, the Business School aims to be at the forefront of the industry.

After all, it is not only healthcare providers who will face the impacts of these global health issues – the general business world is facing challenges from aging populations, and ineffective healthcare provision, however there are also opportunities arising from these crises, such as new ventures in innovative healthcare technologies.

This is the focus of the Business School’s second annual conference, “Mobilising Business, Acting on Future Health”, which will take place on 30 March 2017. It aims to examine how business can respond to global healthcare challenges and what business models are needed to meet the needs of global healthcare.

Through inspiring technological change, helping managers to embrace it, and by investigating the effect of market forces and climate change on healthcare, the Business School is addressing the global challenges faced by both business and society.

A group of Imperial medical students designed an app, known as Quit Genius, to encourage people to give up smoking by playing a game on their smartphones. It includes fun challenges and incentives from an animated virtual doctor designed to help smokers change the way they think about smoking. This app came out of research undertaken by undergraduate medics at Imperial who took an Intercalated BSc in Management at the Business School.

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Innovation Big data – Huge impact The proliferation of the Internet has had a profound effect on the way we go about our daily lives, from the way we communicate, to how we learn and even shop, and a huge amount of data is created from our online activities. There is a lot of insight to be gathered from our digital footprints, which Business School students and academics are working to analyse in order to help our partners realise the value of big data.

Big Data – Huge impact “The KPMG Data Observatory is a huge canvas for presenting interactive triangulated views of crucial patterns in data – all at one time. This new facility allows us to see the world in new ways and inspire new strategies. With immense data processing capacity, it is the largest facility of its kind in Europe.”

Dr Mark Kennedy, Director of Imperial Business Analytics with KPMG

“Markets are subject to public opinion and social movements, as we’ve seen with Brexit, so businesses need to get savvier at looking beyond markets to spot change on the horizon,” said Dr Mark Kennedy, Director of Imperial Business Analytics with KPMG, at a recent Imperial in the City event. “The most innovative companies excel at spotting and surviving new market developments that affect their businesses.”

Imperial Business Analytics with KPMG, a partnership between the Business School and KPMG, sees two world-class organisations come together to help solve some of the world’s most challenging data problems. From this partnership came the launch of the KPMG Data Observatory in November 2015. It is here, in the Data Observatory, that our academics and students join partners to undertake a number of projects focused on workshopping the complexities of data.

Designed and built in the Data Science Institute, the KPMG Data Observatory consists of 64 monitors with a resolution of more than 130,000,000 pixels.

The 310 degrees of visualisation space allows our researchers, students and corporate partners to view and approach data in a completely new way, working together on strategies that help to solve big business challenges.

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Data Sparks The Data Sparks project is just one of the ways in which academics are working with business leaders to unlock new and unexpected value.

As part of this, students from both the MSc Business Analytics and MBA programmes are invited to volunteer to take part in a six week consulting project alongside a Business School academic mentor, where they will cleanse and analyse the data, and produce a report of their findings.

There are still a number of projects underway, however some interesting business trends have already been discovered: Understanding the Sharing Economy Four MSc Business Analytics students, and one Full-Time MBA student worked together to lead research analysing the use of sharing economy platforms, such as Uber and Airbnb, by the UK public. The report detailed usage as well as providing valuable insights into the characteristics of adopters and non-adopters.

Dr Antoine Vernet, Research Associate and academic mentor for this project, highlighted some surprising results from the study: “We found the most common users of the sharing economy are much older than we first thought, and from a higher income bracket.”

The research team also discovered that sharing websites should be easy to use and have an interface that is not very different from that of current commonly used websites, as many people do not want to spend time learning how to use a website or application.

The sharing websites should be highly regarded and trustworthy, as people are afraid of sharing information online, and worried about online attacks.

The team translated their findings into a visualisation designed for the KPMG Data Observatory, which has been used to facilitate workshops in the space for KPMG and their clients.

Research team: Dr Antoine Vernet (Academic Mentor), Fabaiha Farooq (MSc Business Analytics), Jonathan Zimmermann (MSc Business Analytics), Ioannis Kanellopoulos (MSc Business Analytics), Shruti Ramaprasad (MSc Business Analytics), Alexander Rodriguez Melo (Full-Time MBA).

A screen- grab of the Sankey Diagram visualisation created by Business School students.

One of the visualisations used to demonstrate Brexit related activity on Twitter.

Workforce Transformation – Macro Context Using Office for National Statistics (ONS) data to look at various flows in the labour market, the team, as mentored by Professor Jonathan Haskel, Chair in Economics and academic lead on this project, consolidated data and created a visualisation that will help KPMG to uncover trends and challenges currently faced in workplaces.

“The students took 28 spreadsheets and created an interactive Sankey Diagram which presents the data in a visually compelling manner,” said Professor Haskel, introducing the project. The Sankey diagram is seemingly simplistic, however it provides the ability to sort complex amounts of data by various filters as programmed by the students.

The visualisation provides users with a better understanding of the movements of the workforce across education, employment, unemployment and retirement. “The visualisation is something that KPMG has reviewed, and are looking to develop further with the view to use it in client conversations to illustrate key messages,” says Professor Haskel.

This project is ongoing, with the next round of Data Sparks students given the opportunity to improve the programming behind the visualisation to increase interactivity and functionality for KPMG.

The Twitter megaphone effect; did Twitter polarise Brexit?

As political participation shifts to the online world, people consume more of their political information from online social networks.

However, within social networking sites, people tend to associate themselves with others that share their opinions.

This behaviour locks the flow of political information and, potentially, increases polarisation. Another recent Data Sparks project saw researchers gather Twitter data related to conversations about Brexit to visualise online conversations and assess political polarisation in the social network.

Speaking of the preliminary findings, Dr Julio Amador, academic lead on this project said: “People that engaged with both sides of the Brexit debate had the highest impact in terms of being heard across the social network.” Additionally, research showed that in the lead up to the Brexit vote, Twitter users who supported the Leave campaign were three times more likely to engage with people from both sides of the argument online than people who support the Remain campaign.

The most active users in the Leave group were shown to both engage in dialogue and provide information whereas people supporting Remain were more likely to just provide information to fellow users.

The analysis techniques and learning from this project are currently being adopted for use on other projects underway at the school. Dr Amador notes that the findings collected will be used to make recommendations to policy makers on public opinion and social interaction.

Research team: Professor Jonathan Haskel (Academic Mentor), Ying Zhou (MSc Business Analytics), Aamir Khan (MSc Business Analytics), Hoa Giang (MSc Business Analytics), Han Mao (MSc Business Analytics), Stephen Mathers (Full-Time MBA).

Research team: Dr Julio Amador, (Academic Mentor), Mia Mayer (MSc Business Analytics).

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Profile

Andreas B. Eisingerich Researcher, collaborator and marketer Written by: Rebecca Firth

It is a common misconception, perhaps fuelled by the brown cardigan-wearing characters of Hollywood films, that the life of an academic is one of dry reports and monotone lectures.

Professor Andreas Eisingerich is the antithesis of the Hollywood academic. In the first fifteen minutes of our conversation Andreas’ enthusiasm for the Business School is evident in his description of why he likes being part of the Imperial community: “It is a young, energetic and very optimistic place and there is a certain can-do attitude. It sounds cliché but I have this romantic image of the Business School being a bit like a start-up!”

Reflecting on his journey to the Business School, Andreas explains how he came to be at Imperial, revealing he often prefers to take the road less travelled: “I was 17 when I left my home in Austria. I don’t know why, perhaps I was a little bit crazy back then, but I moved to Hong Kong where I lived and worked for two years and I fell in love with economics.” Moving to London to complete a BSc at the London School of Economics he became interested in consumer psychology and the consumer choices behind the numbers and the effect this had on the economy. After becoming involved in marketing, Andreas completed a PhD at Cambridge and then moved to the US. “I worked in LA with start-up companies and bigger companies involved in technology. As much as I enjoyed living there, I then decided to move back to the UK. I have been in London now for half my life!”

In academic circles, Professor Eisingerich is best known for his work on brand management, consumer engagement strategies, and service innovation. Previous research has seen him work with the Bill & Melinda Gates Foundation, the World Health Organisation and United Nations investigating the influencers on the adoption of Pre-Exposure Prophylaxis (PREP) treatment amongst HIV negative patients. Andreas recalls how the opportunity to work on this specific research came to be when “Professor Peter Piot, who used to work here, knocked on my door asking if, using my marketing and consumer behaviour background, I could check what would prevent people from taking this medicine. That is an opportunity that I would not have had if I was in any other location.”

Talking more about cross-disciplinary research opportunities that come from working at Imperial, Andreas discusses his current projects: “I am involved in research with the World

Wildlife Fund. That started when a Professor in the Life Sciences department and her PhD student approached me and asked about using consumer research to look into reducing demand for illegal goods such as rhino horn or wildlife products.” Andreas explains that even if items such as ivory and rhinoceros horns are made illegal, there won’t be any change in illegal poaching and selling if there is still demand for these products. “[In our research] we are asking people why they want to buy wildlife products and what makes them want these products – so we are looking at the psychology behind that,” he says. The idea is that if research can influence a change in demand, this will help to mitigate poaching and exploitation of wildlife.

Elements of Andreas’ experiences shape how innovation is brought into the classrooms of the Business School. “I think innovation comes in many different forms. I think what we need to be about is thought leadership. It is important that we share things people can’t get from a text book.”

It is clear that this emphasis on thought leadership feeds into Andreas’ new role as Programme Director for the Full-Time MBA (FTMBA) programme.

When asked what advice he would give to prospective students, pausing for a moment he says, “I think students should ask themselves ‘what is the measure of success?’ They need to think about what they want to get out of the MBA journey and then every day, as much as possible, to work towards that goal.”

Regarding his plans for the (FTMBA) programme, Andreas says: “We live in a society where time comes at a tremendous premium and the pace of life is punishing. The time on the FTMBA needs to be transformational. That is, the programme allows participants to learn something about themselves, gain new critical skills, and explore new opportunities. To work together with the wider Imperial community and be part of the exciting journey that FTMBA participants embark on is a privilege and joy I do not take for granted.”

“ The Business School is a young, energetic and very optimistic place and there is a certain can-do attitude. It sounds cliché but I have this romantic image of it being a bit like a start-up!”

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IN BRIEF

Born in Austria PhD from Cambridge Programme Director for the Full-Time MBA Promoted to Professor of Marketing in 2015

Supporting students within the school community is something Andreas is no stranger to. He recently worked closely with a group of undergraduate medical students who, whilst undertaking an Intercalated BSc at the Business School, designed a revolutionary quit smoking app called Quit Genius (see page 16 for more).

“We encourage students to develop solutions to real challenges facing society, using the tools and frameworks that we explore in our programmes. The Quit Genius app demonstrates the students’ innovative spirit and ability to turn an idea into something that people can use,” says Andreas.

To complete our discussion, I ask Andreas what his advice would be for students living in London. His answer is simple: “Every now and then try and get a good night’s sleep! London is such an exciting place – there is so much happening and it is extremely fast paced; it is relentless, but is also colourful and exciting. One needs to stay healthy to enjoy it.”

You can read more about Andreas’ research and current projects by visiting his profile at: imperial.ac.uk/ people/a.eisingerich

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Feature

How will data and fintech change the world?

Written by: Andrei Kirilenko

Data is the new “natural resource.� Data is being mined like coal, refined like crude oil, stored in high security vaults like gold, and sold like rolled steel. The age of discovery of these new natural resources has arrived and fintech innovators are at the forefront of it. To help them on this journey, we have created a Centre for Global Finance and Technology at Imperial College Business School.

Professor Kirilenko is the Director of the Centre for Global Finance and Technology, a Senior Research Fellow at the Brevan Howard Centre for Financial Analysis, and Professor of Finance at Imperial College Business School. Professor Kirilenko’s work focuses on the intersection of finance, technology and regulation. He is a recognised world expert on high frequency and algorithmic trading.

He is also an intellectual leader on the principles of regulation of automated financial markets.

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On 9 March , 2016, a group of curious students and faculty gathered in an auditorium at Imperial College London to hear about financial technology innovation, otherwise known as fintech.

I was asked to open the event, which consisted of four brisk presentations followed by questions and answers with the presenters. It was all very ‘academicky’ with powerpoint slides and scientific jargon, but there was also something almost rebellious about the whole thing.

For starters, the event was held not at the modern-looking glass structures occupied by the Business School, or the Data Science Institute, but at an old stone building called the Royal School of Mines. I found it strangely appropriate though, because technology runs on data and data is really the new “natural resource.” Data is being mined like coal, refined like crude oil, stored in high security vaults like gold, and sold like rolled steel.

Unlike non-renewable natural resources though, data is being generated on an explosive scale. By some estimates, human society has generated 90 per cent of its data in the last two years. Some of this data is very plentiful and essential, yet given away for free like water and some of it is very rare and valuable, but hidden like diamonds.

What was clear though is that the age of discovery of these new natural resources has arrived and fintech innovators are at the forefront of it. This is the age when new brands are being created (M-Pesa), vast fortunes are made (Uber) and lost (Blackberry), and the new alliances are formed (R3).

Imperial College Business School is uniquely positioned to foster fintech developments. For one thing, it is located in London.

For centuries London has been a place where money meets adventurers and regulators are supportive of it. For another, the Business School is part of Imperial College London, a technologybased institution. Not a law school or liberal arts school, but a hardcore sandbox for the geeks, who are in great demand right now.

And, last but not least, many of Imperial’s graduates have ended up in the City of London – the global financial centre.

To connect practitioners, academics and regulators working on fintech, we have created a Centre for Global Finance and Technology at Imperial College Business School. The Centre is supporting top quality research on blockchain and digital payments, automated markets and high frequency trading, clearing, and other tech areas critical to modern finance. The research will then feed into new courses and Executive Education programmes at the Business School that can help foster a new generation of fintech experts and re-educate existing talent in new fintech ways.

Find out more about the Centre for Global Finance and Technology here: imperial.ac.uk/business-school/research/finance/centrefor-global-finance-and-technology

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Executive Education

From ideas to impact; reinforcing executive learning in the workplace Written by: Rachael Glasgow

With the challenges of global disruptive technologies, innovative business models, developing economies, and generational changes in the workplace, the demand for executive education is ever increasing.

With challenging economic climes, and tightening budgets, clients want to ensure they are getting the best return from investments in professional development, and providers want to ensure they are making the greatest impact on an organisation with the programmes they deliver.

“The demand for executive education and in particular new and innovative ways of learning means that we are always looking out for new ideas to make sure we are offering the most impactful programme for our clients, whether individuals or an entire organisation,” says Guy Gumbrell, Co-Director of Executive Education and Head of Custom Programmes.

Beate Baldwin, Co-Director of Executive Education, Head of Open Programmes and the Executive MBA, adds: “We are constantly reviewing and evolving our programmes to suit the market, our clients and new developments, and we increasingly see the need to measure not just the level of satisfaction upon completing

a programme, but the impact of our teaching once participants have gone back to their organisations. It is there that we are hoping to make a difference, and it is there that the organisations want to see a return on their investment.”

It is notoriously difficult to measure the benefits of executive development programmes, particularly experiential-based learning. The impact of teaching on individuals with varying levels of experience, comprehension and opportunity to practice what they have learnt back in the workplace, as well as different organisational structures and cultures, mean that this measurement can be subjective and gaining qualitative evidence can be a struggle.

This is why Imperial’s ‘impact study’ was developed, in order to investigate changes in participant behaviour that can be ascribed to the effect of the programme they have attended, as well as to develop the methodology itself, which had never been trialled before. Rather than trying

to produce hard, numerical evidence of impact, it aimed to secure anecdotal, yet evidencebased findings, which point to individual and organisational impacts. Using mixed method surveys and interviews conducted with programme participants, their line managers and occasionally the organisation’s customers, this initial study looked to gain both an understanding of the impact of Imperial’s programmes and the best methods with which to measure their effectiveness in the future.

The Executive Education team enlisted the help of Terry Clark, Research Fellow at the Centre for Performance Science, to develop the project. Terry is based at the Royal College of Music, an interesting juxtaposition of talent: “Much of my research actually focuses on looking at musical performers – for example, how they prepare for a performance, which, when you think about it, isn’t too different to a business leader preparing for public speaking or presentations. This is how my relationship

Imperial Business

with the Business School came about. Their Executive Education team was looking for innovative ways to give their participants experiential learning in their programmes, which led them to work with the Royal College of Music, and myself, on the performance simulator. This was originally designed for musicians to practice performing, but led to Executive Education using it for business leaders to practice their presenting,” said Terry.

All executive education participants fill out standard post-programme evaluations, however these only looked at the delivery of the programme and content itself, and didn’t include the impact of the programme after the participants had gone back to their organisation.

“We want to move beyond having a transactional relationship and get to more of an interactive role in working with our clients,” says Terry. Therefore, this study aimed to move beyond that reactive feedback, and “focus on knowledge retention”, says Terry; “Has the information actually stuck, and has the programme had any impact on their attitude, and more importantly their behaviour back in the office?”

“This is important”, says Beate, “because it helps the client organisation understand what value it has gained from the investment in the development programme, and what it can do in terms of organisation, consultation and communication to improve their own return on investment. It confirms for participants what they have gained from the programme, and finally, it helps us understand how we can better work as a trusted advisor to help match our client's expectations.”

The pilot study involved approaching 100 past Executive Education participants and their line managers, from two leadership progression programmes. Seven months after the programme, participants and their line managers were sent a survey each, to gauge the participant and line manager’s perspectives of the impact of the programme, and then a subset of these were interviewed for further detail.

“The surveys aimed at gauging what participants recalled from the programme, how the programme impacted upon their work activities and how they applied course content,” said Terry, “while the manager surveys aimed to establish awareness and understanding of the programme, as well as the facilitators and

barriers to implementation of knowledge in the workplace.” It also looked at identifying both participant and line manager suggestions for improving the programme, particularly how it was ‘set up’ and ‘set down’.

“ We are constantly reviewing and evolving our programmes to suit the market, our clients and new developments, and we increasingly see the need to measure not just the level of satisfaction upon completing a programme,” Beate Baldwin, Co-Director, Executive Education

“We heard several concrete examples where both participants and their line managers attributed new success on the job to what had been learned on the development programme,” said Guy. “What is more, these reported successes – for example, in leadership, conflict management, negotiation and client relationship management, connected well with the objectives of the overall programme.

Through the impact study, we even heard that one of the organisation’s customers thought that the programme was an impressive sign of commitment to its professional staff. This is encouraging, as one of the overall objectives of the programme was to further build the organisation’s reputation, internally and externally, as an excellent employer.”

Equally important, the role of the line manager was identified as a key area of focus for organisations to manage, and for the learning provider to engage with. “They have the ability to be facilitators of learning transfer and application

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– making space for participants to practise new skills, giving the participant new authority to act, or the opposite, if opportunities aren’t provided,” says Terry. “Conversely, a negative impact for the line manager, can be for example if the participant begins using language they are not familiar with, making them feel isolated or even ‘stupid’.”

The organisation that took part in this pilot study as a custom client, discovered that there was wide variability in terms of the participants’ enthusiasm to be a part of the programme – some were keen, however some weren’t sure of the expectations. Terry explains: “Sometimes there’s a perception that if you’re sent on a programme you have some kind of deficit – rather than seeing it as an opportunity to develop. The survey showed that this had been an issue, and so there was an opportunity to prime participants more effectively, as to what the programme was about and why people had been selected to participate in it.”

Terry says “Our method allows us to generate a level of awareness and understanding in different stakeholders beyond that which is typically gained via standard means, and pilot studies such as this can feed into the development of standard impact studies in the future.” As well as identifying benefits, it also reveals the way these are being demonstrated, which will help set a baseline to make further studies more evidence-based rather than quite so anecdotal.

The Executive Education team is now looking to implement the study as a regular aspect of their programme review process. “We are now looking at Executive MBA programmes, surveying students prior, during and then after, to ensure we can take the learning further, having recently taken over management of the programme,” says Beate.

“Following this, we will include it within all custom programmes and interviews done on some Open Enrolment programmes as well.”

More information on the impact study and the executive education offered at Imperial College Business School, see the website: imperial. ac.uk/business-school/executive-education/

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Edtech

The virtual classroom Written by: Rachael Glasgow

It wasn’t long ago that education technology referred to overhead projectors, photocopiers or PowerPoint presentations, but cut to 2016, and ‘Edtech has become pervasive in higher education, so much so that at Imperial, all programme content, and in some cases whole programmes are delivered online.

For more information on the forthcoming conference, Edtech and the future of business education forum, see imperial. ac.uk/business-school/Edtech-and-futureof-business-education/

Imperial has long been paving the way in integrating digital technology into teaching pedagogies. In 2005 we were one of the first UK universities to deliver online courses to our students and we long ago made the move to paperless programmes with the development of our bespoke, and internally built online student hub.

The Edtech lab at Imperial College Business School produces all of the School’s online courses, oversees the School’s digital classrooms, and developed and manages the bespoke online platform as well as the Global Online MBA programme. Its Director, Dr David Lefevre, likens the Business School’s Edtech Lab to a research and development department at any corporate company.

“We believe that Edtech can enhance the quality of our educational provision and enable far more people to have access to the knowledge

generated at the School. We have a strong focus on innovation – Edtech is evolving at a rapid rate and we want to make sure we capitalise on the opportunities this provides,” says David. “Our research and evaluation tests new approaches and we then use this knowledge to better formulate our own programmes, as well as informing education technology in general to help bring the whole industry forward.”

Fast broadband, high quality video, mobile internet, social tools and the use of web-based services are now ubiquitous, and high quality education technology has come to be expected by students. Online teaching methods enable educators to be more agile, updating content in line with new research and developments, and providing an increased level of engagement for students. It can also lower costs, with courses delivered to more students at one time, and as David notes, for business schools, it is also in

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response to a cultural shift in broader society.

“Despite the hype currently surrounding Edtech, the educational sector is still behind the curve when it comes to the adoption of web technology. Online work practices are commonplace in the corporate world and numerous technologies have emerged to enable internationally dispersed groups work together effectively. We saw no reason why we couldn't adopt some of these existing practices to create effective online learning communities.”

“As a school we have put more and more investment into this technology,” says David.

“If you want to deliver a really great online programme you need a team of specialists. Of course you need experts in learning design but also people specialising in media production, IT, web development and graphic design, and we are very lucky to have a great group of such people in our team. We put a great deal of effort into ensuring the technology is reliable, easy to use, works across devices and that it looks great – we really focus on this and our students notice the difference.”

Now an instrumental part of the Business School, the Edtech lab is always growing, and currently looks after the online learning platforms for 4000+ students, including the Global Online MBA, Imperial’s first entirely online programme.

“The Global Online MBA programme has been a really important milestone for us,” says Diane Morgan, Associate Dean of Programmes

at the Business School. “It allows students from across the globe to have access to the Imperial MBA, and this programme really showcases our education technology – the Edtech team have done a great job in putting together the content and the platform it sits within.”

Some of the content developed for the Global Online MBA will be adapted in a different way later this year, when released as ‘pre-MBA courses’ as part of Imperial’s new partnership with EdX, a leading online learning platform launched by Harvard and MIT, which offers free courses from the world’s top universities to participants from all around the world.

As an invite-only partnership, David says “We are very happy to be able to participate in this prestigious project and to be one of the first Business Schools to partner with Edx. Via our partnership, we will be able to make our expertise in business education available to a much larger audience and to take our brand into new sectors.”

In addition to projects such as EdX, the Global Online MBA, and 15 paperless postgraduate programmes, the Edtech lab also works with the Business School’s Executive Education team to create blended learning programmes for executive clients, who David says, ‘are increasingly insisting on a blended approach to programme delivery.’

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Further within Imperial, a pilot online course for Engineering students in 2014 saw 68 students trial an online economics course. This course, part of a programme aimed at providing management education to purely science-based undergraduates, was initially offered on-campus, however due to timetabling restrictions, had limited capacity. The online economics course was developed to enable more students to take part, and the pilot was so successful that 600 students have signed up to study online courses in the 2016/17 academic year.

Education technology initiatives are proliferating and will certainly play a significant role in the higher education of the future, however David says that it is important to continue to innovate. The team is currently exploring virtual reality as part of their R&D efforts, to see whether using Occulus Rift technology could help global students to ‘attend’ events on campus.

“We are investing into research and evaluation and doing some really interesting things with visual reality headsets – for example we are planning to place a VR camera at our events so that students can log-in remotely via an Oculus Rift type headset and really feel like they’re at that event,” says David. “There is no choice but to continue to innovate if we want to make sure our students get the best experience possible, and that we can maintain a leadership position in this space.”

Indeed the Business School is proving to be a leader in education technology, sharing its research and expertise with the wider sector. In fact, the technology developed within the School is already providing commercial opportunities: “We launched a spin-out firm called Epigeum based on the work performed at the Edtech Lab, Epigeum currently sells high quality online courseware to more 350 universities globally.

The firm became part of Oxford University Press in 2015 and continues to expand and grow. The Business School has seen the positive external impact such ventures can have and is aiming to launch further enterprises,” says David.

Extending this ethos of impact outside the bounds of the South Kensington campus has led to the development of an ‘Edtech’ conference, due to take place later in the year. The conference will involve inviting other business schools from the UK, Europe, US and South-East Asia to Imperial with the aim of sharing best practice, and discussing some of the latest developments and challenges in the industry.

“Being open and engaging with others has proved to be a positive strategy for us in terms of navigating the future and ensuring we stay at the cutting edge of developments. We innovate quicker and move forward faster by working together,” says David.

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Brand campaign

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#howthefuture You may have noticed around London and across digital forums over the past few months, that the Business School has been asking questions: How the Future will big data disrupt your business? Why the Future does the next generation require a new corporate strategy? When the Future will we move past the global financial crisis?

This is all part of a brand campaign developed to demonstrate the Business School’s thought leadership and raise brand awareness amongst a primarily corporate audience. The campaign has been designed to use disruptive language and themes to achieve cut-through in advertising, and features blogs and videos from some of our leading academics discussing major global challenges.

Driven by a range of online and public-space advertising, the campaign is intended to be bold and provocative by challenging people’s perceptions about the future of business.

Timothy Ruthven, Head of Marketing Innovation at the Business School said: “We purposely decided to use disruptive language for this campaign, in a series of questions focusing on the ‘future’ to grab readers’ attention and challenge assumptions about the future of business, highlighting some of the global challenges being addressed at the Business School. The language reflects our core positioning – the idea that we are a disruptive presence and that we are thinking about the future now.”

You can interact with the content of the #howthefuture campaign by visiting the Imperial Business Intelligence online hub to see stories, infographics and videos that showcase the Business School’s expertise in the following areas:

Climate change and renewable energy Big data and business analytics Financial stability Business model innovation Global healthcare To read more, please visit: imprl.biz/HowTheFuture

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Profile

Sivan Zohar-Abenson Healthcare entrepreneur and MBA alumnus Sivan is a Weekend Executive MBA alumnus with a background in computer engineering and a passion for innovation. Working with healthcare start-ups, Sivan writes about how innovation is important in the healthcare industry, and gives advice to those looking to establish themselves as start-ups.

“We are in the era of an ageing population, increasing chronic diseases and acute conditions, and at the same time, we have seen cuts to healthcare spending.

We desperately need innovation in healthcare to improve efficiencies and provide a better future for everyone.

I believe that innovation has become critical in this industry and is already beginning to provide this much-needed leverage, particularly in the areas of technology, consumer-focused products and business models. We can already see new medical and diagnostic devices being developed, new drugs and new methods of delivering these drugs being trialled, and I believe that we will soon see more vertical or horizontal integration of healthcare services from business model innovation.

Consumer-focused innovations such as teleconsultation, mobile and digital health products have begun to enter the market, and I predict that self-care and self-diagnosis products will be the leading trend in the next 10 years. The benefit of consumer-focused innovation is that it frees up centralised healthcare services, as well as saving time for both patients and clinicians. It can also serve remote populations and empower patients to act on their own health and because of this, it has a great potential to improve millions of lives around the world.

I have always been fascinated by science and research and its contribution to improving people’s lives. I grew up in a house of doctors, inventors and engineers, who were passionate about solving problems; the question in our house was never around the problem but always around the challenge and solution.

My career began in IT and around the digital space, using data and inventing systems to improve performance and solve problems.

While doing my bachelor’s degree I took a few courses at Technion (Israel's pre-eminent technology institution) and became friendly with a few students from the Biotechnology department, who today are serial Biotech entrepreneurs, and they got me very interested in healthcare and technology.

I have also always been interested in business and entrepreneurship, and this is what led me to do an MBA at Imperial.

I think that healthcare innovations have a lot of potential, and in particular, in the area of services and consumer-focused innovations. In healthcare services for example, highly skilled professionals do not necessarily possess business acumen, so business professionals with an interest in healthcare can make a huge impact in this area, which is a big focus for me.

My main motivation in selecting which companies and projects I want to work on is the impact that they have on people’s lives and the social benefit. They need to be able to help solve an important problem and provide a real benefit. I am a Co-founder and shareholder in Innovative Healthcare Solutions (IHS), a mobile health and medical IT diagnostic start-up.

Its aim is to improve healthcare services and build tools that will help clinicians provide better and more accurate services based on a holistic view of patient data, as well as empower patients to manage their own health.

The flagship product for IHS is a tooth scanner, which is a device the size of a toothbrush that tracks early signs of cavities. It allows users to access real-time results directly to their mobile device as well as connecting directly with their dentist or dental hygienist for tailored advice. The mobile application provides risk factors and daily tips on how to improve dental health based on behaviour.

I was actually judging a business

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“ I have always been interested in business and entrepreneurship, and this is what led me to do an MBA at Imperial.” competition at Imperial when I met the team, and was asked to become a founding member. My role was as an experienced businessperson, helping to build their business case and strategy. I saw the idea and fell in love with the product. The first step was getting funds to sponsor the project. I helped prepare a business plan and apply for a few grants and we ended up winning a couple of business pitch prizes, but the real jackpot was getting a phone call from a very well-known Silicon Valley entrepreneur who found our product on Kickstarter, and asked us to get on a plane to Palo Alto with our prototype.

Winning so many awards and competitions was a lot of fun and we are very excited to now be close to releasing our beta product.

Aside from my work with IHS, I have my own consultancy where I advise start-ups and SME's on strategy, product and finance. I also help early-stage start-ups prepare for funding by advising on investment proposals and pitches. I am a Mentor and Judge for Mass Challenge – one of the biggest accelerators worldwide, providing high-impact support for early-stage start-ups. I was particularly interested in Mass Challenge because of its focus on health tech and social impact. I consider myself very lucky to be part of this organisation because I get the chance to learn about ground-breaking start-ups and ideas from around the world – every year we receive around 1,500 applications, and some of the ideas are brilliant. Additionally, I get to be surrounded by a great network of likeminded serial entrepreneurs and investors.

For start-ups looking to get involved in this space, I would recommend you focus on a business or an area that is your passion, as you will need to invest a lot of your time, sleepless nights and weekends into the venture. In an industry as regulated as healthcare, I also suggest trying to find

an area or a niche which requires less compliance for your first start-up venture.

In general, I would suggest you get out of your comfort zone, practicing pitching from the first day, going to competitions and entrepreneurship events and creating an elevator pitch to practice at any opportunity.

I also highly recommend Toastmasters which is the biggest organisation worldwide for public speaking and is a great platform for entrepreneurs to develop pitching skills. In my opinion, team is probably the most important factor for success; the idea, business model and product can be adjusted and modified, but a broken team is a no-go. With regards to funding there is a lot of ‘free’ money out there, so do not be in a hurry to give equity for investment until you have explored other possibilities.

One final tip is networking – I recently joined as an Advisory member to the Business School’s Healthcare Professional Interest Network, where we are hoping to create a network and opportunities for our members, sharing thought-provoking content from thought leaders and experts in this area. We are planning to have our next event in the first week of November and we were able to secure some very interesting speakers which is pretty exciting.” sivan@sa-strategy.com Sa-strategy.com

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Dean's photo challenge

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Dean’s photo challenge Over 300 entries amazed the judges in the fourth annual Dean’s Photo Challenge in June. The competition asks students and staff to submit photos that represent the School’s brand values.

01 “ Being a photographer is sometimes about creating beauty, sometimes about observing it, and– most of the time – a careful combination of both. I must say that for this picture I seemed to be at the right place at the right time: I was riding a bus back home from campus with my classmate discussing how good of a metaphor the blur of motion, lights and contrast was for the city of London and for the incredible experience we were flashing through in our MSc.”

03 “London is a city of fast pace and high intensity. I think the tube and people on their way to work are two elements that would well describe the pressure as well as the vigour of the city.”

profound impact on people.”

Jiajing Xu, MSc Strategic Marketing student, Intelligent Business and Innovation category winner

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Fangfei Li, MSc Finance student, London – My City category winner

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Maria Pálla Valiente, MSc Strategic Marketing student, Overall competition winner

02 “This is the Astronomical Clock in Prague. This medieval world wonder has performed for 600 years and still amazes people with its procession of Apostles, moving statues and visualisation of time. I think the intelligence of business shares the same spirit to some extent. They both deliver a long-lasting and

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“Children have brilliant minds and will grow up to be the politicians, doctors, scientists etc. of the future. I felt the image also demonstrated the diversity of Brilliant Minds; India is over 4,000 miles away, halfway across the world and completely different to London, yet somehow the expressions on the children’s faces, their innocence and their laughter, is the same as you would find anywhere in the world.”

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Victoria Bennett, Examinations Officer, Brilliant Minds category winner 05

“ The photo was taken at Imperial College Business School reception. The orchestra [which sometimes performs] at the school has always been a form of entertainment and a short escape from demanding group work or lectures for me (maybe for others too).”

Aditya Mahardhika, MSc Strategic Marketing student, Imperial College London category winner

“The entries this year demonstrated the extraordinary talent amongst our students and staff. I thank everyone who took part” Professor G. ‘Anand’ Anandalingam Former Dean of Imperial College Business School

Q&A

Imogen Berman Full-Time MBA student, Mandarin teacher, fashion designer who recently performed with her band at Glastonbury.

Imperial Business

Imogen performing with her band TRILLS at Glastonbury

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Imogen third from the right with her band TRILLS at Glastonbury

Q&A Can you tell us a little bit about your band?

TRILLS goes back a long way for me. We have been singing together for almost a decade now, however in the past 18 months we decided we would try to make what we do professional after we saw a path into a part of the industry that would allow us to generate some income whilst maintaining ownership of our work and control over the direction of what we do.

The music industry is an industry which, in most areas, has not responded well to the digital revolution and it’s harder than ever for artists to monetise their work. TRILLS were fortunate enough, two years ago, to discover that the area of the industry still moving is ‘sync’ (music placed on film trailers and commercial advertising). We met our manager at this point and he persuaded us to move from singing stripped down songs with only four voices, to working with producers and building the sound.

We did our first tracks with a producer called Sean Redmond. We were thrilled with the results and went on to win ‘Best Original Composition’ at the Music & Sound awards for a track that was placed on the UK trailer for ‘Suffragette.’

How did the opportunity to play at Glastonbury come about?

Last September we began a collaboration with Johan Hugo, an unbelievably talented producer who has collaborations with some of the top global artists under his belt. We made an EP with Johan, and he then invited us to write a song with his band, The Very Best, and subsequently to join them at Glastonbury. We wrote one track all together which we performed as a collaboration and then added vocals to a number of their existing tracks.

You are wearing some great outfits!

We know that you also have a talent as a seamstress – did you create the outfits you wore on stage?

Yes! Before embarking on the MBA experience I was working as a tailor through my own small business here in London. I have always wanted to make a set of outfits for TRILLS so it was amazing to do it for Glasto!

Where did you get the inspiration for these designs?

We picked a fabric that we felt summed up The Very Best (the band we joined at Glasto) and then I designed four pieces with the aim that everyone’s individual style would come out but we would look united. So fun, nothing better than designing for your best friends!

How would you describe the experience of appearing on stage at Glastonbury?

Ahh it was so fun! We were really lucky with the weather, the sun came out for us and so everyone in the crowd was super-happy.

It was pretty surreal looking out at the sea of people but we had quite a few friends at the front smiling up at us. I think we all found the performance quite challenging – you don’t get a soundcheck at festivals so you don’t know what the sound system will give you back until you’re actually singing!

How do you manage your time with studying full-time as well as playing concerts and your other commitments?

It has certainly been a challenge for me this year, but actually I think sometimes having to think very carefully about every decision you make and what your priorities and compromises are in each situation can be a good thing. All the other girls in the band are in exactly the same situation with their own careers – it means we are forced to put a great deal of thought into everything we do now.

What are your career aspirations following your MBA? I’m currently doing a six-week work placement at a fantastic Digital Agency called Rufus Leonard in Farringdon. I will start applying for freelance work now, working in strategy teams at similar agencies. It’s the perfect place for me to bring together a creative background with the MBA experience!

What is it that you enjoy most about studying at Imperial?

The people definitely! The culture at Imperial is creative, open-minded and inclusive – everyone from the staff to the cohort have been so generous in sharing knowledge, experience and friendship.

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Imperial Business Life

Imperial Business life Attending business school is not just about the hours spent in the classroom. The experience is enhanced by friendships, networking events, panel discussions, debates, guest lectures and the fun times in and around London. All of this is facilitated by not just the staff at the School, but our ambitious students and alumni..

Catherine Batley joined the Business School earlier this year as Student Experience Manager, a new post for the School.

“Our vision is to work in partnership with our students, to create an outstanding, memorable experience that reflects the values of the Business School, promotes student engagement, innovation, personal and social responsibility and leadership, and builds a longstanding community.

There are many ways our students can have an impact – through leadership positions, competitions or student enterprise activities, volunteering and mentoring schemes and connecting with the community through sports and social activities. This student experience focus has been created as a way to share information on the different opportunities available to students across the Business School and to connect our community.

I look forward to meeting all of the new students due to start in the 2016/17 academic year!”

Catherine Batley Student Experience Manager

A global classroom Global Experience Weeks, study tours and exchanges are designed to provide students with first-hand experience with new cultures and businesses in an international context.

The past year has seen our MSc Finance cohort fly to Belgium, our MSc Management cohort bus around South Africa, the MSc Innovation, Entrepreneurship & Management cohort travel to India, and our Full-Time MBA cohort immerse themselves in Chinese and Belgian culture.

MSc Innovation, Entrepreneurship & Management students found some time to visit some of India’s iconic landmarks.

Imperial Business

MSc Management students pause to take a group photo after a session with a corporate partner in Cape Town.

Our Full-Time cohort found some time to do a spot of sightseeing in China after hearing from executives at Ford, advertising firm Wieden+Kennedy and visiting a local migrant school to lend a hand.

“ The Global Experience Week was an amazing opportunity to bond with the cohort while being exposed to the world’s largest economy. From local family businesses to top-tier advertising agencies, we were exposed to so many interesting and unique perspectives. It’s one thing to read about a country’s transformation in the news, but so vastly different when you get to become immersed in the culture and feel it for yourself.”

Nicole Moogalian on the Full-Time MBA trip to China.

“ Being exposed to so many aspects of the business world and listening to inspiring speakers from a vast range of corporations left me constantly challenging my own beliefs and the impact I want to have in the world.”

Oliver Hopkins reflecting on the MSc Management trip to South Africa.

The Full-Time MBA cohort at the EU Parliament in Brussels where they had a chance to see where Parliament meets.

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Impactful student initiatives

Impactful student initiatives Our students work to create social, networking and business related events that provide a forum for their peers to meet and discuss topical business issues. The past year has seen a variety of guests and discussion topics hosted at the Business School as arranged by our students. Here are just some of the highlights:

Digital Marketing Festival #DMFestival16 A number of MSc Strategic Marketing students took the initiative to arrange a Digital Marketing Festival.

The festival provided attendees with the chance to hear from a host of industry experts during two panel discussions, as well as ask questions about the industry.

“ This Festival provided the opportunity to see not only the theory-based part of marketing but also the practical side. We created this event because we wanted the best professionals within the media and internet industry to share cases and show how marketing works in real life.�

Maria Kristalinskaya, Digital Marketing Festival Organiser and MSc Strategic Marketing student.

Imperial Business

Student-led conference #IBBDDU

Launch of the Africa Business Club

Arranged by 17 students, the “Big Data – Destination Unknown” conference welcomed an array of industry experts to discuss their experiences with big data, and provide insights into the future. Discussions covered topics such as how big data will affect the future of business, and how businesses are already leveraging the power of data.

With an aim to foster dialogue between the Imperial academic community and businesses in Africa, the Africa Business Club shared their passion for innovation at a day-long launch event. With a keynote speech delivered by H.E Ogbeni Rauf Aregbesola, the Executive Governor of Osun State in Nigeria, the event also featured speeches and panel discussions by African business and political leaders.

“Data, analytics and digital are the future – understanding the key drivers of these phenomena and how to get value from them will differentiate organisations the world over.

This seminal event on data at Imperial sets the university apart from its peers in its approach to equipping students with skills and real world evidence of the major trends impacting today and the future. I was delighted to be invited to speak at the event, and to represent Boston Consulting Group’s work on Data and Analytics with leading business and top executives from around the world.”– Julia Booth, Big Data & Advanced Analytics Business Manager, Boston Consulting Group

Cross-programme football Students from all programmes are invited to compete in the annual cross-programme 6-a-side football tournament. This year’s competition saw a group from MSc Management take first place in the women’s tournament, while the men’s was won by a group from MSc Finance.

The Africa Business Club is one of nine student-led Career Clubs supported by the Careers & Professional Development Service. The clubs bring together students with similar areas of career interest and/or professional backgrounds and run a number of events throughout the year to provide unique opportunities for networking and making connections with employers.

“ I realised the wealth of knowledge available here and was sincerely overwhelmed by the innovative ideas and solutions affiliated with Imperial College Business School and started to wonder how to channel these towards Africa.”

Dr Debo Odulana, MSc International Health Management student, and part of the team who organised the Africa Business Club Launch

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Profile

Rory Ryan My entrepreneurial academic journey “My immediate impression was that my cohort was full of creative, culturally diverse, and ambitious people. Not everyone wanted to start their own business but everyone seemed to be passionate about innovation and ideas and I had never been in an environment like it. I felt inspired.

I love building technology gadgets. I want to build things and sell the stuff I build.

I’ve played around with electronics, robotic prosthetics, Segway models, rockets, grappling– hook launchers, drones and more. As a pre-teen I was obsessed with flying and constructed multiple flying machines/wings and would strap them to my back, hop on my bike and cycle as fast as I could down the biggest hill I could find (despite other successes, unfortunately these contraptions never seemed to work).

A big challenge for me has always been to learn how to build a business and sell the things that I build.

In February 2015 I completed a graduate scheme working as a mechanical engineer for a large American corporation. While working I spent a great deal of time researching the next step of my journey to launch my own technology business.

It was during this research I came across the Master’s programme at Imperial College Business School: MSc Innovation, Entrepreneurship & Management. I applied and received an offer, however I must admit that the idea of leaving the working world and entering academia once more was daunting.

I have a number of friends who, after finishing undergraduate or postgraduate degrees unrelated to business, went straight into launching their own start-up. The question on my mind was always: “Can a university course really teach me to build a business and sell my future products, or is entrepreneurship just a natural talent that cannot be learnt in a classroom environment?” This debate would often appear in my conversations with entrepreneurial friends

and I was uncertain about accepting the offer for the Master’s programme.

During this period I discovered the Entrepreneurial Smart Camp Summer School course at Imperial. In my mind this would be a great opportunity to assess the ‘vibe’ at Imperial, to see whether it was the right environment for me and whether it would help me on my journey.

I applied and thankfully secured a place.

As I walked into the first lecture of the Entrepreneurial Smart Camp, my immediate impression was that my cohort was full of creative, culturally diverse and ambitious people.

Not everyone wanted to start their own business but everyone seemed to be passionate about innovation and ideas and I had never been in an environment like it. I felt inspired.

Every day in the first week featured a half day of lectures followed by an intense entrepreneurial exercise where we split into teams of six people and had to develop an original business idea, conduct basic research and pitch the idea to a panel of judges in the space of a few hours. It was exciting, stressful and empowering all at the same time. The three-week programme taught me some very practical skills such as pitching, idea generation and even mindfulness (entrepreneurs need to learn how to deal with stress!). I also studied theory on revenue models and business strategy, intellectual property and empathic design, to name just a few areas.

We debated business case studies and regularly had visits from guest speakers including the Managing Director at Facebook UK/Ireland, Steve Hatch, and Co-founder of Rocket Internet, Andrea Olivari.

The three weeks concluded in a final pitch day where each team presented the business idea they had been developing for the duration of the course. It was a tense moment bearing in mind each team had been working so hard.

I developed some great friendships during the Entrepreneurial Smart Camp and have since travelled to mainland Europe to meet up with some of them. There was a lot of socialising and the Thames boat party was a great way to finish the course. We also went on a trip to Oxford sightseeing and had the option to go on a number of theatre trips and tours around London. I now have a great network of business contacts and international friends.

The insights from the Summer School had a big impact on me and I loved the Imperial community so much that I chose to accept my offer for the MSc Innovation, Entrepreneurship & Management programme and spend a whole further year here! Imperial’s Summer School was definitely worth attending and it really helped me on my journey to launching my own hi-tech business, which is now progressing successfully!”

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Organising a global classroom: A day at the desk with Anna Townsend Written by: Rebecca Firth

When you consider the time zones and various locations of our Global Online MBA cohort it becomes apparent that the Business School is never really closed. Organising the virtual lecture theatres for a cohort dotted across the globe is just one challenge for Anna Townsend, Senior Programme Coordinator for the Business School’s Global Online MBA programme (GMBA).

Anna not only helps to guide and facilitate course curriculum for students, but also works to extend the Business School campus experience to students wherever they sit. In some instances, this will be as far away from London as New Zealand.

This type of role requires a lot of listening and understanding, says Anna: “The time zone has to be taken into account so I need to think carefully about deadlines and any live sessions or meetings, but essentially, the Global MBA students are like any other executive level student. They are working fulltime, often with a family and they are living far away from us – so they have quite a few things to juggle.”

Perhaps aiding her empathy with new students far from home, Anna is not a native Londoner herself. Growing up in the UK’s green Oxfordshire region, she moved to London just under two years ago. Now based in South West London, she still considers herself a tourist who is looking to uncover all that the city has to offer.

Anna’s understanding and friendly manner is something that obviously translates through the Student Hub (the School’s online learning platform) as she was recently acknowledged as ‘Best Support Staff’ in the 2016 Imperial College London Student Union awards. All nominations came from students on the programme, one of whom said in their submission: “Anna has been absolutely vital to the complicated logistical aspects involved in running the Global Online MBA programme, which has required immense coordination of faculty and graduate students. I have been amazed at the warmth and dedication Anna has instilled in this Business School programme, and her attentiveness to students’ needs.”

When talking about the award, Anna modestly suggests that she only received the award because the students on the programme are so well organised and “coordinated themselves to submit a nomination.” Modesty aside, it is obvious that Anna’s caring personality is a valuable asset to the school community. When reflecting on some of the rewards of her role, she notes that “seeing the students do well” is just one mark of success, and that she is able to assess her performance when everything is running smoothly, adding: “When you can see a live session has gone well and someone has been really engaged, I think that is the real reward.”

With the global students coming to campus for just three weeks during their year-long degree, I wonder what sightseeing advice Anna gives them. Before answering, Anna reminds me that she is technically still a tourist too, however she does reveal that “walking across the Golden Jubilee Bridge from Embankment station towards Southbank at night is kind of breath-taking. You can see Big Ben and St Paul’s all from one spot!”

Speaking of her own London experience so far, Anna adds that there are certain restorative qualities from exploring the many parks, such as Hyde Park, which is just down the road form Imperial: “Compared to other large cities, the green space in London is pretty great!” She says. “You can kind of get away from it all if you can find a lovely green space to sit in.”

As we end our short discussion, Anna’s selflessness and dedication to the GMBA programme are echoed in her closing comments: “It is my job to ensure everything is running smoothly – If there are no complaints I know I am doing a good job.”

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Profile

Lora Mihova Scholarship recipient, strategist and pioneering business woman Written by: Rebecca Firth

Lora Mihova was one of the first students to enter the newly launched MSc Economics & Strategy for Business programme in 2013 and has since progressed to be a Strategy Manager at Telefónica.

“I applied to Imperial for my postgraduate degree, because I couldn’t find another university that combined academic rigour with practical content for strategy,” says Lora. “The courses we studied were supported by current case studies and industry guest speakers, keeping it relevant for our careers carrying forward.”

Her decision to choose Imperial College Business School was also influenced by the scholarships available to applicants.

“Undertaking postgraduate study can be very costly. The Business School’s scholarship offering is one of the reasons I chose to study at Imperial, there aren’t many scholarships on offer from universities in London.” Lora added that she sees that offering financial support is an indication of the institution’s priorities to minimise financial disparity and increase the emphasis on further education.

When applying for the scholarship, Lora said that the process was “straightforward and simple”, with the only intimidating element coming from “the high calibre of the other applicants.” As part of the application she was required to complete a written application, a short essay and then have an interview, which she completed via Skype. When asked whether she would recommend a scholarship to others considering further study, she answers with an enthusiastic “yes”: “Scholarships are rare to come across. [Receiving a Scholarship] contributed to my drive and confidence when undertaking my studies. It is great to know that

Imperial are so ready to support and champion academic success.”

Remembering back to her time at the School, Lora laughs when she recalls some of her most memorable moments spent at Case Study Club, which provided an opportunity for Lora and her peers to get together and prepare themselves for exams and job interviews with puzzles and case studies. “I set up the club with some of my classmates,” Lora says. “We used to meet in the evening, which may seem ridiculous as we would either be in class or studying in the day, however, we wanted to develop our case study skills.”

Lora’s drive is not an attribute that has faded when progressing to full-time employment.

Alongside her work at Telefonica, she is also a founder of Think Big Techstars, a charity that aims to inspire young people to consider a career or further studies in science, technology, engineering and maths. Lora works with fellow graduates to set up sessions with mentors to “inspire confidence and curiosity” in the realms of coding. To date, the foundation has taught over 400 girls the basics of coding and HTML. “At the end of the session the girls will have set up a website that has content of their choice.

This means we do get a lot of Justin Bieber websites – but it is great to see the girls creating something that they are passionate about!” says Lora.

Setting up the charity has been no easy feat.

However, with the support of her employer and colleagues Lora has been able to create an

inspiring and beneficial programme for not only the participants, but for the mentors that help to facilitate the programme as well. Mentors, usually volunteers, are found through Lora and her colleague’s professional networks.

Read more about Think Big Techstars here: news.o2.co.uk/2014/05/07/girls-ttech-with-o2/ If you are interested in supporting scholarships for ICBS students, please consider a gift to the Imperial College Business School Dean’s Fund.

This year, these gifts will fund MSc and MBA scholarships to support talented candidates in need of financial aid. They will also support an emergency funding initiative, which will assist Business School students experiencing unexpected financial difficulty. Thanks to the support of our alumni, the Fund helps these exceptional students keep their studies on track.

To support the Dean’s Fund, visit: imperial.ac.uk/ giving/icbs-magazine

“ The Business School’s scholarship offering is one of the reasons I chose to study at Imperial, there aren’t many scholarships on offer from universities in London.”

Profile

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Erin Hallett Head of Alumni Relations E: e.hallett@imperial.ac.uk T: + 44 (0) 20 7594 9912

Erin Hallett Head of Alumni Relations

“I joined the Business School in May as the new Head of Alumni Relations, succeeding Nicola Pogson, who has taken up the role as Director of Alumni Relations for Imperial College London. Nicola established the Business School’s dynamic alumni network and initiated key programmes and changes, and I look forward to working closely with Imperial College to provide even more opportunities for our alumni.

I moved to London in June 2015 after developing the alumni relations and annual giving programme at the University of Victoria’s Faculty of Law in Canada. My husband and I had been spending an increasing amount of time overseas and we were keen to make a permanent move. London was the perfect fit given the amazing professional opportunities, the city’s vibrancy and my ancestral connections to the UK. After working as part of the Development and Alumni team at Birkbeck, University of London, I joined Imperial College Business School, drawn by the School’s innovative and aspirational ideals as well as its impressive leadership.

The transition to life in London, including my job at the Business School, has been relatively easy. I have been warmly welcomed and supported personally and professionally. People always want to know what I miss about Canada and it’s not the wide open spaces! I miss instant oatmeal, riding my horse after work, Tim Horton’s donuts, and my family and friends.

However, I wouldn’t trade this experience for anything and I am grateful every day that I have the chance to live my dream.

I am fortunate to have the opportunity to work with a wonderful team to further develop the Business School’s alumni programme. The School’s

network of over 14,000 alumni spans over 130 countries and provides an incredible resource of knowledge and expertise across business sectors.

The Alumni Relations office encourages alumni to stay connected and involved with the School in order to tap into this network and make the most of its benefits. I have enjoyed meeting many of our alumni, who stay involved through a variety of opportunities from attending events, supporting student recruitment, volunteering as panel speakers, or helping connect the School to its global community. The Business School offers some great alumni benefits like access to the Alumni Visitor Centre, discounts on courses, careers support, and an alumni email address, and I think that together, the Business School and our accomplished alumni can really support the School’s reputation for global excellence.

The Business School is committed to providing continuous support to our alumni as their professional and personal lives develop. We believe that permanent investment in our alumni is critical to the future success of the School, business and society. That’s why the role of the Alumni Relations team is so important, as it provides valuable opportunities for alumni to connect with each other and help them fulfil their brilliant potential.

I hope to meet many alumni in the coming year and hear about their experiences and celebrate their accomplishments. I invite alumni to contact me with feedback as to how the Alumni Relations team can best support them and build an even stronger community. We are here for alumni and I look forward to developing lifelong connections and a virtuous circle of support.”

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Alumni updates

Alumni updates

Mark Shepperd Management Science 1980 London, UK

Christopher Mansfield Management Science 1988 Broadway, UK

Kamalijt Sood PhD 1997 London, UK

“I am the senior analyst, at Broadwalk, a small hedge fund in the West End. I spend my time meeting companies, considering our portfolio, meeting with potential and prospective investors.”

“I work for a privately owned fund manager for 8 years, which has grown significantly over that time, increasing funds under management from EUR 240 million to EUR 3.5 billion and increasing head count from 13 to 65. It has been interesting, challenging and rewarding to be part of that process, while at the same time maintaining a decent work-life balance.”

“I have founded a renewable energy company focusing on biomass, solar, battery storage and gas peaking plants. In addition, we are working to a 7-10 year goal of developing small modular nuclear reactors and have been selected by the Department of Energy and Climate Change (DECC) to participate in the first round of competition. We are keen to develop geothermal hot dry rock energy systems which mine the heat from the earth's crust and are very environmentally friendly. I am keen on literary writings and analysis. I am developing to be a playwright and have been writing poetry in Punjabi and Hindi.”

Christian Hänel Management Science 1987 Santiago, Chile “I am CEO of a company distributing medical devices. This is an industry in constant evolution.

I was able to organise the formation of an industry association with 30 members and was elected as its Chairman.”

Stephen Spinelli, Jr PhD 1995 Philadelphia, USA “I am President of Philadelphia University. We are merging with Thomas Jefferson University, a multi-billion dollar clinical enterprise with one of the largest medical schools in the USA. Philadelphia University's curriculum was named one of the most innovative in the USA last year.

I received an honorary doctorate from Ulster University in Belfast and I was also appointed to the Board of Planet Fitness, the USA's largest fitness franchise with over 1,200 gyms.”

Jeremy Hall PhD 1995 London, UK “I have devised a disruptively innovative business simulation design approach: meta-composition.

This focuses design on cognitive processing and cognitive load with design for learning process separately from design for learning content. As part of this I am designing a family of very short business simulations for SMEs, budding entrepreneurs and start-ups and expect to be speaking at a couple of key conferences in 2017 in the USA. Next year (2017) I will have been using computers personally from my office desk for 50 years. I am currently assembling a personal time line of my experiences on ancientgeek.uk!”

Fuad Shakshir Executive MBA 1997 London, UK “I am raising debt for real estate or infrastructure investors. I am now a Director of Debt and Structured Finance at CBRE, having left banking after 16 years. I have mentored two SMEs going through a growth phase successfully – I really enjoyed the rewards and being in a different market (SMEs). Both companies were in the real estate space. I am now mentoring a start up that is looking at crowd funding. I am also a member of the Business School Alumni Advisory Board.

I am looking to reconnect with the Exec MBA 97 class – please get in touch via email FShakshir@ aol.com to arrange a reunion in the next year!”

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William Wong Full-Time MBA 1998 London, UK

Ricardo Solis Full-Time MBA 1998 Cali, Columbia

Yvonne Tse Full-Time MBA 1999 Hong Kong

“In the past year, I was commissioned by the Spanish Tourism Board on location shoots in Menorca (one of the Balearic Islands in the Mediterranean) and Aragón near the Pyrenees bordering France. I have also been leading and building the team @london_only, the preeminent Instagram hub where we run photography challenges through the week for members. In a year, we trebled our followers to 27k with further expansion and relaunch plans this autumn. In this capacity, I am also a photography critic. Take a look at my Instagram galleries @intereverything and for people/portraits @ourgaze. Find me on LinkedIn and on Twitter, DM me @3become1.”

“Since my fabulous experience at Imperial I returned to my past job and nowadays I am the general manager and associate of the company.

The past years have been a rush of challenging projects, shifting from only agribusiness to agribusiness and mining. It is strongly satisfying to plan and lead production and cultural changes to meet the new environmental challenges we are facing in these two businesses. Climate change awareness is making us re-think the playing role of the company.”

“I changed my career, moving from Finance into IT to work on a video streaming project. I recently employed another Imperial College alum, and would consider doing so again because they are academically strong and committed to the company's development. I have many friends from my time at the Business School; I meet with friends in HK every few months, and meet friends in Taiwan, Singapore, UK and Thailand whenever our travel schedule fits. One Indonesian MBA classmate became my sister-in-law! I help mentor fresh graduates and youngsters who need guidance and advice. I love music and I am a pianist and get involved in some music festivals and events. I also do volunteer work via church and local NGOs. It is very important to give back something to the world.”

William Egerton Full-Time MBA 1998 London, UK “I am now Chief Strategy of a start-up cyber security business, which aggregates UK small and medium enterprise capability and sells it into the Gulf states. We offer 25 UK companies capability ranging from intelligent whitelisting to security operations centres, hardware and software encryption capability, secure collaboration and new ways of performing facial recognition.”

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Alumni updates

Alumni updates

Edu Okeke Full-Time MBA 2003 Lagos, Nigeria

James Waddington Executive MBA 2011 London, UK

David Keene Executive MBA 2012 London, UK

“This year I closed on a $900m power project in Nigeria. When completed, it will add about 10% to the power grid of the country. It is the first project financed deal, completely led by a private company to be done in the country.”

“I have a lot of variety and responsibility as a Director of one of Leidos UK subsidiaries. I have been working on the periphery of a larger merger which has been very interesting.

I am also working with another alum, Andrew Brown, on some healthcare business development. We both sit on the Alumni Advisory Board and so I hope we will continue to work together. I volunteer at Crisis each year at Christmas as a general volunteer. I think it is important to give something back – safety and security for the homeless especially at Christmas – it is so valued by them.”

“I moved from North EMEA Marketing Head to Global Head of Sales Enablement for Google Apps for Work. I am involved with Imperial through several board roles: Alumni Advisory Board, MSc Management board at the Business School, InnovateUK and Climate-KIC.”

Luis Hui MSc Finance 2006 London, UK “I sit on several Boards including the Business School Alumni Advisory Board, and the Independent Monitoring Board – Immigration Removal Centre at Gatwick Airport (2015).

I am also the Chairman of the Community & Vocational Committee for the Rotary Club of London, doing fundraising and community/ vocational work with a team of likeminded business people. I have been chairman of this committee for nearly 3 years and have raised around £40,000 so far for various charities, hospices and schools. Community and vocational activities include taking 12 profoundly deaf and disadvantage students to Interlaken in Switzerland for a one-week intensive activities with the view to change their lives. We are also contemplating supporting an initiative/charity of Imperial College London.

Nikolas Langes MSc Finance 2013 Berlin, Germany “I’ve started my own business called tripcombi, formerly known as tripdelta, it is an online flight metasearch platform that can save consumers up to 80% in airfares compared to competitors by leveraging its proprietary technology to find unique flight combinations. Tripcombi’s technology is built upon unique machinelearning algorithms that empower end users to search and find competitively priced flights that are hard to come by. To learn more about tripcombi, visit tripcombi.com/en”

Imperial Business

Andreas Panteli MSc Innovation, Entrepreneurship & Management 2013 Johannesburg, South Africa “I was transferred on a mission from Novartis Pharmaceuticals HQ in Switzerland to lead digital innovation and operational excellence in the Africa continent, currently based in South Africa. I am working to improve society by spreading Lupus disease awareness across Europe and the World. After getting a slot for running New York's marathon in November 2016, I partnered with Lupus Europe NGO and established the campaign "Run with Andreas": lupus-europe.org/activities/projects/run-withandreas/article/run-the-marathon-with-andreas.

Let me know if you would like to hear more, and help spread the word!”

Cynthia Chami MSc Strategic Marketing 2014 Beirut, Lebanon “During my role at Booz Allen Hamilton, I was able to work on several projects on a national scale, and have helped leading governmental entities implement strategies to structure and enable digital payments in their countries. I got married in August and moved to Dubai with my husband, who is an Imperial MBA graduate as well!"

Nazeli Ghukasyan MSc Economics & Strategy for Business 2014 Stockholm, Sweden “I had a great career change, going from corporate banking to big data and advanced analytics. Now, I am leading digital data collection globally for Electrolux (Web Crawling initiatives). I have worked on the Electrolux Online Retailing project. The aim of the project is to provide the stakeholders with an advanced tool that represents Digital Marketplace globally.

Initially I was building virtual robots to crawl data, afterwards, I was assigned to lead the Web Crawling initiative and manage the teams.”

Hadi Jbaily MSc International Health Management 2014 Beirut, Lebanon “After completing the MSc International Health Management, I worked for 6 months as an intern in the World Health Organization's office in the European Union in Brussels. After that, I worked on a project with the European Cancer Patient Coalition. Now, I am working for GlaxoSmithKline (GSK) in Beirut, Lebanon. I am currently doing the graduate programme in commercial management, and looking forward to progressing in my career and landing jobs across the globe. Imperial has opened many doors!”

Francisco Goiana-da-Silva MSc International Health Management 2015 Lisbon, Portugal “As a member of the Portuguese Health Secretary of State cabinet, I am responsible for health policies implementation coordination.

Since the beginning of the Government's mandate, my team and I have participated in the implementation of several public health policies. Based on my network, the Portuguese Health Ministry recently established several scientific consultancy protocols with Imperial College Business School, which will be consulting the Portuguese Health Ministry in the implementation and evaluation of its several health policies in Portugal.”

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Andrea Guevara Gasca MSc Innovation, Entrepreneurship & Management 2015 Leon, Mexico “I'm working as Innovation Manager at the Innovation Park of La Salle University in Leon, Mexico. I’m responsible for all the projects that have a focus in social innovation in collaboration with the Mexican Government and NGO’s; this position has been a great challenge for me since I have a scientific background in Chemistry, and I’ve been continuously learning since I started at Imperial. I’ve managed to enrich the projects I’m responsible for with the skills and knowledge I earned during my Master’s degree.

I've also been volunteering with the Cultural Centre El Solar. This is a formation centre for women, and I'm the community manager of the Iskra Club (a club for scholar girls where they learn soft skills that complement their education, such as team work, values, self esteem); I also volunteer as the Empowerment Programme Manager, a programme to empower poor girls who live in the vulnerable communities around Leon city. The goal of this programme is to coach the girls so they can fulfil their life goals.”

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Profile

Imperial Business

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Dorothy Griffiths A legacy of change Written by: Mia Roberts

Professor Dorothy Griffiths reflects on nearly forty years at Imperial and shares her hopes for its future.

“ I want my legacy gift to reflect my values. I want it to support the empowerment of women and help people who come from disadvantaged backgrounds.”

IN BRIEF

Joined Imperial in 1969 Former Dean of Imperial College Business School Provost’s Envoy for Gender Equality, Imperial College London

In recent years, the legacy gifts of individuals with foresight and vision have remained central to Imperial’s growth.

If you would like to learn more about leaving a gift to Imperial, please contact Anna Wall: E: a.wall@imperial.ac.uk or T: +44 (0)20 7594 3801

When Professor Dorothy Griffiths first joined Imperial College London in 1969, there was only one female professor at the College. Her mentor, the esteemed Joan Woodward, would become the second in 1971 as Professor of Industrial Sociology. Since then Professor Griffiths has herself forged an inspiring career at Imperial, going on to become Deputy Principal and later Dean of Imperial College Business School, and has fought tirelessly for gender equality in education and business along the way. In her current role as Provost’s Envoy for Gender Equality, she advises the College on policies and practices to advance the careers of women in science, technology, engineering, maths and medicine. “It’s a rather nice way to end my career,” she says.

Her work alone would leave an impressive legacy, but Professor Griffiths has recently decided to further her contribution to Imperial with a legacy pledge. She sees this as an effective way to provide continued support to the College in the future, and do so in a way that chimes with her personal priorities.

“I want my legacy to reflect my values,” she says. “I want it to support the empowerment of women and help people who come from disadvantaged backgrounds.” She explains how she is working with the College to shape her gift around her intentions: “I haven’t quite decided on the specifics yet, but one of the things I’m thinking about is supporting social enterprises, in particular social enterprises that support women. The team have been very helpful in understanding what my values are and therefore how I want my legacy to be used.”

As well as being a crucial social objective, gender equality is something Professor Griffiths believes has an important place in business strategy. “Gender equality makes fundamental business sense” she says.

“Wherever men are overrepresented, as they are in the business world, strong women will be left un-appointed. "This suggests to me that there will be a performance implication.”

In discussing how the higher education sector can help address this inequality she says: “We need to encourage equal participation of women in higher education, both as students and as faculty. I think the Business School and the College are working very hard at the moment to enable both of those. Over the many years I’ve been at the College I’ve seen a great transformation in the number of women in senior positions, and as students and members of academic staff. But we’ve still got a long way to go.”

In the past year the number of legacy pledges has nearly doubled, with many alumni and friends of Imperial pledging gifts to various areas. Professor Griffiths reflects on the importance of gifts such as these to the future of the College, and to higher education in general.

“The world is changing”, she says. “Universities don’t have the same level of funding that they used to receive from governments – they have to increasingly be self-funding. So I think it’s very good if alumni feel able to give something back – if they feel they got something from the College and it’s contributed to their career.”

Her personal hope for the future of the College is clear. “My hope is that in one hundred years Imperial College London is still one of the top universities in the world. It’s the institution that I’ve devoted my life to in some ways. I’ve spent over 40 years working at Imperial – it has shaped a lot of who I am and I like to think I might have shaped a little bit of what it is too, certainly in the Business School. So it’s very nice to continue that connection with a legacy.”

Like what you’ve read?

Learn more about Imperial College Business School’s world-leading research, programmes and collaborations through the online portal: Imperial Business Intelligence imperial.ac.uk/business-school/intelligence

Contact Information: Imperial College Business School Imperial College London South Kensington campus London SW7 2AZ United Kingdom T: +44 (0)20 7589 5111 F: +44 (0)20 7823 7685 W: imperial.ac.uk/business-school @ImperialBiz linkedin.com/company/imperial-college-business-school facebook.com/imperialbusiness instagram.com/imperialbiz/ Editors: imperial-business@imperial.ac.uk Disclaimer: While all reasonable efforts have been made to ensure that the information in this publication is correct, matters covered by this publication are subject to change. Published October 2016.

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