South Wales Business Review Volume 6 Issue 2 by Lucy Griffiths

Vol 6 Issue 2 2015

Adolygiad Busnes De Cymru

In the Mix

How Creative Collaboration can Transform Business The RSAâ&#x20AC;&#x2122;s Matthew Taylor on Swansea Co-Opetition: Why Collaborate with your Competitors? 10 Tools and Tips for Effective Co-creation

Swansea Business School Ysgol Fusnes Abertawe

inside | SOUTH WALES BUSINESS REVIEW

3 Editorial:

IN THE MIX How Creative Collaboration Can Transform Business

4 The Big Interview:

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SUMMER 2015 Volume 6 Issue 2

14 Start-Up Perspective:

22 Opinion: DOES CO-

16 Think-Piece:

23 Book Review: FUNNY BUSINESS

OPERATION COME NO HERO The myth of the NATURALLY? lone entrepreneur

MATTHEW TAYLOR

MIX IT UP Combining Expertise to Create Innovative Solutions

8 In Conversation:

18 Industry View:

‘MORE CHANGE - EVEN FASTER’ 3M’s Approach to Agile, Collabortive Working

24 Next Issue:

FAIR PLAY Equality and Diversity in Wales’s Workplaces

CAN CO-OPETITION BEAT COMPETITION?

20 News and Events

PRODUCTION TEAM Editor: Lucy Griffiths Editorial Board: Kathryn Flynn Christopher Thomas Design & Print: UWTSD TEL

Editorial: In the Mix

How creative collaboration can transform business

Selected Contributors:  Steve Griffiths

With a background in Economics and research interests in management ethics, competition theory, SME marketing and internet business challenges. Steve has taught at Swansea Business School for many years, and is currently Assistant Dean at the Faculty of Business and Management.

Lucy Griffiths Editor

 Will Fleming

10 In Conversation:

DEVELOPING THE NEXT GENERATION OF COLLABORATORS

Will Fleming lectures in marketing at Swansea Business School and has a background in marketing in the sports and brewing industries. He has particular interests in sports sponsorship, collaborative marketing and the sustainability agenda.

We all know that collaboration through team working or ideas-sharing can be hugely important to the success of organisations, but what happens when we look outwards for collaborative opportunities? What happens when we think creatively about what collaboration means and begin to work with those in other sectors or even our competitors to collaborate and innovate?

 Jayne Williams

This issue of the Review focuses on creative collaboration and the role it can play in developing successful organisations. We have three key interviews in this issue – representing views of collaboration from a policy perspective, a skills perspective, and an industry perspective.

With more than 20 years of experience as a marketer and manager in blue chip companies, Jayne currently lectures in marketing and management at Swansea Business School. Her research interests include customer care, employability and social capital.

Alternative formats If you require this document in an alternative format (e.g. Welsh, large print or text file for use with a text reader), please email swbr@uwtsd.ac.uk Fformatau eraill Os hoffech y ddogfen hon mewn fformat arall (e.e. Cymraeg, print mawr neu ffeil tesun i’w ddefnyddio gyda darllenydd tesun), anfonwch e-bost i: swbr@uwtsd.ac.uk

Matthew Taylor, Chief Executive of the RSA, who recently visited Swansea to discuss how the city region can collaborate for success, shares his view on how the community can work together to create change. Dr David Helfand, President and Vice-Chancellor of Quest University, Canada, speaks about his university’s unique approach to developing graduates with the skills employers need, and Paul Hind from 3M describes the company’s commitment to innovation through collaborative working here in Wales. We also have a think-piece on the business benefits of creative collaboration from Professor Andy Penaluna, a start-up perspective from a student entrepreneur George Russen, along with our usual news and reviews. I hope you enjoy this issue. Our next edition will focus on equality and diversity please email us at swbr@uwtsd.ac.uk if you are interested in contributing.

ISSN 2049-5544 Disclaimer: The articles in this publication represent the views of the authors, not those of the University. The University does not accept responsibility for the contents of articles by individual authors. Please contact the editor if you have further queries. Ymwadiad: Mae’r erthyglau yn y cyhoeddiad hwn yn cynrychioli barn yr awduron, nid rhai UWTSD. Nid yw’r Brifysgol yn derbyn cyfrifoldeb am gynnwys erthyglau awduron unigol. Cysylltwch â’r golygydd os oes gennych gwestiynau pellach. Registered Charity Number / Rhif Elusen Gofrestredig 1149535 © UWTSD 2015. All rights reserved/ cedwir pob hawl. Cover image: ©ADA_Photo/shutterstock This page: © djem/shutterstock

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Best wishes

Post:

Lucy Griffiths

South Wales Business Review Adolygiad Busnes De Cymru Swansea Business Campus Campws Busnes Abertawe University of Wales Trinity Saint David Prifysgol Cymru Y Drindod Dewi Sant High Street / Stryd Fawr Swansea / Abertawe SA1 1NE

Lucy

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The Big Interview: Matthew Taylor The RSA’s Chief Executive Matthew Taylor visited Swansea recently to give a lecture on how stakeholders within the City Region can collaborate for success. SWBR editor Lucy Griffiths caught up with him to find out more. SWBR You’re here today to talk about Swansea as a city –what do you see as the challenges being faced by Swansea and the City Region? MT I think it’s important to start from the fact that cities are a kind of hot topic at the moment. There was a critical moment a few years ago when more than half of the world’s population were living in cities. So I think there’s a much greater focus from policy makers at all levels on cities. So the debate in Swansea, which is a small city, echoes those debates that are taking place in every city as we recognise the importance of cities as social phenomena. It’s fascinating for me to look at Swansea, and what I’m trying to do in my speech is take some general ideas about cities and what makes cities successful, and the challenges cities face and connect them slightly more specifically to what I know about Swansea.

SWBR Swansea is coming from a position of having been a world leader in the past because of its industrial heritage, but what do you see as the key assets the city has today? MT Well I think there clearly are a number of assets. It’s a beautiful place, and that shouldn’t be underestimated. Wellbeing matters to people; quality of life matters to people, and that’s something that is offered here. It has two great universities which are very different, and it’s absolutely clear that higher education institutions are a critical resource for cities as they continuously try to renew themselves. I think also it is clear that in Swansea there are ambitions. This is a place where 4 | Vol 6 Issue 2 2015

people talk about ambition. You go to some cities and there is sense of being downtrodden, a loss of self-confidence. Although Swansea has taken a battering in all sorts of ways – deindustrialisation, the impact of the most recent economic problems, austerity etcetera – this is a place that wants to talk about its ambitions. It wants to talk about the tidal lagoon, it wants to talk about the development of the city centre. So those things – the ambition, the quality of the key institutions – particularly the Higher Education Institutions. Also from what I can see there is a leadership, a municipal leadership, a city leadership, which is also ambitious and outward-looking, not defensive. So there are elements here that I think are encouraging.

SWBR So what do you do with those elements – how do you channel that ambition into something real?

So, important to have a sense of ambition, important that that sense of ambition echoes in some sense a part of Swansea’s history and its identity so as that ambition is developed it can be, as it were, imprinted on the face of Swansea as a place. I think it’s vitally important that in terms of the two big infrastructure projects, the development of the centre of the city and, hopefully, the tidal lagoon, that those are seen as opportunities, not just for infrastructure, but they are seen as civic opportunities, opportunities to exemplify the ambition in the way in which those projects are pursued. I think that, essentially, cities are networks of networks. So the way to understand a city is that it is a network of networks – and it is that network of networks effect that makes cities different. It is what gives them their vitality. One of the ways in which we see this at the RSA is that if you can remove the barriers to those

MT Well that’s really the focus of my speech – and I think it’s about taking those elements of ambition and defining a mobilising mission of place, and that that mobilising mission of place is something that feels like it reflects something that is specific to Swansea. Part of what people prize in places in a modern world which often feels like it has been flattened by technology and consumer capitalism in various ways – so every place is like every other place – is distinctiveness. People want to go to places that feel distinctive – that have a distinctive cultural offering, a distinctive history.

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| SOUTH WALES BUSINESS REVIEW networks effectively working together then all sorts of interesting things start to happen. You don’t need to force them, they just happen in cities. That’s what’s so great about cities. But there are a whole variety of things that act as barriers to those networks generating new ideas and new commitments. Political barriers, geographical barriers, cultural barriers, social barriers, personal barriers – so in a sense the way to think about cities is not, in my view, about forcing change in a top down way, it’s about saying how can we remove those things which stop energy flowing? So, if you talk about two universities here for example, it’s not about forcing them together – it’s about saying what can you do to remove the things which might be stopping a hundred different potential ideas for collaboration and involvement in placeshaping taking place. So I talk a lot about collaboration - I think that’s a very important part of the story, and I think ultimately, that the way cities work is that rarely, actually, when you look at a city’s achievements is it because somebody had a grand plan and that grand plan was then implemented over a period of time. What tends to happen is that a city reaches a point at which the energy flows within that place are such that ideas, great ideas just naturally come to the surface, and nobody can quite remember where it came from or at what point. One urbanist talks about not looking for a silver bullet but continuously firing silver buckshot. You’re firing out ideas, and in the eco-system of a city, great ideas will surface, and once they’ve surfaced then they’ll start attracting things to them. And that’s what often happens geographically

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ADOLYGIAD BUSNES DE CYMRU | – a little place, a little cluster starts attracting other activities associated. We’ve just been talking this morning about the things UWTSD is good at, and how you can stretch those things. This University is brilliant at design, and also working with workplaces around employee development, so there’s scope for thinking about service design – because one of the issues in Wales is public service reform. It’s thinking about how you can use those skills to reimagine the public services. That’s a really interesting opportunity. It’s not about saying that this place hasn’t got anything, we’re going to go out and buy it and plonk it down. That doesn’t work. It’s about saying it is here, how do we release those energy flows? New and innovative institutions are absolutely vital to that. One of the interesting things about this university is that it is an inherently innovative organisation. Innovation is in its bones. I think of this university as more liquid than solid really – it’s flowing into the opportunities and needs that are in the locality, and that gives it an opportunity to be part of that dynamic ecosystem that I’m talking about.

SWBR So, some of the key ingredients are there? MT I think the key ingredients are there, but I would caution against complacency in the sense that you can have those key ingredients, everything can be aligned, but if in the end, you allow those barriers – those political, organisational, cultural, structural, personal barriers – if you allow those barriers to persist and get in the way, if people pay lip service to collaboration and to ambition rather than

being real about it, those assets won’t be exploited. Cities work in an incredibly competitive environment now, and one of the things we’ve seen in the last few years is cities being willing to let go of some of the kinds of things that have held them back. One of them that’s really interesting is geography. Now if you go back ten years, you’d have said that a huge problem for cities and for local government was parochialism; unwillingness to work with the neighbouring authority. You see that with the great western alliance that has been built around Cardiff, Bristol and Newport. That barrier which seemed a huge impediment to our cities’ dynamism and growth and innovation – people have just woken up and thought it’s no good anymore. Local authority leaders no longer feel it’s legitimate to say ‘well of course it would be better if we worked with our neighbours but we just don’t like them’. Swansea has to work effectively with whatever geographical space is relevant to it. The point is not to create a space because it will do something, it is about removing the barriers to whatever space seems most functional. There is a functional space that crosses from Bristol into South Wales and why would you not want that space to work together because the kinds of big infrastructural projects, the things you might want to do, that’s the relevant space. So if that’s the relevant space, that’s the space we’ll work in. Similarly, Swansea needs to work in whatever the relevant space is. Sometimes the space is a neighbourhood, sometimes it’s a city, sometimes it’s the city region, sometimes it’s the whole of South and West Wales,

sometimes it’s the world. So, it’s about not allowing geographical boundaries to impede effective space for innovation and growth.

SWBR Do you see a role for Universities like ours in identifying and removing those barriers? MT Yes, because this is an institution which in its very formation, and the way in which it has imaginatively overcome the barriers between pre-existing higher education institutions, the way in which is overcoming the barrier between higher education and further education, is a barrier-busting institution. And so it can lead in that regard because it exemplifies that idea, but also I think that the intellectual capital contained in this university can also assist in collaborative ventures. I talk in my speech about the possibility of some sort of collective impact methodology where places get together, identify a transformative goal and work together towards it. I think the University is incredibly well placed to act as a facilitator of that kind of thing. Sometimes those kinds of collaborative endeavours are squeezed out when you’ve got an overbearing institution like a local authority or a very big established university, but this institution is new and fresh, it works in interesting ways, is seen as an empowering institution not an overbearing institution, and is continuously exploring ways in which it can contribute to place.

SWBR What about in terms of developing a sustainable culture of ambition and collaboration? MT Absolutely, yes. Again, I think here you have to go with the flow. You can’t create an identity from scratch, or (and this is one of the mistakes that were made around cities in the 90s developments) have the notion that you can pick up an identity from somewhere and plonk it down and say this is what we are now. Some of those backfired very badly. You have to allow those notions of identity and culture and pride and ambition to emerge organically, but that’s what being situated in the heart of a place enables you to do.

SWBR Our University is currently working in partnership with other organisations in the city and Welsh Government to create a new neighbourhood, rather than a campus, in the SA1 area of the city where learning facilities will integrate with social, living, business and community spaces. How does that resonate with your view on city development? MT In Chicago, for instance, you’ve got one of the world’s best universities surrounded by some really tough neighbourhoods, so there’s a sense of a university boundary , which, if you’re one side of it you’re in the university and if you’re on the other side you’re in danger. That idea that Universities are places with high walls is our traditional, ivory tower view, and I think it’s highly problematic. What is much more interesting is the idea that university is, as it were, a dispersed

capacity within a place. And yes, there’s specialism in this, there’s specificity in that, there are students doing degrees, there are people teaching, there are reporting mechanisms, accountability, but actually, the institution sees itself as added capacity to the whole place. So the idea of a university saying ‘we are part of a neighbourhood’ rather than ‘we are building a campus which will have high walls around it’, is I think absolutely the kind of idea that we need, and the kind of idea that you see in the places where the relationship between the institution and place leaders is strongest.

“enlightened and progressive employers understand that providing support for their staff,... is not only going to be better for the individual and the collective workforce, it’s going to be better for productivity.”

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In Conversation: ‘More Change – Even Faster!’ 3M’s approach to agile, collaborative working UWTSD’s Jayne Williams recently met up with Paul Hind, 3M’s Gorseinon Plant Manager to learn more about how 3M is responding to change and fostering a culture of collaborative working. JW: How did you begin your career with 3M? PH: It was back in the late 90s when I started working for 3M as a maintenance fitter in the North East, at the 3M plant in Newton Aycliffe. Three years later I became a CAD draughtsman in R&D but in this new role I soon realised that I needed to go back to school. So I enrolled on an Open University course to study Design & Innovation. I needed to learn more about Design in my new role but also to understand Innovation as this is a fundamental component of 3M’s sustainability over the past century. During several years of commitment to learning, I also moved away from manufacturing into ICT and Product Development but missed the manufacturing environment. Eventually I successfully secured a position as a quality engineer, followed by a series of promotions culminating in a role as Quality Specialist in 2009. This was an opportunity to visit a variety of new and old plants in countries like Russia, Poland, Turkey and Sweden, ensuring standardisation of quality. In 2012 I moved into the role of Production Manager in Newton Aycliffe, 3M’s manufacturing plant before relocating in 2014 to Gorseinon to take up the position of Plant Manager.

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JW: It’s a well-known brand but can you tell us exactly what 3M does in Gorseinon as well as globally? PH: Globally we’re into everything, for example, Post-it Notes, materials for traffic signs, personal protective equipment as well as many different adhesives. On average you will interact with a 3M product or technology 17 times a day! More locally in Gorseinon we manufacture materials for the personal care market primarily the nappy market as well as masking foam tape for the automotive aftermarket. In the past we typically would have been manufacturing adhesive tapes and video tapes, that’s how diverse our business is.

JW: How has the organisation managed to sustain its competitive advantage for more than 100 years? PH: There is an embedded company philosophy which encourages innovation, for example, we aim to have 40 per cent of our revenues coming from products created in the past 5 years. 3M also has a ’15 per cent culture’ which allows employees to spend 15 per cent of their working time on projects that aren’t yet adopted by a 3M business. It is part of a culture that recognises that unexpected

outcomes are an inevitable part of the innovation process, so you need to create time and space for exploration. This philosophy is underpinned by the leadership principles of former 3M CEO William McKnight who as far back as 1948 encouraged management to delegate responsibility and motivate employees to use their initiative, be open to change and tolerant of new approaches.

JW: Can you give the readers an indication of how the organisation has changed during the time you have worked for 3M? PH: Similar to most companies, we’ve been through the introduction of the electronic age which affects how we operate, communicate and sell to our customers. We’ve continued to be as agile as possible in keeping up with the pace of change. We keep our finger on the pulse of what is happening in the world from all angles, be it technical, social or from a factory perspective operational.

JW: What do you see as the key challenges facing the organisation today? PH: Staying current, ensuring the organisation doesn’t become a ‘me-too’

company and attracting and retaining top talent in spite of moves towards the East over the years. It’s also important to stay relevant and to remain the hightech experts in the markets we serve by continuing to focus on the vital few challenges for long term competitiveness which are our leadership behaviours, our code of conduct, our vision and our strategy.

JW: Can you provide the readers with some examples of strategic changes currently being implemented and the impact on the organisation? PH: I guess two of the key strategic changes being currently implemented are Portfolio Management and Investing in Innovation. When considering portfolio management the overall aim is to be in all different elements of the product triangle i.e. entry level, ‘me-too’ generic products, and differentiated offering – finding that new unique differentiator which means looking at different materials, different methods of manufacturing, new market development/channels and diversification. When it comes to investing in innovation 3M has a proven track record, with a commitment to invest six per cent of sales in R&D.

coaching and training, ultimately to create a learning environment in which everyone has the opportunity to achieve and succeed.

JW: How do you think the organisation will sustain its competitive advantage in the future?

JW: What do you think might be the key drivers for change in the future?

PH: Our people are this company’s greatest asset and so we will continue to retain them through continuous development as well as attracting new talent externally. We will also continue to invest heavily in R&D to discover the unique differentiators to sustain our position as the chosen provider of customer solutions rather than a seller of products. The future acquisitions that the company make must be relevant and ensure regional sources of supply which means putting manufacturing where customers are to enhance our service to the customer.

PH: More change but even faster! For example, advancements in health and well-being is creating a new market for nappies with people living longer as well as rapid technological changes impacting on manufacturing processes and systems. Our customers, suppliers and competitors are experiencing the same and it’s up to us as a company to decide whether we want to continue to lead the way. Cultivating this culture within 3M isn’t easy but it’s not unachievable either. To be effective we need to reflect on past experiences which can be extremely impactful if time is taken out to do this, for example, at the time of quarterly appraisals, because showing people where they’ve come from often acts as a reminder as well as a positive motivator.

In short we need to be as brilliant at doing what we do today but at the same time plan to be as brilliant at dealing with the global megatrends that are heading our way.

JW: How are such changes being managed by your leadership team in Gorseinon? PH: As recently recommended by 3M’s CEO, Inge Thulin, ‘make change your best friend’. By adapting to the fast pace of change in the modern world we will separate our organisation from the rest. In Gorseinon we’re developing a team that is agile and flexible, people need to come out of their ‘silos’, to be openminded and willing to work outside their comfort zones, continuously developing themselves as well as their teams. To enable this to happen you need buy-in from all employees and they need to have empowerment, autonomy, space to explore, tolerance to allow people to learn through Vol 6 Issue 2 2015 | 9

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In Conversation: Developing the Next Generation of Collaborators SWBR Editor Lucy Griffiths recently met up with Professor David Helfand, Astrophysicist and President of Quest University in British Colombia with which the University of Wales Trinity Saint David has a successful exchange partnership, to talk about the University’s unique approach to developing the next generation of collaborators. LG Tell me about the Quest model, what drove Quest to create its unique approach to higher education? DH – So first of all in Canada all universities are public, and they have unfortunately been driven to a uniformity of style and structure and organisation and content, which I don’t think is healthy. I’m from the U.S. and we have a very wide variety of schools in terms of size, focus etc. So this was not my idea, it was David Strangway who was a geo-physicist in charge of the Apollo moon rocks programme in the 60s but was Canadian and had recognised that the notion of an undergraduate focused liberal arts curriculum had certain advantages. So when he retired in 1998 he thought - well we just build the first independent university in Canada and make it a residential liberal arts University. We received a very large founding gift from another geo-physicist actually, who had discovered diamonds in Canada, most people don’t know this but Canada exports more diamonds than South Africa does now, all because of this guy’s diamonds. So that meant we could build a campus and this is about when I got involved. The idea was we could build an intellectual model, an organisational model and a physical model, all designed around a single educational philosophy, and that’s what made it attractive… 10 | Vol 6 Issue 2 2015

LG – A completely blank slate… DH – It was a completely blank slate, and we got to say how we would create a university not for the 19th century, which is the way most universities are structured, but for the 21st century, and how we would create a university for students graduating from high school today versus ourselves 50 years ago. Needless to say, the design was somewhat different. So, I agreed to go out there for one day to talk about integrating science, hard science, into a liberal arts curriculum (I’m an astrophysicist), and that was 10 years ago, so I sort of got sucked in. So what’s different? Just about everything. The 19th century notion of the university is designed for information transfer to create experts. Experts are people who have lots of information on a particular subject stuffed into their heads, can recall it quickly and address situations in an industrial economy. We no longer live in an industrial economy, and a million times more information than you can ever stuff into your head is in your cell phone, so the whole model of information transfer makes no sense whatsoever. So what does one need to be able to do to be able to find information in the tsunami of the misinformation that is out there? Validate that information for one’s self, not rely on authority because

authority is so diffused and unreliable on the internet. Then equipped with the tools from a variety of intellectual disciplines, take that validated information and produce something creative that’s of value to one’s self or to society, so it’s a completely different model. LG- So are you essentially trying to create polymaths or is it something different? We hear a lot about T shaped individuals, who have depth and a bit of breadth, what are your thoughts on that? DH – T shaped I guess, I only heard that recently so we didn’t start with that metaphor, but I sort of like it. So we said we have to not teach them the content of political science, physics, philosophy, psychology, we have to teach them the habits of mind of people who have been trained deeply in those fields. We divided education in half - the first 2 years (we have 4 year degrees in North America) is the breadth and so every student takes the same 16 courses, which includes mathematics, physical sciences, life sciences, social sciences, humanities, arts and language. Everyone does all of those, plus a couple of interdisciplinary courses or multidisciplinary courses thrown in. And then near the end of that period in March of their second year, they have an entire month to formulate a question. We have no departments, we have one Vol 6 Issue 2 2015 | 11

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“We no longer live in an industrial economy, and a million times more information than you can ever stuff into your head is in your cell phone.” faculty in a circular building and so people are assigned to offices by lottery and there are no divisions amongst disciplines. Everyone has a PhD in a discipline but they talk to each other, and so we want the student not the think in disciplines. So they are supposed to come up with a question, individual to them only, and that process consists of finding a faculty mentor who they will work one on one with for the next two and a half years, selecting half a dozen books (or if they are scientists, papers) that are fundamental to that field to build up the foundation. It involves deciding which courses they are going to take because we do have courses in the second two years but they go deeper, and most importantly designing an experiential learning opportunity for one to four months in the real world where they are in a research laboratory or a government office or a local community organisation or an NGO in Africa doing something relevant to their question. Then all this is synthesised near the end in the project we call the keystone project, which is a major piece of work. They are better than most master’s theses I’ve seen in the Ivy League, and they don’t answer the question because if it’s a good question it doesn’t have an answer! They synthesise what they’ve learned in their classes, in the experiential learning, in their independent reading or work with a faculty member into a major work, usually a long paper, but we’ve had the full production of an original play, twice 12 | Vol 5 Issue 4 2014

actually, we’ve had a documentary film, a graphic novel, a couple of art exhibits. The goal here is not content, so in the beginning we don’t ask them to learn to become a mathematician, we ask them to learn how a mathematician looks at the world, ask questions about the world and go about ways of trying to answer them. There are very different ways of looking at the world. The point is that the problems society faces today (my favourite example is climate change) are not going to be solved by people who do geophysical fluid dynamics, we need people to do geophysical fluid dynamics, you can do that in graduate school, but the problems will only be addressed by the people who understand the way economists think, the way people think, so psychology, the way political scientists think, the way a politician thinks, because clearly we are making no progress whatsoever on this problem because there is no one who can talk to all these people. So it’s not to make experts in these disciplines and it’s not to pretend they are going to become polymaths, it’s to equip them with the understanding of how different perspectives of the world can come together and address a real problem that is complex and doesn’t fit in the 19th century department.

LG – And you find that equips them to act as translators between disciplines post-education?

LG – Ok, so how do you think that impacts peoples choices after they leave quest?

DH – So for example, one of our graduates is now in charge at major U.S. environmental firm of a team of eight engineers. He has zero engineering courses on his transcript, but he knows how to solve engineering problems. He did that for his thesis, and he knows how to collaborate and he knows how to communicate really effectively, which not all engineers do, and so as a consequence he is the person who is running this big project for a bunch of state governments because he has the set of skills needed to take the engineering problems and translate them to the politicians, the bureaucrats or whoever needs to understand.

DH – So some people find what they love, (you do what you love), and they are off on that track and that’s fine. Some people find in the course of their experiential learning in particular, that they never want to do this again, that’s valuable information too. What it does, I think, rather than necessarily put them on the track, which it does for some of them, is it exposes them to what it’s like to pursue a problem over an extended period of time and to use the tools of different disciplines to address it. So whatever job they get into they are going to have to learn new things, and if they are flexible and ready and eager, because they are engaged in the process to learn then they’re going to be able to do that effectively.

“Our society celebrates multitasking, but multitasking is neurophysical nonsense.”

LG How does the system here in the UK compare and what do you think we could be doing differently? DH – Well the worst part of the system here I think is the A-levels. Not that A-levels are bad, but you force people at 16 to decide or to narrow their options, I mean they can still take several right? But it does narrow their options.

LG – And that potentially closes doors to them… DH – That’s right, and I went to university at the age of 18 and I was a theatre major, and I ended up as the president of the American Astronomical Society so clearly I changed which isn’t surprising for someone who’s 18. And so the point is, 16 is way to early, 18 is too early, people need to use that 3 years or 4 years that is not job training, that is not preparation for anything other than learning how to learn. The point here is to centre everything on the student and try to create for that student the opportunities they’ll need, the skills they’ll need, the transferable skills, like communication and collaboration and creativity and resilience which they don’t learn sitting in lecture halls. LG – How do you think you foster creativity and collaboration within university environments? DH – Well one way of doing it isyou break down all the artificial barriers so we have no faculty ranks and we have no departments and we have a circular building so there are no edges or boundaries and people are naturally creative. We would not have survived as a species if we were not creative, because we are not very strong, and we’re not very fast and we’re terrible until we’re about ten years old, the longest period of dependency of any creature on earth. So it’s only because we are

creative and you do that by fostering the maximum degree of collaboration and the maximum freedom outside of the constraints of the ‘you have to take these set of courses in this order’ kind of thing. And you give people unlimited time, so the great virtue of the block system that we use, which is one course at a time from for a month, then we go onto the next course, is that you don’t have to make decisions, you don’t have to do different things, you can focus on one thing. Our society celebrates multitasking, but multitasking is neurophysical nonsense. Our prefrontal cortex does not multitask, it can change really fast between things, and as you do that it has been shown that two things happen. Your assessment of your performance goes up and your actual performance goes down, and that combination is disastrous, which is why people die texting and talking on the phone and driving at the same time. Your brain cannot do that. So we take it to the extreme and say, no, you’ll do one thing for an entire month, and you won’t have to think about anything else for an entire month, and I as a faculty member won’t have to do anything else for the entire month, and as a consequence when people encounter a problem that’s difficult, they don’t abandon it because they’ve got to do their English paper, they work at it all night, or all week or however long it takes. Vol 5 Issue 4 2014 | 13

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Start-Up Perspective: No Hero - The Myth of the Lone Entrepreneur

George Russen, student at the University of Wales Trinity Saint David and Founder of Scientia Marketing and PR, challenges the perception of entrepreneurs as lone heroes in their own start-up story…

Although it is arguable that most, if not all, of the work developing the business has been put in by the founder, one must ask whether the founder would have been able to achieve a status whereby the work was available without support from others. Collaboration can be defined as ‘a process in which autonomous or semiautonomous actors interact through formal or informal negotiation, jointly creating rules and structures governing their relationships or ways to act or decide on the issues that brought them together; it is a process involving shared norms and mutually beneficial interactions’ (Thomson et al., 2009). When writing this article, I obviously 14 | Vol 6 Issue 2 2015

considered what impact collaboration has had on me individually. In many start-ups (my own included) the only employee of the business is the founder themselves.

“...companies succeed or fail not because of one leader’s talents, but because of the collective talent, brainpower, and work ethic in any given organisation.” Although this may be the case, and I agree that this would also constitute the founder being the driving force of the business in this instance, time should be taken to reflect (and thank) those who have helped you achieve what you have. Business can be hard to find when a start-up is first established due to lack of public awareness, competition in the market, and lack of connections.

Having said this, I personally find myself increasingly busy, having had to market my own business very little. Why? Because of connections. After securing Scientia’s first client, that client then recommended our services someone they knew who needed similar work, and business snowballed.

Conversing with another individual who has some level of understanding about what your goals are to me seems to be almost 100% necessary. Conversing with them every now and again will help to realign you with your goals and keep you on the right track. What if this person’s ideas about where the company should be headed differ from yours? This could be a reality for some people. Thankfully it hasn’t happened to me (at least not yet) however your vision needs to come first over others. It’s your business, which means ultimately, you need to be happy with the way it is run.

In some ways, an entrepreneur can be seen as a figurehead or a representative of any given organisation. For example, Jeff Bezos calls innovation a team activity, but he still gets the credit for new strategies and movements. When large organisations release statements about their upcoming plans or designs, the only people we hear about are the ‘celebrity’ CEOs. In truth, one could argue that companies succeed or fail not because of one leader’s talents, but because of the collective talent, brainpower, and work ethic in any given organisation. This collective talent is more commonly known as teamwork, which, as we all know, is a key element of collaboration.

Mentoring could be considered to be a significant form of collaboration. Taking advice and learning closely from someone who has already experienced the pitfalls of the market your organisation operates in can be overwhelmingly beneficial. This individual will already have learned what to do and what not to do in order to avoid making mistakes, and therefore if they can give you the knowledge that they have, that knowledge could allow you to succeed in areas where your competition may fail. To me individually, this could be the most important form of collaboration.

Collaboration aside, it is definitely beneficial to have someone either in or around your organisation that can provide perspective. It can be all too easy to simply knuckle down and plough on in what you perceive to be the right course of action, without realising that you may be headed in completely the wrong direction.

In business, and especially in the modern business environment, you will need to call on others to help you with not only the development, but also the continuation of your business. Trying to do everything yourself is not only slightly narcissistic, but also will probably lead to failure at an early stage. Collaboration is key to any start-up today, and while there may be a few remarkable individuals in the world who are more capable of working individually than others, these people would still benefit from the input and advice from others.

In this way collaboration has been extremely important for me individually. By working with other people, they have not only introduced me to further work, but also have helped me develop my business and gain (quite literally) priceless knowledge about how the industry in which they operate works. As per Thomson et al’s definition, the rules and structures of the relationships Scientia has with its clients is a joint effort, and needs to continue to be so if success is a long term goal. But this still doesn’t answer the question of whether the lone entrepreneur really exists. Richard Branson certainly doesn’t think there are a large number of them, saying: ‘Many people think that an entrepreneur is someone who operates alone, overcoming challenges and bringing his idea to market through sheer

Image: ©Malchev/shutterstock

In today’s business environment, it can be easy to be swept up in a whirlwind of work, networking and brainstorming for an entrepreneur. While this can be beneficial in some ways, such as developing your company’s brand and building connections, it can also be detrimental in that you have little time to pause, and reflect on who has helped you get where you are.

force of personality. This is completely inaccurate. Few entrepreneurs -- scratch that: almost no one -- ever achieved anything worthwhile without help. To be successful in business, you need to connect and collaborate and delegate’ (Branson, 2014). If this is to be believed, then it could be argued that trying to operate alone in the contemporary business environment is a dangerous strategy that should be avoided at all costs. To succeed, in fact even just for a business to keep its head above water, it will need the help of people outside the organisation.

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Think-Piece: Mix It Up – Combining Expertise to Create Innovative Solutions

hours and why they have never thought about it that way? Then take their skills and abilities and list them as a team, before asking them to imagine a task that they can address with these skillsets. Finally ask them to visualise jobs that don’t exist yet, but could utilise the talents that their group have. The results are nothing short of outstanding; we have had gene pool specialists working with therapy specialists and engineers, coding specialists working with ceramicists and nutritional experts, and environmental experts working with brain stem specialists and automotive designers. Some of these projects have yet to see the light of day, but many are already being developed and funded, so watch this space. In a single year (2012) this project helped companies raise £34 million, simply by connecting the previously unconnected and by getting people to talk about their knowledge - in team environments where they themselves are challenged.

Professor Andy Penaluna

Andy Penaluna, Director of the International Institute for Creative Entrepreneurial Development, describes how, by combining different areas of expertise from across disciplines, collaborative teams can create truly innovative solutions to all sorts of problems.

In those days the job found him. Customs and Excise badly needed people who could take to sea to challenge potential smugglers, whilst at the same time being able to cope with the vagaries of VAT investigations and other monetary issues. The value of understanding the seemingly disconnected has intrigued me ever since. As an educator in advertising and promotion, I soon saw the value of connecting creative minds with business acumen, and the challenges that this brought to anyone who sat in their own silo of experience and failed to look beyond their own expertise. Businesses are no different, and in an ever-changing landscape of opportunity, being alert to change and alert to potential collaborations has become a necessity, not simply a nice thing to think about. So what have I seen that inspires me further? I’ve seen accountancy specialists who understand software and app development spotting the fact that creative designers may be good at marketing new products and services, 16 | Vol 6 Issue 2 2015

but are rarely good at keeping their own accounts in order. Net result? A new app that takes the drudgery out of accounting and helps accountants to organise their clients’ cash flow more effectively. I have also seen excellent conceptual artists take their skills into building and construction and, through an interest in sustainable living, develop amazing new structures that make economic and ecological sense. Importantly, it is not the in depth understanding of their business that makes this work, more the fact that they reach out, chat to others and establish new opportunities through new understandings. Harvard Business School has a Professor who sees this pattern. Gerald Zaltman is a part of their ‘Mind Behaviour Group’, and he puts it thus: ‘it is not the disciplines that the most innovative solutions come from, but the boundaries where those disciplines meet’. For the past few years I have been contributing to the ‘SETsquared’ programme, a set of learning experiences for top ranked researchers from a number of Universities. My role is to break the ice and to seek out new business opportunities through collaboration and innovation. Mostly the issues we surface are about identifying problems that others have yet to see, by sharing interdisciplinary thoughts and by connecting people who may have never connected, and by engendering team working by placing them all into

challenging creative-thinking situations. We use history to help us. When most people were trying to improve the sound quality of telephones, Bristol’s Professor McGeehan looked the other way, and developed sound scrambling devices that heralded the birth of secure communications systems. Why? Because he knew people in the emergency services, who in turn realised that unauthorised listeners were scanning their frequencies and posing a threat to their security, thus compromising their work.

It’s all based on neuroscience, and the way that specialist occupational therapists in brain injury understand how we think. For many years this was a black art, but now through a better understanding of brain development and how our learning experiences impact on the way that our individual brains evolve, we can see that this type of thinking is as much about nurture as it is nature. It can be taught! Teaching and neuroscience may not have been obvious bedfellows a few years ago, but now they are inextricably linked.

This thinking works, and is evidenced in other projects such as nano-scientists working with pollution specialists to develop new fibres that don’t help air and gas to flow better, they restrict it so as to absorb carbon dioxide and volatile organic compounds. They don’t do the obvious; they look at things the other way around and link up with other companies and businesses to do things differently. So what are these challenging situations that we put these researchers into to stimulate this kind of thinking you might wonder? Well imagine this: Come into a room full of high-level experts from five Universities, all of whom have, or will soon have, PhDs in all kinds of disciplines imaginable. As my colleague Simon Brown says, to us “they have brains the size of planets”. Mix them up and put them onto tables in small groups, then ask them to explain to each other when they have their best ideas, why these rarely come to mind during working

Image: ©ADA_photo/shutterstock

As I started to write this article I recalled my brother’s experiences when he first set out on his career. He worked in a bank, but loved sailing and dropped it all to learn to navigate and to become a top ranked boat handler before looking to progress. Where could he go and what could his mix of skills bring to the workplace?

To conclude, and to offer a practical idea, why not write a list of who you know, what they do and importantly, what benefits they bring to society. If your list is a short one, try and extend it. If it is long one, then best head out and get connected. Now think about how you could match up their skills with your own or with each other. What could you achieve together by working across disciplines? What problems could you solve? Above all don’t take it too seriously and have fun with it, you may be surprised at the results!

“...in an everchanging landscape of opportunity, being alert to change and alert to potential collaborations has become a necessity”

The now famous reflections from Steve Jobs, which were very well articulated during his address to students at Stanford University, give us a little more practical insight into this. Steve explained that he never did drop out of college, but chose to join classes that he simply found interesting. He collected glass bottles to pay the rent to sleep on the floor of his friends’ rooms, then went and studied whatever he wished whenever he wished. That way he not only understood computing, he also learned to understand typography, visual communications techniques and a little bit about human psychology. The Macintosh Graphic User Interface was the result, and now most computer applications and operating systems use typographical and visual graphics to perform complex tasks. It may not have been that way had those creative connections not been made.

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Industry View: Can Co-opetition Beat Competition? Will Fleming

Will Fleming of Swansea Business School shows how potentially competing organisations can gain by working together, and the conditions that lead to successful co-opetition.

I’m not saying that collaboration and cooperation did not exist previously; indeed there have been many examples of companies coming together to undertake research and development which would have otherwise been unaffordable or they 18 | Vol 6 Issue 2 2015

However, in recent times, there has been a move from viewing collaboration and co-operation from this purely functional sense to a change in attitude that sees the power in combining forces, so that now, in some business situations, it is an opportunity to access and create real and sustainable competitive advantages. In the main this has been an output from the rise, and rise, and further rise of digital techniques and especially social media marketing. There are now a number of high profile successes (Tapscott and Williams) where there have been compounded benefits for all the participating organisations when implementing such a strategy. This also coincided with work coming out of the U.S. in the 1990s by Brandenburger (Harvard Business School) and Nalebuff (Yale School of Management) who identified a further possibility where even competitors could work together which they termed “co-opetition”. The basic principles come from game theory which is used to describe strategic decision making. In essence it is about moving away from a zero-sum game where the winner takes all and the loser gains little to a plus-sum game in which the outcomes are more beneficial when the competitors work together.

A number of years ago when participating in a KTP project in South West Wales I came across co-opetition in action when I became aware of a number of visitor attractions in the local vicinity who had come together to share the task of promoting the area. This group of entrepreneurs had been attending the same meetings and professional events to help them build their businesses.

keener prices from their suppliers, they could reduce duplicating efforts in placing pamphlets and they could share knowledge on which locations worked best, so they decided to work together in the field.

They had some knowledge of one another and began to build rapport and as the businesses were all essentially the same size and in a similar predicament. They decided to work with each other, initially as a “gang of four”, but this quickly grew to six members. The major issue they faced was how to build their business which meant attracting more visitors, but most importantly they realised that if they could bring more visitors to the area and increase the size of the market they would not need to focus on taking market share from one another because the pie would become bigger.

There was no formal legal contract but there is an implied commitment which is supported fully by senior managers. In fact the effort of these key personnel allowed an evaluation to take place as two behaviours became apparent; some members were more committed than others and some members where not doing what they had been tasked to do and so, over time the group was pared down to just three venues. The group ran for a number of years until one member began to feel that they were the main attraction and that the others were benefiting from their membership so they left. It was hoped that they would return but when the company was sold on the new owners made it clear that they did not value this operation.

A major driver for the forming of the group was the fact that none of the companies involved had enough capital on their own to finance a sustained advertising campaign to promote the area. Instead they all had to use belowthe-line techniques for their marketing communications campaigns; in particular they relied extensively on pamphlets. They quickly realised that by pooling their business together they could get

Now down to just two companies they know that their business is all about the customer experience and rather than having to focus their resources on competing for visitors in the area the competitiveness is in driving each other to improve their attractions year-on-year. In regard to the pamphlets they recently joint financed an investment in GPS technology which allows them to identify the optimal delivery route, track

the distributors’ progress, monitor the number of pamphlets placed and then evaluate the display effectiveness by the take-up of pamphlets between top-ups. It is very unlikely that they would have made this type of commitment if they had been working independently. In terms of the hard metrics both attractions continue to grow visitor numbers. It would be impossible to say that it was due to the pamphlets as their environment has changed dramatically with new and bigger attractions coming into the area and so growing the pie further, more and improved caravan parks bringing more families to the area, and the investments they have made in the number and type of attractions that make it a more attractive, varied and interesting experience for their customers but it most certainly has played a role in their success. This strategy is a serious option for small, youthful business ventures that do not have the resources or size to finance and drive their growth and on the face of it is one that many Welsh companies could successfully implement.

Conditions for Successful Co-opetition n

A space or mechanism that allows like-minded individuals the opportunity to come together whether through the business, professionally or socially.

n There must be more to gain by working together than working individually, a mutually beneficial relationship. n

There is great trust between the parties; so much so that they may rely merely on this relationship rather than any legal contract.

n They should be seen to make an equal contribution. n They share control and power without one player taking a dominant leadership role. n Effective communication and senior management commitment are clearly key factors. Image: ©Refat/shutterstock

In my view this is because we have followed the mainly American view that competition is good, it improves us, it makes us better and so companies need to focus on developing a competitive advantage over their competitors. Business as War, if you like, and summed up perfectly by Don Keough the Chief Operating Officer Coca Cola Company (1981 – 1993) who is reported to have claimed “If Pepsi didn’t exist we would have had to invent them”. Understandably then, for large organisations, when they had created a competitive advantage it was considered a competence, an asset and it needed to be protected and kept from competitors in the marketplace.

have formed buying partnerships which has allowed them access to attractive volume deals from their suppliers.

The themes of collaboration and cooperation are relatively new additions to strategy vocabulary, it is not to say that it was never considered but a look through the index of any standard strategy text (Mintzberg, Porter, Baker, Doyle, Hooley, Saunders, Nicolaud, Piercy, Brennan etc) will show that they are given short shrift at best, sometimes they are is discussed but often as collusion and at worst they will be completely ignored.

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News and Events

Events @ Swansea Business School 25th and 26th September 2015

Undergraduate Open Days at Swansea Business School

For full details and booking for any of the below events please contact: Jamie Tavender (Faculty Marketing Officer) jamie.tavender@uwtsd.ac.uk

Open Day for Undergraduate programmes at Swansea Business School. Visit: http://www.uwtsd.ac.uk/ visitus/ to book a place.

Leading Entrepreneurs Praise Enterprising Students Business leaders Simon Gibson OBE and Margaret Llewellyn OBE were amongst the judges who praised enterprising University of Wales Trinity Saint David students at the University’s recent Race to Market event. The event brought together students from the University’s Lampeter, Carmarthen and Swansea campuses in a week long challenge to develop a business idea and pitch it to the judges. Welsh companies Tanabi Group, Chaos Trend, and Bay TV were amongst the organisations taking part in the event by setting challenges for groups of students, and the final pitches included a demonstration from World Champion MMA fighter Brett Johns and an appearance from Swansea-based Bollywood actress Samira Mohamed Ali. Students were supported during the week by a team of volunteer mentors which included entrepreneurs, lawyers, IP experts, and Welsh Government advisors from Finance Wales.

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The judging panel, which consisted of seasoned entrepreneurs and business leaders, were all keen to praise the efforts of the students and graduates who participated. Simon Gibson OBE, Chief Executive of Wesley Clover, Co-founder of Ubiquity Software Corporation and Director at IQE plc, Innovation Point and The Celtic Manor Resort in Newport said ‘Of all the Universities we visit this has been one of the best entrepreneurship events. The presentations have been excellent…the quality has been absolutely first class.

UWTSD Lecturer Chris Thomas, who organised the event as part of the University’s Life Design initiative which provides opportunities for students to develop their skills and experience said ‘We’re incredibly proud of our UWTSD students and graduates – an enterprising spirit and ability to work with clients is something that sets students from this university apart and this has been demonstrated by all who took part this week. Thanks to everyone who helped make this event such a success – the client companies, students, staff, judges and our brilliant mentors’.

West Wales in the Spotlight

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Spotlight West Wales is an annual conference gathering the brightest and best of the business world from Wales and beyond. This year’s conference, hosted by Sara Edwards at UWTSD’s Halliwell Centre in Carmarthen featured inspiring speakers including Microsoft’s Chief Envisioning Officer, Dave Coplin, leading Performance Coach Andy McCann, and Rebecca Jones, the ‘Red Shoe Business Woman’. The theme of this year’s event was ‘Bright Future’ and throughout the day delegates found out about future trends and opportunities for their businesses and learned more about initiatives, currently underway in the region, to increase economic prosperity. Professor Medwin Hughes, Vice-Chancellor at UWTSD, said: “Spotlight West Wales offers the perfect platform to facilitate this and the University of Wales Trinity Saint David is delighted to be associated with the event.” During the event, Professor Hughes gave an update on the University’s major projects such as the Swansea Waterfront Innovation Quarter and development of S4C’s new headquarters in Carmarthen.

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Opinion: Does Co-operation Come Naturally?

Book Review: Funny Business… ‘Yes, And’ by Kelly Leonard and Tom Yorton, Harper Business. What do you think your organisation has in common with an improvisational comedy troupe? Not much? Maybe it’s time to ask why…

Steve Griffiths

Steve Griffiths, Assistant Dean at Swansea Business School, considers whether we are evolved to work collaboratively, and if so what that means for organisations…

TG “Lots of people give me money.” JC “They must be sick. Can you give me their addresses? This is the most exciting business idea I have heard for years.” To many this still represents the prevailing ethos of private enterprise. Yet many theorists and practitioners appear to contradict this cliché of unrestricted exploitative capitalism. The ‘heartless’ merchant banker might be seen as simply accumulating wealth for personal gain. Yet apologists for unrestricted capitalism would see her/ his service creating the finance needed for investment and development, which benefit us all. However, traditional economic utilitybased drivers as an explanation for what is natural in us are being challenged by insights gained from evolutionary biology. The view that humans are social creatures, for whom cooperation and social organisation, meeting group goals, has an evolutionary advantage, may in 22 | Vol 6 Issue 2 2015

fact explain our survival as a species so far. David Sloan Wilson summarises this in his recent book ‘Does Altruism Exist?’, persuasively arguing that altruism may be intrinsic to our genetic makeup, rather than just a positive character trait encouraged by our moral and religious leaders. This might have significant relevance to many of the business models that we use.

It follows that the resulting social organisations might evolve as in natural selection theory, to fit the needs of the environment they inhabit. This becomes more complex as society develops, but nevertheless while self-interest is regarded and even respected, it seems that overall ‘bad’ behaviours are ultimately punished and public goods are produced in the interests of the good of the group.

However, even Wilson says that the altruism need not be a conscious action, but rather that social organisations tend to create the common good whether through intention or not. For example, the charity organiser may not really care about the motives or principles of the donor (Deontology) but rather is more driven by outcomes and consequences (Teleology). However some understanding of motives and influences, might improve donation income by allowing better promotion of the charity’s “brand”.

Cooperation permeates our human history, and whilst today self-interest characterises some societies and many government policies, over the long run the “co-operators” group often outcompete those who are only interested in themselves.

In recent times, evolutionary biology and natural selection may offer some insights into the naturalness of these behaviours. Could Adam Smith’s marketbased “invisible hand” be replaced by the invisible hand of social organisation to achieve community good? Perhaps there is a natural tendency to look after others, partly because we are so mutually dependant and always have been.

Leonard and Yorton set out seven key principles, developed from their experience in improv, that they believe organisations could use to improve their collaborative working, including deep listening, following the follower and co-creation. There are some things about this book that didn’t win me over. The casual ‘we’re your buddies’ style of the language felt a bit forced at times, and the confidence bordering on arrogance (‘We’ve been called the Harvard of Comedy…we actually think Harvard is the Second City of Higher Education’) may be too much for some readers, but there is some good stuff here too. The insights around teamwork and collaboration could make a difference in any workplace, and there are some innovative tools and techniques that will really benefit individuals here too.

Is co-operation hard wired in human beings? Some would say it is, and that’s why we are so successful as a species. Perhaps it’s those who only act in their own self-interest who are really missing out…

David Sloan Wilson (2015) Does Altruism Exist? Cultures, genes and the welfare of others, New Haven, Yale University Press.

Older readers may remember the classic Monty Python sketch where John Cleese as a merchant banker cannot comprehend the business plan of Terry Jones’s orphan charity collector, when approached for a donation.

In ‘Yes, And’, Kelly Leonard and Tom Yorton, both executives at Second City (the improvisational comedy business that launched the careers of the likes of Tina Fey and Stephen Colbert), set out to distil the principles of creative collaboration that have led to the company’s huge success into something that organisations can use to improve their own collaborative working.

If you’re a comedy fan you’ll probably enjoy the book as a story about the development of Second City itself, but if you’re serious about developing these techniques with your whole team, you’d probably want to bring in the professionals to help you out. Reviewed by Lucy Griffiths

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Fair Play

Out Autumn 2015 To reserve a copy please visit www.uwtsd.ac.uk/swbr or email your name and address to: swbr@uwtsd.ac.uk

Equality and Diversity in Wales’s Workplaces