We’re all in the same boat, but it’s sinking – what shall we do?

This is my summer blog post – meaning that I am on vacation and have some time to raise my head above the parapet and think about other things.

The world is flat, and we are being attacked by black swans — events arising from correlations of economic incidents across the whole world. Globally, humans are becoming increasingly interdependent. Local solutions no longer work; by minding my own business I am now inevitably meddling with yours. The results are global warming, worldwide water shortages, food scares, wild price fluctuations of rare earths and other natural resources, and so on.

Unfortunately, what we see all around is local selfishness and myopia. Britain is congratulating itself for staying out of the euro mess and the lending crisis on the continent, but is an illusion to believe that the UK can isolate itself from Europe. It’s our biggest trading partner by a long shot; and if Europe goes down, we go down.

The European region acts no better. The founders of the Euro knew perfectly well (and have publicly stated) that its functioning would require a common economic policy and a migration of sovereign rights. But all are sticking to the illusion that European countries can continue to mind their own business, avoiding the transfer of power to unloved EU institutions that is necessary to coordinate policy. It is lamentable that a continent with a still world leading infrastructure, and world leading knowledge and talent, throws away its influence because of internal squabbles and sovereignty fights.

The world acts no better, either. It is now becoming clear that we will not be able to slow global warming; rather, there will be an increase of more than 3°C over the next 50 years. Everyone clings to the hope that it will not be so bad; but when whole regions dry up into deserts and we face migrations on a scale never before seen in history, this illusion might shatter catastrophically, endangering the lives of our grandchildren, or even our children.

Climate talks have failed, and continue to fail, because everyone points the finger at someone else. The emerging economies accuse the developed countries of having sinned in the past (which is true) and of not doing enough today (which is also true). The US acts as though nothing is happening, and now claims progress because of a windfall from shale gas. The developing countries – above all, China – now produce more global-warming output than anyone else.

It all stems from a failure to look beyond our own little rice or cereal bowl at every level – national, regional, and global. Why? Is it because our politicians are too stupid or too lazy to tackle the problem? Or because they are beholden to cynical capitalist businesses that are blocking any move against their interests? No, that would be too easy; businessmen also worry about their children, and politicians are no more stupid, lazy, or corrupt than we all are.

The reason is that the negotiation games and interest conflicts among the many parties are just too complicated. All those involved – be they politicians or businesspeople – have day jobs that pay their salary, and can engage only part-time in tackling the wider-ranging problems.

The question we all face is this: how much am I willing to give, in order to achieve a benefit on a global basis, when it compromises my ability to be effective at my local level? How much investment can a CEO be seen to funnel into clean technology that helps the environment but not the share price, before he or she is dismissed? And how much carbon restriction can a head of state be seen to advocate, burdening the nation’s industry and slowing job creation, in order to support the lofty goal of reducing global warming?

Part-time negotiators simply cannot deal with this effectively. Because of the way our global governance institutions are set up, their work is inevitably pulled back into conflicting local perspectives all the time, making the negotiation and horse-trading too complex. They may secure a deal with two or three partners; but with 10, it becomes very hard, and with 190, impossible. The old approach of a G7, UN Security Council or G20 is no longer credible because the seven, 15 or 20 nations simply ignore the other 170-plus.

So, what can be done? I think there is a proposal that at least leads into a constructive direction. We need a world president (or chairman, or call it whatever you want): someone who is accountable not to any local constituency, but who can focus on the issues that affect us all. These problems have now become so large that we must find a way to address them.

I do not mean a global dictator, or anyone with a lot of power. For an example, look at the Queen. She does not have a lot of power – just enough to needle the political players and force them to pay attention. She is independent of any local constituency, and the greatest source of her power is her moral and ethical authority.

When I discussed this idea with a friend, he accused me of adopting an old Western imperialistic view. Well, I might be forgiven for using the Queen as an example (I am in the UK writing this, after all) but there is nothing particularly Western in this proposal. I am simply saying that we need a moral heavyweight to get us out of the coordination mess. Chinese emperors did precisely this over 2,500 years, and their symbolic unification power worked even when they could not use their formal power – for example, when they were too young or incapacitated.

The candidate for world president certainly does not need to be Western or male. And I am not saying that such a candidate, of high integrity and authority, is easy to find; though I could name a few.

We need someone who has the entire boat in mind, not just one row of seats; who has enough power to get attention from the big players; and who leads by moral authority. If someone like this could provide the general direction, then maybe it would be a bit less difficult for the part-time negotiators to follow it through to a deal. And that would give us a glimpse of hope.

10 Responses to “We’re all in the same boat, but it’s sinking – what shall we do?”

  1. Sylvain Daudel says:

    Hello Christoph

    First of all, have a nice vacation!

    Second, couldn’t agree with you more…

    Here is a humble contribution to the ‘debate’ – in my view, it’s more than time to go beyond the debate and begin to act.

    Draft manifest to reinvent Capitalism
    From Shareholder Value to Humanity Value

    We are at a turning point in the history of capitalism. Its longlasting positive impact on the wealth of nations, on the worldwide poverty reduction, on the well-being of people is waning. Numerous warning signs have been identified, denounced, analyzed and explained. So far negative externalities have been denied, minimized, accepted or tolerated. Today, even the greatest defendants cannot but plead for a change. In the Financial Times, Lawrence Summers calls for “smart reinvention, not destruction ».
    This draft manifest is to contribute to the debate with some radical but non destructive measures to preserve the goodness of the system and direct it towards benefits for humanity and not just illegitimate profits for a few. It is a draft manifest as it contains only four propositions and needs to be criticized, enhanced and transformed into practical and legal dispositions.

    The aim is to continue satisfying humanity present needs without compromising opportunities for future generations.

    1) Feeding shareholders is illegitimate when Companies accumulate wealth depleting the planet and harming humanity.

    2) Companies should prove they have a positive balance of obligations towards humanity before distributing dividends to shareholders. It is not sufficient to pay taxes because you have harmed the planet. Profits are only legitimate if you do more good than bad!
    3) Companies failing to prove their worth will be boycotted by humanity.
    4) Shareholders require quarterly reports, humanity demands quarterly reports.

    The value of a company is currently derived from its capacity (short term or expected in medium to long term) to distribute a remuneration to the capital it has had accessed to. Shareholder value is then the ultimate indicator of capitalism. Under its various names (EBITDA, Earning per share, PER, EVA…etc.) it expresses the successful functioning of any company and drives all activities and decisions of management. Our first proposal says that shareholders should not receive dividends just because the company is producing profits in the way they are accounted for today – forgetting or forgiving all externalities produced on our planet, on humanity.

    Along our history we have learned to understand and recognize externalities; we have developed methods to measure them; we have established standards and rules and incentives to respect and preserve these standards; we even have laws that have been designed to enforce these rules and taxes or sanctions for those who do not abide by the laws. The problem is that results have not followed and there is little progress. On the contrary, sanctions have just been integrated as the price to pay to continue damaging the environment and extracting profits to the detriment of humanity and future generations.

    From this observation stems our second proposal: sustainability is not just limiting the damage we are doing or paying a price to be forgiven. Sustainability should be repairing whatever damage we are producing, just like in everyday life. When you damage your neighbour’s fence, she is entitled to have it repaired by you.

    Companies should contribute to repair the damage done. Before being allowed to announce any kind of profit that can be distributed to their constituents (shareholders) companies should prove that negative externalities have been compensated (through depollution, tree planting… whatever is good for the planet and humanity) and that the balance is positive or at least even. That opens a whole new field for productive employment, productive for the future, not just the short term illegitimate enrichment of a few.

    Our third poposal is certainly the most radical and controversial. It says that companies will be boycotted by humaniy if they fail to prove that they have a positive balance. The verb ‘will’ is not there by chance. It probably is the only incentive to produce the right decisions as it has a direct and devastating impact on the company’s performance and ultimately its value.

    To be able to decide whether a boycott is necessary, we need transparency and that is the objective of the last proposal. Just like shareholders require quarterly reports to decide whether they continue to give their confidence to such or such company, humanity should get quarterly reports on the balance of damage and repair to decide whether boycott is or not in order.

    We understand that there are numerous aspects of this draft manifest that should be criticized, refined, enhanced, changed and we open it for general discussion in the hope that we indeed find ways to reinvent capitalism without destructing its benefits for humanity today and tomorrow

  2. Chris Sinclair says:

    A very interesting blog! I think you’re right in much of what you say – but I fear that those whose duty it was to elect, nominat, or appoint this World Leader we would only find themselves running into exactly the same themes, vested interests, manipulations, and obstructive diplomacy as we currently face in dealing with most of the challenges you have already described above.

    As for which parties should take a leading role in changing things, the determination to get an edge over each other constantly prevails. I realise this isn’t the focus of your piece (if anything the opposite) but I feel the issues will inevitably affect each other. Your piece alludes to the old powers being unwilling to forego the benefits of their history, and the rising powers being keen to get their piece of the action by its reference to climate talks; but I fear that is just another facet of the constant evolution of and shift in the balances of power and influence which we have also seen for some time now in the urgent need (and strident calls) for UN Security Council Reform.

  3. Excellent stuff, but
    You assume that it is a coordination issue, I think it is an imagination issue.
    No amount of global coordination will save us, without a fundamental shift in our financial imagination. We need to reinvent money without debt. We need to bring space into finance and economics, and we need to reinterpret the human experience as a galactic experience.
    We need to imagine and craft prosperity, instead of allocating resources in scarcity.
    We have enough presidents!
    We need the Force.

    • Christoph Loch says:

      Dear Armen,

      I agree. The way we fundamentally conceptualize factor pricing is based on an era when everything was of essentially unlimited supply, and costs were based on what it took to “rip the stuff out of the ground”. This has now changed (over the last 50 years), and we need to include into factor prices two things: (1) replacement or recycling costs, as some of the “stuff” is NOT unlimited, and (2) externalities, such as side effects on air, water or other environmental aspects. But it is unclear how this can be accomplished (fees, take-backs and taxation are part of an answer but not sufficient), and in one blog we need to focus on one issue.

      Christoph

  4. Denis K says:

    Christoph,
    Who would be you candidates for the world leader role?

    And a question for Chris – what would the reform allow? What would be the goal?
    In essence, the problem is trust. Easter powers simply do not trust the motives of Western Governments, and vice versa. Therefore any reforms or shifts proposed by the west will all be opposed. In order to establish trust, power needs to be shared and given up. And from developing nations perspective, US investing trillions every year into weapons is a simple and clear proof of intentions.

    I am simply playing devils advocate, but this is the reason all of these talks fail – we dont trust each other. I believe that power has to be given up first before we can all feel “together”

  5. Chris Sinclair says:

    Hi Denis,

    The reforms *should* allow a freer-functioning, more efficient, and ‘fairer’ UNSC (if those are the ones you refer to). National or personal interest aside, they’re needed simply because the body doesn’t achieve what it wa intended to. Whether any suggested reforms *would* have that effect or not is a whole different issue – and a large part of the difficulty in finding the golden formula to get that body right.

    However, it is not much more or less of a problem than all of the obstructiveness, short-sightedness, and ‘zero-sum’ attitude towards diplomacy that affects any attempt to achieve reform. My main intention was to highlight that I believe those obstacles would be just as much of a hindrance to implementing Christoph’s good idea as they have been to achieving all of our other numerous well-intended efforts to resolve (or prevent) collective woes. I hope not, but I fear as much.

  6. Avneesh Pandey (Alumni) says:

    Dear Sir,

    The topic of your blog very aptly describes the state in which the humanity as a whole is caught today.

    While the blog narrates few of the many of complex problems that we face, the suggested solution of appointing a world president is rather a far cry. I am afraid to say that selection of such an individual in human form is virtually impossible and even if we take a refuge in theology for the “saviour” there will be plenty of contenders and sadly enough their followers will only add to the chaos.

    I feel the problems that have been illustrated in the blog stem from the “profit maximisation” maxim of the entities, be it an individual or a family or a corporation or a nation. We must not forget that we humans are territorial by nature and hence don’t like losing ground in any negotiations. Further the illustrated problems are mostly systemic in nature and perhaps define the evolutionary nature of our race i.e. selection by elimination. I observe that no two equals stay together. Having said this I feel this is rather an extreme position and as per the law of nature, equilibrium will eventually be achieved. Here again, I am fully aware that even the equilibrium is not permanent and can very easily be disturbed.

    In my opinion the imbalances that are discussed can be contained by constructive destruction; destruction of boundaries, by redefining them. Some may argue that globalisation has to some extent achieved that objective but I argue that globalisation has emerged on maxim of profit maximisation and have selectively eliminated the local enterprise.

    An attempt to bring about the world order has been made by forming the organisation like United Nations, WTO, IOSCO etc. but the moot question is whether the representation of the affected nations or societies is on equivocal footing. Moreover there are international donor organisations and reconstruction banks to ensure upliftment of “less equals” but are they really mandated to ensure that the decision taken at the various international forums are enforced while giving aid. In short we have taken the first step but for mankind to walk another one has to follow.

    I think we must stop here and ponder whether we are implementing quick fixes or build a long term strategy while we still have time to do that.

    Avneesh Pandey
    JBS (Technology Policy) 2008

  7. Richard Ossei says:

    Very interesting blog. I would just like to point out that the feeling that “the ship is sinking” itself is local and one that I sense is particularly strong in Western Europe. In many other parts of the world, there is no such sinking feeling.

    The proposal of the Queen would definitely meet serious opposition. Why not Nelson Mandela or Lula or Aung San Suu Kyi? Despite our best efforts, I fear we are incapable of thinking globally.

    Not only is global thought hard but long term thinking is even harder. For example nobody gets out business school without knowing how to operate the NPV/ Discounted cash flow machinery. This machinery asserts that only the insane would put huge resources into preventing something (climate change) which is not only far into the future but whose consequences are full of uncertainty.

    Some new analytical tools would certainly be a start to changing outlooks.

  8. matthewdbenson says:

    Interesting article – I particularly liked how you worded the intro, re flat world, black swans etc. (especially “Globally, humans are becoming increasingly interdependent. [...] by minding my own business I am now inevitably meddling with yours”.

    Regarding your conclusion, I think I’ve always hoped that the UN, and in particular the UN leader (Ban Ki-moon, and formerly Kofi Annan) might play such a role as the one you desire (and to some extent the UN leader role already does, with the ‘needling’ effect also, but maybe with a slightly different scope to the role your describe).

    With respect to Sylvain’s comment, given the diversity in the world’s political approaches, I’m not sure the installation of such a global leader, or solving the world’s economic challenges should be described purely as a matter of ‘reinventing capitalism’ but rather something broader than, ‘above’ that. Nevertheless, I would agree that there is a valid argument for continued focus on ensuring that externalities are appropriately considered.

  9. Peter Baker says:

    Fantastic post. You are too negative about our current inability to solve the climate change issue.

    Our boat is not sinking. If you think the problems of the twenty-first century look difficult, take a look at the ones they were dealing with in the fourteenth century. Or, for that matter, the 1930s. Or even the 1980s, when tens of thousands of thermonuclear warheads were ready to annihilate civilisation with a few hours notice.

    Climate change is a new-generation, global issue, requiring the coordination of seven billion people. There are numerous novel cost-benefit decisions implicit to the problem. It is unsurprising that only 25 years after the issue was properly identified, we have not yet worked out a solution.

    Our civilisation is still young. But international cooperation has never been more comprehensive or sophisticated. Our understanding of environmental issues relentlessly improves.

    Planetary climate management was never going to be easy. We will get better at this sort of thing.

    Have a fantastic holiday, and keep up the excellent work.

    Very best

    Peter Baker

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A call for engagement

The Financial Times has just printed an interview with me, along with its view of what we, Cambridge Judge Business School, stand for. I would like to take this opportunity to add a few words of my own.

At the heart of our strategy are excellence, engagement and impact, both in education and in research. I talked about impact in my last blog post. On the education side, we are pushing our programmes further in order to offer a transformational experience to many of our students and participants. On the research side, we want to produce work that is rigorous – which provides theoretical insights that stand up – as well as relevant or impact-generating.

The word “theory” has a bit of a bad reputation out there, because it triggers associations of “complicated stuff that deep down I have never understood”. But theory is necessary to understand what is going on around you; we all theorise in some way. In the words of Luigi Pirandello, “You only see what you are prepared to understand. A fact is like an empty sack – it won’t stand up unless you put something inside it.” Something, that is, like a theory.

The scientist Robin Hogarth, a world authority on decision making and judgement, puts it like this: “There is nothing more practical than good theory, because it helps you to understand why things are happening.”

Experience does not by itself enable someone to teach others. The fact that something that you did in your career worked for you does not mean others should apply it too, because you have not told them all the relevant details of the context in which you achieved your success, and you have not told them about the relevant aspects of your or your followers’ characters.
Think of the mafia boss who says: “I’m a really good motivator. To prove it, consider this: when I put my hand on someone’s shoulder, look him in the eye and convince him to do something, he really goes for it.” But he forgets to tell you that he always has a guard with a machine gun standing behind him, ready to execute anyone who doesn’t accede to his wishes.
The value of applied theory is also evident in the following statement by the CEO of a European food company, for whom I recently wrote a letter of recommendation when he sought (and got) a new position.
This person wrote in his personal statement targeted at a prospective employer: “What surprised me was that I excelled in my managerial performance simply by applying what I had learned in business school (in fields such as accounting and finance, industrial economics, marketing, international business, business policy, corporate planning and organisation theory). Contrary to popular belief, I was living proof of the practical significance of studying in a good business school.”

In other words, impact comes neither from building theories in back rooms (these inevitably remain dry and sterile) nor from touting experience in “war stories” (experience often does not hold up under different circumstances or with a different person). Impact comes from combining both.

Why am I telling you this? Because you can play a significant role: our alumni all work in organisations of some kind, each aligning many individuals behind them to pursue a set of strategic goals (whether they’re concerned with profit, public goods, or public services). Where could we find a better opportunity to generate impact than with our alumni? You know us, and you remember which of us gave you the insights that still influence you now, however many years later.

Here is an email that I received from an alumna a month ago: “My current company has generously supported the entire MPhil in Management class for the module that Jochen Menges was leading. The students presented their work last week and it was very well received. The project lasted for six weeks and was supervised by sponsors here, and it was a great success. The Head of HR is considering four to five applicants from the course that presented to us, and others are applying to one of the 20 offices around the world. The board is so excited that they want to run the initiative again next year.”

But engagement can go deeper than working with students. We have faculty with deep expertise in management issues, and you may want to involve them with your organisation. I don’t mean in consulting, but in getting a perspective from a knowledgeable outsider and possibly engaging in a collaborative study.

David Eyton, Group Vice President, Research and Technology, at BP – a member of our advisory board and sponsor of the scientific centre at the University of Cambridge – states: “The biggest value for BP from the collaboration has not been from the specific problems solved, although those are also important, but from the unexpected perspective-widening insights that our technical people have received from the academics.”

So if you want a specific and well-defined outcome within a few weeks, call a consultant; but if you are willing to learn, engaging with business academics can be very productive. Our advisory board has recognised this, and supports our idea of engaging with businesses in more flexible ways, so that both sides can learn from the experience.

The board has created an initiative to explore fundamental management problems in companies, and through engagement with Cambridge Judge Business School, to examine them and create new solutions. I think it is a fabulous idea, and one that I would like to test out with alumni and their organisations.

I want to work with you, and I am keen to be as accessible as possible to alumni. If you are interested, and willing to collaborate with us – not on a consulting basis but with the aim of developing your talent further and collaboratively exploring your hardest management problems – then please get in touch with me.

8 Responses to “A call for engagement”

  1. GilesR says:

    Hi Christoph, I will be attending the MBA course at Judge starting in September this year. Both your interview with the FT and your blog post here are very inspiring. One of the big reasons I chose to come to Judge was the fact that it is part of a larger university – a university which is amongst the best in the world. I look forward to minging with and engaging with academics and students from a range of fields. I believe that it is the diversity of Cambridge which will add a huge amount of value.

  2. alumni says:

    I think it is also important for Judge Business School to promote / build up brand recognition within the university itself.

    A lot of Cambridge University students don’t even know that the business school exists.

    • Very true, that is what we often hear too. The business school is working on enhancing its value proposition (research and engagement with potential breakthrough impact) AND on making this value proposition better known within the University and further afield.

  3. Marie Taylor says:

    Indeed applying theory is the name of the game in business. As an exec coach I find that I coach successful people all of the time who have succeeded by learning to apply the theoretical frameworks and concepts they have learned into the everyday work of their organisationsquite quickly. Those whodon’t take the opportunity to translate theory into practice quite simply don’t transform themselves as leaders or their organisations. Quite simple really.

    • Quite right. Unfortunately, for many people, theory is “tray” because they have never learned how to connect theories to the causal structures that they see in the real world. It must be learned, and that is one of the things that we strive for at Cambridge Judge.

  4. Dan D. says:

    Your article speaks to “balance” and that is indeed the key. A theoretician sitting in his office trying to frame the frenetic activity that his happening all around him in the workplace is as about as useful as the Logistics Manager attempting to chair a department. Again, balance, and appropriateness in the workplace, are key.

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Making an impact – not just talking the talk

A few weeks ago I read a column about another (very well-known) business school, which announced with great fanfare how they are globalising: they will send their entire class of MBA students on a week-long visit to far flung countries and continents, during which the students will tour companies, watching presentations and discussing with local managers.

Wow.

All our students undertake at least one project, and our MBAs do two projects with companies over the one year of their studies: one with local start-ups in the Cambridge entrepreneurial environment and one five-week project anywhere in the world.  This isn’t industrial tourism but real engagement with real impact…  Maybe we haven’t publicly talked about this enough in the past.  Let me give you a few examples.

One project was with Camfed International, a Cambridge-based international NGO dedicated to eradicating poverty in rural Africa through the education of girls and young women. Camfed has (with the University of Cambridge and the Goldman Sachs 10,000 Women initiative) reached 434 young women with an experiential eight-month training programme designed to build the capacity and confidence of these women in rural Zambia and Zimbabwe by equipping them with business, management, social entrepreneurial and IT skills that they can apply in their local communities. The student team proposed an appropriate methodology to develop technology learning platforms in order to promote young women’s leadership and entrepreneurship in Africa, extending access to women living in some of the remotest communities.

A senior Camfed manager comments, “I would like to thank the team – they quickly developed an understanding of the challenges specific to the context they were exploring as well as the scale and value of the opportunity. The recommendations are highly tailored to the unique needs of Camfed’s clients, relevant, timely and valuable, and we look forward to exploring next steps to put them into practice.”

In other words, our students aren’t merely touring companies; they are producing tangible results – having an impact.

The second team I want to present to you travelled in Israel and Palestine to work with a well-known North American software company, creating a roadmap for developing the company’s developer network in Palestine, and to investigate the funding models for promising start-ups that might emerge from this network.

“The team did a fantastic job,” says the business development director of the software company.  “They hit the ground running with many meetings in London the first week. Then they headed out to the Levant to dig into the meat – they were very flexible and adapted quickly to our unconventional and unstructured demands. Their output is incredibly valuable and has saved us months of time. Furthermore, the team was just delightful to work with and had such productive teamwork.”

That is impact.

The third team travelled to the Pacific Northwest of the US to work with a ballet company whose aim is to set new standards for artistic excellence and creativity.  The Cambridge student team created a forecasting tool to help identify production mixes that could consistently deliver sustainable financial contributions.

The CFO of the ballet company is grateful.  “This project will serve as a good resource as a long-term strategic tool for the organisation. The Cambridge team’s recommendations were well thought through and took into consideration the organisation’s culture.  The budget tool created provides a simple model of the existing organisation, enabling experimentation with various programming mixes to potentially streamline the budgeting process.

That is impact.

The fourth team stayed close to home, in London.  This team evaluated the opportunity, and developed recommendations and strategies, to maximise the potential of the Olympic Park site post the Olympic Games.

A senior project manager of Events for London describes the outcome as follows.  “The team proved to be excellent ambassadors for us; they were able to get a very good understanding of the key issues across a broad spectrum of stakeholders in a short space of time. Their recommendations were well articulated and very well received by a wide range of interested stakeholders. The Mayor of London’s Marketing Director sat in on their final presentation and was really impressed. We will ensure that their recommendations are considered as part of the London 2012 legacy.”

That is impact.

I mentored one MBA project myself: the team did an outstanding job for an industrial company in Germany, developing a set of recommendations to better purchase custom-made parts for the company’s project-based business.  The team succeeded in identifying, and recommending improvements for, supply chain limitations that the company had not articulated on its own.  I was proud to be involved with this team (they know who they are); the only reason I’m not telling you about this project is because I don’t want to seem to be favouring my own mentees.

These five projects delivered value across four continents.  The strategy of Cambridge Judge Business School is not “globalisation”- we are already global, our students come from 40 different countries.  Education at Cambridge Judge is about transformation and impact.  Let’s spread the word.

Student projects

Student consultancy projects are a fantastic way for MBA, MPhil and MFin students to bridge theory and practice and acquire new business skills. We would  like to thank those alumni who have helped secure projects for our current classes. If you are interested in sponsoring a student project, you can find out more on the School’s website, or contact:

For MBA: Sadia Cuthbert at mbaprojects@jbs.cam.ac.uk

For the Cambridge Executive MBA: Jo Bester at embaoffice@jbs.cam.ac.uk

For MPhil: Juliet Wilson at motiprojects@jbs.cam.ac.uk

For MFin: Marwa Hammam at mfin-office@jbs.cam.ac.uk

3 Responses to “Making an impact – not just talking the talk”

  1. I truly believed in this school. They developed good leaders. They provide professionalism in every aspect. A well respected school.

  2. Joe Ellison says:

    That’s right: Making an impact especially to the indigenous is business with a heart. What is globalizing if you only go touring? That’s merely a show and nothing in it really.

  3. Kat says:

    The idea of working with faculty from a respected school instead of any old “consultant” is one more businesses need to look into. There are definitive advantages to taking the time to truly understand and build a solid plan for the future, instead of tossing a few reports around and then forgetting them.

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What keeps me awake at night?

I have just come back from Hong Kong, where I participated in the University of Cambridge’s first international alumni conference. There were more than 150 alumni attending, and we heard great talks on physics, biochemistry and sociology. There was also a panel discussion in which two College Masters, the Vice-Chancellor and I were asked: “In an age of globalising education, what keeps you awake at night?”

In answering this question, the Masters discussed the challenge of attracting talented applicants to Cambridge after the hike in tuition fees. The Vice-Chancellor spoke of his exchanges with the Government about ensuring that students of all backgrounds have access to the University, while maintaining academic standards.

Before going into what keeps me awake at night, I introduced our Business School to the alumni. It is interesting that some of them barely know that we exist, and others still wonder whether business is a legitimate field of academic study (though, of course, scientists were being asked this same question as late as the early 19th century).

Ironically, many of the alumni who studied “real academic subjects” at Cambridge now work in various types of business – so they know the importance of business as a driver of events in a society, and have gathered their own experiences in managing organisations.

And managing an organisation is complex. It involves engineering (of a social system, where the “gears” are conscious human beings), psychology (to understand thought processes and motivations), sociology (to understand collective action and culture) and economics (to understand the patterns of exchange and trade).

In itself, business experience is not enough. Complex systems need careful study in order to identify patterns of causality, so that business methods can be developed, and it can be recognised when they’re working and when they’re not. Just as medicine is not a mere application of chemistry and biology, business is not a mere application of the above mentioned disciplines. It is a field of its own.

On the panel in Hong Kong, I mentioned three challenges that are associated with globalisation. The first concerns worldwide competition for students. They compare schools across the globe, often influenced by imperfect rankings. So to attract the best, we need to better communicate our excellence and unique value proposition. That is why I touched on our strategy in the last two blogs.

The second challenge is a similar global competition for talented faculty. For example, I touched on the priority of entrepreneurship in the last blog post. We are seeking a top-class academic in this field. We need someone who can both engage entrepreneurs and businesses and share useful insights with them, and who can conduct research that warrants publication in the top journals. I have begun a worldwide search for candidates, but people who can do all this are rare.

The third challenge is related to how the School contributes to solving big global problems. For example, in Hong Kong an alumnus told me about asthma in children due to air pollution, but corrective measures are feeble. Worldwide, we are facing an increasingly certain climate change and the reaction is even feebler. Why is business not doing more to address this? The problem comes back to complexity, and the interactions of the multi-layered causality that I describe above. Human psychology is oriented to the short term, and has difficulty in prioritising action against catastrophes that are far in the future.

Cambridge Judge Business School can make a great contribution in addressing these complex problems. For example, the Cambridge Conservation Initiative (CCI), based at the School, is a unique collaboration between the University of Cambridge and leading biodiversity conservation organisations in and around Cambridge, UK. CCI seeks to transform the global understanding of the importance of sustaining natural capital. We recognise the need to pull this initiative into the mainstream of business teaching and research.

These are some of the challenges we face and we must address if we are to live up to our potential and develop the people who will produce solutions to the complex problems that business and society faces. But it is also one that Cambridge Judge Business School in particular, with its multi-disciplinary ethos in one of the world’s great research universities, is in a uniquely privileged position to address.

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Cambridge Judge Business School entrepreneurship at the fore

Hello, everyone. Last time, I promised that I would tell you something about our emerging strategy at Cambridge Judge Business School. It has a number of dimensions, including research, executive education, PhD training and entrepreneurship. But that’s too much to discuss in one blog post, so I’ll take it in parts – and today, I’ll talk a little about one of our most exciting strategic priorities, entrepreneurship.

We are at the centre of the Cambridge Cluster – often referred to as the “Silicon Fen” – with thousands of companies and some 50,000 jobs in a 30-mile radius around Cambridge. About 20% of these companies have arisen directly out of the University; but many more of them have active links to the University, which provides the Cluster with an intellectual core.

Being situated here provides a rare opportunity for us to create value in two ways. Firstly, through learning from the companies, who represent something like a gigantic lab in which all kinds of interesting new ideas are tested. We can help to turn individual experiences into patterns, and this knowledge can be used by businesspeople in other places. This is a rare opportunity, because there are only a few fully developed university-based clusters in the world.

Creating research and knowledge from the Cluster is vitally important – after all, relevant research is what has made Cambridge great, and it’s our mission.

I want to highlight two examples of research on a particularly timely topic in entrepreneurship, namely social enterprises: organisations with hybrid goals that tend to use a for-profit operation to cross-fund a non-profit social endeavor. I’ll illustrate two interesting research questions that Paul Tracey and Helen Haugh of the Cambridge Judge faculty are working on.

Consider the social enterprise, Aspire, which supported homeless people through employment in 10 locations throughout the UK. The Cambridge branch was run by Cambridge Judge graduate Owen Jarvis. Within just a few years, Aspire became widely known, with Tony Blair and Prince Charles among its supporters; but the business collapsed suddenly in 2004 because as it scaled, costs of the non-profit part grew out of control.

On one level, this could be regarded as a failure; but in subsequent years, social enterprise became central to the way homelessness is tackled in this country. Many other social enterprises took Aspire’s basic approach and tweaked it to make it work better. The research suggests how social enterprise pioneers can tackle intractable social problems in new ways and overcome the challenge of growth without losing sight of the costs that are subsidised by the for-profit part of the organisation.

Or consider Cambridge Judge graduate Neil Stott’s social enterprise, Keystone, which is based in Thetford, about 30 miles outside Cambridge. Keystone is perhaps best known for its work promoting the welfare of migrants, and three Government commissions presented Keystone’s approach as a template for other communities to follow.

However, many local people became unhappy with Keystone for supporting migrants, something of an unloved group. How can social enterprises that help unpopular or stigmatised groups avoid becoming stigmatised themselves, which hinders their important social contribution?  This is an ongoing question of our faculty’s work.

These important research questions illustrate some of the thought-provoking research going on, but there is far more to be done when it comes to using the Cambridge Cluster to generate breakthrough insights. We are working on making these research opportunities available to more faculty, and to hire leading academics who can lead our efforts in the fields of entrepreneurship and social entrepreneurship.

The second type of opportunity that we gain from being at the centre of Silicon Fen is to help technical specialists learn about business and commercialisation, thus supporting the strength of the Cluster. Our Centre for Entrepreneurial Learning (CfEL) is already reaching many students, from Cambridge Judge and other schools, with its programmes.

In my last post, I mentioned Cambridge Executive MBA graduate Eben Upton and his educational computer, Raspberry Pi. This venture is another example of social enterprise put in action: it is a non-profit organisation, and its concept of a cheap bare-boned computer that is transparent to being re-programmed and experimented on by students will change the way computer science is taught world-wide.

Another example is Nick Haan, who earned his PhD in mathematics at Cambridge and then continued as a research associate, working on the development of advanced statistical tools to extract the most from biological data. He then participated in CfEL’s Ignite programme, which triggered his decision to found a company, BlueGnome, in 2001.

BlueGnome applies Nick’s statistical technology to the key data-processing bottlenecks faced by commercial and academic organisations in the life sciences. Its customers include pharmaceutical, food research, and biotechnology companies, and it was recently included in the Deloitte Fast 50 for the third year running, ranked as the second-fastest growing biotech company in the UK.

These examples illustrate how Cambridge Judge can help the University by supporting students and researchers in translating their ideas into business. We are not yet reaching enough of the community, but we are stepping up our efforts to do so. For example, we will soon add a small incubator to CfEL, which will give aspiring entrepreneurs with the best ideas a chance to go one step further, and turn their ideas into commercial propositions.

Situated in a world-class University at the heart of a major technology cluster, the School is further developing its ability both to help technology businesses, and to bring observations from such ventures back into the University, generating breakthrough insights. This two-way exchange of knowledge is a key part of growing the impact that our business school will have in the future.

3 Responses to “Cambridge Judge Business School entrepreneurship at the fore”

  1. Thomas says:

    Just a few things – never start a blog with “hello everyone” – also let’s say I did enjoy this blog, you should make it easier to share. Include twitter, and possibly facebook.

  2. Andy12 says:

    What is the “fame agenda” of cambridge judge business school? Entrepreneurship? Finance? Marketing? Strategy? Or something else.. Employers are confused..they think its a generalist MBA..the school has to make its positioning very clear through proper marketing and long term strategic vision.

  3. Nathan says:

    Dr.Loch,
    Thank you for taking the time to write this great post. Please keep us posted on the school’s progress as time permits.
    Thanks,
    Nathan

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Lessons of the latest FT MBA rankings

This is my first blog post as Director of Cambridge Judge Business School. Five months into my tenure, I have already spoken with many of our alumni and other interested parties. For example, I have just returned from Abu Dhabi, where I met up with alumni, corporations, government bodies, and the UAE University as a potential partner. But it’s not possible to meet all of you, and I needed another way of telling you about what’s going on at the School. The result is this monthly blog.

So, what’s new? Well, we have a strategy that is emerging – an evolution of what Cambridge Judge has begun in the recent past, rather than a revolution – and I would like to tell you about that. But this is the time of year when the FT Global MBA Rankings are released. Several members of the Alumni Advisory Council suggested that it would be a good idea to comment on these, so we’ll save strategy for next time.

Our MBA programme appears at 26th place in the FT rankings – the same position as last year. Now, we could launch into a microscopic reading of the indicators used to compile the rankings. On the one hand, we did quite well in “Employment after three months”, and “Aims achieved”, as reported by alumni. On the other hand, we did less well in the crucial factors of “Weighted salary (US$)” and “Salary percentage increase”.

We were also marked down in some indicators relating to the School as a whole, such as size of the PhD programme and the percentage of faculty that is female. Putting aside opaque technical issues (for instance, what are the exchange rates used to calculate these figures?) we need to ask ourselves what this assessment really means.

The FT rankings are most heavily influenced by high alumni salaries and high salary jumps after completing the MBA. So if we really wanted to increase our rankings, we could close down our arts-management and not-for-profit specialisations, and force every student to major in more traditional areas with a view to finding a high-paying job in finance or consulting. (And we could also balloon our PhD programme, irrespective of quality, because size gets a good rating in this metric.)

This demonstrates the narrow focus and some internal inconsistency of the rankings. A recent study of MBA programme quality (“From rankings to ratings” in the January 2012 issue of Global Focus, the EFMD magazine) suggested that at least 24 dimensions should be used – many of them qualitative – to assess each programme. The FT and Businessweek rankings use only nine or ten dimensions, and some other rankings use yet fewer.

The study concludes: “Herein lies the tyranny of rankings: academic stakeholders (and even many publishers of rankings) know that media rankings are flawed, but with few alternatives available, they feel stuck chasing the rankings rather than their unique educational mission.”

It is a fundamental part of the Cambridge MBA that we define success more broadly than through salaries. We will continue to take pride in educating talented students who go into arts management and non-profit organisations, or start their own company and take a hit on short-term income.

Consider Hamish Forsyth (MBA) and Robyn Scott (MPhil) who co-founded OneLeap – which helps budding enterprisers to find investors, business advice and career mentors. OneLeap is one of the Nexters – the UK’s top 20 technology social enterprises supported by the UK Prime Minister, David Cameron. But you don’t get rich by founding and running a social enterprise; so should we lament that these two graduates will ruin our rankings two years from now, when their class is interviewed? I think not. On the contrary, I believe they are role models.

Or take computer scientist Eben Upton (EMBA, May 2011). He had the idea of a low cost “hackable” computer in 2006, when he realised that students coming into computer science at university no longer had an in-depth understanding of the technology they used. It was the EMBA that gave him the business knowledge to put the Raspberry Pi computer into production. Contacts through the Cambridge network enabled him to secure funding. He also set Raspberry Pi up as an educational charity and worked with a team of MBA students who carried out a consulting project on his company.

His enterprise could change the way computing is taught in Schools: already, the UK Education Minister has referred to Raspberry Pi when discussing reform. In our context, this means a “yes” with respect to high impact, even though the rankings would consider it a “no” with respect to high salary – at least, not in time for it to count in the next set of rankings.

The lessons I am drawing from the rankings are twofold. Yes, we must strive to improve our performance on certain dimensions (including some that are not included in the rankings). We owe our students and alumni that. We have already invested heavily in the past two years, and will continue to improve.

But secondly, it is even more important to offer our students a hands-on preparation for being able to consider not only the beaten track but also non-standard career paths – to strive for excellence, and to carve out success in many dimensions that are not measured by salary, such as impact on other people’s lives.

This is at the heart of our MBA, and consistent with the broad range of influences that students can experience only within a world-class university and entrepreneurial network. We will do everything we can to increase the unique opportunities our students are exposed to. And I hope that in a year, when the FT rankings descend upon us again, I will be able to report progress – and in two years, considerable progress.

7 Responses to “Lessons of the latest FT MBA rankings”

  1. Parth Vaishnav says:

    I refer to your remark that ”…[JBS] could also balloon our PhD programme, irrespective of quality, because size gets a good rating in this metric.” I would suggest that the quality of available students is far from being the only constraint on the size of the JBS PhD cohort. I received an MPhil degree from the Judge last year, and was offered a place in the PhD programme. My College offered me funding to cover College and University fees at the Home/EU level. As an international student, that still left me (far) short of what was needed. I took up a place at an equally prestigious programme elsewhere that was happy to fund my research. Scarcity of funding limits JBS’s ability to support doctoral research at least as much as anything else, and I think it would be a good idea if this were acknowledged.

  2. Samir Prakash says:

    Prof Loch —

            

    1. Thank you for making time to share your thoughts with JBS
    alumni on how to take the school forward. I welcome this as it makes
    it easy for us to keep in touch and respond to you.

     

    2. I look forward to your next post on the school’s
    strategy. 

     

    A few personal thoughts on your post about the FT MBA
    rankings – 

     

    3. Firstly, I suspect that those of us who have examined how these rankings are prepared will know (a) how arbitrary much of the scoring and
    comparisons can be, and (b) how the system can be gamed by schools – and probably is by some. A quick, easy intro to this subject is Malcolm Gladwell’s
    essay last year – “What college rankings really tell us”
    (http://j.mp/yTomLg) – which was not about business schools in particular but
    exposed the problems that lie at the heart of all such rankings. 

     

    4(i). In addition to your points about the limitations of these
    rankings, it’s perhaps worth noting that a number of leading business schools
    have, for some years at least, strongly encouraged their students/participants
    to move into careers in finance or consulting. (My evidence is only anecdotal -
    from friends who attended leading b-schools in the US and Europe, but I have no
    reason to doubt it.) Given the well-publicized differences in compensation,
    other rewards and even attention (from the careers-related press) that have
    historically existed between these two industries and the rest, it probably
    doesn’t require much explaining to understand why some b-schools have wanted to push their candidates into finance or consulting. For the schools, the feedback effect of producing more consultants and
    bankers at “top-tier” firms is an improved ranking, and thus more
    access to leading businesses in future. 

     

    4(ii). The problem that results for a younger, smaller school
    like Judge is that some MBA employers/recruiters choose to be guided by these
    rankings because (a) they have no other metric with which to do a
    nominally-objective comparison, and (b) in times of conservative budgets and
    in an employers’ market, it feels much safer to recruit from a
    top-ranked/well-known school, especially if they have hired successfully from
    that school before. At least this is what a number of London-based recruiters
    have told me. One other thing some recruiters have told me is that some hiring
    managers who are MBAs themselves express a preference for hiring from their own
    school or what they consider a “similar” or “equally good”
    school.   

     

    5. A corollary for Judge is, I suggest, the value of
    continuing to strive to build relationships directly with key MBA-recruiters
    who may not have hired in significant numbers from Judge before. This could be
    facilitated by alumni (of Cambridge, not just Judge) who now work for such
    firms. The relationship-building could take the form of consulting
    exercises/projects for these firms, inviting their participation at Judge-based
    events/seminars/forums, etc.

    Looking beyond rankings – 

     

    6.  In your post, you
    mention a few alumni/entrepreneurs who have followed a non-traditional path and achieved
    significant success. I feel we need to communicate and publicize such cases -
    in newspapers, the careers and MBA press, relevant industry journals, etc. -
    perhaps more actively than we currently do. In defining itself, Judge stresses its
    strengths – in entrepreneurship, creativity, technology and cross-disciplinary
    enterprises. Therefore, we should use strong examples of our successes (as
    you’ve cited) to drive this point home vividly and memorably in the minds of
    external audiences. People remember stories better than they remember themes or
    abstract assertions/claims. We should confidently use the many success stories
    from Judge to emphasize externally not just how we are different (every school
    claims that!) but that we have impact and we facilitate the kinds of success that
    increasingly matter and are valued and honoured by society. 

     

    7. In recent months/years – perhaps because of what
    we’ve learnt from the 2008 crisis and continuing economic pain worldwide,
    some business writers and thinkers have argued that “traditional” MBA
    professions such as finance and consulting have “peaked” and in terms
    of their public reputation and employment potential (if not compensation) will
    not enjoy the positions they once did, for some time at least. Regardless of
    whether this is true or not, Judge could take a long-range view of the future
    demand for high-grade management talent to determine where it should focus its
    research/specialised efforts. In other words, given all the main challenges the world faces in the intermediate-to-long term, what industries or problems are likely to emerge as
    priorities for societies? I don’t claim to know the answer but I suspect it
    includes concerns/problems like food security, public healthcare,
    public transport, energy security, an education system fit for the 21st
    century, etc. None of these are traditional business school subjects, but I
    think there will be growing demand for experts that have worked on and thought
    about these issues. Therefore, Judge can begin to focus today to have an impact
    tomorrow on some of these complex problems – by building connections with businesses and
    governments that are working on them, investing in such research, etc. The
    competitive advantage that Judge already enjoys is that it is a part of the Cambridge
    ecosystem where there is an abundance of key scientific talent/knowledge.
    It is in the inter-disciplinary, economically-sound and professionally-managed
    approach to many of these large-scale problems (e.g. guided by past business case
    studies) that their solutions will be found. Perhaps there is an opportunity
    for Judge to be bold here.  

     

    Sincerely,

     

    Samir Prakash

    (MBA 2008-09) 

     

     

     

     

  3. Martin Kilduff says:

    Funding for PhD students is, as you state, absolutely vital, and is insufficient at present. We are actively seeking to expand sources of funding, including underwriting from the School itself, and including seeking scholarship funding from outside the business school. We have been successful recently in competition for scarce funding including ESRC funding and Gates scholarships. But our goal is to be competitive with the major PhD programs in the world that fully fund their PhD students.

  4. Will Doward says:

    Christoph, I agree with much of what you have written regarding the Rankings but I think the school’s brand awareness is suffering. As an ex-alumn I have lost count of the number of people who are surprised to learn that Cambridge has a business school, which is somewhat frustrating (and embarrassing) especially given the world class reputation of the University. 

    You are also right to applaud people like Eben and Hamish (a friend and classmate) for starting businesses. I realise how this can impact the salary weighting (I too work for a Start-up) but I would say that these cases are definitely the minority, even though we believe one of our differentiators in the B-School marketplace is our focus on entrepreneurship.

    Personally, I would love to see the school move further towards a more entrepreneurial structure and syllabus, perhaps even moving towards a 2 year degree where the second year is much like the successful YC and Techstar models. 

    Good luck 

  5. Guest says:

    JBS suffers in the FT European Business School Rankings because it only has one Program assessed (The MBA). Subject to fairly good future placements on its Mphil Management and EMBA programs in the ranking, JBS should be able to move up from Tier2-3 too Tier1 in the next FT rankings if it would include those programs in the FT ranking – a higher ranking in the FT Euro Business schools, would also help to propel its MBA program – it’s a positive spiral /trend. Thus, may we ask why JBS has taken the decision not to include those programs in the FT Euro Business school’s ranking? (Are the cohorts to small to be ranked?)

  6. Bill says:

    That’s really great to hear the impact those teams made! You don’t hear enough first hand accounts of how getting hands on and in-depth training in a real working environment can be so successful.

  7. Maya Foster says:

    Well said. You really don’t get expertise job training in a real class room environment which is possible only if trained under a mentor in working environment. Keep updating .

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New Year greetings

This year will be an exciting one for Cambridge Judge Business School and – I hope – for all our alumni.

We will build on the firm foundations laid by our last two directors, Professor Dame Sandra Dawson and Professor Arnoud De Meyer, and push them further, using our collective strengths to realise our full potential.

As part of one of the world’s leading research universities, we will continue to ensure that rigour and relevance are central to research at the School. Being outward-looking and connected to entrepreneurs and organisations will help Cambridge Judge increase research prominence. We will develop our faculty by using exciting, new opportunities to work with external organisations.

Cambridge is Europe’s leading centre of entrepreneurship. Intensifying connections to entrepreneurs and science-driven business initiatives, combined with our hands-on engagement with a wider range of companies and public sector organisations in executive education, will help Cambridge Judge increase its creativity and maximise its impact. This will also ensure that our students have access to outstanding career prospects.

Our students are one of our greatest strengths and Cambridge Judge is extremely fortunate to have a growing community of increasingly influential alumni.

We want our alumni to exert that influence, not only in their businesses and careers, but also in the way the School evolves. Our new strategy will call on alumni to help shape that future.

Having met the Alumni Advisory Council and alumni leaders during my first four months as Director, it is clear we share this commitment to closer collaboration – and that this collaboration will benefit both Cambridge Judge and our alumni.

The success of our alumni and the success of Cambridge Judge Business School are inextricably linked. Our alumni are the School’s public face and our ambassadors: quite simply, to the outside world our alumni are who we are.

As alumni, you have a direct stake in our continuing success. Which is why, as we grow, you can expect to have the opportunity to be involved. Only by working together will we ensure Cambridge Judge goes from strength to strength, helping our past and present students to make a mark on the world.

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