Just like in business, in business education the winds of change are always blowing. Unlike business, however, these winds usually seem to pass without significantly impacting the industry. In recent years, however, the pressures have been mounting. And the Covid-19 pandemic has spread the view that profound change is inevitable.
Digital transformation plays a central role in the sustainable development of Africa. Yet the continent does not yet have the tech talent to enable this transformation. How do we develop the skills to support the needed investment? How can business, academia, government, and civil society work together to create an environment that unlocks the full potential of Africa’s aspiring entrepreneurs? Can business schools and universities take the lead in connecting diverse talent needed to accelerate innovation? The fifth and final session in the Talent for Africa series aimed to answer these questions.
Details of a new international partnership Lancaster University Management School has recently made with Rotterdam School of Management.
New beginnings (such as the current pandemic) bring about opportunities for transformation if we suppress current realities and augment possibilities. This enables us to adopt agile strategies to create new systems which then become our new realities. I have codified below, the relation between Transformation, Vision, Team, Time, Resources and Resolve in a model which… Read more >
When I was a teenager one of the popular television news magazines aired a segment about women who wanted to become firefighters. Although I’ve lost track of the details, I will never forget my reaction. It was nothing short of a profound awakening. In the segment, women candidates were shown doing physically demanding tests, such… Read more >
Many important questions need to asked today by business school leaders as we start the slow process of coming out of the Covid pandemic and reshaping business school education for a sustainable and inclusive future. Determining which questions to ask is the first and important challenge for a business school leader. If you get this right, you have already overcome the most important challenge of leadership and made significant progress towards your goals.
In anticipation of #worldcaseteachingday, we were honored to be joined by the Director of The Case Centre, Richard McCracken, who discussed the evolution and future of case teaching and writing with leaders from GBSN member schools at our February Cross-Border Collab.
It’s not as if the world was on track to achieve the by 2030. Of the 38 targets assessed in, the UN High-level Political Forum on Sustainable Development declared we hadn’t made sufficient progress on 37 of them. Now, the Covid-19 pandemic is having a devastating impact across all 17 Goals and threatens to turn back progress by years in several areas, such as poverty, hunger, education, and justice.
Meanwhile, in business schools, scholars have been engaged in an epic struggle to replace the dominant intellectual foundations of business with new ones that better reflect the needs of society and the changing rules of business. While there has been steady progress, anyone familiar with higher education knows that paradigm shifts can be painfully slow. It’s not just about what we should start teaching, it is especially challenging to identify and remove the content we should stop teaching.
“We should actively seek to spread the gift of education to more. This can be our important contribution to help achieve the United Nation’s Sustainable Development Goals. We have to recommit ourselves and our institutions to creating a better future – one that is more inclusive and sustainable.”
Impact is the provable benefits of research in the real world. It’s not judged by traditional methods – such as citations – simply appraised by factors we can see and feel in wider society. Impact emerges differently across various disciplines, but ultimately it is about connecting academic research to the world around us.
It is also driven by other dynamics, including funder requirements, research assessments and, of course, societal shifts and changing environments. While these are clear points of focus, the real significance comes from making impact meaningful to you, your partners and your research. We believe that maximum benefit comes from planning impact – enabling you to create and navigate compelling pathways for your research.
Consider the definition of ‘impact’…