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Outstanding Partnerships in Learning & Development 
Call for submissions for the EFMD Excellence in Practice Award 2010

The European Foundation for Management Development is a leading international network of business schools, companies and consultancies at the forefront or raising the standards of management education & development globally. The EFMD Excellence in Practice Award recognises and promotes outstanding partnerships between companies and learning and development providers (business schools, executive development centres, consultancies).

Case studies of best practice and collaboration in leadership, professional, talent and organisation development are submitted for review to an international judging panel. The best short-listed cases chosen by the panel are then invited to present their partnerships at the EFMD Annual Conference (6-8 June, 2010– Frankfurt, Germany), when several sessions are devoted to the Excellence in Practice Award. Following the presentations the jury panel makes a final decision and the winners will be announced on the 7th June during the EFMD Awards Ceremony. The winning case will be featured extensively across the EFMD network and all of the short-listed partnerships will have their case studies published by Emerald Group Publishing.

The 2009 award was won by Allyson Stewart-Allen, London Business School & Michael Christ, Lufthansa School of Business for the case: Partnership in Planning, Development, Design, Delivery and Evaluation of the General Management Programme. On winning the award Allyson Stewart-Allen, Programme Director, Centre for Management Development, London Business School said "It is so satisfying to be recognised for our partnership. Every aspect of our work with Lufthansa has been about mutual trust, communication, being pushed to always do that little bit more for the participants and the programme's design. Clearly this hard work has delivered great results, and I'm personally very proud that the EFMD acknowledges our achievements given the formidable competition we had in winning this award."

Download Issue_3_09_lbs&lufthansa (PDF 332KB)

Selection Criteria 
All cases will be presented to an international jury. Selection criteria will take into account: operational excellence, programme management and business impact.

Submission Process 
Expression of interest to: Florence Grégoire: florence.gregoire@efmd.org

Deadline for submission of full cases: 
1 February 2010

Case presentations: 
7/8 June 2010

Download EFMD EIP Flyer 2010 FINAL - with webadresses (PDF 319KB)

For submission guidelines visit: www.efmd.org/eip

Further information 
Florence Grégoire 
Email: florence.gregoire@efmd.org 
Tel: +32.2.629.08.10

12th century entrance to the new campus, in front of a 300 year old restaurant in town, the Roman aqueduct, and classroom. www.ie.edu/university 

Click here for the article of the New York Times, October 17, 2009.

This interview with Carol Bartz, chief executive of Yahoo, was conducted and condensed by Adam Bryant.

....

Q. What should business schools teach more of, or less of?

A. I think there ought to be some classes for people to get more philosophical about who they are and what motivates them, and therefore why they act like they act.

Some of the most fantastic training I’ve had over the years is the tests and the feedback I’ve gotten on what drives me as a person, and to sort of face up to it. What’s important to me and therefore why would I make certain decisions? For instance, I grew up dirt poor. I am constantly in fear of being poor. I’m so far from being poor, it’s crazy, but I’m constantly in fear of being poor. And I know that drives a lot.

Now you could say the dark side of that is maybe that would drive me to make risky decisions that I shouldn’t make. It actually drives me the other way. It drives me to be more conservative, so I’ve had to teach myself to get out of that conservative zone.

It also turns out that I’m an introvert. You would not believe that, would you? And I know I am because introverts have to refuel by being alone. Extroverts — Bill Clinton’s a famous extrovert — have to go to a party. At the end of the day, he comes home tired, and he wants to party. I come home. I suck my thumb and don’t talk to me. I learned how to get down time. Even an hour by myself feeds me.

What motivates you? What are you scared of? Knowing that will help inform how you lead, how you make choices, how you face the day. And I don’t think we do enough of that.

...

Click here for Part 1 of 1,2,3 (click on side panel for parts 2 and 3).

Current Twitter Demo Script, October 28, 2009.

Schulich tops Aspen list, October 21, 2009

www.BeyondGreyPinstripes.org

www.aspeninstitute.org

The 2009-2010 edition of Beyond Grey Pinstripes was compiled by the Business and Society Program at the Aspen Institute following surveys of 149 business schools from 24 countries. However, business schools from only three non-US countries are ranked in the top 20: Schulich, RSM Erasmus in the Netherlands and IE Business School in Spain.

Seven of the top 10 and 17 of the top 20 schools are US based. They range from the great and the good - Stanford, Yale, Duke and Columbia - to those schools which do not usually rate highly in more traditional rankings. These include the University of New Mexico and the University of Denver.

http://www.arwu.org/

The ECAR Study of Undergraduate Students and Information Technology, 2009 is available online now and includes a special focus on student ownership and use of Internet-capable handheld devices.

The ECAR Study of Undergraduate Students and Information Technology, 2009 is a longitudinal extension of the 2004, 2005, 2006, 2007, and 2008 studies. It is based on quantitative data from a spring 2009 survey of 30,616 freshmen and seniors at 103 four-year institutions and students at 12 two-year institutions...

Executive Summary (PDF 479KB)

The World’s Top 50 Most Attractive Employers

Address Delivered by Robert J. Zimmer at Columbia University Conference "What is Academic Freedom for?"

October 21, 2009

http://president.uchicago.edu/speeches/columbia_address.shtml

...

The challenges to academic freedom can be directed at individuals or at the institution as a whole, and they can come from sources external or internal to the university. There are three categories I would highlight for our discussion today:

i) External forces on the university from the government, other formal authorities, media, financial supporters or alumni to take action against individual faculty members or students for their views; or external pressure directly against individuals themselves.

ii) Internal forces on faculty or students intended to stifle expression of individual views or perspectives that some deem objectionable. These can be explicit, but are often implicit because of an ambient culture of what is deemed acceptable.

iii) External and internal pressures on the university to take a political position that is widely perceived as just.

...

UPDATE: related post "Newspapers, the mass-less mass medium" October 27, 2009

from Alan Mutter

"Anyone who remains focused on assembling the most eyeballs or bellybuttons in a market is pursuing exactly the wrong goal. Today, it’s all about quality, not quantity."

Via The Awl, October 26, 2009

The world top 200 universities

Click here for the Techcrunch post, October 24, 2009. by Vivek Wadhwa

What makes entrepreneurs successful is the education, not the school. It’s the same in India and China. India’s IITs and China’s Fudan University (their “Ivy League” schools) don’t hold any monopoly on graduating tech stars.

In the first research project, we looked at the background of 317 immigrants who started tech companies. We were surprised to learn that Delhi University graduated twice as many Silicon Valley company founders as did IIT Delhi. And that both Osmania and Bombay University trumped nearly all of the IITs. China’s Tianjin University and Shanghai Jiao Tong University graduated more founders than Fudan or Tsinghua.

These were immigrants, and we weren’t sure if it would be the same with American schools. So we looked into the educational background of American tech company founders. We found that the 628 U.S.-born tech founders we surveyed received their education from 287 unique universities. Almost every major U.S. university was represented. The top ten institutions in this group accounted for only 19 percent of the entire sample. In other words, 81% of the tech company founders came from “regular” schools. To make my colleagues at Harvard feel better (and to keep my job), I’ll acknowledge that the Ivies represented 8% of the sample even though those schools only graduate 1.6% of American students.

Then we broadened our research and looked into the backgrounds of the founders of 549 successful businesses across a set of high-growth industries. The proportion of Ivy-Leaguers was even smaller (about 6% of the sample). We also found that MBA’s tended to start companies sooner after graduation (13 years) than bachelors degree holders (17 years). And both these groups were quicker to the startups than PhD’s – who typically waited 21 years from the time they graduated to start their ventures. That’s right, tech company founders aren’t spring chickens. Also, we found that Computer Science/IT grads were faster than MBA’s (13 years vs. 15 yrs) and the applied science majors (20 years)...

Interest in business is surging at elite liberal arts colleges, and schools that once shunned the business major are now offering coursework.

Ever since fleeing Europe's tyranny for the New World, Americans have established a collegiate system which emphasizes a broad, liberal arts education. Even as larger state schools mimicked European universities and offered undergraduate majors in vocational fields, the Ivy League schools and their peers, for the most part, resisted. "In America, we think more in terms of a broad undergraduate education," says Paul Danos, dean of Dartmouth's Tuck School of Business (Tuck Full-Time MBA Profile). "Other parts of the world are much more specific. They believe in the benefit of students going directly into their major and taking several years of very narrow, technical work. We don't think of it that way."

Click here for the article of Inc.com of October 23, 2009

“One of the huge mistakes people make is that they try to force an interest on themselves. If you're really interested in software and computer science, you should focus on that,” Bezos told Inc. in 2004. “But if you're really interested in medicine, and you decide you're going to become an Internet entrepreneur because it looks like everybody else is doing well, then that's probably not going to work. You don't choose your passions, your passions choose you.”

Click here for the article from The Smith College Sophian, October 22, 2009

According to Dr. Clifford Nass, Thomas M. Storke Professor at Stanford University, "People who multitask very, very frequently believe they are excellent at it, and they're actually, as far as we can tell, the worst at it of any people.

...

Nass agreed that taking a respite from chronic or heavy multitasking is beneficial. "There's definitely evidence that if [people] stop multitasking, they'll do better because of all the studies showing that multitasking impairs performance," he said.

8-9 December
Judge Business School
Cranfield School of Management
12-14 April
Cheung Kong Graduate School of Business
Tsinghua University School of Economics & Management,
CEIBS, Beijing, China
14-15 June
ISM University of Management & Economics, Vilnius, Lithuania