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Advantage #2 2018



John and Tone at Scatec make green startups grow to success



SUSTAINABLE SOLUTIONS The BI board puts s­ ustainability at the forefront of the new strategy for the coming years

»In order to make money, companies have to think about sustainability. Acting responsibly is profitable - if you do it right.« C ARO LINE DALE DITLE V-S IM O NS E N, PRO F E S S O R, D EPAR TMENT O F L AW AND G OVERNANCE AT BI









A digital and sustainable future for BI. Page 5.

BI now in top 50 in new global ranking. Page 7.

Smart enough to lead intelligent organisations? Page 21.

Young Alumni Award to Javad Mushtaq. Page 49.


Are you ready to transform your career in an international setting – from Oslo to top schools in Berkeley, Paris, Madrid and Singapore?


bi.edu/ embaglobal

This programme will give you an integrated view of all business areas in different cultures and prepare you to take on more challenging leadership positions. We focus on international management, strategy and macroeconomics. You will learn about European regulations and South America, and the business link between the continents. You will also be exposed to Asian business culture, with a focus on China and India.

” Digital organizations excel at rapid-fire development of products and services adapted to user needs. Our course in Design Thinking for Digital Development provides hands-on training and tools for succeeding in fast-moving digital innovation.” Vegard Kolbjørnsrud Assistant Professor


bi.edu/ embadigital

NEW TRACK This programme will enable you to set the digital agenda and provide you with the tools needed for any leader facing digital transforming in an organisation. Digitisation is occurring at an accelerating pace; Successful leaders need to synchronise their organisations to the digital clock speed. The disruption of many industries are putting pressure on organisations to develop new capabilities and transform their cultures. The Digital specialisation will help you to develop as a ‘digital leader’, and we can promise you a steep learning curve!


Advantage 2/2018


NEWS 007 The latest news from us. FRONTLINE 011 Stay updated with BI’s latest research. AMBASSADORS 021 Meet Arne O’Donoghue and four other successful alumni. INSIGHT 032 BI’s board puts sustainability at the forefront of the new strategy. BUSINESS PROFILES 036 Scatec’s Tone Bjørseth-Andersen and John Andersen grow green companies. PROFESSOR 042 Caroline Dale Ditlev-Simonsen has a new step-by-step process in how to suceed in CSR.




WORLD REPORT 048 RE AD US ONLINE ! www.issuu.com/bi_business_school



Barbro Kolbjørnsrud

Per Olsson



Mette Winger Eide

Staffan Frid



Audun Farbrot Monica Skau Hansen Audrey Paton

Morten Ståle Nilsen Mikaela Hincks


Rävudden info@ravudden.se


21 BI ALUMNI RELATIONS DEPARTMENT Nydalsveien 37, N-0442 Oslo ­Norway WEBPAGE:


E-MAIL: alumni@bi.no ISSN: 1891-2874


Forssa Print




Time for change! Shaping people and business for an international, digital and sustainable future. That is BI’s overarching goal and BI’s main ambition going forward.


or 75 years, BI has given thousands of graduates the possibility to pursue attractive careers. The key factor has always been educational programmes that are up to date and relevant for the actual needs in business. BI is an institution with significant impact on societal development. This implies a responsibility to push agendas and spearhead important changes in society. Feedback from students pursuing business education and employers recruiting business graduates indicates a clear expectation: that students develop the knowledge and skills related to operating in a sustainable, international and digital context. Accreditations and rankings point in the same direction. Over the next few years, BI will focus on updating and renewing our programme portfolio and developing new programmes for the future. The importance of sustainability, the impact of digital technology and the ability to work effectively in an international context will be integrated into all programmes.

BI has ambitions to contribute to sustainable societal development, both through the content of education we offer and through the choices we make. We are working on finding ways to integrate the UN Sustainability goals in all of our operations. And in our research. We invest resources in environmentally friendly campuses and practices. We have made a conscious decision to be a part of the solution rather than part of the problem. Because every player in society is either one or the other. We are excited to take on the challenges of our time.

Inge Jan Henjesand PRESIDENT



Career progression 8 of 10 students report getting a promotion after completing their degree.


bi.edu/emm bi.no/emm

Are you ready to take the next step in your career? Executive Master of Management is a flexible master`s degree that provides the tools you need to be at the forefront of strategic management. We offer three programmes in English: • Analytics for Strategic Management • Green Growth as a Competitive Advantage • International Management For information about programmes taught in Norwegian: bi.no/emm






BI amongst global Top 50


entered the Financial Times Global Masters in Finance Rankings 2018 in 48th place. 65 schools are included in this prestigious ranking, and as a newcomer, BI is ahead of many top schools who have participated for several years. Our MSc in Business programme is also competing among the best and was recently ranked 87 on the Financial Times’ global ranking of the

BI new on the list with strong ranking.

100 best Masters in Management programmes in 2018. BI was also ranked amongst the world’s best Executive Education providers for 2018 this spring. On the ranking of the world's best Customised Programmes, BI ranks 66th out of 90 ranked business schools. In the ranking of Open Enrolment Programmes, BI is ranked as 73rd out of 80 schools.

NEW AND SHORTER MASTER PROGRAMMES You can now choose shorter Executive Master of Management programmes of 15 Credits. u Applied Marketing Analytics u Leading in Digitalized Workplaces READ MORE: bi.no/emm



New Campus in Trondheim

8 350

sqm over five floors, 1500 students, inspiring common areas, restaurant and coffee shop, state of the art auditoriums, art made by young Norwegian artists, student bar, rooftop solar panels and sea view library. Welcome to the new BI campus at Brattørkaia Trondheim!

NEW NETWORK FOR THE BEST TALENTS BI has launched Master Merit Society, an initiative to strengthen relationships between students, faculty, research, industry and alumni. The goal is to promote aspiring students while giving our corporate partners the opportunity to network with the leaders of tomorrow. Our Master Merit Society partners are Equinor, Gjensidige and Deloitte.


Learning facilities for the future.

Hilde, Bendik and Amir appointed until 2022.

Meet the new Provosts Professor Hilde C. Bjørnland is the new Provost for Research and Academic Resources, Professor Bendik Samuelsen is Provost for Academic Programmes, and Professor Amir Sasson is Provost for Innovation and Outreach. The three provosts have been appointed for the period 2018 – 2022, and shall help to strengthen the interaction between outstanding research, attractive study programmes and business.

Top Executives: Hilde C. Bjørnland, BI, Berit Svendsen, Vipps and former Telenor, Toril Nag, Lyse Konsern and Irene Rummelhoff, Equinor.

NOBEL ­L AUREATE AWARDED HONORARY DOCTORATE Nobel Laureate in Economics, ­ rofessor Joseph E. Stiglitz, was P awarded an honorary doctorate at BI this September. He was welcomed to our academic community and to the BI family during an honorary doctoral ceremony. Afterwards he gave a talk on How Did China Succeed? for a full packed auditorium at campus Oslo.

BI at Arendalsuka BI was again present during Arendalsuka hosting topical panel debates, with top executives and BI faculty. Among the topics discussed were how we can encourage more women into tech and Susanne Kaluza and entrepreneurship, and what does it take Isabelle Ringnes at the to get more women into top management event ScaleUp Woman. positions in academia and industry.

INTERESTED IN NEW PERSPECTIVES AND YOUNG BRIGHT MINDS? Why not offer a BI Internship to our Bachelor and/or Master students? If you want to work closely with BI on Internship, do not hesitate to ­contact your BI Internship team on experiential.learning@bi.no. READ MORE: bi.edu/recruitfrombi

Celebrating academic success! 71 top Bachelor and Master students from 25 different countries were honoured at the 2018 Scholarship Awards Ceremony in September. Annually BI offers a variety of scholarships, including the A. Wilhelmsen Foundation Scholarship. READ MORE:




Celebrating BI’s 300 000 alumni


arald Rønneberg hosted the Alumni Reunion when 800 alumni marked BI's 75th anniversary at Sentralen, in downtown Oslo. Rønneberg, who studied at BI in the 90's, reminisced from his student days. President Inge Jan Henjesand, who was interviewed by Rønneberg on the stage,

eemphasised the important role alumni play, both as ambassadors and as bridge builders between academia and business. Mini concerts, disco in the old bank vaults and mingling until the wee hours followed. Thank you for celebrating BI's 75th anniversary with us!

President Inge Jan Henjesand and presenter Harald Rønneberg.


BI CELEBRATES 75 YEARS OF KNOWLEDGE This autumn BI celebrated 75 years of knowledge. In September BI’s President Inge Jan Henjesand opened BI’s Kunnskapsfestival at BI – campus Bergen. "Corporate Social Responsibility – Future:18" was the theme of this Dr. art. Knut Kolnar anniversary conference, and Presiheld a lecture on dent Henjesand highlighted BI’s 75th planned obsolescence. anniversary as a golden opportunity to look ahead. Corresponding events, focusing on a digital future, have taken place in Trondheim, Stavanger and Oslo this autumn. Top business leaders, a Nobel Prize-winning economist and some of BI’s leading researchers have highlighted the opportunities and fears Artificial Intelligence creates for executives and managers.


Download the jubilee anthology

At the Forefront, Looking Ahead Research-based answers to contemporary uncertainties of managemen

An anniversary is an opportunity not only to reflect but more imporUniversitetsforlaget tantly to contemplate the future. The anthology “At the Forefront, Looking Ahead” provides research-based responses to some of the challenges faced by managers, employees, politicians, investors and society as a whole. The Open Access scientific can be downloaded for free: idunn.no/at-theforefront.


Frontline How does a company succeed in Corporate Social Responsibility? And at the same time be sustainable and profitable? Read on for a CSR step-by- step model that works.

Words by AUDUN FARBROT Head of Science Communication at BI


Frontline today’s digital marketing practices have become too short-sighted and tactically focused at the expense of a strategic and long-term branding strategy. OLD CONCEPTS – NEW TIMES

Markets, media channels and consumer journeys are being digitalised. Will this reduce the value of brands?


ustomers turn to digital channels when searching for information and making purchasing decisions. Social media creates new digital touchpoints between customers and brands. It is easy to assume that this development entails that traditional brand management is no longer warranted. What is the purpose of great brand awareness and loyalty if a Google search provides you with everything you need? David Taylor calls this dilemma “the battle of the branding beliefs”. He thinks


EIVIND L. JOHANSEN Marketing Coordinator THIS ARTICLE IS BASED ON: Olsen, Lars (2018): Future of Branding in the Digital Age. Chapter in Sasson (Amir) (editor): At the Forefront, Looking Ahead, Universitetsforlaget. Scientific anthology published in connection with the 75th anniversary of BI Norwegian Business School.


The internet and smartphones have made information easily accessible to the customers. Many of them make use of this access both before, during and after their purchase. Why concern oneself with brands when everything is searchable? Paradoxically, the richness of information is exactly what makes brands more important than ever before. Customers need a sorting mechanism, a way to find meaning in the clutter of information. Brand awareness and clear brand positioning become guiding lights to navigate after. Nobel Prize laureate Daniel Kahneman’s popularisation of how we employ our brain’s system 1 and 2 to think, can be used as a framework. System 1 is automatic, unconscious and quick, while system 2 is slow, conscious and reflected. Strong brands are often connected with system 1. However, the problem is that a lot of digital marketing implicitly requires system 2. For instance, content marketing generally calls for the customers to actively reflect on the content. That being the case, even though the customer in theory has good access to information - how often and when


Do we need brands in the digital age?

The basic principles of brand management involve two concepts: identification and differentiation. – Identification is the customer’s ability to recognise and recall a brand in the purchasing process. – Differentiation concerns how the brand stands out from the competition in a positive and relevant way. The question is whether these two principles have been challenged in the digital age. The answer is not straightforward. On the one hand, nothing has changed. Whether consumers base their decisions on newspaper ads, Google searches or influencers, does not change the underlying psychological processes. Today, customers are more likely to complain via Twitter, but the content of their complaints is quite similar to what their grandmothers would share across garden fences fifty years ago. On the other hand, new technology and new media channels challenge the framework of these principles.

are they really going to make use of it? The brand managers of today have analysis possibilities that former generations could only dream of. We can follow the digital consumer journey, analyse every click and optimise digital campaigns. This creates new challenges. Focusing too much on tactical and short-sighted marketing efforts, reduces the attention paid to more strategic and long-term branding indicators. There is a danger in underestimating the important data not found online. In addition, data does not equal insight. Even if data can thoroughly explain customer behaviour, it will not necessarily provide us with insight into the motives behind their behaviour. DIGITAL TOUCHPOINTS

Brand communication used to be a one-way process. We developed creative communication, placed it in mass media and gambled that the customers were paying attention. Social media and digital tech-nology has changed the landscape. Today, customers have a range of options to react to this communication. Not only to the brand itself, but just as much to other customers. Digital word-of-mouth allows for the sharing of positive and negative stories with thousands of other customers. Virality has become an important buzzword and its effect is formidable. As a consequence, brand managers must pay attention to transparency, sustainability and ethical business practices. Any deviation is quickly discovered by customers, and is spread even faster. Brand builders cannot just claim to be responsible, they must actually behave responsibly. New technology, media channels and customer behaviour changes branding in terms of its theory and practice. This also opens for new opportunities, but does not suggest that every established principle is invalidated. Brands are still to be recognized and recalled by genetically ancient customer brains. A deep consumer insight, a solid understanding of the consumer journey and well-positioned brands will remain important in the future. ■

Smart enough to lead intelligent organisations? Intelligent organisations need smart l­ eaders. Would you describe yourself as a smart leader? TERJE GAUSTAD Adjunct Associate Professor Department of Communication and Culture


orwegian enterprises create and collect vast amounts of data. To what extent is this data translated into insight that can create results? What is the best way for leaders to navigate when many decisions are made on the basis of data and algorithms instead of human experience and intuition?


REFERENCE: Gaustad, Terje; Theie, Marcus Gjems; Eidsvold-Tøien, Irina; Torp, Øyvind; Gran, Anne-Britt; Espelien, Anne. 2018. Utredning av pengestrømmene i verdikjeden for norske filmer og serier. Oslo: Menon Economics and BI Centre for Creative Industries. The study was carried out on behalf of the Ministry of Cultural Affairs.

SUMMARY : DO WE NEED BRANDS IN THE DIGITAL AGE? New technology has created a new customer behaviour. But it is more important than ever that brands position themselves to help the customer understand their values.

Around 90% of all global data has been produced in the last 2 years. This figure has remained stable for the last 30 years. This growth is not just due to the fact that we have more data now than before, but also that we have a lot of data about things we never had data about before. Thanks to a corresponding development in technological capacity and functionality, we now have opportunities to combine and analyse data in ways never before dreamt of. It is important for managers to understand what this flow of data means and how it can be used to promote the best interests of the organisation. When does it give a basis for improving existing organisations, products and processes? Does digital data have the potential to create a brand new practice? And when should we exercise restraint in using data? These are fundamental questions managers should ask in connection with their efforts to develop the organisation’s capability to use data and technology. Perhaps uncritical use of data and technology is just as risky as not doing anything at all. MUST USE DATA SMARTER

For many enterprises, this development is a natural expansion of what


Frontline they already do. More or less advanced data models are used in many sectors (financial sector, insurance, industry, logistics). Many organisations develop their expertise from classic statistical models to using more machine learning and artificial intelligence. But there are still many organisations that only use data to make simple summaries of the data they already possess. These organisations have a long way to go to develop their capability to collect and compare data so that they are accessible for analysis, as well as to acquire new competence within data analysis. Our observation, based on meetings with various student groups and professional networks, is that they fall short, and things move slowly.

»We believe that this difference can be explained using five qualities: Sense, understand, act, learn and explain.« EXPLAIN: Explain and show how things


We call the organisations that systematically utilise available data and technology data-driven and intelligent. What do these organisations do that is different from organisations that are not data-driven? We believe that this difference can be explained using five qualities: Sense, understand, act, learn and explain. SENSE: Ability to observe and register data about events in internal and external surroundings. The way Tesla captures data from cars is an example of this. The same is the case for scanning buildings with cell phones. UNDERSTAND: Use data to understand, discover patterns and create insight into what it all means. For example, Tesla uses data to understand customer behaviour and to chart vehicle performance. ACT: Make decisions, take action, automate and improve existing activities. For example, Tesla updates the software in its vehicles based on insight gained from data. LEARN: Adapt and improve use of data. Which problems a computer can solve, and which problems it cannot solve. As an example, digital customer service will be able to respond to an increasing number of questions through experience and learning.

work, clarify true contexts and set a direction. Leaders must be able to explain why we should have confidence in decisions based on complex models. This is a framework that can help organisations to sort and prioritise measures and thus become data-driven and intelligent. Each of the five qualities in the model require smart combinations of intelligent humans and intelligent machines. A data-driven and intelligent organisation can only work if it has smart leaders. 5 REQUIREMENTS FOR SMART LEADERS

REFERENCE: Andersen, Espen, John Chandler Johnson, Vegard Kolbjørnsrud and Ragnvald Sannes: The data-driven organization: Intelligence at SCALE. Chapter in Sasson (Amir (redaktør): At the Forefront, Looking Ahead, Universitetsforlaget. Scientific anthology published in connection with the 75th anniversary of BI Norwegian Business School.

SUMMARY : SMART ENOUGH TO LEAD We have more data than ever about things we never had data about before. Therefore companies can develop their business and become data-driven if they collect and compare the data with the right method.


We believe that smart leaders are a necessity in a data-driven and intelligent enterprise. A smart leader is one who: • Prioritises the organisation’s ability to collect and systemise data. • Uses data and algorithms to achieve the best possible basis for the decisions that are made to support experience and intuition. • Understands which decisions (actions) can be automated (thus increasing decision tempo) and where the computer’s recommendation should be assessed by experts. • Can use the tools to stake out a course and guide the organisation to work towards a common goal. Operational decisions are largely delegated to those who are to carry out the tasks. Complex strategic decisions demand that leaders know how to utilise the organisation’s collective insight, creativity and judgement. • Understands that interaction and interpersonal leadership will become even more important. ■

5 steps to corporate social responsibility A step-by-step process for addressing CSR that works. It’s crucial to combine sustainability and profitability.


nterest in corporate social responsibility (CSR) has increased tremendously. Today, 93% of CEOs claim sustainability is a key to success, and 70% of global chief executives agree that CSR is vital to the profitability of any company. Research proves this is true. Managing CSR in the right manner leads to more satisfied and harder-working employees, higher customer satisfaction, reduced costs and better access to financing. It’s no wonder that companies spend a great deal of money and resources to behave responsibly. The world’s 500 largest corporations actually spend more than $15

billion annually on CSR, and almost all large corporations issue comprehensive reports on how they address their corporate responsibility and sustainability. At the same time, a lack of social responsibility has been associated with disasters like the collapse of the Rana Plaza factory in Bangladesh, where more than 1,000 people died. When companies with assumed high CSR standards, such as Volkswagen, manipulate emission technology, such actions are not only bad for brand and image, but can also lead to a major drop in shareholder value. In my experience, however, companies are often failing when it comes to CSR. So why are they not behaving responsibly? One of the main reasons is poor management and the lack of a structured approach. I often receive questions like these: Where do we start? Who should be involved? How do we manage corporate social responsibility? Based on my experience, I will share a step-by-step process for addressing CSR that works. A crucial element in this model is the combination of sustainability and profitability — integrated in the company’s mission. For starters, CSR has to be anchored in the company’s top management. When the CEO and top management decide they want to improve the company’s behavior to become more responsible and sustainable, what happens next? This is where the stepby-step model comes in. CSR THAT WORKS - STEP BY STEP

CAROLINE DALE DITLEVSIMONSEN Professor Department of Law and Governance

REFERENCE: The article is based on Ditlev-Simonsen, Caroline Dale: “How to approach corporate social responsibility in a sustainable manner – step by step”, a talk given at TEDxOsloSalon on May 24th 2018. A video version of the talk was published on YouTube on July 16th 2018.

Step 1 is to put together a “mini-universe” of employees who represent the company. From different departments, gather 5 to 10 employees— not too many, which can slow down the decision process, or too few, which might not be representative of the company. Together, this group needs to discuss the company’s key CSR footprint. A good starting point is a study of the UN 17 sustainability goals. Which are most relevant for the company? For a company operating in the textile industry in Asia, Goal 1: No Poverty and Goal 8: Decent Work will be relevant; for a company in the oil and gas industry, Goal 13: Climate Action; and for a company in the fish-farming industry, Goal 14: Life Below Water. After establishing the company’s societal impact, the group must draft a plan for


Frontline how to address the challenges and opportunities, setting concrete goals. Step 2 is to test the plan with key stakeholders. Present the draft and ask for input from employees, suppliers, customers, non-governmental organizations, etc. Revise the plan and goals according to their input. This process not only helps you develop a better plan, but also makes more stakeholders aware and supportive of your work. Step 3 is to launch the plan. My experience is that many companies make a good plan, but as soon as the plan is agreed upon, it is filed in a drawer — and sometimes even forgotten. Making people aware of the plan and how it relates to them is a key task. Post the plan on the intranet, on the weekly newsletter, as part of sales material, etc. Be creative. Step 4 is to monitor and follow up. Are you on your way to achieving your concrete goals? Not reaching the goals does not imply failure. What is important, however, is to address why you are not reaching or over-reaching them. This is a key learning point. Step 5 is to report. Be open and honest about the extent to which goals are reached. Transparency is crucial. REPORTING AND PROCESS

The more the CSR report is integrated into

the annual report, the more the CSR work is integrated into the company’s day-to-day business. The immediate results of structured and well-managed CSR focus are reduced risk and cost. But the most positive effects of well-managed CSR and sustainability are the opportunities. Well-managed CSR will improve employee commitment, fulfill investors’ requirements and increase profit. On a planet with limited resources, sustainable innovation and product development are prerequisites for your company to still be around 10 years from now. ■

New business opportunities in the traditional car industry

ERIK L. OLSON Professor Department of Marketing

REFERENCE: • Olson, Erik L. (2017). Will songs be written about autonomous cars? The implications of self-driving technology on consumer brand equity and relationships. International Journal of Technology Marketing, 12 (1), 23-41. • Olson, Erik L. (2008). The Implications of Platform Sharing on Brand Value. Journal of Product and Brand Management. 17 (4), 244-53. • Olson, Erik L. and Hans Mathias Thjømøe (2010). How Bureaucrats and Bean Counters Strangled General Motors by ­Killing its Brands. Journal of Product and Brand Management, 19 (2), 103-113

SUMMARY : FIVE STEPS TO CORPORATE RESPONSIBILITY Companies are often failing when it comes to CSR. To succeed CSR has to be anchored in the top management to improve the company’s behavior and become more responsible and sustainable.


Self-driving cars could dampen the consumer love affair with car brands. However, new technology may open new brand building opportunities.


magine getting into a car and have the car ask you where you wish to go, and after receiving your instructions it takes you to the office while you productively use the drive time to surf the internet or get a few more minutes of beauty sleep. After delivering you to work, imagine being able to order the car back home to take your children to school and then park itself in your garage. In the afternoon the car could be instructed to drive itself to the grocery store to pick up a few items you ordered online, and then proceed to school and your workplace to return the entire family back home in time for dinner. Such experiences will be delivered by self-driving cars, and many of the world’s automakers and leading technology firms are putting major efforts into making fully autonomous cars available for sale as early as 2018. My recently published article in the International Journal of Technology Marketing uses branding theory to predict how self-driving cars might influence the consumer love affair with cars and automotive brands. For example, brands such as BMW and Porsche have proven to be very profitable because they are desirably perceived as sporty cars, but consumers may be less likely to pay a premium for performance brands when self-driving cars are programmed to follow all roadway speed limits, and move slowly to avoid causing motion sickness in passengers. While autonomous cars might reduce brand equity and profits for automakers, self-driving technology will likely create

opportunities for non-automotive brands such as Google and Apple if they follow the ‘Intel-inside’ strategy and supply selfdriving technology and entertainment products to automakers. Self-driving technology might also cool the consumer love affair with car ownership. Thus instead of owning an expensive vehicle that spends a large portion of its time sitting in the garage, self-driving technology might make it more convenient and cost effective to use rental cars on an as-needed basis. This may open up brand relationship opportunities for car sharing/rental brands such as Uber, Zipcar, and Hertz, particularly if they can provide service that is competitive with private car ownership in terms of reliability, security, convenience, comfort, and cost. Profitable brand building opportunities might also be available to other firms that offer products that increase the utility of self-driving vehicles. For example, package delivery businesses such as UPS or FedEx, or home delivery and drive-through businesses such as Domino’s pizza and McDonald’s, may find competitive advantages by allowing passenger-free autonomous cars to pick up and deliver packages and orders. Fuel stations and car repair facilities may also benefit from developing systems that allow self-driving cars to deliver themselves for refueling or maintenance services without the presence of a human passenger. Schools and child-care centers may gain competitive advantages by designing systems that allow the safe drop-off and pick-up of children into ‘parentless’ autonomous cars. Brand building opportunities should also exist for smart phone apps that facilitate such transactions and otherwise increase the utility of self-driving vehicles. Brand managers who are most adept at finding ways to use their brands to increase the utility of self-driving cars are likely to gain competitive advantage and brand equity, although it remains to be seen if popular songs will be written about Google or Uber self-driving services. ■

What do surveys actually reveal?

JAN KETIL ARNULF Dean Executive Department of Leadership and Organizational Behaviour

SUMMARY : NEW BUSINESS OPPURTINITIES A new way of using cars could make comapnies like Apple, UPS, Dominos Pizza and Hertz get new business opportunities.

Surveys do not always answer our questions. Instead of revealing people’s attitudes, we learn how they use language.


urveys are widely used in the social sciences, perhaps especially within management research. But they are also used in many other contexts to map people’s attitudes regarding various topics. The researchers are not always interested in your actual answer to the questions, whether you give a low or high score or something in the middle. They are looking for patterns by examining correlations between your responses to multiple questions. Among other things, the researchers want to find out if different types of leadership are correlated with motivation in employees. Or whether different human resource management practices are correlated with how you behave at work. Or learning what managers can do to


Frontline enhance employee performance. Can we then trust the findings? Professor and management researcher Jan Ketil Arnulf at BI is not at all sure that we can. “The correlations in such surveys are often determined by language. The statistics paradoxically do not dependon how strongly people agree or disagree with the questions they have answered,” he claims. The BI researcher has previously shown that it is possible to guess how people will respond in surveys before they are even asked - and with nearly 90 per cent accuracy. In his research, Arnulf has collaborated with colleagues in the US who have developed digital language algorithms. The algorithms compare the questions in the surveys to see to what extent the questions have an overlapping meaning and the algorithms detect more nuanced and systematic differences in sentences than we humans are able to. In surveys with multiple questions on the same topic, patterns of similarities occur which will determine the statistics in the answers. Based on the similarity in the questions, it is thus possible to guess what people will answer in reality, sometimes with a very high accuracy. Together with researchers Kai Rune Larsen and Øyvind L. Martinsen, Jan Ketil Arnulf has demonstrated this possibility in a research article that was recently published in the periodical Sage Open. In the article, they show that knowledge about the first three answers in a survey makes it possible to quite accurately guess how the next 43 questions will be answered. Together with colleagues Kai Rune Larsen, Øyvind L. Martinsen and Thore Egeland, Arnulf has also developed a method to see how “correctly” each person behaves with regard to semantics. “We can now differentiate between the degree of agreement between the people – their so-called attitude strength – and their degree of language systematics, in other words, how close they get to the algorithms’ guesses based on how similar the questions are,” says the BI Professor. According to Arnulf, this will make it possible to track which elements are included in the re-

REFERENCES: Arnulf, Jan Ketil, Kai Rune Larsen, Øyvind Lund Martinsen og Thore Egeland (2018): The failing measurement of attitudes: How semantic determinants of individual survey responses come to replace measures of attitude strength. Behavior Research Methods doi. org/10.3758/s13428017-0999-y. Arnulf, J. K., Larsen, K. R., & Martinsen, Ø. L. (2018). Re-

SUMMARY : WHAT DO SURVEYS ACTUALLY REVEAL? When making management studies, finding out how people answer is as important as what they answer. Therefore new methods and data have to be used.


searchers’ models. Jan Ketil Arnulf and his researcher colleagues have examined four sets of data from surveys that comprise nearly 7800 respondents and more than 27 million observed answer combinations. The results of the study were recently published in the scientific periodical Behavior Research Methods. “Unfortunately, it turns out that the participants’ attitude strength is filtered out. All you are left with is semantic relationships,” according to Arnulf. The survey shows that people usually leave quite a lot of information about their attitudes regarding management and work. But where researchers have asked people what they think about their boss, working conditions and their perception of their job, this information is frequently filtered out in the most common methods. In this way, it appears that quite a lot of research on management and work is not about management and work, according to Arnulf. The topic being researched quite simply became lost in the processing of the information. Instead, you are left with a few numbers that mainly indicate how people use language. And those results are often not very surprising. “We actually need to ask ourselves whether the numerous employee surveys being conducted regularly actually measure what they claim to,” says Arnulf. The findings from the study conducted by Arnulf and his colleagues touch on a question that, while known, has not been widely discussed: What is actually the correlation between what could appear to be abstract research findings and real behaviour at work? The researchers’ statistics appear to be more clear and correlated than real life behaviour. The correlations are stronger in research than in reality. Now, Arnulf is claiming that the management researchers’ use of surveys simply does not measure up. “Only for personality tests, which carry a heritage from IQ tests, did we find that the method still holds up,” says he. After offering up this torch, the BI Professor believes that there is only one thing to do: “Management research needs to return to the drawing board. We need different data, other methods, and not least; we need a better basic philosophical understanding of what management research actually involves.” ■

What is the broccoli trap? Management systems designed to help us control can cause trouble.


he reporting tool used by most organisations to monitor project progress could help reinforce cost problems, rather than letting us know that everything is not going smoothly. Organisations that have to implement complex projects typically use a hierarchy to allocate and coordinate the various tasks. This means that large projects are divided up into several sub-projects led by a sub-project manager. The project hierarchies protect the project manager from too much detailed information, so that she (or he) can focus on more strategic and general tasks. Many organisations have introduced reporting tools in the form of a “traffic light system” to streamline information and provide a rapid overview of the status for the respective sub-projects. In short – the system uses green to indicate good status (no major problems), an okay status (some minor problems) is indicated in yellow, and poor status (major problems) is indicated in red. In their Master’s thesis from 2015 in the

KIM VAN OORSCHOT Professor Department of Leadership and Organizational Behaviour

REFERENCES: • Kringlebu, T., og Røstad, K. (2015): The averaging bias in project management – An experimental investigation. Master’s thesis at BI Norwegian Business School • Chernev, A., og Gal, D. (2010): Categorization effects in value judgments: Averaging bias in evaluating combinations of vices and virtues. Journal of marketing Research. 47(4), 738–747

Master of Science programme Leadership and Organizational Psychology at BI, masters students Tonje Kringlebu and Kanutte Røstad have conducted an experiment to study the effect of the traffic light system in project hierarchies. 67 men and 56 women divided between two major companies in the banking and insurance sector took part in the study, where I was the supervisor. In the experiment, the participants were asked to assess the costs in various sub-projects based on the colour indicating the status. The study shows that the participants estimated the overall costs for a red and a green sub-project to be nearly 20 per cent lower than the red sub-project alone. The study indicates that project managers may have a tendency to systematically underestimate project costs if: • Sub-projects give conflicting signals (green versus red status), • Project manager shall make a general assessment of contradictory categories and report this upwards in the hierarchy to a manager, project owner or customer. The psychological tendency to underestimate the total of positive and negative values was first proven in experiments where the participants had to evaluate total calorie content. Study participants believed that a hamburger served together with broccoli salad had fewer calories than the hamburger alone. This happens because we humans have a tendency to rapidly categorise the information we receive: broccoli salad is good/ healthy and the hamburger is bad/unhealthy. The same mechanism affects us when we have to assess sub-projects that give conflicting signals: The traffic light system makes project managers think that green, “healthy” sub-projects – which are within budget – can remove some of the costs of red, “unhealthy” sub-projects – that spend too much money. Underestimating project costs can lead to the project using even more. Project managers can prevent cost underestimation by reporting the status of sub-projects individually, and not as an overall estimate. Then it will be much easier to understand the true scope of the budget problems. ■

SUMMARY : WHAT IS THE BROCCOLI TRAP? A new study shows that psychology can trick us when estimating the cost and efficiency of a project.



Empowering women To attract women to leadership positions it is necessary to change the conservative male culture.


e live in a world where organizations of all types are full of tangible impressions of history. The business world has been, and continues to be, primarily a man’s world with a masculine culture. Companies and organizations that want to be competitive and that want futureoriented leaders must start using all the talents and all the competence that exists in the society. They need to make the top positions attractive to women, but they must also make a conscious effort to allow women to have the same opportunities as men to get these jobs. Achieving this will not only require concrete actions, but also a fundamental change in organizational culture. In order to change an organizational culture, it is not only appropriate, but necessary, to do something about the visible expressions and tangible elements; so-called artefacts. Artefacts impact many important processes, such as a person’s identity and affiliation, as well as an organization’s brand. The story of how the Stockholm School of Economics handled their symbolic and important board rooms can be a source of inspiration for other organizations. ‘the Board Room project was initially established to delve deeper into the School’s aesthetic history. The board room is centrally located in the School of Economics. Furnished simply, with dark chairs and a table in the middle. It has an important symbolic function at the school, and is used actively in relation to different groups, including students, employees and external parties. The board room has oil paintings of the school’s founders adorning the wall, all men in large, imposing frames, representatives of important investors and business families in Sweden. Because their descendants,


DONATELLA DE PAOLI Associate Professor Department of Leadership and Oranizational Behaviour

grandchildren and relatives are still on the school’s board, the oil paintings could not simply be discarded. This is where a new idea originated; the idea of having female artists make art that could place the history and oil paintings of men into a new perspective, interpreting the past through a modern gaze. It was also decided that the room would be returned to how it was when the school was founded, with the same colour on the wall and the same furniture. The film made about the ‘the Board Room’ project, provides good insight into the purpose of the project and how the female artists interpreted and redefined the status quo in the form of new layers and new art. The project resulted in a book, films and articles, which promote the Stockholm School of Economics in an alternative and striking way. It puts the School of Economics into the modern age. In order to succeed with changing toplevel management cultures, it will not serve us well to have a situation where competence in society (ie. women) is not used to lead companies. It would also not be functionally or financially smart, if we want to address the challenges of the future. 5 ACTIONS HOW TO EMPOWER WOMEN

REFERENCES: This article is based on Donatella de Paoli’s lecture “Kvinneløftet - Kultur, bilder og symboler som virkemidler?”, held at BI on 8 March 2018. She presents an ongoing research project that is being conducted together with Associate Professor Laura E. Mercer Traavik at the BI Norwegian Business School.

1. Have outsiders, preferably experts, analyze and interpret the artefacts that characterize the organization to determine which values and culture they communicate in relation to gender and leadership. 2. Involve the management in a dialogue to determine to what extent the artefacts communicate the values that the organization wants for the future, to promote diversity and greater female representation. 3. Establish an internal work group or project with the purpose of redefining the historical artefacts and adding new ones to signal a desire for diversity and more women. 4. Write, make a film and a comprehensive communication plan for the project. 5. Use the artefacts actively in internal and external communication by the organization. ■

SUMMARY : EMPOWERING WOMEN A conservative culture and male oriented artifacts will keep women leaders and other talents to develop and hold back a more functional and profitable business culture.


ÂťThe biggest challenge is to deliver the transformational change as the Energy, Transport and Digital industries need to work together. Knowledge sharing and collaboration will be the key.ÂŤ

GRAEME COOPER Project Director Electric Vehicles at National Grid

Meet Graeme, Arne, Heidi, Trine and Hilde. Five alumni making a sustainable impact worldwide. Words by M I K A E L A H I N C K S


FIGHTING THE FOOD SYSTEM Arne O’Donoghue was already recycling and composting 30 years ago. Today he fights for a better food future at EAT.


rne O’Donoghue’s plan was to return to Ireland after graduating from BI. Still in Oslo ten years on, he works for EAT, trying to transform the global food system.  What’s on your agenda just now? I am working on the January 2019 launch of the report from the ‘EAT Lancet Commission on Healthy Diets from Sustainable Food Systems’. It will, for the first time ever, define what is a healthy and sustainable diet for people and the planet.  What is the purpose of EAT? EAT is dedicated to transforming the global food system. Food production is not only the single biggest emitter of greenhouse gases, it is also our number one global health challenge. EAT connects science, policy, business and civil society to find systemic solutions for our broken food system. Tell us more about  EAT’s  challenges? The psychology of consumerism. We need to shift consumer mindsets to healthier and ➢ AGE: 35 more sustainable options. The livestock lobby is ➢ LIVES: In Oslo also incredibly powerful and certainly a major ➢ COMPANY: EAT obstacle to food system transformation. Enor➢ JOB TITLE: mous subsidies don’t help either.  ­ ngagement Officer | E W   hen did your commitment to Project Manager sustainability begin? ➢ PROGRAMME AT BI: I grew up in the countryside with parents MSc Political Economy who encouraged us to take care of the environ2008 ment around us. We were recycling, composting ➢ BEST SUSTAINABILITY and picking up plastic on beaches 30 years ago.  TIP: Eat more plants. Eat H real food. Waste less food.    ave you had any role models for your career?  Plenty. One of the cool things about working in a multi-stakeholder space is the people you meet. Whether it’s a new intern, a passionate scientist, a CEO or even a Head of State, you always learn something.  W   hat is your own idea for improving the world? This is not my idea, but it’s so important I want to share it. Knowing that food connects human health to the health of the planet. One of the most important decisions we make is what we put on our plates. H   ow has your education at BI helped you? When I moved to Norway, I had every intention of returning to Ireland after graduating. Ten years later I’m still here – much thanks to the friends I made at BI. They are also an invaluable source of professional advice.   



One of Arne and EATs challenges is to get people to shift their consumer mindset to more sustainable and healthier food.

Hilde has previously worked as a consultant within CSR at EY.


HELPING FINANCE THINK AHEAD Hilde Nordbø has been working with sustainability for almost 10 years, and it all started when she researched at BI.


t BI, Hilde Nordbø researched corporate responsibility. Today, she works for the DNB group in Oslo ​​ and is responsible for integrating sustainability into all areas of the bank. Describe your work at DNB. I work with the group’s sustainability strategy, which in such a large organisation means working across all business areas. The idea behind a lot of what I do is to pick up on the various expectations that people have of DNB and to suggest necessary sustainability priorities. The basic notion is for the expectations to be integrated into the bank’s plans and strategies. What is DNB’s main sustainability issue? Ensuring we integrate sustainability into everything we do at the bank. It should be integrated into processes related to investments and lending, as well as into being an employer and a provider of financial infrastructure. ➢ AGE: 38 What are the challenges? ➢ LIVES IN: Oslo To balance short-term considerations with ➢ COMPANY: DNB long-term perspectives. Traditionally, corporate ➢ JOB TITLE: Sustainability responsibility has been something on the side, at manager the expense of profits. Now we work to integrate ➢ PROGRAMME AT BI: corporate responsibility and more specifically MSc in Strategic Marketing Management 2008 environmental, social and governance issues ➢ BEST SUSTAINABILinto all our processes, and have to look at our ITY TIP: Make sure your business with a fresh pair of eyes. savings are placed in a What is the biggest difference in sustainsustainable fund/company. ability work today compared to when you started researching over 10 years ago? We see that corporate responsibility has been added to companies’ strategic agenda, and has made its way into the boardrooms. We also see to an increasing degree that NGOs and companies work together to find solutions. It is also encouraging that the EU has decided on an ambitious action plan for sustainable finance, that has the potential to be a game changer. You did research at BI, would you like to return? I once had a plan to start a doctorate before I turned 40, but with the pace we see in the industry, I’m probably too impatient for research. I am still very fond of it though, and see that there is potential for academia and businesses to work closer together.




BUILDING FOR THE FUTURE At property developer Miris AS, Trine Bratt Stølsnes puts new ideas of technology and sustainability on the map.


uite randomly, Trine Bratt Stølsnes ended up in the IT industry, where she held various positions in marketing and communication. Today, she is Marketing Director for MIRIS AS, a Norwegian property developer combining corporate social responsibility and innovative technology to change the property industry. Your work is focused around sustainability, have you always had that interest? It has grown gradually, and has increased as I have gained more knowledge. How does Miris’ sustainability work differ from that of other property developers? MIRIS is a challenger who wants to revolutionize a traditional sector through innovative technological solutions. Our strength is collaboration. We work with solid and highly competent partners in all relevant sectors to develop new sustainable and innovative development projects. What is the big challenge for the property industry? It is widely known that the property industry accounts for a very large proportion of the world’s energy consumption and emissions, as much as 40 percent. So, the challenge is for companies to start using sustainable materials and smart technology. ➢ AGE: 43 And in two new projects, you show that it is ➢ LIVES: In Bærum ➢ COMPANY: Miris possible to think differently? ➢ JOB TITLE: M ­ arketing We have two flagship projects. One is the Director and member of Hotel Svart, which will become the world’s first the management team energy-positive hotel. The second is Spark, ➢ PROGRAMME AT where we will use surplus heat from data cenBI: Bachelor in Tourism tres to provide energy to surrounding buildings. Management 2001 With regards to marketing, what are you ➢ BEST SUSTAINABILITY most proud of? TIP: Drive an electric car, The launch of Svart was a high-water mark. car-share, fly less With the help of digital channels, the news reached over one billion people in the first month. It triggered inquiries from Norwegian and international journalists, bloggers and others, and about 300 articles have been written about it. We hit a nerve, and that was an overwhelming experience for a small company like ours. What is your recipe for improving the world? Every little bit helps. The new generations are more interested in the environment, which is crucial.



On the office wall behind Trine is the energy-positive Hotel Svart, which will produce more energy than it uses over its lifespan.

Heidi and her team have reached many of Oslo’s tough environmental goals.


MAKING OSLO GO GREENER The Climate Director for Oslo, Heidi Sørensen, has the great honour of calling her hometown Europe’s Green Capital for 2019.


s a five-year-old, Heidi Sørensen heard about plans to build a cement factory on the very site where she and her family used to pick flowers. Unsurprisingly, this contributed to making her a conservationist. What drives you? I fundamentally believe that any problems created by humans are also problems that we have the ability and power to solve. What appeals to you in your current job? I was looking forward to the task of making sure that Oslo takes charge and dares to make the decisions needed to reach its climate goals. Are you on the right track? So far, so good, but we are still far from reaching our ultimate goals. Obviously, some tough decisions and difficult issues remain, but things have been moving faster than we anticipated. A year ago, I didn’t believe that we would be here talking about ➢ AGE: 48 how 50 percent of new cars sold in the first ➢ LIVES: Oslo quarter were electric cars. ➢ COMPANY: Oslo’s Recently, the European Commission climate agency named Oslo Europe’s Green Capital for ➢ JOB TITLE: C ­ limate 2019. director A great honour. Now we have to ensure that ➢ PROGRAMME AT BI: Oslo will show the world how it is gearing up Executive Master of for the shift towards greener choices. In the Management 2016 future, cities will become even more strategically important with regards to environmental work. Today, two thirds of the European population live in cities. In 2050, scientists believe that number will have risen to 80 percent. Apart from your own hard work, what else is important? Having motivated and passionate co-workers is completely essential. I believe people who enjoy and really believe in what they do also perform better. What challenges do you face? Scientists have pointed out that what is constraining us is not technology, but rather our ability to organise change. This is a challenge that motivates me in my work, making a city of almost 700 000 inhabitants greener. What made you choose BI? I knew it was a clever choice, but I actually stayed because I enjoyed it so much. BI taught me how to reflect, absorb and learn from past experiences, which made them even more valuable.



LOOKING FOR GAME CHANGERS National Grid’s Graeme Cooper is trying to improve the world. Both at home and when electrifying the transport industry.


raeme Cooper began his career in telecom, eventually moving on to the wind industry. Today, he is in charge of electric vehicles/ decarbonization of transport at National Grid. When did you become interested in the issues you work with today? Working in the zero-carbon energy sector/wind industry made me interested in energy efficiency, climate change and electric vehicles. I test drove a Nissan Leaf and was amazed at the experience – it represents a change in how we travel. It will change the energy industry and be as disruptive to the energy system as wind and solar have been. National Grid approached me to head their work in this important sector. What is the most important issue on your desk right now? Strategic investment in infrastructure. People talk about innovative vehicles, charging solutions, apps and business innovation, but fail to understand the grid infrastructure that underpins this. It is often expensive and has traditionally not ➢ AGE: 44 been quick to deliver. ➢ LIVES: UK What is the next big step for electric ➢ COMPANY: National Grid vehicles? ➢ TITLE: Project Director – Passenger vehicles get a lot of focus and Electric Vehicles the market is growing rapidly. The biggest ➢ PROGRAMME AT BI: step will be low/zero carbon road transExecutive MBA 2016 port. Buses, vans and trucks will be game ➢ ➢ BEST SUSTAINABILITY changers. TIP: We need to think globally What is the biggest challenge in what and act locally. you do? Decarbonising transport. However, the biggest challenge is to deliver the transformational change, as the Energy, Transport and Digital industries need to work together. They all have their own history, language and expectations. Knowledge sharing and collaborating will be key. What is the best part about improving the world? My children are proud of what their daddy does – that means a lot. They tell people that I am getting the UK ready for electric cars and clean transport. At home, we buy low carbon electricity, heat our house with ground source heat pumps (rare in the UK) and have electric cars. We even treat our waste water, so expelling clean water is the only impact my home has! What is your prescription for saving the world? There is no time to delay. We need to think globally and act locally. Name a major sustainability issue in next five years? Transition towards decarbonisation of transport and heat.



Graeme’s first electrical car experience was test driving a Nissan Leaf.


Sven Mollekleiv

Inge Jan Henjesand

Sustainable solutions to face future challenges The board’s decision to put ­sustainability at the forefront of the new strategy for the coming years, has given BI Norwegian Business School an ambitious challenge to equip future business leaders with knowledge and skills that should benefit society and its surroundings.


BI is the first academic institution in the world to join the Global Opportunity Explorer (GOE), a UN Global Compact initiated network of leading companies and organizations.



GLOBAL OPPORTUNITY EXPLORER u A joint project of Sustainia, DNV

GL and the UN Global Compact, created on the conviction that the sustainability development goals (SDGs) offer a myriad of business opportunities with great value to companies, society and the environment. u The world’s largest collection of vetted and verified solutions from leading cities, companies and industries. u Rooted in over five years of research involving 18,000 business leaders and 17 expert panels, the Explorer guides you through hundreds of sustainable solutions and market opportunities which address the SDGs. u The Global Opportunity Explorer showcases 300 of the most innovative urban climate solutions from cities around the world. u The Explorer aims to help business leaders, entrepreneurs and investors connect with new partners, projects and markets to foster more partnerships for the SDGs and a greener and fairer world by 2030. ABOUT

PRME u PRME is the leading global

platform for open dialogues and collaborative learning on responsible management and leadership education. u Participating institutions of higher education commit to working towards PRME’s Seven Principles. u Launched at the 2007 UN Global Compact Leaders’ Summit in Geneva, the Principles for Responsible Management Education(PRME) initiative is the first organized relationship between the United Nations and business schools. u The mission of PRME is to inspire and champion responsible management education, research and thought leadership globally. u In 2016, BI became the first Norwegian signatory to the PRME initiative.


Associate deans are now using a tailor made mandate to innovate and make sure that all programs reflect a new roadmap that emphasizes the need to make students, academics and business co-create for a better future. “By making sustainability an integrated part of all of our programs and how we operate, we take a leap forward in providing students with a sustainable mindset to face future challenges,” says BI’s president Inge Jan Henjesand. The ambition is that future graduates will combine academic strength, skills and motivation to drive change and create value in a sustainable, digital and international business environment. Preliminary feedback from students and business leaders also suggests that being able to make a difference is an underestimated force for recruitment as well as new business scope. Henjesand emphasizes that BI has already taken important steps by working in alignment with the UN sustainable development goals (SDG) and principles for responsible managements education in both research and teaching. “Filling the gap between theory and real life with tangible examples will determine BI’s ability to succeed with its new strategy in the years ahead,” says Henjesand. LEADING ACADEMIC INSTITUTION This fall, BI was also the first academic institution in the world to join the Global Opportunity Explorer (GOE), a UN Global Compact initiated network of leading companies and organizations sharing best practices. GOE facilitates potential partnerships with business leaders and entrepreneurs working towards new sustainable solutions for a greener and fairer world by 2030. “BI is and will continue to be important in educating people that can contribute to society with competence and initiative to create a better future and sustainable solutions,” says Sven Mollekleiv, Vice President, Sustainability in DNV GL, one of the founding partners of the network together with the sustainability think tank Sustainia.

»To make sure that sustainability becomes something more than just a new buzzword, BI is making an effort to influence its daily operations in a positive way.«

In total, the Global Opportunity Explorer provides an annual guide to all its members with 100 readily available solutions with positive social, environmental and economic impacts. Mollekleiv highlights the importance of new research to find profitable solutions to balance the relationship between human activities and the environment. “We can’t do this without involving the business community. Future leaders will not only be experts within their own fields and markets, they must have the ability to foster business in a societal context as well. This is one of the areas where BI as an academic institution can make a difference,” he says. IN- HOUSE CLEAN UP To make sure that sustainability becomes something more than just a new buzzword, BI is making an effort to influence its daily operations in a positive way. By 2022, no disposable plastic will be in use at all four campuses in Norway, which are designed and upgraded to meet tight environmental standards. When Campus Trondheim opened its doors to new students in August, it became the most energy efficient college building in Norway. With solar panels installed on the rooftop generating renewable energy, it serves as a good example on how environmental friendly technology can contribute to profitable and sustainable operations. “These are all small contributions that demonstrate our ambitions to make sustainability an integrated part of what we do, and that hopefully can inspire reflection, innovation and new ways of learning,” says Henjesand. In 2016, BI also became the first Norwegian signatory to the PRME initiative. PRME is the leading global platform for open dialogues and collaborative learning on responsible management and leadership education. Participating institutions of higher education commit to working towards PRME’s Seven Principles, that includes incorporating values of global social responsibility in academic activities and curricula. ■



lighthouse certified. u Campus Stavanger, which opens

in 2019, will be Breeam Nor Excellent certified. u Campus Trondheim is the most energy efficient college in Norway. u Campus Trondheim is Breeam Nor Excellent certified and generates renewable energy from solar panels on the roof. u Campus Oslo has two beehives on the roof, a small contribution to a climate friendly city development. u Campus Oslo is connected to Nydalen Energy plant, which produces energy from different environmentally friendly sources.       u By 2022, there will be no disposable plastic in use at all campuses. u By 2022, BI has an ambition to recycle as much as 65 percent of all waste material from all campuses.


Tone and John met at BI while taking the Master of Science programme in International Strategy and Marketing in 1993.


Business Profiles

A GREEN FAMILY AFFAIR When Norwegian cleantech investment group Scatec is looking for new companies to join their family, they always have their eyes on companies with a green tint. Words by MORTEN STÃ…LE NILSEN | Photographs by MARTE GARMANN


Business Profiles

Tone’s father Alf Bjørseth founded the company in the late 80’s and together with the brand REC, they became one of the leading solar energy companies in the world.


one Bjørseth-Andersen and John Andersen, Jr. are full-time partners in the most fundamental sense of the word. Not only are they married with three children – she is also Chairman of the Board, and he is CEO of Scatec, a company “in the business of creating businesses”, as their homepage describes it. Meaning it’s an incubator, a company that

helps other companies reach their potential. These other companies are often in their initial stages of development, and in need of financing and managerial assistance. If Scatec thinks what they are up to is promising, they can help. Provided, that is, that the technology in question has a green tint. Scatec is also in the business of making the world a little cleaner. – What we do here is, broadly speaking, business development. We help embryonic companies become real companies, and we have a spe-

»The price of a solar panel in 2018 is five percent of what is was ten years ago.«

The level of enthusiasm is markedly higher. To illustrate the point: – The price of a solar panel in 2018 is five percent of what it was ten years ago. That makes it harder for companies to say «Oh, solar energy is way too expensive, it’ll never be profitable!».

– He’s never far away if we want to consult him, says Tone. – He’s got a new project now. He rears Icelandic horses! In 2016, when the elder Bjørseth turned 75, Scatec introduced an Inspiration Award in his honour, in cooperation with the University of Oslo.

catec’s vision was con­ceived by Tone Bjørseth-Andersens ­father, Alf Bjørseth, who founded the company in the late 80’s. Bjørseth, through Scatec, was the Founder, President and CEO of REC (Renewable Energy Corporation) – one of the largest solar energy companies of its time, from its onset in 2000 until it was listed on the Oslo Stock Exchange six years later. – REC was Scatec’s main project when I started working here in 2001, and for a long time it was mine as well, says John Andersen. When the company went public, The Bjørseths sold their shares and funneled the money back into their private company. Scatec was reborn. – The difference between Scatec and a typical venture capital firm, or a private equity firm, is that we only invest our own capital. We do not raise capital from other investors into a fund, and we do not have a fixed investment period. That gives us a certain freedom to work long term. Alf Bjørseth, a legendary figure in Norwegian science and entrepreneurship, remains on the board of the company, but retired some years ago.

Can any startup with a more or less bright, or bright green, idea come knocking at Scatec’s door, and have the company lead them up to the stage of full-scale industrialization? – There’s always a lot on our table, but mostly our portfolio consists of projects that are more or less initiated within our existing network, or where we got in at a very early stage. We believe that bigger industrial owners are better suited than us when it comes to what we call incremental technological developments. We’re mostly looking for radical innovations. A smaller company is more agile, they say. – It’s about three things. 1. The willingness to take risks. 2. The willingness to take risks. And 3. The willingness to take risks. Of course, the willingness to take risks needs to be coupled with expertise and experience. And the common denominator with us is renewable energy and advanced materials. That’s where our expertise – and the expertise of our network – lies. Once you’re in the door – with a project that has to do with renewable, climate neutral energy, or with durable, lighter materials that can be produced in an energy efficient way,

S cial affection for industrial technologies. We’ve always had our eye on what we might call «green» technologies, or sustainable technologies, the pair explain. – It’s part of our vision for the company that we want to create value by developing more sustainable technologies. 20 years ago, that might have sounded like a purely idealistic venture. But a lot has happened in those 20 years. Today there is mainstream recognition that having a sustainable business model is an integral part of creating value. In that sense, our work has gotten easier.


Business Profiles


Scatec Solar Independent solar power producer with an established global presence, delivering clean energy primarily in emerging markets. Listed on the Oslo stock exchange. NorSun Established in 2005. NorSun produces single crystalline silicon wafers used in the production of high efficiency solar cells. Norsk Titanium Produces complex, high quality titanium components with a proprietary 3D-printing technology,

primarily for aerospace customers. Thor Energy Provides validated fuel designs and engineering services for thorium-based nuclear fuels. Keep-It Technologies Small device that reacts to time and temperature and shows the accurate shelf life of fresh food. REEtec Develops businesses related to rare earth elements based on a new and unique separation technology.

Scatec will take good care of your idea. In addition to helping you establish your company, the BjørsethAndersens and their crack team will assist you with everything from business and technology development to human resources, financing, legal and communications. – We prefer to be very actively engaged in our portfolio companies, they say. And what do Scatec offer? – We’ve been on this journey before, says John. – We know the challenges that might wait around the corner, what we should prioritize and when, what can wait. The companies we work with most often have their sights set on international markets. We can open doors for them.


Reactive Metal Particles A company that develops a new, low-cost production process for fine and ultra-fine metal particles. TEGma Develops technology for thermoelectric systems converting waste heat to electricity, with an initial focus on the maritime sector. HIPtec A technology company that has developed game-changing processes for the industrial production of complex metallic components.

one and John met while taking the Master of Science programme in International Strategy and Marketing at BI in 1993. John had started working as a research assistant at the Institute for Strategy the year before, and «very nearly became an academic», laughs Tone. – It was a real formative experience for me, says John. – Especially the research assistant part. I loved the fact that BI had so much interaction with real-world business. That gave me a real lift. Tone’s journey to BI had literally been more accidental. Bjørseth-Andersen had been a professional ballet dancer. She had left Oslo for Stuttgart and their world-renowned ballet school immediately after finishing obligatory

junior high school, and worked at the Norwegian National Opera and Ballet upon returning home. – Then I was injured, and had to take a break. I decided to give BI a try. But first I had to complete my upper secondary education … Tone has kept in touch with her great passion. Scatec is a proud sponsor of The Norwegian National Opera and Ballet. – I’m pretty sure we see every single ballet performance they put on, she says. After BI, Bjørseth-Andersen spent several years in the marketing department of Orkla Foods, before gradually turning her sights to the family company. Now, just like they did at BI back in the day, the couple live and work together. – Well, we kind of knew that it would work, and it does, says Tone. – After 12 years in the Executive Management of REC, which for most of that time was a public company, it was sort of freeing to be able to discuss work at home, says John. – The dividing line between work and home life do get kind of blurry. But the fact that this is a familyowned company gives us a special kind of purpose. Working on projects that might actually help the planet, rather than harm it is a boon too, they agree. – Working long-term like we do, with many obstacles in the way, can sometimes feel like inflicting pain on oneself, says John. – It requires patience and devotion – you have to be utterly motivated. It’s like Tone’s father says: You need a certain spark to be able to do it. The fact that we’re working on projects that hopefully will make the world a little cleaner goes a long way in providing that spark, both for everyone here at Scatec and in our portfolio companies.” ■

»The fact that it is a family-owned company gives us a special kind of purpose.« 40 ADVANTAGE

TONE & JOHN ➢ LIVES: Oslo ➢ TITLES: Chairman of the Board (Tone), CEO (John) ➢ PROGRAM AT BI: MSc in International Strategy and Marketing 1995 and Master in Board Work 2011 (Tone). MSc in International Strategy and Marketing 1995 (John).



”In order to make money, companies have to think about sustainability. Acting responsibly is profitable - if you do it right.” Professor Caroline Dale Ditlev-Simonsen recently introduced a new step-by-step process in how to succeed in corporate social responsibility. Words by MORTEN STÅLE NILSEN Photographs by MARTE GARMANN

Caroline is responsible for the CSR module of the BI Fudan University MBA program in Shanghai, China.

On the top of BI Campus Oslo, north of city centre, Miha Škerlavaj looks out over his new hometown.

Tell me about the roots of the term «corporate social responsibility». – Limited resources have always been an issue. However, since industrialization and mass production, the negative social and environmental impact of doing business has become increasingly evident. The introduction of television and social media has made oil-spills and child labor instantly visible across the world. Skepticism and criticism towards corporations have been the result. In response to this, the interest in the concept of corporate social respon-


sibility has increased tremendously. We can’t really go on damaging the environment, depleting resources and not respect the basic rights related to working conditions. When exactly did it become something academics studied? – The Brundtland Commission, led by former Norwegian prime minister Gro Harlem Brundtland, came up with the modern term in their report from 1987: «Sustainable development». That was a real kick-starter. Of course, this wasn’t the first time anybody had thought about these

issues. There were people pondering these questions back in the 1920’s and 1950’s. While it is often claimed that the Nobel Economic prize winner Milton Friedman was against corporate social responsibility in his famous article in The New York Times in 1970, «The Social Responsibility of Business is to Increase Its Profits», I think he is misinterpreted. Today, in order to make money, companies absolutely have to think about sustainability. Acting responsibly is profitable – if you do it right. What Friedman was against was corporate philanthropy based on corporate

“We shouldn’t be imperialistic on behalf of western culture. When it comes to sustainability, western culture hasn’t worked very well at all.”

process cheaper, more effective and make the product less expensive to ship? Why not decrease waste and utilize LED light bulbs and save energy and cost in the long term? Like you said: «Profitable – if you do it right». – Yes. Some people might find that ethically suspect: «Acting responsible in order to save money? Shouldn’t you do it just to be nice?». Well, if you don’t earn money, you won’t be in a position to be nice. All companies are concerned about thinking ahead, and a lot of them talk a good game. Surprisingly many of them, however, don’t have a clue about how to actually deal with the question of corporate responsibility. It’s not enough to have one lonely soul in your organization, a sole Director of Corporate Social Responsibility, who is tasked with accomplishing this more or less on her own. And yes, it’s often a female employee! Thinking about these problems and solutions needs to be a part of your overall strategy, from financing to marketing to HR and information. managers’ personal preferences and that companies should take on governmental responsibilities. Corporate responsibility is not the same thing as being involved in philanthropy? – No. Giving money to causes and charities that have nothing to do with your actual business is all well and good, of course. But this is about acting responsibly in what you actually do every day. Like, if you need to package the goods you make, why not use the least possible amount of packaging materials, in order to make the

Feeling good about what you do and the place you work is not to be sneezed at either, is it? – It’s very important, and increasingly so! My students are very, very concerned about this, far more than previous generations. I mean, they’re interested in earning money. But they’re also far more invested in the idea that your job is a big part of your identity as a human being. Are the young more willing to change behavior as well? – Now that’s the big question. As of

now: Not really. Which makes it even more important that businesses can take the lead in changing behavior. We’ve been conditioned to think that buying stuff equals happiness. – We usually look at a country’s gross national product and equate it with happiness. But is that really so? Why is it then, that the countries that usually sit atop The World Happiness Index, also tops the statistics when it comes to anti-depressants? It’s very interesting to see how we value different things in different cultures. Does the term «corporate social responsibility» mean different things in different parts of the world too? – It does. In some countries, it might have to do with the fight against child labor. In another it might be associated with the Volkswagen scandal, in which one of the world’s most respected companies was caught cheating with their emission technologies. This led to a major drop in brand value. It also led to a major drop in share prices. You have developed a five-point model that you gave a TED Talk about recently. – Map, test, launch, implement, report. Find out what it is you can do. The program has to be anchored in and be endorsed by top management. Then you should put together a group from across the company, with representatives from all departments. Use the United Nations’ checklist – the SDG’s – and find out which goals are most relevant for your particular company. Develop a plan with concrete targets. Present


these plans to customers, suppliers, environmental organizations. Ask for input, revise accordingly. Launch the plan and make sure the employees, across the company, are onboard with it. Make it part of their day-today work life. Implement: Follow it through. Are you reaching your goals? If not – why not? Unexpected things will happen. Learn from them. Finally: Report. Be accountable. Be transparent and honest. What worked, what didn’t work? Continue. You’ve read hundreds of sustainability reports. Are they making more sense now that they used to? – Absolutely, although there’s a tendency in some companies to think that a big, thick report on glossy paper is automatically more convincing that a smaller, to-the-point one. A big report might be all visions and hot air. Give me the numbers! What would be BI’s biggest negative impact on society? – Carbon emissions, due to the amount of airline flights. What can be done about it? We can increase the amount of video conferences, for instance. Build more rooms in which to have them, and have people on hand to help if you run into technical difficulties. However, where BI can have the greatest positive impact on sustainability is through our teaching. BI is the first Norwegian educational institution to sign up for Principles for Responsible Management Education (PRME), required to, amongst other things, develop the

capabilities of students to be future generators of sustainable value for business and society at large, and to work for an inclusive and sustainable global economy. How important is regulation and government policy in this picture? – When politicians increase the cost of plastic shopping bags, it sure has an immediate result. Politicians can do tremendous things in the area of sustainability. But the fact is that most people want to do something, as long as it doesn’t affect them right here, right now. And politicians want to get reelected. I tend to think that the four-year re-elected cycle is a bit of a problem when it comes to issues that require long-term thinking and, perhaps, the implementing of unpopular policies. Politicians would need more time in office to be really effective. Tell me about the concept of «appreciative inquiry». – We live in the world where a lot of people – not least the media – have a tendency to concentrate on everything that goes wrong. I think we could learn a great deal by studying things that go right. What actually works. Instead of studying a school that has a problem with bullying, let’s look at a school that doesn’t have that problem, and learn from that school. What could we as consumers do? – Buy fewer, better products and used products. That means companies will sell

“We live in the world where a lot of people have a tendency to concentrate on everything that goes wrong. I think we could learn a great deal by studying things that go right.”


fewer new products. – It does. Companies will have to increase prices to make up for decreased turnover. Also, and this is the very core of what I’m interested in, companies can decrease their own expenditure in order to increase profits. Purchasing a super expensive bag that you have been longing for, for a long time, is more sustainable – and will generate more happiness – than buying 20 cheap bags you hardly ever use. You’ve traveled in third world countries. What have you learned? – I was in Myanmar recently. Now I’m not saying that Myanmar is the gold standard of a well-run, happy society. Horrible things have happened there, especially in the north. On the other hand: There were no beggars. People seemed pleased with what they had. I walked the streets in the middle of the night, and didn’t feel scared at all. People were nice. I resent the idea that the way we should help them, is to force our way of living upon them. Increase production, set up H&Ms … I mean, if everyone had the level of consumption we do in the west, we would need four planets to sustain us. We could certainly learn something from them as well. We shouldn’t be imperialistic on behalf of western culture. When it comes to sustainability, western culture hasn’t worked very well at all. Were you always interested in questions like these? – I think so. I thought about it when I was appointed as a professor. I started thinking about why I was where I was, you know. Then I came across an old story in the Norwegian newspaper Aftenposten, in which I was interviewed – along with my brother and our neighbour – when I was about 10 years old. We were at a sports event in Holmenkollen in Oslo, and we were cleaning up, collecting empty bottles and getting the deposit money. So even back then I was interested in both the environment and cash!

You took a Bachelor’s degree in Business Administration in Vancouver? – Yes, and I realized that I wasn’t very interested in economics. It was a fluke, really. I wanted to go abroad, and I didn’t want to go as an au pair! Later, in Boston, I took a Master’s degree in Energy and Environmental Studies. Now that I found interesting! I took a job at the International Chamber of Commerce in New York, where we worked closely with the UN on achieving the goals from Earth Summit in Rio in 1992. Business and sustainability – that was right where I wanted to be. And then back to Norway? – Yes, I got a job at Kværner ASA working on new technologies in waste water management, and later in the insurance company Storebrand, where I was responsible for one of the very first reports on Corporate Social Responsibility ever published in Norway. I was also a board member of WWF-Norway. It was there I met Jørgen Randers, who was a former President at BI. I told him I was interested in getting a doctorate. «Come to BI and I will be your supervisor!», he said. And now you’ve been here for 12 years. – There’s just so much happening in this particular area right now. I’m very happy that sustainability has become a part of BI’s strategy. And that BI was the first seat of education in Norway that committed to PRME: Principles for Responsible Management Education. What do you do in your spare time? – Having three kids tends to eat up a great deal of your spare time. But I enjoy running, doing yoga, windsurfing, paddling and skiing. And I bicycle all year round. In the wintertime too? – Yeah. I use studded tires! ■

Caroline is Co-Director at the BI Centre for Corporate Responsi­ bility, Head of BI Centre for Foundations and member of the Board of Trustees of BI.

MORE ABOUT CAROLINE ➢ LIVES: Oslo ➢ WORKS AS: Professor at the Department of Law and Governance ➢ ACADEMIC DEGREE: 1990 MSc.Boston University, USA 2011 PhD BI Norwegian Business School ➢ WORK EXPERIENCE: 2013-PRESENT: Senior Researcher 2011-PRESENT Executive Director, BI Norwegian Business School 2006-PRESENT Codirector, BI-Centre for Corporate Responsibility

2008-2011 Researcher, BI Norwegian Business School 2001-2005 Manager, Misa Consulting 2000-2001 Assistant Director, Storebrand ASA 1998-2000 Manager, Storebrand ASA 1995-1998 Adviser, Kværner ASA 1995-1995 Staff Engineer, Statens forurensingtilsyn 1992-1994 Project Manager World Industry Council for the Eviroment, New York

1991-1991 Project

Manager, International Chamber of Commerce

➢ RESEARCH AREAS: Corporate Social Responsibility (CSR), non-financial reporting, attitudes, behavior, change, leadership and communication. ➢ TEACHING AREAS: CSR at Master level classes. In addition, she lectures and gives courses in CSR for corporations and organisations.


WORLD REPORT News from the world of BI Alumni

Madrid meetup Norwegian Ambassador to Spain, HE Helge Skaara welcomed BI alumni and students to his residence for the annual BI Business Networking Reception. Students from the BI-Fudan MBA and BI EMBA spend one intensive week at IE Business School in one of the most vibrant capitals in Europe. Here they gain a better understanding of the business links and European Regulations affecting relations between Europe and Latin America. The reception with alumni and the local business community provides additional relevant insight.


Alumnus Linda Kukleci MSc Finance 2017 (middle) Facebook.


Norwegian Ambassador in Dublin hosted a joint alumni reception for alumni from BI, NHH, UiO and UiT, in May. The event took place during a study tour organised by the Embassy. The delegation visited Facebook, PayPal and Google, discussing, among other things, the way these companies recruit their employees and what multinational companies in Dublin can offer BI students, researchers and graduates. Alumni from BI are well represented at these companies.

Students from BI-Fudan MBA and BI EMBA together with Norwegian Ambassador in Spain, Helge Skaara, in the garden of his residence in Madrid.

GLOBAL COMMUNITY! Join international alumni ­communities at alumni.bi.no: Belgium u China u Denmark France u Germany u Iceland Netherlands u Norway u Romania Russia u Singapore u Spain Sweden u Switzerland u Ukraine United Kingdom u United States Vietnam

HOW AI IS RESHAPING BUSINESS From a rooftop reception in Copenhagen to scanning the horisons in London and Downtown Manhattan, alumni met to discuss how AI is impacting the future of work. Characteristic of these alumni events this spring, has been the topic of Artificial Intelligence and close collaboration with top executive alumni and their companies, partner universities and international chambers of commerce.

AI has been the trend topic at this spring’s alumni events in Copenhagen, London and New York.

RESEARCH FOR BREAKFAST Attend our regular breakfast meetings at campus Oslo and Bergen, and get instant and relevant updates from BI faculty: LEDERENS VERKTØYKASSE (Leaders toolbox) which takes place at campus Oslo, provides a meeting place for inspiration and insight into new research from some of BI’s top faculty. These seminars are relevant both for managers and others with an interest in the different topics that are presented. MARKETING RESEARCH FOR BREAKFAST is a meeting place for researchers and practitioners in marketing at campus Oslo. BI’s marketing experts present their latest research results on relevant business topics. You get the opportunity to discuss how these results influence your company and business practice. KUNNSKAPSFROKOST is a series of monthly breakfast seminars at campus Bergen that are meant to inspire and benefit leaders, and others who are interested in leadership. In addition, these seminars provide excellent opportunities for networking with others from a broad range of businesses and industries. Join networking groups on alumni.bi.no to receive invitations.

Alumni from all over the Netherlands listened to Alumnus Dr Tor Bøe-Lillegraven, Global Head of Big Data at eBay Classified Group.

BIG DATA IN AMSTERDAM Norwegian Ambassador Mr Martin Sørby hosted the first ever BI Alumni Netherlands event at the Royal Norwegian Consulate in Amsterdam. Around 30 alumni gathered to re-connect with BI representatives and fellow alumni, who traveled from all over the Netherlands to be there. Alumnus Dr Tor Bøe-Lillegraven, Global Head of Big Data for eBay Classifieds Group, shared some of his experiences working with Big Data and applied Data Science on a global scale. During the networking reception alumni enjoyed meeting generations of graduates spanning from 1994 through to our newest graduates in 2018.


WORLD REPORT PERSPECTIVES ON ­EVERYDAY ­LEADERSHIP Monica Voda, OMV Petrom (MSc Strategy & Marketing 2007) and Marius Blajut, Universum Events (MSc Leadership & Organisational Psychology) led the latest event in Bucharest by addressing perspectives on everyday leadership and creative ways to lead teams. The interactive session was followed by a networking reception. Marius Blajut and Monica Voda on stage in Bucharest talking about leadership.

SYNC YOUR PROFILE WITH LINKEDIN Log on to alumni.bi.no and synchronize your existing LinkedIn account with your BI Alumni profile.

Associate Professor Maria Isaksson gave her view on political rhetoric. Javad Mushtaq – Master of Business and Economics 2012, ­received this year’s Young Alumni Award.

ALUMNI AWARDS 2018 Five former BI students who have excelled in their professional field and who have contributed to the development of BI, received recognition at the Alumni Reunion on June 1st. The winners received the award for their leadership, their social engagement, and their contribution in the development of our school, our students and the alumni network. The award recipients were nominated by alumni and staff from BI. If you missed out this year you will get another chance in 2019 to nominate fellow alumni who deserve to be recognized in this way! Distinguished Alumni Award recipients Kristin H. Holth – Master of Business and Economics 1984 and Professor Hilde C. Bjørnland. As DNB’s global head of ocean industries, Kristin was named the world’s most influential person within shipping finance in 2014 by Lloyd’s. Kristin is a member of BIs International Advisory Board.


TALK LIKE A POLITICIAN Politicians offend and become offended, but can we learn something from their rhetoric? And how do you best engage your listeners? BI Alumni Q3 gathered alumni for a thought provoking and humorous evening with two of BI’s best communicators, Maria Isaksson and Erik Wilberg. According to the speakers we have a lot to learn when it comes to knowing what to say, and when and how to say it. Alumni were also invited to take an active part in the last session and were shown how to use interactive tools to engage our listeners.

BI celebrated in Paris together with IFP School.

FRENCH CONNECTION BI marked its 75th anniversary and longtime cooperation with IFP School in Paris on September 13th. Alumni in Paris enjoyed a wonderful evening together with the Executive Master of Management in Energy class currently on a module at IFP in Paris. At the occasion of BI’s 75th Anniversary Alumni Manager Mette Winger Eide held the opening remarks on BI’s history through the last 75 years. Professor Jon Lereim gave a presentation of the long lasting cooperation between BI Norwegian Business School and IFP School, and also thanked Nadine Bret-Rouzaut, Director of The Center for Economics and Management at IFP, for the long lasting engagement and excellent contribution to the collaboration between the two schools.

JOINT EVENT IN SINGAPORE BI and 5 other triple crown accredited business schools hosted a joint alumni event in Singapore in March. More than 100 alumni respecting this global network enjoyed meeting colleagues from their alma maters, in addition to making new contacts from across the alumni networks.

FREE ACCESS TO ACADEMIC JOURNALS Alumni membership gives you free access to top academic journals in all subject areas. You can also read trade and business magazines. Download from alumni.bi.no.

Congratulations Class of 2018! ADVANTAGE 51

Alumni from BI, QUT, City, Aston, Stellen­ bosch and Maastricht University.

7th to the 18th of January 2019

WINTER SCHOOL IN EMPIRICAL RESEARCH METHODS Enhance your skills and get up-to-date insight and applied knowledge in qualitative and quantitative methods, taught by international experts in their field. Founded by the University of St. Gallen in Switzerland, Global School in Empirical Research Methods (GSERM), is a highly recognized and sought after programme. Our courses are relevant for all academic backgrounds, institutions, and fields of work. As the host, we welcome PhD students, postdocs, graduate students, and professionals working outside of academia, to BI’s campus in Oslo. Join us this winter for an effective and rich learning experience. We also promise to give you a unique experience of Oslo through our varied social programme! bi.edu/gserm

“Over two weeks you get all the content you would normally cover in a semester or two, which is a really intense and comprehensive way of studying.” ANNA OLSZEWSKA Assistant Professor Department of Management Kozminski International Business School, Warsaw

Profile for BI Norwegian Business School