Student & Alumni
ever North American CEMS member school
INSERT tips and advice from five CEMS Corporate Partners
winning 100% CEMS team
WELCOME TO Richard Ivey School of Business 24 Step through the doors of the first
HOW TO ACE THE INTERVIEW PROCESS
CEMS ON THE PODIUM 59 The Shanghai 2010 Award sees
CEMS Magazine Official Magazine of the CEMS Community Autumn 2010
DIVERSITY IN PRACTICE
The CEMS view on a key driving factor for the business and academic worlds
IN THIS ISSUE Editorial 04
CEMS Magazine Editor-in-chief
and the CEMS Student Board President
CEMS Magazine COMMENT 10
CEMS alliance dominates FT ranking
About CEMS Founded in 1988, CEMS is a global alliance of 27 business schools and universities and over 50 prestigious multinational companies. They collaborate closely to deliver the CEMS Master’s in International Management (or “CEMS MIM”), one of the top-ranked pre-experience Master’s in Management in the world by the Financial Times. The CEMS MIM provides a unique blend of top-level education and professional experience for multilingual, multicultural postgraduate students. www.cems.org
Kevin Titman Communications Manager, CEMS Head Office
Design & layout:
Graduate and new cohort statistics
DATES FOR THE DIARY 13 The 2010 Career Forum
and Annual Events The 2011 Nordic Forum
Network Events 17
P&G multi-school business project
In-school events and initiatives from SSE, Koç, WU, HSG and Corvinus
On campus 24
Richard Ivey School of Business profiled
Block Seminar round-up CEMS Climate Change Strategy Role Play
Diversity in Practice – the corporate viewpoint Diversity in Practice – students & academics have their say
Think tank 54
Development The role of IT in Business
Contact the editorial team at firstname.lastname@example.org
Business Schools and Sustainable
Student & alumni focus 59
The 2010 Shanghai Award
The CEMS Global Values Statement CEMS-Accenture-IDA research report CEMS goes to Africa - portrait of an alumnus
Also in this issue: INSERT (between pages 26 & 27)
“How to ace your interview” – a careers supplement, featuring tips and advice from CEMS Corporate Partners: AstraZeneca, Canal+, Fidelity, Procter & Gamble and Shell.
CEMS Magazine | NOVEMBER 2010
Thomas Rüdiger Smith
T k CEMS Communications Manager
CEMS Student Board President
Dear readers, The re-branded CEMS magazine is now a year old. For this I must thank the many people who have seized the opportunity to contribute content to what is now a genuine community publication. When the idea that the magazine be re-modelled was first floated 18 months ago, the intention was clear - to produce a publication that spoke about and to all four stakeholder groups. The vital contributions that now appear in every issue from students, alumni, academic members and corporate partners suggest we got it right! The overhauling of the magazine is, of course, just one small step in the re-branding of the CEMS alliance as a whole. The current positioning of our organisation as “the Global Alliance in Management Education" will enter its third year in existence after the Rotterdam-hosted Annual Events and there is still much work to be achieved to strengthen this position. The branding and communications survey to which so many members of the CEMS alliance responded this summer has given us valuable insight into the perception of the CEMS brand today. A working group is now taking the debate further, to ensure that our members, partners and brand ambassadors have the arguments and tools they need to help deliver the kind of brand visibility that CEMS deserves and requires. www.cems.org is also in the process of receiving a radical overhaul, in terms of design, navigation and content. We look forward to sharing the results of this major undertaking with you shortly. Until then, please enjoy the latest CEMS magazine and don’t hesitate to contact the editorial committee with your news and success stories for future issues.
Dear Fellow CEMS Alliance members, Welcome to the 2nd CEMS magazine of 2010. For over 20 years, members of CEMS, the Global Alliance in Management Education, have enjoyed many fantastic social, academic and corporate experiences, and have built great personal networks across borders. However, more importantly, these people have been part of making CEMS what it is today and what it will be in the future. This warrants the question, what is CEMS? It is not an easy question to answer, as we all know that the alliance is a complex organisation, but how do we then answer? We could give the easy answer, and simply explain the abbreviation and add the Financial Times ranking, but that would not really sum up the alliance. Another option would be to give a textbook answer, that CEMS is a global alliance originally founded in 1988 by four schools, but now consisting of 27 member schools in four different continents, over 50 Corporate Partners, more than 5,000 alumni and almost 1,000 new students annually, all of which is true but it leaves out that which is between the lines. We could opt for the emotional explanation that CEMS is a once-in-a-lifetime experience created by many different stakeholders, summed up by a sense of unity that we commonly refer to as the “CEMS SPIRIT”. Over the last year, I have had the distinct pleasure of experiencing the alliance at very close hand, but to answer a seemingly simple question of “what is CEMS?” can still be very hard as evidenced by the different explanations given above. Yet I have learned to recognise that the answer does not lie in solely one of the explanations. No, CEMS must be seen as the combination of all of the above. However, the fact that we cannot narrow CEMS down to a single, simple explanation might in itself be the answer to summing up the question. If all of the above is true, then the answer might be that CEMS is in reality “diversity in practice”.
Regards, Enjoy the magazine… Best regards,
Kevin Titman, CEMS Communications Manager CEMS Magazine Editor-in-chief
Thomas Rüdiger Smith CEMS Student Board President 2010
| 4 |
| 5 |
COMMENT Writer: Kevin Titman CEMS Communications Manager
The CEMS MIM continues to dominate Financial Times' Master’s in Management ranking
The CEMS MIM was this year ranked the n°2 pre-experience Master’s in Management in the world in the global Financial Times ranking, closely followed by nine member schools in the top 25. Eighteen CEMS member schools appear in total, continuing the omnipresence of the CEMS alliance, its Master’s in International Management programme and its member schools in the ranking. The CEMS MIM emerged once more as the n°1 programme for combined international results (international faculty, student and board diversity, alumni mobility and international course experience) and features in joint-top position in the three year ranking. The CEMS MIM has permanently featured in the top three since the creation of the ranking in 2005. This provides further confirmation of the long-term success of the programme.
WRITER: Kevin Titman CEMS Communications Manager
The 2010 Graduate Survey and entering cohort Sector of activity:
Latest student statistics confirm impact of CEMS globalisation strategy On the basis of this summer’s annual Graduate Survey and the arrival of a new cohort of CEMS MIM students the recent global expansion of the CEMS alliance continues apace.
Financial Times Global Masters in Management 2010 // The top 65 Masters in Management programmes
A collective success for the CEMS MIM and the CEMS alliance
CEMS Magazine | NOVEMBER 2010
Masters in International Management
Master of Science in Management
Master in Strategy and International Management
LSE, London School of Economics & Political Science
MSc in Management and Strategy
ESADE Business School
Master in International Management
Rotterdam School of Management, Erasmus University
MSc in International Management
Stockholm School of Economics
Masters in Business and Economics
Louvain School of Management
Master in Business Engineering
Copenhagen Business School
MSc in Generel Management
WU, Vienna University of Economics & Business
Masters in International Management
Aalto University School of Economics
MSc in Economics and Business Administration
MSc in International Management
NHH, Norwegian School of Economics & Business Administration
MSc in Economics & Business Administration
University of Cologne, Faculty of Management
Master of Science in Business Administration
Warsaw School of Economics
Masters in Finance and Accounting
Faculdade de Economia da Universidade Nova de Lisboa
MSc in Management
The entering class not only exceeds the 900 mark for the first time (compared with just under 800 in 2009-10) but is also the most cosmopolitan in the 22-year history of CEMS. Sixty-four nationalities are represented within, of which 30 are non-European (compared with 57 nationalities, of which 21 non-European in 2009-10). The cohort is also becoming increasingly balanced, with 14% of students now from outside of Europe, versus 10% for the preceding cohort and 5% the cohort before. The current academic year is also the first time that the CEMS Master’s in International Management is delivered in Turkey and Canada, bringing the total to 25 countries. This could rise to 26 for 2011-12 in the event of Keio University (Japan) being ratified as a full member at the Rotterdam Annual Events in December.
2010 Graduate Survey provides further evidence Conducted with graduates from 2009, the latest survey backs up the strong “employed three months after graduation” result in the Financial Times ranking: 99% of those actively on the job market found employment within that time. Of these 41% now work in another country and 71% work with three or more nationalities on a daily basis.
20 % Management/ Consulting 16 % Consumer goods 09 % Energy 08 % Investment banking 06 % Commercial/ Private banking 06 % Telecommunications 05 % Media/ Information
Thirty-three percent of graduates surveyed now work for a CEMS Corporate Partner (up from 30% in 2009), with contact in most cases having been made directly with the company (44%), via the CEMS internship or via the Career Forum (both 18%).
24 % Finance 15 % Marketing 10 % General management 09 % Sales/Export 03 % Audit, management control 03 % Production/ Operations / Supply chain
The employer profile remains predominantly multinational (74%), of over 10,000 employees (52%) and the most popular sectors and positions are as illustrated (see right).
37 44 55 64
26 26 34 34
11 18 21 30
University of Economics, Prague
Master in Business Economics and Management
UCD Michael Smurfit Graduate Business School
MSc in International Business / Management
2007-08 2008-09 2009-10
Corvinus University of Budapest
MSc in Business Administration
Evolution of CEMS cohort (by number of nationalities)
View the overall ranking: http://rankings.ft.com/businessschoolrankings/masters-in-management
Meeting the international career aspirations of students The CEMS MIM improved in six categories of the ranking compared with the 2009 edition, including an “Aims Achieved” score of 83% and an “Employed at three months” score of 99%. It was also ranked 4th in the world for international course experience and 5th for international mobility. These results are a particular source of satisfaction for CEMS Executive Director François Collin:
| 10 |
“It is especially pleasing to see that the needs and ambitions of CEMS MIM students are being satisfied. A recent independent survey identifies international career opportunities as the key criterion for students choosing to take our programme. The Financial Times result confirms that they are achieving their professional aims very soon after graduation”.
The Term 1 CEMS class at ESADE
| 11 |
DATES for the diary WRITER: Denisa Zichackova, CEMS Career Services Manager
Career Forum 2010 riding on the success of 2009
In 2009, the Career Forum became a highly successful stand-alone two-day event with 1,100 participants. This year’s forum will be no exception in terms of popularity and importance. The new concept of the Career Forum has raised high interest among students, alumni and corporate partners. This year, a number of services have been added with the aim to even better satisfy student, alumni and corporate partner needs and expectations. More than 40 corporate partners will be present at the forum. A record number of companies intend to conduct interviews with students, and for the first time this year, companies will also interview young alumni.
guidance group sessions will be organised with the aim of enhancing students’ self-awareness and preparation for the world of work. CEMS Corporate Partners will have the opportunity to meet all member schools representatives and discuss further possibilities of cooperation. CEMS Corporate Relations Manager Stefano Gnes confirms:
“The Career Forum is not just a high point from a recruitment point of view but also a golden opportunity Statistics at the time of writing confirm recent to share ideas, benefit from the expertise of the trends – after a crisis year, the hard times in terms very best and build up your personal network. We of recruitment seem to be forgotten as a record feel that we offer a comprehensive package that number of CEMS Corporate Partners are offering answers all the needs.” pre-scheduled interviews for students and young The social networking side has not been neglected alumni. either. A large-scale buffet dinner and party is being The attendance at this year’s event is very much in hosted in one of the trendiest venues in Central line with last year’s edition. Just as encouraging Europe as a fitting close to what promises to be is the number of skill seminars being offered by a great event. companies and academics. Also, a number of career | 13 |
44 CEMS Corporate Partners are participating in the 2010 Career Forum
34 CEMS Corporate Partners are offering prescheduled interviews to students
14 CEMS Corporate Partners are offering prescheduled interviews to young alumni (0-4 years after graduation)
18 CEMS MIM-accredited half-day skill seminars are being offered to 400 students
800 CEMS Students applied for pre-scheduled interviews
700+ CEMS Students registered for accredited skill seminars
CEMS Magazine | NOVEMBER 2010
DATES FOR THE DIARY
WRITER: Marianne Schouten, Media & Public Relations Manager (Rotterdam School of Management, Erasmus University)
Rotterdam welcomes the CEMS community for the 2010 Annual Events
WRITER: Helen Sjölin, CEMS Club Copenhagen
Nordic Forum 2011 facilitating networking, learning, and recruitment
Rotterdam School of Management, Erasmus University is proud to host the CEMS Annual Events 2010, on 2nd - 4th December, which will feature the 12th CEMS Annual Meeting and the 21st CEMS MIM Graduation Ceremony.
During the Graduation Ceremony on Saturday, 4th December, over 500 bright young minds will officially graduate. On their own initiative, they will take a “Global Values Statement”, an explicit declaration of the core values of CEMS. The statement will capture the essence of what the CEMS community means with global values and is a challenge to every CEMS student and alumnus to be responsible in representing CEMS throughout their professional lives. Above: the Erasmus statue that has toured all 25 CEMS countries since December 2009
After this ceremony, it’s time to party. Next to celebrating our over 500 graduates, we will celebrate the homecoming of Erasmus. The statuette of
Desiderius Erasmus, the 15th century humanist and scholar whose name was given to our university, has been sent out to test the CEMS international network by relying on its hospitality to travel the world. Throughout 2010, the aim for the statuette has been to visit all 25 CEMS countries. The real Erasmus travelled quite extensively throughout Europe and is reputed to have said: “The world is my home”. He will be welcomed back to Rotterdam with lots of stories to tell. You are more than welcome to join these events in Rotterdam, truly a world city. The impressive skyline can be seen from afar, enhancing the city’s imposing appearance – and legacy to the city’s nickname “Manhattan on the Maas”. Rotterdam is known in the Netherlands and abroad as a city of great, innovative architecture. Moreover, as a port city, Rotterdam has been a hub of international trade and commerce for centuries. This heritage of trade has left its legacy – Rotterdam today is a multicultural city that is home to a host of multinational and local enterprises, and with a growing reputation as an international knowledge centre in many different areas. All information on the CEMS Annual Events 2010 can be found on www.rsm.nl/cemsae2010
| 14 |
The event bridges the gap between CEMS students and will have an opportunity to apply their and the corporate world through company knowledge during the skill seminars. presentations and skill seminars, and also offers students the chance to enhance their network. The Nordic Forum 2011 will additionally offer an attractive social programme, which enables During the Nordic Forum, Corporate Partners will the students to meet in non-academic settings. discuss topics pertaining to the chosen theme The social activities provide the opportunity for of Management Challenges of the 21st Century. the students to enhance their networks across Students will get insight into the ways corporations CEMS and to explore the wonderful city of deal with a rapidly changing business landscape Copenhagen.
In particular, we are very honoured to be able to welcome Muhammad Yunus as one of our guest speakers. Professor Yunus was awarded the 2006 Nobel Peace Prize, along with Grameen Bank, “for their efforts to create economic and social development from below”. Professor Yunus will be joining us for a symposium on Social Business and New Capitalism on Friday, 3rd December in the afternoon. The symposium is open to all members of the CEMS Community.
Management Challenges of the 21st Century: on 16th-19th March 2011, the Nordic Forum will take place at Copenhagen Business School in the heart of the Danish capital.
What’s in it for the students: When Thursday 16th – Saturday 19th March 2011
Where Copenhagen Business School, Copenhagen, Denmark
What’s in it for the Corporate Partners:
What 3 days of skill seminars and networking events
Who 80 CEMS students
The opportunity to meet active Corporate Partners and other Danish companies and learn about their recruitment processes Interesting, interactive skill seminars The chance to broaden their social network and socialise with other CEMS students from various schools and nationalities
An opportunity to meet approximately 80 highly motivated international students The chance to tell students more about their companies An excellent opportunity to recruit potential future employees – experience shows that students tend to apply for jobs at companies with which they have had interaction during their studies
| 15 |
Scenes from the 2010 edition of the Nordic Forum, held in Helsinki
“The 2010 Nordic forum was a fantastic opportunity to gain insight into technology and innovation. I enjoyed the workshops in which we could apply a hands-on approach and were challenged to think creatively.”
CEMS student, Copenhagen Business School
“The Nordic Forum exceeds expectations because of the unique combination of a contemporary topic, challenging cases and discussions, interesting companies and a lot of fun.”
Coordinator Nordic Forum 2009
Aalto University School of Economics Copenhagen Business School Corvinus University of Budapest EGADE, Tec de Monterrey ESADE Business School Escola de Administração de Empresas de São Paulo-FGV Faculdade de Economia da Universidade Nova, Lisbon Faculty of Economics and Business, University of Sydney Fundação Getulio Vargas-EAESP Graduate School of Management, St. Petersburg State University
Participating CEMS students at the final competition event in Geneva
Procter & Gamble
HEC Paris Writer: Kevin Titman CEMS Communications Manager
Keio University, Tokyo Koç University Graduate School of Business
CEMS and Procter & Gamble team up for international business project with a difference
Louvain School of Management LSE, London School of Economics and Political Science UCD Michael Smurfit Graduate Business School National University of Singapore Business School NHH, Norwegian School of Economics and Business Administration Richard Ivey School of Business, University of Western Ontario Rotterdam School of Management, Erasmus University Stockholm School of Economics Tsinghua SEM Università Bocconi University of Cologne University of Economics, Prague University of St. Gallen Warsaw School of Economics WU, Vienna University of Economics and Business
CONTACT I www.cems.org I email@example.com
CEMS students and alumni are at home in the world, thanks to a unique alliance of 27 leading member schools and 62 corporate partners that spans the globe. The CEMS MIM is more than a top-ranked M.Sc. programme; it’s a passport to global citizenship.
Over Term 2 of the 2009-10 year, CEMS Corporate Partner Procter & Gamble called upon MIM students from HEC Paris, Rotterdam School of Management and NHH, Norwegian School of Economics and Business Administration to propose a marketing strategy for a detergent product as part of a multi-country, multi-school CEMS business project.
International Management students solving real-life business problems As one of the founding CEMS Corporate Partners since 1988, Procter & Gamble knows full well the mutual interest in conducting CEMS MIM Business Projects with high-potential students. As Cristina Istria, herself a CEMS alumna and now Talent Supply Senior Manager (Western Europe Employer Branding & Attraction) at P&G, confirms: “an international business project was of particular importance because it enabled us to meet a business need and at the same time offer the students the possibility to further their skills”. This sense of mutual benefit applied on the academic side as well: “This was indeed a great learning experience, both for the students as well as for me”, said Tor Aase Johannessen, CEMS Academic Director at NHH in Norway. “The CEMS Business Projects are supposed to solve a “real business problem”, and this is getting as close as it is possible to get without being employed by the company.”
| 17 |
The winning proposal was chosen by an adjudicating panel in Geneva and came from the group of CEMS students studying at HEC Paris. Tutored by Professor Moumita Das, the team comprised Sylvie Bardaune, Polina Gankina, Michal Perliceusz and Gwilym Williams, from France, Russia, Poland and Ireland respectively.
CEMS and P&G – a clear strategic partnership For Richard Cohen (Marketing Director, Western Europe Household Care and a member of the adjudicating panel), the business project competition encapsulated the benefits of partnership with CEMS: “In P&G we grow our talent by offering them a stimulating environment with ‘A New Challenge Everyday’. I was very impressed with three CEMS Business Project Teams presenting their ideas with passion and enthusiasm, delivering excellent marketing models that have high chances to be implemented! We gave them a real project that could make a difference in the world of business and we look forward to applying ideas in practice. I have great passion for cooperating with CEMS as it enables us to be in touch with highly talented people across Europe and globally.”
CEMS Magazine | NOVEMBER 2010
STOCKHOLM SCHOOL OF ECONOMICS
CEMS graduate from SSE
Writer: Christina Bäckman Marketing Manager, Educational Programmes (Stockholm School of Economics)
News from the schools - Stockholm School of Economics, SSE New CEMS Corporate Relations Coordinator
Moström Carlson Vice President Global Recruitment & Executive Development
been employed at SSE “sinceI have 2000. I have worked a lot with administration at the department level here in Stockholm and also administrative work concerning SSE Russia. I was really excited when I was offered the job as CEMS Corporate Relations Coordinator. I am very much looking forward to working together with our Corporate Partners and other coordinators and to organise skills courses and other events for our CEMS students at SSE.
New CEMS corporate partners at SSE
CEMS Corporate Relations Coordinator
working at Arla Foods?
I wanted to take part in an international graduate programme where I would be able to experience several areas of the business, as well as be trained and supported in my professional and personal development. Further important criteria was to be given the possibility to work with important and value-creating projects with great people and at the same time have a good work-life balance. At Arla Foods, I found all this and much more in the Future Fifteen (F15) Graduate Programme. Arla Foods is a large international company with offices in more than 30 countries and we sell our products in over 100 countries. During the graduate programme you are working in three different locations and receiving training throughout. Last but not least, the colleagues in the company are great and Arla Foods has a very good company culture.
“Students with a CEMS degree have the perfect profile for EF.”
The CEMS Office at SSE has welcomed Pernilla Watson as the new CEMS Corporate Relations Coordinator, replacing Viktoria Ginolin who has moved on to new challenges.
Q. Why did you choose to start
SSE is pleased to announce that EF Education FIRST is now a CEMS Corporate Partner, subject to ratification at the Annual Events in December. For EF Education FIRST, it was an obvious choice to join CEMS for many reasons: EF Education First is constantly seeking top multilingual students with international experience who are looking for international careers. “Students with a CEMS degree have the perfect profile for EF”, says Jenny Moström Carlson, Vice President Global Recruitment & Executive Development. EF Education First has cooperated over the years with the Stockholm School of Economics and is recruiting students for everything from summer jobs at language schools to managerial positions leading to international careers within the educational sector. EF Education First is looking forward to attracting students from the CEMS network within its 27 member schools over the world. EF Education First is one of the world’s largest education companies with 31,000 employees, represented in over 50 countries with 400 offices and schools.
Q. What are your main
“My first position was in the Swedish marketing department in Stockholm where I worked with Business Intelligence. I was part of two category projects where I was responsible for smaller parts, but I also did in-depth analysis for brand managers on brands and competitors. My second rotation, which I am on now, is in Business Development in Finland.
I am working with different strategic projects to develop the Finnish business. My main tasks are as project manager for two category projects where I gather and analyse information, generate hypotheses, map out strategies and create an implementation plan.”
Q. In what way have you
| 19 |
benefited from the CEMS programme?
Another company on the verge of joining the CEMS network is Arla Foods who is now only pending ratification at the Annual Events in Rotterdam. Alex Racoveanu is a SSE graduate who finished his CEMS MIM earlier this year and has been working at Arla Foods since September 2009.
| 18 |
Responsibilities at Arla Foods?
“The CEMS programme has been beneficial to me in several ways. The CEMS Corporate Strategy and Cross Cultural Management courseshave been valuable together with the business project in my work. I have been able to apply things from the courses and the business project and they have given me a mindset that is good to have when working in an international company and with strategy.”
CEMS Magazine | NOVEMBER 2010
WRITER: Burcu Batur Associate Programme Coordinator & CEMS Communication Coordinator (Koç University Graduate School of Business)
Koç University hosts June CEMS Coordinators’ meeting This year, the annual CEMS Coordinators’ Meeting was organised at Koç University in Turkey on 13th-16th June. Shortly after becoming a CEMS academic member in 2009, Koç University Graduate School of Business was pleased to host this important annual gathering both for introducing Koç University campus and Istanbul to all other academic partner universities’ Academic and Corporate Relations Coordinators. On Sunday 13th, the arrival day of CEMS coordinators from all over the world to Istanbul, a sight- seeing city tour was organised to the old town to Sultanahmet, Hagia Sophia and Basilica Cistern. Apart from the daily meetings and workshops, the coordinators had the opportunity to visit Taksim, the most lively and cosmopolitan region of the city and one of the biggest shopping malls in Turkey and also in Europe called İstinyepark. Also, another sight-seeing tour to the Asian part of the city was organised with a boat tour to Beykoz-Anadolu Kavagi. At the annual gathering, Koç University Graduate School of Business made a detailed historic, demographic, cultural and economic presentation on the Republic of Turkey and its role as a transcontinental Eurasian country, a bridge for the East and the West, cradle of civilisations, and an international hub. At the welcome dinner, around 60 guests enjoyed a traditional Turkish dinner and a view onto the Bosphorus. The dinner and the cruise on the Bosphorus were sponsored by the new Turkish CEMS corporate partner, Arcelik which was ratified in December 2009 in Cologne.
EVENTS WRITERs: Maike Hartung CEMS Corporate Relations Coordinator, WU Vienna University of Economics and Business Annkathrin Heidenreich Media Relations Officer, University of St Gallen Zsuzsa Krista CEMS Academic and Corporate Relations Coordinator Corvinus University of Budapest
Closing Event at On 23 June, the CEMS Office at WU organised a different closing event for the summer semester 2010. rd
Instead of the usual drinks and snacks, it was decided to go down to the old Danube and see how competitive students really are outside the classroom by having them take part in a paddleboat race. The sailing school which provided the paddleboats had special tasks and exercises such as folding paper boats, doing special sailing knots or completing a round blindfolded guided by the navigator onboard.
Thomas BIEGER New President’s Board elected at the University of St.Gallen (HSG) After its election by the Senate and the University’s Board of Governors, the future President’s Board of the University of St.Gallen (HSG) has now been approved by the Government of the Canton of St.Gallen. The new President, Prof. Dr. Thomas Bieger, will be supported by Vice-Presidents Prof. Dr. Ulrike Landfester (Department of Humanities & Social Sciences), Prof. Dr. Vito Roberto (Department of Law) and Prof. Dr. Torsten Tomczak (Department of Management). The new President’s Board will take office on 1st February 2011.
After creating small groups with a designated navigator, the students were sent on the different rounds until a winner emerged. As always, Procter & Gamble could be counted on to provide prizes for the winning team as well as the other participating teams which were given out by WU CEMS Academic Director Björn Ambos. A lovely barbecue buffet was then held right by the waterfront and was joined by corporate partners Unicredit, KPMG, Österreichische Nationalbank and Procter & Gamble. We received great feedback about this special closing event and are determined to do a similar one next summer before sending our students off to their well-deserved summer holidays. Pictures are available at http://www.wu.ac.at/cems/news/ClosingSS10
Gyula ZILAHY New Academic Director at Corvinus University of Budapest Corvinus University of Budapest is pleased to announce the appointment of their new CEMS Academic Director at the Faculty of Business Administration. Gyula Zilahy, an Associate Professor at the Department of Environmental Economics and Technology, started his duty officially in July of this year. He is also a Managing Director for the Hungarian Centre of Cleaner Production.
| 20 |
| 21 |
CEMS Magazine | NOVEMBER 2010
The Group in figures:
Crédit Agricole Group
Join the leading banking group in Europe*! Crédit Agricole Group employs more than 160,000 staff in over 70 countries. It is with these human resources that the Group has become a major player in the financial and insurance banking sector in Europe. If you would like to join us and participate in the development of the Group, have a look at our recruitment website: www.mycreditagricole.jobs *In terms of retail banking income – on 31 December 2009
Top banking employer in France Top banking group IN Europe for retail banking revenue* Top collective management bank IN Europe** 9th in the world for equity funding*** Top bank insurer in France and 2nd for insurancE Financial data
(Crédit Agricole Group) On 31st December 2009
Total turnover: 31.3 billion euros Net income: 2.7 billion euros * based on retail Bank income on 12/31/09 ** Europerformance on 12/31/09 *** source : the Banker (july 2009) **** on 12/31/09
Who are we? Crédit Agricole Group is a leading player in finance and insurance sector. The Group is structured around a central structure, Crédit Agricole S.A’s majority-controlled by the 39 Crédit Agricole’s Regional Banks, which includes three business lines: French and International retail banking In France: Crédit Agricole and LCL The two banking networks – Crédit Agricole and LCL are complementary between them they strengthen the Group’s presence on all customer segments throughout France and strengthen our position as French leader in retail banking Abroad: In retail banking, Crédit Agricole Group has a large presence in Europe and in the Mediterranean region, and to a lesser extent in the Middle East and Latin America. Outside France, we have 29,000 retail banking staff serving 6.5 million customers, and we have more than 2,400 branches in 15 countries.
Insurance Crédit Agricole Assurances Crédit Agricole is a leading French insurer that is also generating rapid growth abroad. Consumer Crédit Sofinco, Finaref Crédit Agricole Group is one of Europe’s leading players in consumer finance. Private Banking Crédit Agricole Private Banking, CFM Monaco, Banque de Gestion Privée Indosuez, BforBank… Alongside the activities of the Crédit Agricole Regional Banks, the Group operates in France and internationally. Leasing et Factoring Crédit Agricole Leasing & Factoring In France and abroad, Crédit Agricole supports small businesses, companies, farmers, large corporations and local government at every major stage of their development. Specialised subsidiaries and activities Crédit Agricole Private Equity, Idia, Sodica, CEDICAM, Crédit Agricole Immobilier, Uni-éditions.
Specialised financial businesses Asset management Amundi, BFT, CPR Asset Management, CACEIS… These entities carry out specialised activities or This division covers asset management activities in provide support to Group business lines. the broad sense. It has leading positions in France, and its growth ambitions are supported by a solid presence abroad.
| 23 |
Corporate and investment banking Crédit Agricole Corporate & Investment Bank, CA Cheuvreux, Newedge … Crédit Agricole Group offers its clients a full range of products and services in capital markets, brokerage, investment banking, structured finance and commercial banking.
Why should candidates work for us? With Crédit Agricole Group, you will go further by working for an ambitious Group that wants its employees to grow continuously. With its emphasis on training, internal mobility and personal development, our Group will help you fulfil your ambitions.
Our advice to applicants... Visit our website www.mycreditagricole. jobs and discover our businesses and open positions in terms of Recruitment, VIE (French government program) and Internship. Select the right job in accordance to your wishes, skills and experience.
CEMS Magazine | NOVEMBER 2010
In December 2009, Richard Ivey School of Business at The University of Western Ontario was welcomed into the CEMS alliance as the exclusive Canadian and the first North American academic member.
WRITER: Stephanie Brooks Director of Marketing and Recruitment (Richard Ivey School of Business, the University of Western Ontario)
Welcome to Richard Ivey School of Business, The University of Western Ontario
| 24 |
This fall, Ivey successfully launched its new Master of Science in Management Programme – Ivey’s first new degree programme in 46 years. Our first class brought together exceptional students with a dynamic array of international experience, including the collective ability to speak over 20 different languages.
Artist's rendering of Richard Ivey School of Business - Spring 2011
Current home of Ivey Business School
The fall of 2010 has been an exciting time for the Ivey community Ivey Business School in addition to the success of our Ivey MSc Programme, the school publicly launched a historic $200-million fundraising campaign – A Tradition of Leadership that includes the construction of an iconic new $100-million Recogn ised for excellence bot h in Canada and building. Phase one of the building will be complete in March of 2011 and the entire project will be completed by the fall of 2012. worldwide, Ivey is uniquely defined by its outstanding track record for developing leaders and accelerating careers. With campuses in London and Toronto in Canada and Hong The University of Western Ontario Kong, where it was the first North American business school to open a campus in Asia, its reputation of achievement and – Canada’s Best Student Experience success continues to build. Richard Ivey School of Business is an important part of the broader campus of The University of Western Ontario, or Ivey is known as a business school committed to case method Western, as it is more commonly known. Western is one of the learning and the development of cross-enterprise leadership oldest and most beautiful universities in Canada. Since our first capabilities for all levels. Degree programmes are offered class graduated in 1883, the University has become a vibrant at the undergraduate, Master’s and Doctorate levels and are centre of learning with 1,164 faculty members, 33,000 students complemented by our extensive work in executive education and 12 faculties and schools including the Richard Ivey School for leaders and organisations around the world. Ivey is the of Business. only school in Canada that adheres to the case method. In fact, Ivey is the world’s second largest producer of business cases The Western campus is located on nearly 400 acres of land along (second only to Harvard) and the world’s foremost producer of the banks of the Thames River in London, Ontario, a thriving city Asian-based case studies. of more than 400,000 people. London is Canada’s 10th largest city and is just under 200 kilometres from Toronto, Canada’s largest The Ivey alumni network is a powerful group of over 20,000 city. alumni in over 95 countries around the world. Of this vast Ivey network, two in five holds the title of Chair, President, For the sixth consecutive year, Western received the highest CEO, Vice President or Managing Director/Partner. grades among large Canadian Universities in the Globe & Mail’s (Canada’s national newspaper) annual University Report Since its beginning, Ivey has been a champion of innovation Card. Within this Report, Western is most proud of the top in Canadian business education. Ivey is truly an inspiring grade it received from students in the category "Best Student place to learn, grow and achieve. As a learning community, Experience". Ivey views our welcome into the prestigious CEMS alliance as another positive opportunity to collaborate and innovate. To learn more about the unique Ivey learning environment and its rich tradition of leadership, visit www.ivey.uwo.ca
| 25 |
CEMS Magazine | NOVEMBER 2010
WRITER: Rene E. Barseghian CEMS & Double Degree Coordinator (Copenhagen Business School)
Block Seminar round-up : Copenhagen Business School CBS has welcomed 52 CEMS students for Term 1 of the new CEMS year, the majority of whom kick-started the CEMS MIM year with an intensive one-week Block Seminar in Corporate Social Responsibility, 16th - 21st August. Associate Professor Steen Vallentin, coordinator of the seminar, comments, “It is always a pleasure to work with CEMS students. At the seminar there were 42 students from 22 different countries (covering all continents) participating. It was a very diverse group displaying a high level of commitment and academic excellence, which is absolutely crucial in order to create a good learning atmosphere. It is my experience, from many years of doing block seminars, that CEMS students perform at a high level and show an active interest in learning and exploring the topic at hand.” Some of the topics in focus were: strategic and ethical perspectives of CSR, strategic CSR, public opinion and globalisation. Students were introduced to the different topics through business cases, group projects, company presentations and class discussions.
According to Associate Professor Sven Junghagen, CEMS MIM Academic Director at CBS, “The Block Seminar at CBS has this year, as always, been a week filled with excitement. It marks the kick off for the CEMS MIM year both for some of our own students, but also the incoming students from our partner universities. The aim of the seminar is not only to give the students an intense academic experience, but also to create a class spirit. That is why we arrange a number of social activities on top of the academic. We have run the CSR seminar for some years now, and I am especially happy about this topic, marking an ethical viewpoint on business, which can set the tone for the coming academic year.” Steen Vallentin ran the seminar this year with assistance from guest lecturer Anne Mette Christiansen (CBS) and Jukka Mäkkinen from CEMS partner Aalto University School of Economics.
Block Seminar Round-up: HEC Paris with CEMS Corporate Partner LVMH As the world leader group in luxury, LVMH–Moët Hennessy Louis Vuitton is established in more than 60 countries and therefore pays particular attention to detecting and nurturing young multicultural talents. It makes CEMS students a privileged talent pool. Therefore, and for the second year around, LVMH partnered with HEC Paris and Professor Anne Michaut to organise the CEMS Block Seminar around the theme: "Managing Luxury Brands in Global Markets". The week was the occasion for students to learn more about the LVMH group as well as luxury in general. Indeed the seminar, structured around marketing classes, presentations and business cases, was a mix of theoretical knowledge and practical work. Prestigious speakers took part in the seminar in order to present the LVMH Group or their "Maisons", share their experience and answer the students’ questions. The Group Communication Director presented an overview of LVMH business groups, key figures and strategy. Louis Vuitton HR Development Director Northern Europe and Louis Vuitton General Manager Central Europe presented a focus on Retail as a strategic function in the luxury industry.
The Term 1 CEMS class at Copenhagen
| 26 |
Right Photo (L-R): CEMS students: Karim Hardan Chimele (HEC), Nina Laura Stenzel (USYD), Lea Weinekoetter (HEC), Duygu Icbudak (HEC) and Vitaly Skirnevskiy (UoC)
WRITER: Yara Jabre LVMH Corporate Human Resources
| 27 |
The CEO of LVMH Fragrance Brands and Dom Pérignon International Marketing and Communication Director outlined two business cases (Parfums Givenchy "Very Irrésistible" and Dom Pérignon) with specific issues the students had to tackle in groups and present on Friday. This specific exercise was the occasion to give the students a preview of the issues they could be confronted to in the luxury industry: How to revitalise a brand that has existed for centuries with respect to its DNA? How to close the gap between Perfume and Couture artistic direction? In a nutshell, how to build the Future of Tradition? This kind of seminar is an occasion for students to have a handson approach to luxury and for LVMH to appreciate young talents at work. The Group will also be present during the Job Fair in Budapest. All the job/internship/VIE offers are published on the LVMH website: www.lvmh.com
NOVEMBER 2010 CEMS Magazine | November
WRITER: Jody Wren CEMS Programme Coordinator (Aalto University School of Economics)
Based on the success of last year’s joint Aalto-GSOM Block Seminar and an increase in both school’s CEMS student intake this year it was decided to expand the concept to two separate seminars. Therefore, alongside Professors Minna Halme (Aalto) and Yury Blagov’s (GSOM) seminar on “Corporate Responsibility in Managerial Practice” was introduced a seminar on “Innovating in the Knowledge Economy” from Professors Tatiana Andreeva (GSOM) and Liisa Välikangas (Aalto). For many students and faculty, the seminars started on Sunday 29th August with a train ride from Helsinki to St. Petersburg. Once off the train and settled into our hotels, the seminars were opened with an evening toast and meal and a chance for the staff and students to get acquainted. The following morning the seminars started for real at GSOM’s premises in the heart of St. Petersburg.
On Tuesday morning, both seminars came together for one of many presentations from the seminars’ main corporate sponsor Valio Ltd, a Finnish dairy food producer. At the end of the academic day, students from both seminars were brought together for a sunny cruise on the Neva River. Wednesday started early with a 5:30am coach ride to catch the early train to Helsinki. Straight off the train in Helsinki, the seminar group headed for the countryside headquarters and factory of the Fazer Group, a Finnish confectionary, bakery, and food-service company founded in 1891. At Fazer the seminars continued with presentations on Responsible Sourcing, Functional Foods and introduction to the Fazer group. The final trip of the day was into the wilds of the Finnish countryside and to the Valio Ltd sponsored Siuntio Conference Centre, the location for the last two days of the seminar.
Block Seminar round-up: University of St. Gallen “Corporate Sustainability Meeting the Energy and Climate Challenge”
Like last year, I believe that the seminars benefited greatly from being hosted at two contrasting locations, enabling the students to compare and contrast two national, institutional, and cultural environments.
Block Seminar round-up : Aalto University School of Economics/ Graduate School of Management, St. Petersburg joint seminar
Aalto CEMS student Annastiina Hintsa’s perspective on the CEMS Block Seminar on Innovating in the Knowledge Economy. “In five days, we learned a lot travelled quite a bit and established friendships with amazing people from around the world. One couldn’t hope for a better beginning for the CEMS academic year.” | 28 |
| 29 |
In the beginning of the 21st century, sustainability and climate change are an eminent part on the business agenda. Their strategic implications were addressed by 38 CEMS students and an international faculty at the 2010 HSG-CEMS Block Seminar in Filzbach, Switzerland. Speakers from academia and CEMS corporate partners Zurich Financial Service, Schindler Corporation, and Shell discussed strategic solutions for energy and climate challenges from different perspectives. The seminar was highly appreciated by students and CEMS Corporate Partners, due to its unique combination of scientific lectures, practitioner sessions, student engagement and site visits. The seminar is one out of six similar block seminars offered by the CEMS Faculty Group on Business and Environment.
WRITER: Elmar Friedrich Research Assistant (University of St. Gallen)
COOL strategies for a warming planet : students negociate a solution to global climate change At the UN Climate Conference 2009 (COP15) in Copenhagen, the world’s leaders once more showed the challenges in finding a global response to climate change. But where they failed, 24 CEMS students found a solution.
Urged on by the outcome of the first day, students started rethinking their strategy. As a result, the representatives of China and India developed the “Proposition Fairness", an approach that allows every human, regardless of their nationality, to emit the same amount of CO2 by 2050. The approach enabled some The CEMS Climate Change Strategy Role Play is a CEMS exclusive developing countries to even increase their per capita emission course that has been developed by the University of St. Gallen (HSG) levels a little, while industrialised nations had to significantly in cooperation with ESADE Barcelona and Oikos International, reduce their CO2 emissions. This event represented a major the international Student Organization for Sustainable Economics breakthrough in the negotiations and finally led all delegations and Management (www.oikos-international.org). In 2010, it was to agree on the “Berlin Protocol", a strong and binding climate simultaneously taught at the University of St. Gallen and resolution. University of Cologne. CEMS students were educated on key perspectives on climate change – the science, the evolving policy, In 2011, the CEMS course will be offered at the University of and the role of business. While the first part of the course was St. Gallen and its CEMS partner schools for the third time. The taught at each school, the second part consisted of the Model course was generously supported by the Swiss Federal Office for UNFCCC, a two-day negotiation simulation of the UN climate the Environment, the Heinrich Böll Foundation in Berlin, and summit which took place at the Heinrich-Böll Foundation in Axpo Neue Energien. Berlin. For this event, each student was assigned a role, either as politician, business representative, or NGO representative, which For further information about the process of the negotiations and the Berlin Protocol, they thoroughly prepared during the semester. check http://berlinprotocol.blogspot.com The two-day negotiations started with the opening statements or contact Elmar Friedrich (firstname.lastname@example.org). of each delegation and outlined the gap between the positions of some delegations. During the following intense and often challenging negotiations in the three working groups (adaptation, mitigation and trading) each student got a first-hand experience of the difficulties of multi-party negotiations. The delegates stuck to their position as giving-in was perceived as losing and personal failure, which led to no results at the end of the first day. Especially in the mitigation group, where a global target to limit the global temperature rise was discussed, very little progress was made.
| 30 |
DIVERSITY in Practice The Corporate Viewpoint
CEMS Magazine | NOVEMBER 2010
WRITER: Caspar Heer, UBS Diversity Switzerland Coordinator
Diversity – a business driver Diversity was not exactly at the forefront of most companies' minds during the financial crisis. However, at the beginning of this year UBS reconfirmed its commitment to the issue with a new code of business conduct and ethics. And with good reason: if a company wants to compete for the best talent on the market, it must rally against discrimination; it must appeal to all managers and specialists, regardless of their gender, nationality, age, physical capabilities, sexual orientation or religious identity.
all HR processes. For example, creating the right mixture of people in the workforce takes top priority even during recruitment, and also plays a key role later on in talent development. The corresponding processes are structured in such a way that diversity aspects must be taken into consideration and gauged appropriately.
However, a working environment that is characterised by diversity and mutual respect But that is not all: UBS is a globally active bank cannot be achieved through HR measures alone. with an extremely diversified client base with Ultimately, it is a cultural change that starts equally diversified needs. In order to survive in with the workforce itself. The regional employee the long term, it needs to reflect this diversity networks serve as important catalysts in fostering among its staff and offer appropriate and relevant this development and often provide the impetus solutions. Diversity is more than a buzzword: it to see through the necessary changes. For this is a vital business driver. reason, UBS supports the activities of its employee networks. There are over two dozen of these A very broad definition of diversity has been worldwide, and the issues they deal with extend adopted. In most markets, it is gender that takes well beyond gender. centre stage. It is the bank's declared aim to increase the proportion of women in its workforce, especially in management positions, client advisory and IT, where the quota of women is significantly below the figure of 37% who work for the company worldwide. How is UBS trying to change this? An important starting point is to anchor diversity aspects in
| 34 |
| 35 |
A CEMS graduate perspective
CEMS Magazine | NOVEMBER 2010
WRITER: Rob Howell, Markets Internal Communications Editor (Thomson Reuters)
New York, USA
The Bangalore and Beijing mentoring initiative (EAESP-LSE-HEC)
“International organisations are compelled to understand the specificities of each market they operate and one way to achieve that is by accepting differences. Such flexibility is much related to the diversity that employing several backgrounds can bring. Today I can live diversity on a daily basis in the workplace. Thomson Reuters is a truly diverse company. It is actually a melting pot of acquired and merged companies and its cultures, present worldwide. I joined Thomson Reuters under the graduate scheme, which has enabled me to work in three different continents in a very short period of time, in cities like Geneva, London, São Paulo and currently Hong Kong. Cross border exposure is encouraged in the company, as the team reports are vertical and global. “
A new initiative is underway in Thomson Reuters to provide mentoring to more than 15 women, identified as high potential employees (hipos) in the company’s Markets division’s operational centres in Bangalore and Beijing. The women have been paired with senior women leaders in the UK and U.S. and it is hoped the programme will enable the mentees to develop their careers by providing advice, coaching and support through regular contact and conversations. The programme was launched with a special global web conference which saw the mentees introduced to their mentors, and heard from both mentors and mentees about the benefits of a mentoring relationship. One of the drivers of the initiative is Head of Programme, Business Operations, Media, Sneha Shah. She said: “The idea for this programme came off the back of a reverse mentoring programme (which saw members of staff act as mentors for more senior colleagues) we launched last year. At a dinner to mark the end of that programme, we were talking about the fact that many people show great potential in our operational centres but then find that they can struggle in other parts of the business." “From that discussion some colleagues and I put together a few ideas about how we could help our colleagues in operational centres develop their true potential, and this new programme, dubbed Mentoring Champions, is one of the outcomes of that.”
| 36 |
Head of Programme, Business Operations, Media
Mentoring Champions has been driven by Director, Enterprise Content Programme Management, Grace Sandner, Executive Assistant Mel Pretorius, and Sneha, working closely with the Women's Network and HR representatives in each region. Grace said: “At the launch event, we spoke about the benefits of a mentoring relationship and laid out the key drivers to making it a success. Much of the emphasis to make the relationship work is on the mentee, who has to build trust with their mentor, be frank about any issues they’re facing, and really take on board and act on any suggestions the mentor makes.” Mel added: “Successful mentoring relationships are built on confidentiality, respect and commitment and this point was also made at the launch event. Mentoring also takes you out of your comfort zone and challenges you, and in a way, that’s the whole point of it.” Grace, Mel and Sneha have all benefited from mentoring relationships and appreciate their value. Sneha said:
“Having a mentor challenged my thinking and helped shape my career path. It also lead to some lasting friendships so, all in all, was a really positive experience. I hope the women on our scheme will feel the same way too.”
| 37 |
London, United Kingdom
Thomson Reuters is the world's leading source of intelligent information for businesses and professionals. It combines industry expertise with innovative technology to deliver critical information to leading decision makers in the financial, legal, tax and accounting, healthcare and science and media markets, powered by the world's most trusted news organisation. Its Markets division serves the global financial and media industries and delivers critical information, news, supporting trading technology tools and infrastructure. These solutions are designed to help financial professionals generate superior returns, improve risk management, increase access to liquidity and create efficient, reliable infrastructures in an increasingly global, electronic and multi-asset class financial market. Thomson Reuters Markets has around 27,000 employees and its major CENTRES of employment are London, New York, Bangalore, and Gdynia.
CEMS Magazine | NOVEMBER 2010
WRITER: Rina D'Angelo, Consultant - Employer Branding / People & Culture (Vestas Wind Systems A/S)
Vestas welcomes the world Vestas, a world leader in wind energy solutions, has installed turbines in 65 countries. Now they are seeking to add the same diversity to their workforce by creating an Inclusion & Diversity Task Force. WRITER: Claire Hajeri, Human Resources Central Mission - Retail Banking (BNP Paribas)
Workplace Diversity - A top priority for BNP PARIBAS BNP Paribas has been committed to exemplary social responsibility and ethics practices for several years. As “the Bank for a changing world", we consider employee diversity a powerful asset and performance driver. We believe that bringing together the talents of people from different backgrounds inspires creativity and efficiency while reflecting the society we live in. For example, in France, BNP Paribas signed the Diversity Charter in 2004 and became the first and only French bank to be awarded the French government’s “Label Diversité” in 2009.
The example of diversity of origins As BNP Paribas has grown internationally, the Group’s workforce has significantly increased over the last years, exceeding 200,000 employees at year end 2009, of which 67% are located outside of France (vs. 41% in 2000). To accompany this rapid international expansion, efforts are being made to include more international managers in executive teams as demonstrated by some appointments to the Executive Committee.
“We have observed that even though Vestas is a global business, we do not have a lot of cultural diversity in our leadership,” describes Nete Bechmann Gjørtz, Vice President for Business Development at Vestas. “Secondly, the gender mix is not quite balanced. In order to attract and also retain the best talents worldwide, Vestas has to be a company that welcomes and embraces diversity and we have to be able to show that everyone with the right talents, potential and ambition is able to pursue a successful career with Vestas,” Gjørtz continues. There are numerous studies citing the benefits of diversity in the workplace such as increased business success, creativity, marketing opportunities and improved reputation. But before diversity can be mandated, there must be a process for inclusion. “The reason we put inclusion first is that any diversity initiatives are at the risk of failing if they are not received appropriately in the organisation. People need to feel that diversity is something positive, that contributes to them personally and to the company. Inclusion is a lot about the mindset of people, tolerance and attitudes to differences,” describes Gjørtz. The Inclusion & Diversity Task Force will primarily focus on Vestas’ largest recruitment markets: Denmark, Germany, China, Spain and the USA. The task force plans to investigate issues such as gender pay gaps, possible biases in talent identification and embed discussions about inclusion and diversity in leadership profile requirements and behaviours. Through awareness training all employees will be involved in the inclusion and diversity process beginning with management who will be trained on how to lead diverse employees and teams. As wind is found all over the world, so is Vestas. Through initiatives such as the Inclusion & Diversity Task Force, Vestas’ colleagues will be ambassadors for this global mindset.
Amongst the actions taken to promote internationalisation within management teams there is one initiative that could be of a particular interest to the CEMS MIM students which is the launch of the GROW (Graduate Retail Opportunities Worldwide) Diversity is not simply an issue for Corporate Management or Programme, designed to integrate potential international talents Human Resources and not something that can be achieved for a career development within BNP Paribas Retail Banking. through rules or procedures. That is why specific training and GROW is a highly selective and challenging rotational programme pro-active initiatives to fight discrimination are run all over the that will be launched in January 2011. Group in four priority areas: diversity of origins, gender equality, integration of people with disabilities and age diversity. BNP www.bnpparibas.com/diversité Paribas now intends to enlarge its communication and action not only to these four domains but to Diversity at large.
A dynamic diversity policy with four main priority areas
| 42 |
| 43 |
CEMS Magazine | NOVEMBER 2010
Corporate Diversity Director at L’Oréal
Q. When did L'Oréal formalise its
commitments to non-discrimination and diversity?
A. The creation of the Group’s Ethic Charter in
2000 and the signing of the Global Compact in 2003 are two examples of the early commitment of L’Oréal to promoting non-discrimination and respect for individuals.
Regarding diversity, the signing of the Diversity Charter (in France in 2004, Belgium in 2007, Germany in 2008 and Spain in 2009) and the creation of a global diversity network of 30 diversity coordinators in 2006 in our subsidiaries has helped us go beyond dogmas and good intentions, and be effective in the field.
Q. How do you measure your
WRITER: George-Axelle BROUSSILLON, Diversity Manager, Corporate Diversity Department at L'Oreal
Diversities at L’Oréal : a core value and a global strategy Q.
With 23 international brands, Why is Diversity a core value 14 research centres and 13 evaluation for L’Oréal? centres worldwide dedicated to the study A. Diversity is in our DNA and lies at the very of skin and hair types of European, heart of our activity. Teams that are diversified at African and Asian descendents, L'Oréal all levels and in all areas allow for greater creativity and a better understanding of has always placed human diversity consumers, and enable us to develop products at the heart of its concerns, from the that measure up to their expectations. composition of its teams to the products it develops. Learn about L’Oréal’s commitment to diversity with Jean-Claude Le Grand, Corporate Diversity Director at L’Oréal.
| 44 |
achievements and results?
In 2010 we created our first Diversities Overview Report to account for our commitments and to measure, quantify and validate them. It is a means of challenging our own diversity policy to remain active, and to avoid falling into the trap of good intentions.
Q. What are the main results you can
already share with us?
we can say that, since 2005, the diversification of our recruitment sources have increased, thanks to the Employment & Diversity Forums and the “Plan Espoir Banlieues.” For the past two years, 418 young professionals under 26 years old from disadvantaged areas have joined L'Oreal through internships, apprenticeships and jobs. We have also improved the employment rate of people with disabilities, increasing 1.21 points since 2007 to reach 4.71%. We maintain our employees above 45 years old: they represent 25% in the French headcount. In addition, we wanted to address salary discrepancies between men and women and we have progressed significantly over the past two years. The gap is now under 3% for instance.
A. On the French scope, through our report,
At the international level, we increased the number of women at top management positions. Now, 40% of women are on our management committees and 50% of our operational divisions are lead by women.
Q. As a result of this report,
what are your future prospects?
As our CEO Jean-Paul Agon explains, “Today, we live and work in an increasingly diverse world, a world of individuals with different cultural and ethnic backgrounds, unique styles, perspectives, values and beliefs. A diverse workforce in all functions and levels enhances our creativity and our understanding of consumers and allows us to develop and market products that are relevant to their wants and needs.”
Therefore, according to our business ambition to attract 1 billion new consumers by 2020, we intend to consolidate the achievements made during the 2005-2010 cycle, such as:
To ensure that we continue to diversify our recruitment channels for greater social and cultural diversity.
Develop the feminisation of managerial positions to reach a target of 50% in the next five years.
At an international level, we also want to foster the deployment of our diversities policy in Europe and emerging countries and to develop tools to measure diversities in the communications of all international brands of the Group.
| 45 |
CEMS Magazine | JUNE 2010
Yvonne von de Finn HR Director Cosmétique Active WRITER: Daniela Frerck, Project Manager Coloration (L’Oréal Professionel, Germany) and CEMS alumna
Reflecting a variety of brands – L’Oréal from a CEMS alumna perspective Diversity at L’Oréal is not only about different nationalities or ethnic groups, gender, age or disability.
the topic Diversity is for L’Oréal. “Diversity is the origin of our creativity and the reason for our excellent competitiveness” he says.
The latest pro-diversity project that L’Oréal Germany is applying concerns anonymous It implies a working atmosphere where applications. They will carry out the recruitment employees with different talents and attitudes process at the Comsétique Active division from are able to accomplish the best and able to create December 2010 without any personal data for a brand portfolio that fits the heterogeneity of one year. “We are very interested if this pilot project might encourage different people to apply the world population. for L’Oréal Germany”, explains Yvonne. If the “We strive for conditions where all employees are pilot project proves successful, L’Oréal Germany able to develop their productivity and motivation will consider restructuring their application without any restrictions”, says Yvonne von de process for all German divisions. Finn. As Human Resources Director for the division Comsétique Active Germany she is also Asked about an example of success in terms of diversity, Yvonne refers to the compatibility of responsible for diversity at L’Oréal Germany. career and family: “We are very proud that since In order to bring forward the spirit of diversity 2010 we have the first female Managing Director to their employees, L’Oréal Germany in 2006 at L’Oréal Germany. Heike Panella is managing started to coach senior management first. “The the Comsétique Active division”. She is not the idea was to first explain our idea of diversity to only woman at L’Oréal striving for a leading the executive managers so that they can embed position in upper management. There are a lot the diversity thought in their daily work with of female employees with children following their teams. In the meanwhile, 600 German her example and thus creating more diversity in employees took part in our diversity seminar,” order to better fulfil diverse consumer needs. says Yvonne. Yvonne even created a Diversity Committee that consists of employees of different backgrounds, nationalities and ages. The Committee meets every two months and develops measures to foster diversity in Germany. Udo Springer, Managing Director of L’Oréal Germany, acts as Diversity Champ, which shows how important
| 46 |
| 47 |
DIVERSITY in Practice students & academics have their say
qūwatu l- رinsāni fi (aqlihi wa lisānihi WRITER: John Huffstot, Ph.D., CEMS Language Sub-committee member (Faculdade de Economia da Universidade Nova)
The strength of a person is in his intelligence and his tongue. (Arabic proverb)
The CEMS MIM embraced diversity long ago The current issue of the CEMS Magazine is about putting diversity into practice. As I write this note I imagine that the prevailing discussion will be about how to introduce and develop diversity.
The current issue of the CEMS Magazine is about putting diversity into practice, and how it may work changes in CEMS and among those it influences. As I write this note I imagine that the prevailing discussion will be about how introducing and developing diversity in the CEMS community will bring these changes about. As it happens, there is already a key element of diversity that has been with CEMS from the beginning. It is the quintessence of the MIM graduate… her/his multiple and diverse language skills From its very inception, the Masters in International Management (MIM) programme has promoted diversity as the core of its brand. More than any other feature, it is the language profile by which young MIM graduates are instantly recognised in the corporate world. This is not to slight the superlative business and management skills that they acquire from the host of professors and practitioners that now circle the globe. The MIM graduate does not move to the front of the queue simply because she or he speaks multiple languages. Indeed, the
world of management seeks managers – and that is the principal feature to be found on their many résumés. But the business community has legions of young managers to choose from, and it is the trilingual competence of the MIM graduate that identifies him or her at the recruiter’s first glance as someone who stands apart from the crowd. It is the recruiter’s second look – the inspection of the CV’s content – that confirms our goal, and sets our MIM graduate above the crowd. Intelligence and tongue were wisely recognised as the hallmarks of strength centuries ago in the proverb cited above, and in those who designed the MIM profile in 1988. Let us continue to champion that wisdom today. The world is awash in young business graduates, and those without proven and high-profile multilingual skills struggle in the sea of all those coming from the myriad business programmes that flood the market. Language diversity is the success factor that buoys these young managers to the top of that sea – raising their visibility, as well as their effectiveness in the workplace.
| 48 |
CEMS Magazine | NOVEMBER 2010
| 49 |
Themistocles replied [to King Xerxes] that the speech of a man was like rich carpets, the patterns of which can only be shown by spreading them out; when the carpets are folded up, the patterns are obscured and lost. Plutarch, Themistocles, 29.5 We, and our MIM candidates alike, should recognise that continued success demands continued diversity. Added diversity will no doubt bring even greater success, but the other articles in this issue will address that. Let us simply recognise what we already have. The MIM is a rich carpet. Its patterns are far from obscure, and they are surely not lost on our graduates or among the vast diversities of the international business community.
& academics have their say}
CEMS Magazine | NOVEMBER 2010
WRITER: Thomas Rüdiger Smith, CEMS Student Board President
The CEMS Student Board – where diversity brings results With over 20 different nationalities converging three times a year, Student Board meetings represent excellent examples of how diversity can provide value in the pursuit of a common goal — the continual improvement of CEMS. The strength of the Student Board lies with the diverse student body that is continually committed to producing tangible results that add value to the alliance. With such a diverse group bringing different experiences, it is almost certain that our discussions will float new ideas and perspectives. Since September 2009, our Singaporean, Portuguese, Australian, Russian, Mexican, Brazilian, Canadian and Turkish representatives have all joined the Student Board. This process has brought around interesting new challenges and a multitude of new perspectives, as well as extending our knowledge of new cultures and creating new friendships across borders.
In autumn of last year the Student Board placed CSR high on the agenda. Through a student survey, the CSR group within the Student Board uncovered that despite differences in the perception of CSR, CEMS students agreed that the importance of CSR should not be neglected and that we as business students must take responsibility and act ethically. Numerous initiatives have been started as a result of this mandate and amongst these is the Global Values Statement (GVS). Although the project initially encountered scepticism, we could all agree that despite our differing views of CSR that there was a need to find a way to show that we want to act as ethical and responsible global citizens.
With this agreement, the group worked on incorporating the many different perspectives provided by not only all members of the Student Board but also CEMS Club Conference participants, CEMS Executive and Strategic board members, external experts and It would be a lie to say that the Student Board does not face many more. Through listening to so many different stakeholders cultural barriers and that we never struggle to find agreement. and seeking to bridge the many different perspectives, the group With so many different nationalities, each with their own cultural achieved a level of nuance in the project that led to the Student and institutional system, finding and agreeing on a path to follow Board unanimously approving the statement at the Warsaw can indeed be hard. But then how do we achieve the success that Student Board meeting in April 2010 and it further went on to we have had? receive full support from the CEMS Executive Board.
Understanding and learning from disagreement may be at the heart of success
The answer is that we do not let our disagreements and differences become causes for inaction. Rather, we perceive them as a valuable addition to our projects, we use them to learn about each other and the multitude of angles from which issues can be seen. As such, through mutual interests and the empathy to understand the country-specific problems, the Student Board succeeds in finding a common platform. Although we do not solve issues locally, it is the local issues that we seek to solve globally.
The Global Values Statement is therefore much more than a formal commitment to Global Citizenship, it is in itself a testament to finding agreement on the fundamental principles of CEMS and of the social responsibility that we as future leaders carry and to acknowledging the value of cultural diversity in process of finding solutions.
It almost sounds a little too good to be true, but let me prove that it actually works in practice.
The Student Board at their recent meeting hosted by Koç University
| 50 |
| 51 |
& academics have their say}
CEMS Magazine | NOVEMBER 2010
WRITER: Univ.Prof. Dipl.-Ing. Dr. Edeltraud Hanappi-Egger, Chair of the CEMS Gender and Diversity Management Faculty Group (WU, Vienna University of Economics & Business)
The current CEMS Student Board SCHOOL
AALTO CBS CUB EAESP EGADE ESADE GSOM HEC HSE Ivey KOC LSE LSM NHH NOVA NUS RSM SGH SSE UB UCD UoC USYD VSE WU
Gui Deng Say
Marco Van de Beek
Actively seeking diversity in the process adds value to the finaL solution Besides relying on our internal diversity when carrying out our projects, the Student Board is dedicated to collaborating with multiple stakeholders within the alliance and many of our projects are carried out in conjunction with other stakeholders further adding to the value of our projects as well as the diversity of people with whom we are in contact with. The reasoning behind collaborating with many more stakeholders is also related to the implementation of our projects. We know that when our projects take many voices into account then the implementation process is greatly facilitated by ensuring a broad consensus and a high level of buy-in. These are the reasons why the Student Board can pride itself of the numerous deliverables that we have achieved over the last 10 years and that we continue to produce.
Diversity Management: From an Add-on to a Central Management Competence Diversity management has become an important topic in organisations. Demographic changes (such as migration, ageing, increasing gender-equality and changed gender roles) have led to more heterogeneity in both the workforce and markets. As a result, to achieve a competitive edge it is necessary for firms to develop and manage a diverse organisation in order to generate real benefits such as reducing labour turnover and absenteeism costs, enlarging talent pools, enhancing creativity, improving understanding of customers, and developing new products, services, and marketing strategies, and enhancing the organisation's reputation and image with external stakeholders. Hence, diversity management needs a diversity strategy as well as corresponding management competences. Key features of diversity management include:
| 52 |
To establish an inclusive organisation requires an evolutionary process approach including awareness, commitment, investment (of time and budget), controlling, evaluation, and feedback loops. In other words: it needs highly competent managers with professional expertise as well as social skills.
More than a Student BoarD
It complies with laws and attempts to establish best practices that are related to the mission, goals and performance of the organisation. It is an integrated approach that can foster trust, commitment, and inclusiveness with effective leadership. It is process oriented with knowledge and commitment from the management and the participation of all employees. It is integrated into the structures of the organisation. It is culturally and contextually dependent. It is evolutionary and fluid from identifying access barriers, eliminating discriminating structures to pro-actively creating an inclusive working environment.
Edeltraud Hanappi Egger This contribution is an executive summary of Danowitz Mary-Ann/ Hanappi-Egger Edeltraud/ Hofmann Roswitha (2009) Managing Gender and Diversity in Organizations. In: The Future International Manager. A Vision of the Roles and Duties of Management. CEMS, Zsolnai/ Tencati (eds.), 70-93. Palgrave Macmillan.
| 53 |
CEMS Magazine | NOVEMBER 2010
WRITER: Prof. Dr. Thomas Dyllick Vice-President (University of St.Gallen)
The World Business School Council for Sustainable Business During the 2010 annual conference of the Academy of Management Annual Meeting in Montreal - under the theme of "Dare to care: Passion and Compassion in Management Practice and Research" - a small group of concerned deans and professors dared to take a first step to create the World Business School Council for Sustainable Business (WBSCSB).
While there have been many valuable contributions by individual business scholars addressing the pressing sustainability issues of our times, business schools on an institutional level have not yet assumed their responsibility. The World Business Council for Sustainable Development was founded by Swiss Industrialist Stephan Schmidheiny back in 1992 to organise a contribution of the business community to the global challenges posed by sustainable development, business schools have still not managed to organise a collective effort towards this goal. The founding members of the WBSCSB seek to make a first step, recognising the need to establish an organisational structure flexible enough to include all relevant key players in the business school community as the joint effort gains momentum and speed.
Pushing the sustainability agenda There already are a number of organisations pushing the sustainability agenda that include business schools as members or participants. However, there is no organisation of business schools themselves to provide leadership and support for a change towards sustainability on a global basis. EABIS (European Academy of Business in Society), founded in 2002 by five corporations, major European business schools - including a number of CEMS schools - and supported by the European
| 54 |
Commission, is a network of companies, business schools and other institutions committed to putting business in society issues at the heart of management theory and practice. It was instrumental in creating APABIS (Asia Pacific Academy of Business in Society) in 2005 as a sister network for the Asia Pacific region. The GRLI (Globally Responsible Leadership Initiative) was founded in 2004 by EFMD and the UN Global Compact. Its vision is to develop a worldwide network of companies and learning organisations - among them many business schools - aiming to develop a next generation of responsible leaders. And the UN Global Compact created PRME (Principles for Responsible Management Education) in 2007 to inspire and champion responsible management education, research and thought leadership globally. Its participants include academic institutions, as well as business networks and accreditation agencies.
What is the vision for WBSCSB? It is a sustainability think-tank and platform for action of business schools contributing to making business (more) sustainable. It seeks business schools to contribute through their research, education and engagement. The founders recognise the need to extend existing boundaries both between and within management institutions for relevant and pragmatic solutions to emerge from the academic field. Research must address
the pressing sustainability issues in a global Prof. Dr. Thomas Dyllick, and overarching way, transcending disciplinary Vice-President, University perspectives where necessary, and producing of St. Gallen insights that are timely, widely understood and actionable. Education must embrace sustainability as an integrated function of business in order for The other founding graduates to effectively address sustainability members (pictured above): as part of their management responsibilities. And business scholars and educators can and Dr. Katrin Muff, Dean, should use their competence and reputation to Business School Lausanne, CH; engage in public dialogue and activities to further sustainable development.
Time for business schools to step up The founders are convinced it is high time for business schools to step up and orchestrate scholarly thinking on a global basis to respond effectively to the pressing sustainability issues of our times. The WBSCSB assembles business schools and concerned academic thought leaders in business sustainability, thereby collaborating closely with the business community, international organisations and NGOs. And it works with existing organisations wherever possible, building on what is already being done by other committed organisations. For all interested in supporting or joining the WBSCSB, please go to our webpage: www.wbscsb.com.
| 55 |
Sanjay Sharma, Ph.D., Dean, John Molson School of Business, Concordia University, CA;
Paul Shrivastava, Ph.D., Director, David O'Brian Center for Sustainable Enterprise, Concordia University, CA)
CEMS Magazine | NOVEMBER 2010
WRITER: Michał Kaniewski, CEMS Club Warsaw
INSPIRING SOLUTIONS –THE MOST DIVERSIFIED PROJECT IN CEMS CLUB WARSAW Three days, over two hundred participants, 20 workshops and case studies concerning varied subject areas, masses of curiosities, exchanges of views and integration... it must be Inspiring SoluTions, the most diversified project in CEMS Club Warsaw! Almost four years ago, a few students from Warsaw School of Economics realised that among the many projects taking place at their university, there was not a single one devoted to the role of IT tools in business. Then the idea was born. Marta Adamczyk, Łukasz Kosman and Jakub Legat - the founders of Inspiring SoluTions – ‘IT makes business easier’ – created not only another project, but the unique event for the whole country. The main idea behind this project was to bridge the gap between an academic lecture and business environment in terms of business support applications. This idea is being pursued until today with the subsequent editions. Today, it is one of the biggest international student conferences held in Poland and the biggest students’ conference on IT applications in business. The organiser is CEMS Club Warsaw in collaboration with Students Union of Warsaw School of Economics. The exchange of knowledge on IT implementation
| 56 |
The fourth edition will take place in March 2011. Today we invite you to visit the conference website: www.inspiringsolutions.eu and attend Inspiring SoluTions 4.0. Let yourself experience three unforgettable days and feel the real diversity in practice.
in business is taking place under the auspices of the Rector of our university. We focus entirely on professionally applicable IT solutions so it could not do without our partners. They present their state-of-art systems, make efficiency analyses and highlight the pros and cons of each IT solution. Due to the incredible diversity of IT products we channel the information flow into many different categories ranging from logistics and ERP systems, through to customer support and marketing innovations to business intelligence solutions. For three days, Warsaw School of Economics becomes a platform for exchanging views between participants to inspire other students of business schools and convince them that the tools presented during the meetings often appear to be indispensable.
The most recent edition was a huge success. For three days, on 24th-26th March, 2010, Warsaw hosted over 50 students from the biggest universities of (among others) Cracow, Katowice and Poznan who arrived in order to take part in Inspiring SoluTions. There were three thematic paths: Business Intelligence, Innovations and e-commerce. Our partners were: Oracle, Microsoft Dynamics, e-point, K2, ARBOinteractive, BPSC and InteliWISE. Obviously, the conference’s three days not only involved spending long hours with IT applications. There were days full of exciting activities after the workshops with an opportunity for integration with other students. For some of them, it was also their first visit to the capital of Poland and opportunity to take part in entertainment in “never sleeping Warsaw”.
Because our motto is: “If we want to teach about innovations, we should be innovative”, the form and thematic paths of conference are changing from year to year. We observe following editions and analyse them. We modify a number of meetings, we try to pick the most interesting themes of workshops and panel discussions, we cooperate with various companies and invite more and more students from other universities. The conference is still growing.
| 57 |
student & alumni focus WRITER: Kevin Titman, CEMS Communications Manager
100% CEMS team finishes amongst the winners of the Shanghai 2010 Award A decentralised energy distribution system using a standalone green energy-producing unit for use in slums won the Schneider Electric Award at the Shanghai 2010 Awards. Designed by CEMS students to “enable slum inhabitants to be entrepreneurs by providing them with an ecological, technological and social business model”, the team received the €3,600 prize at the 15th July ceremony in Shanghai.
The Business Project theme “Entrepreneurship and the Sustainable City” aimed to identify and promote entrepreneurial ventures contributing to sustainable urban development.
A winners’ podium dominated by CEMS member schools
Organised by HEC Paris and Tsinghua SEM Beijing on the occasion of the Shanghai Expo Striving to “make the environment 2010, the business project competition jury awarded five major prizes. HEC Paris, Escola de of slums a better place to live” Administração de Empresas de São Paulo-FGV, The CEMS team of Kai Hermsen, Tineke Michael Smurfit Graduate Business School and Franssen and Karel Vanacker devised the Keio University all featured amongst the top-five concept of the “SCTree”, a solar change project schools. The Michael Smurfit team was a designed to, in the words of the students 100% CEMS MIM team, comprising students themselves, “make the environment of slums a from Rotterdam School of Management and better place to live”. The team drew much from Louvain School of Management spending their its own diversity during the exercise: “We all mandatory term abroad in Dublin as part of have different backgrounds and nationalities, their CEMS Master’s in Management. share the affinity for entrepreneurship and saw this competition as a unique opportunity Following the March launch of the competition, to combine our skills in order to create a 300 business projects were submitted by teams sustainable venture for megacities,” said Kai comprising students from business schools or Hermsen.
| 59 |
schools of engineering, architecture or urban development, or young entrepreneurs who had graduated up to three years ago. These were then narrowed down to 87 projects, then 33 by the jury composed of esteemed academics and business partners. As well as the €3,600 prize money, the team of CEMS MIM students were offered a three-night all-expenses stay in Shanghai (including access to the World Expo) and mentoring with representatives of leading international companies. Further information on the competition: www.shanghai2010award.com
CEMS Magazine | NOVEMBER 2010
Student & Alumni focus
f Thomas Rüdiger Smith
CEMS Student Board President
“The strong alignment with the CEMS values and the inclusion of the whole alliance in the formation of the GVS represent for me a strong stance from the side of CEMS - that we as future international managers have to take responsibility for our actions and act with respect and understanding for our environment and society.”
CEMS Student Board member (USYD)
WRITER: Gwilym Williams, CEMS Student Board member (UCD Michael Smurfit Graduate Business School)
WRITER: Cathy Timlin, Marketing Manager (UCD Michael Smurfit Graduate Business School)
The CEMS Global Values Statement
CEMS UCD students involved in Ministry-level research project
"As a lifelong member of the CEMS community, I hereby commit to uphold and be guided by the following principles:
The Industrial Development Authority of Ireland (IDA), Accenture and UCD Smurfit School’s CEMS Programme collaborate to develop the first-ever dedicated research report into Irish-based Shared Service Centres (SSC).
The pursuit of excellence with the highest standards of integrity, humility and ethical conduct. Professional responsibility and accountability in relation to society and the environment. Drawing upon the value of cultural diversity with respect and empathy.
My decisions and actions, both now and in the future, will reflect this Commitment to Global Citizenship that I make here today." “The Values that we commit to by signing the GVS are those we have learned and relied upon throughout our lives, and those that have been reinforced by our studies and by being part of CEMS. We are graduating with a responsibility not only for ourselves but also for others, and without integrity, holding ourselves accountable, and acting ethically, we cannot do this responsibility justice.”
This is the statement that all CEMS Graduands will have the opportunity to formally commit to for the first time at the Graduation Ceremony in Rotterdam later this year. It is a timely introduction of the initiative as it coincides with a wider push by CEMS to be even more active in fostering the development of responsible managers that includes the signing of the UN Principles of Responsible Management Education and the integration of Non-Profit Organisations into the Alliance as Social Partners. The values expressed in the Global Values Statement (GVS) are at the very core of CEMS and it is hoped that the act of signing this document will strengthen these values, encourage reflection and challenge graduands to uphold them in the future as responsible leaders and ambassadors of CEMS. The GVS signing at the Annual Events will be the culmination of over a years' work by a dedicated team of Student Board Representatives that has included invaluable input and support from CEMS Head Office staff, professors, Corporate Partners, and alumni. It is hoped that all the CEMS class of 2010, and the classes of years to come, will sign the GVS and show their commitment to be guided by these values in their professional lives. Watch the CEMS GVS film on http://cems.org/video
| 60 |
Left-Right: Batt O’Keeffe (TD Minister for Enterprise, Trade & Employment), Barry O’Leary (CEO IDA Ireland), Marie-Sophie Baum (current CEMS Student at UCD Smurfit School) and Mark Ryan (Country Managing Director for Accenture Ireland)
On 21st September, the first ever dedicated research report into Irish-based Shared Services Centres (SSC), entitled "Sustaining high performance in shared services: an Irish perspective", was launched by the State Minister for Enterprise, Trade & Employment, Batt O’Keeffe. A team of five students from the CEMS 09/10 class, Thomas Ceannt, Kai Hermsen, Jakub Legat, Adrian Schoop & Karel Vanacker, working under the guidance of Dr Jacob Eisenberg, were directly involved in carrying out the research survey among target SSC companies and collating findings and feedback.
The in-depth research, carried out amongst the 100+ shared services centres operating in Ireland, reveals that Ireland has a far greater proportion of high-end SSCs, with 25% considered ‘Master’ operators compared with a global average of just 8%. Nearly half of those surveyed said the numbers employed in shared services in Ireland will increase in the next year. Launching the report, the Minister for Enterprise, Trade and Innovation, Batt O'Keeffe TD, said: 'It is clear from this research that Ireland remains a global leader in shared services, with a significantly greater number of centres operating at the high end of the value chain compared with our international counterparts. Global firms are
| 61 |
continuing to invest in Ireland, attracted here by the availability of a highly educated and flexible workforce, competitive corporation tax rate and established global recognition as centre of excellence for shared services.” Professor Tom Begley, Dean of UCD Smurfit School, said: “While the report highlights the challenging landscape in Ireland for SSCs, we draw encouragement from the renewed focus on quality of service by firms located here and the continued growth of SSCs globally. We are proud of the involvement of a team of UCD Smurfit School CEMS students in compiling this report. Their contribution is testimony of the quality and calibre of this unique programme.”
CEMS Magazine | NOVEMBER 2010
Student & Alumni focus
WRITER: Interview by Jonathan Hostens, CEMS 09 (LSM-HEC)
CEMS goes to Africa – portrait of an alumnus Q. What brought you to Africa,
Africa has been a longstanding passion for me. When our South African office approached me some five years ago with the opportunity to serve one of our airline clients in the region, I instantly accepted.
Q. What is your outlook for Africa?
I am still amazed by the way the new South Africa was born. Sitting at a braai (South-African for barbeque) one night with the client team we were discussing how people experienced the struggle against apartheid from different angles. To our disbelief, one client team member revealed he had been driving an armoured car through Soweto, whilst one of his co-workers fought for the other side, bombing the post office in Durban. And today they work side by side to ensure containers with critical medication and equipment for hospitals get delivered on time!
f Markus ZILS CEMS alumnus
Markus Zils (CEMS 94) joined McKinsey & Company in January 2001 after studying at the University of Cologne and HEC Paris. Today he is a Principal in McKinsey’s Sub-Saharan Africa office working out of Johannesburg, and one of the 77 CEMS Alumni at the firm. He is a leader of McKinsey’s Global Transport and Logistics Practice, where he focuses on helping private and public sector players optimise logistics chains in emerging markets, especially in Africa.
and why have you stayed?
Q. How does your work in Africa
compare to work in the rest of the world?
I started with McKinsey in Munich, where I spent most of my time serving logistics, infrastructure and transportation clients. As these organisations are typically quite international, I had opportunities early on to work in many different regions, ranging from mature economies in Western Europe to remote corners in China. The main difference is that in more mature markets our clients are typically very quick and effective at implementing the recommendations.
Q. Does this mean McKinsey’s work in Africa
is different to that in other locations?
Yes and no. You will meet a very diverse group of people in all McKinsey offices – the biggest difference is in our African client portfolio, which contains a much bigger proportion of public and social sector work. For instance we’ve been helping improve the mobile health system in one African country, supporting several foundations in the fight against HIV/AIDS across a number of countries, supporting
| 62 |
an ambitious job creation plan for another African government, working with utility providers to ensure they meet growing demand for power, and unblocking critical supply chains to drive down the cost of imported goods and of doing business.
A. Rapid change – surpassing the rest of the world’s expectations! I remember when I first arrived in Johannesburg, I spent hours in customs and immigration, the pre-booked taxi driver did not pitch up, and it took 90 minutes to travel from the airport to our office. And once you got there, it wasn’t safe to walk from the office to the hotel, a block up the road. Today, a high-speed rail link connects the airport to Sandton in 15 minutes, where you get out and walk the same block to our offices. The good news is that this progress is not only confined to South Africa, the "Switzerland of Africa" – you can feel it happening around the whole continent. Although there is still a large variance in the pace of change and countries follow diverse growth paths, Africa is truly a continent of rapid change.
Q. This is very exciting, but what do you
think are Africa’s big challenges?
A. It would be naïve to neglect the challenges. Disease, crime and corruption are true inhibitors of growth and poverty alleviation. But for me the most important key lies in tackling the massive skills shortage. Africa is experiencing a true war for talent, and people with the right skills can make amazing careers. McKinsey is involved in the African Leadership Institute (similar in many ways to CEMS), which aspires to shape and connect the next generation of business leaders who can make a real difference.
In spite of the challenges, I’m convinced people in mature markets will be very surprised by the rapid rise of Africa in the next few decades.
| 63 |
CEMS Magazine | NOVEMBER 2010
Student & Alumni focus
CEMS people doing business One is a CEMS alumna, the other a future graduate. One experienced the Community of European Management Schools, the other, the Global Alliance in Management Education. They have one particular thing in common – the spirit of enterprise. CEMS magazine interviewed Laetitia Puyfaucher and Mai-Li Hammargen on their CEMS experience and why it urged them to create their own businesses.
Q. what made you choose the CEMS
option in the first place?
Q. how did you make your career move?
Laetitia PUYFAUCHER French, CEMS 1997 (HEC-LSE), co-founder of WordAppeal Ltd.
Was it the intention with which you started your CEMS year?
LP. When I started my CEMS year, I thought I wanted to be a journalist
or a civil servant! But I changed my mind during my two years at Sciences Po. I finally realised I wanted to be where the action was. I wanted to be an entrepreneur.
M-LH. When I started CEMS I realised the value of being associated with a strong brand that selects top students within the field of management. As an entrepreneur managing a business without history, the identity of the founders is essential in giving the firm legitimacy. I had the intention of doing what I am doing now at the time I applied for CEMS.
LP. “Les voyages forment la jeunesse.” When you’re young, it’s not so
much about becoming an expert, but about becoming open to new ways of thinking. For that reason, CEMS was an obvious choice for me. I couldn’t not travel. I still can’t.
M-LH. I’d heard good things about CEMS from students since I started at SSE. Since a lot of business is carried out internationally, I realised the benefit of gaining an insight on an international level as well as improving my language skills. I’ve always been very interested in leadership; I had my first international project by the age of 16, and saw CEMS as an opportunity to enhance my existing profile.
Q. so in what way did the CEMS experience
LP. I first created my company in London, where my host CEMS school
Q. and what are the strongest memories
you retain from your CEMS year?
Swedish, CEMS 2010 (SSE-LSE-HSG), founder and CEO of Mutewatch AB
I was truly impressed by the London School of Economics. Its size was impressive, as were the teachers, buildings and libraries. I was also struck by the participative nature of the classes. Students were interacting a lot, which rarely happened in France at the time.
M-LH. Moving to new countries, constantly being outside your comfort zone and learning to adapt and cope with the uncertainty is good practice because I believe that’s a part of everyday business life – continuously facing tasks and contexts you’ve never experienced. I would say that gaining an understanding of this has been very useful. I’ve also obtained a valuable sense of feeling comfortable in travelling and making international business.
| 64 |
help prepare you for your business venture today?
was. That says everything. Without that CEMS year, I would never have been able to create my company. Consequently, I wouldn’t hesitate in hiring CEMS graduates, especially when you consider their educational background and their openness to the world. As a matter of fact, one of my current employees is a CEMS (HEC-Bocconi) graduate.
M-LH. CEMS has made it possible for me to give the company an international approach from the start. The international network was especially valuable during the new issue of shares we did during spring 2009. Now we have two international investors - one in London and one in Singapore. One of them is actually a former CEMS student himself!
CEMS has also helped me to gain a broader picture of the company in order to make more accurate decisions. It’s a luxury to be able to have so many experienced professors, corporate partners and top students providing you with feedback on what you’re currently working on.
| 65 |
Student & Alumni focus
Q. can you describe the activity of the
company for which CEMS was such a powerful springboard?
WordAppeal is a communications agency that helps leading companies maximise their communications with tailored strategies and editorial solutions. We are the editorial voice of our customers on the Internet, intranets, blogs, Facebook pages, magazines, and advertisements, amongst many types of media.
M-LH. Mutewatch AB develops, markets and sells lifestyle electronics. We are developing a new kind of watch with a disguised touch screen. When the watch remains un-touched it resembles a discrete wristband. When you swipe your finger along the touch screen, you can check the time, or set a silent timer or alarm. When the timer or alarm goes off, the device vibrates instead of making a sound. In August 2010, we successfully launched the design. The tech-blogs Engadget and Gizmodo were the first ones to write about us and within hours we had prebookings from over 30 countries and the Google hits for Mutewatch reached 400,000.
Q. and what particular managerial
challenges have you had to face in your time as an entrepreneur?
LP. The management challenge I’m faced with is attracting and retaining
the best people. It is a very common challenge, but not an easy one.
M-LH. Managing a start-up with international business but very small resources. Managing people on various levels within different fields such as product development, sales, distribution, finance and production and from different backgrounds and to encourage them with your own enthusiasm and energy as the biggest resources is especially challenging.
Q. so what advice would you give
to CEMS students considering the entrepreneurial path?
LP. My advice to CEMS students who want to be entrepreneurs is to dare.
To dare is key to success. One has to think big to succeed, and it’s not easy (unless you are a megalomaniac, which I’m not!).
M-LH. Just do it! Be prepared to work hard and to make compromises. It has been difficult for me to keep up with things as sleep and having a social life outside of the company. Having strong networks around you is vital and CEMS is a great opportunity to get support, on a social as well as on a study and business level.
| 66 |