Focus@Henley - Issue 17 - December 2017

ISSUE 17 – DECEMBER 2017

FOCUS BRINGING YOU THE INSIGHTS YOU NEED TO DRIVE YOUR AGENDA

Leadership pathway is proving to be a force for good for the British Army READ >

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WOW 2030 conference highlights future work challenges and opportunities P5

FT Women at the top summit inspires the new generation of female leaders P6

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Insights from the Henley Centre for Customer Management are answering clients’ real challenges P10

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How understanding the psychology of team working and collaborative processes can help you succeed P11

READ > Could you be the missing link for Henley’s Executive MBA? P9

READ > The Henley MBA preview day, the humble lettuce and what it can teach us P12

WELCOME

WELCOME TO FOCUS@HENLEY – THE LATEST INSIGHTS, NEWS AND VIEWS ON STRATEGY, MANAGEMENT, LEADERSHIP AND LEARNING DEVELOPMENT Welcome to Issue 17 of Focus, Henley Business School’s magazine, in which we bring you a selection of the latest updates, news and views on strategy, management, leadership, coaching and much more.

Among the topics featured in this issue are: • how the UK Army is engaging with leadership training on several fronts!

• what Victoria Beckham OBE and French Minister of gender equality, Marlène Schiappa, had to say at the FT Women at the Top conference • what the world of work could look like in 2030 • the All Africa Business Leadership awards • how co-operation is driving the new apprenticeships As always, we really do value your thoughts and comments, so please send us your feedback and help us to ensure that Focus@Henley continues to be both relevant and compelling.

We look forward to hearing from you.

Claire Hewitt, Head of Learning Design Executive Education Editor +44 (0)1491 418 767 exec@henley.ac.uk www.henley.ac.uk

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LEAD AND LEARN

LEADERSHIP PATHWAY IS PROVING TO BE A FORCE FOR GOOD

DR CLAIRE COLLINS ACADEMIC DIRECTOR FOR THE AHEP

For further information on the Army Higher Education Pathway (AHEP), click here

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ince 1945, when the forerunner of the Henley Business School was set up as the Administrative Staff College, to re-train demobilised officers to rebuild the economy after the war, there have been close links between the School and the Armed Forces.

Military personnel have undertaken many established programmes over the years, from undergraduate

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to doctoral level, but now, Henley Business School, in partnership with the British Army and the University of Reading are working to design and deliver ‘The Army Higher Education Pathway (AHEP)’. Selected officers who are commissioned at the Royal Military Academy Sandhurst (RMAS), can achieve a fully-funded BSc or MSc in Leadership and Strategic Studies.

Similar arrangements will apply to other selected officers up to the rank of

Major. It is expected that around 2,500 officers will participate during the three years of the initial contract period.

Following the conclusion of the agreement, Major General Paul Nanson, Commandant RMAS and Director of Leadership for the British Army, said: ‘The Army continuously reviews and modernises our training and education to ensure our people have the right skills to

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deliver the Army’s current and future objectives. The Army Higher Education Pathway provides the opportunity for new officer cadets to complete a recognised BSc or MSc in Leadership and Strategic Studies through our partnership with the University of Reading and Henley Business School. The Pathway is an inspiring programme that will strengthen and enhance the British Army’s existing excellent through-life career leadership and professional development opportunities.’

Dr Claire Collins, Academic Director for the AHEP at Henley Business School, is keen to emphasise that: ‘These degrees recognise the training officers already receive in leadership, management and strategic studies during their Army careers and extend this to achieve the necessary credits for a formal academic qualification.’

The selected Officer Cadets will start their studies during the Commissioning Course at RMAS and

continue throughout the early stages of their career. The programme will be supported by online modules that include interactive sessions, virtual environments and independent study, so officers can work towards their qualifications during training, whilst on regimental duty and even when overseas on operations. The content embraces the future of digital learning with CDS Defence Support, experts in digital learning, working with the partnership to develop a state-of-the-art online training portal and e-learning app from which students can download and upload audio files, videos and assignments.

‘Studying for these qualifications will provide officers with a strong foundation throughout their army career and equip them for dealing with a variety of scenarios in the field, whether they’re in Aldershot or South Sudan,’ adds Claire.

‘We believe that the programme will build on their demanding and complex military training and develop the officers’ critical thinking and analytical skills to support them in their role as future leaders. They will develop new and existing skill sets including the adaptability and creativity to think through responses to novel situations, especially in unfamiliar environments and changing contexts.’

The programme has attracted a great deal of interest from officers, and has been over-subscribed. The first two cohorts at RMAS and at Army Division, Joint Services Command and Staff College, will shortly be enrolling on their degree programmes.

‘This programme also enhances the appeal of the Army as a career choice,’ says Claire. ‘As part of Henley’s commitment to developing partnerships that contribute positively to the wider world, this new project is a natural fit for us.

Read more about other bespoke Henley courses on our Custom Programmes pages

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WORLD OF WORK

2030 CONFERENCE FOCUSES ON FUTURE THREATS AND OPPORTUNITIES

NAEEMA PASHA HEAD OF HENLEY CAREERS

To register your interest for the 2018 conference, contact Naeema Pasha or visit Henley Careers

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n September, Henley hosted the World of Work: 2030 (WOW 2030) conference, attracting 180 delegates ranging from corporate leaders to SMEs, academics to career professionals and those involved in graduate employability.

The conference was organised and led

by Naeema Pasha, who heads up the Henley Careers team, and is a Principal Practitioner with the Association of Business Psychologists. It focused on applying research from positive psychology into career development.

‘We wanted to highlight not only the threats from the likes of artificial intelligence (AI), machine learning, robotics and digitisation, but also the positive opportunities that the new technological revolutions are creating,’ said Naeema.

‘We are all continually looking at transforming the way we work and improving our ability to deliver – whether it be to clients, students, customers, or the community.

Change is always happening but this is on a different scale. WOW2030 was designed to bring like minded people together and start a discussion on what the future of work may look like.’

With a long and eclectic list of speakers, Naeema picked out a few highlights.

‘We had futurologists speaking about the revolution in digitisation, experts in gaming and virtual reality

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showing how these can deliver learning programmes, and FinTech specialists describing the latest risk management innovations. Olympic rower and former diplomat Dr Cath Bishop spoke about human interaction, and University of Reading Chaplain Mark Laynesmith talked about how a 400-yearold Jesuit tool can be used in the workplace to manage information overload!’

Through research conducted and collated by Naeema and her team, it is clear that all jobs will change, and many believe that some established trades and professions could disappear altogether.

‘The advent of driverless vehicles puts the need of drivers at risk, and online processes are a real threat to accountants and lawyers,’ says

Naeema, ‘but in industries where robots can replace people in some respects, we foresee an increased demand for human skills such as empathy and relationship-building cognitive skills. Machine learning could conceivably take over lots of production processes, and create whole industries, and this will generate new job opportunities for wearable technology therapists, for example.

And every company is now a data company, so there is an increasing need for coding experts.

‘The day was a huge success, and universally the delegates there want to continue the dialogue, so we’ll soon be announcing the date for the 2018 conference. In the meantime, we’re creating a website that will provide a platform for the conversations to continue, and on which research and best practice can be shared.’

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WOMEN IN LEADERSHIP

WOMEN IN LEADERSHIP SHINE AT FT WOMEN AT THE TOP SUMMIT For further information on Henley’s Women in Leadership, click here

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he FT Women at the Top summit returned to London in September to address the issue of gender imbalance in the top ranks of business in Britain and beyond.

provocative, asking why there should be an expectation that women have to be exceptional to achieve leadership positions, given that so many mediocre men have risen to the top!

The composition of top UK management remains stubbornly uniform despite significant progress to make organisations more diverse and inclusive. Could the Brexit vote, Trump’s presidency and populist sentiment in Europe be positive forces for change, or are they backward steps? In the UK, with preparations underway for gender pay gap reporting in 2018 and tougher targets for Women on Boards set for 2020, there has never been greater pressure on companies to get themselves in order.

She spoke about the challenges of being a minister and being feminine, and spoke with an honesty that is evident from only very few politicians.

The legislative model of diversity in France – in which companies can be fined for non-compliance – stimulated much discussion and debate amongst the delegates.

Inspiring points of view from a galaxy of stars

JOHN AMAECHI OBE

powerfully about his view that what is often referred to as unconscious bias is no more than overt discrimination, and labelling it as ‘unconscious’ does not excuse it.

‘Lawyer Miriam González was super impressive too, speaking about the impact of today’s political leaders.

And the keynote speaker, the French Minister of Gender Equality, Marlène Schiappa, was human, funny and

The packed summit – with Henley as one of the supporting partners alongside Santander, McKinsey and other sponsors – boasted a star-studded line-up of speakers, and Henley’s Director of Sales & Marketing, Julia Massey was especially impressed with the range of perspectives.

‘Although this was attended mainly by women, one of the stand-out speakers for me was former basketball player John Amaechi OBE, now an eminent psychologist, who spoke

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MIRIAM GONZÁLEZ, LAWYER

‘But for many, the highlight of the summit will have been the final speaker of the event, Victoria Beckham OBE, who, despite having achieved enormous global fame and wealth in two different industries, remains very grounded and engaging. I couldn’t help but admire the clarity with which she has built her fashion business, and her hands-on dedication to her role as Creative Director. To have done this alone would have been impressive, but to combine it with doing the school run and all the other family duties adds an extra dimension to it.

‘So what came out of it? For me, it was the opportunity to hear so many success stories, and debate the best way to move the issue forward. Is it by gradual cultural change, or can legislation provide a boost without the detrimental effects of positive discrimination?

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VICTORIA BECKHAM OBE

The Henley Women in Leadership MBA scholarship winners The summit also provided a platform on which Henley, the 30% Club and the FT announced the winners of the 2017 Women in Leadership Scholarship.

Henley has long been recognised for having the highest proportion of women amongst its faculty of any university, and was offering this scholarship for the fifth year.

Taking the prizes were Elizabeth Garber, a Senior Marketer for Ordnance Survey, and Marta Fiorentini, a Consulting Manager for International Data Corporation, who both impressed the judges with their essays on the merits of leadership diversity in ensuring that technology is used for the benefit of society, and have been awarded funded places on our Flexible Executive MBA programme.

Elizabeth, winner of the full scholarship, said: ‘I am profoundly grateful to Henley Business School, the 30% Club and Financial Times for this opportunity. Women – especially minority women – remain dramatically under represented in positions of power, and this stifles economic growth and impacts everything from the products we design to the

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L-R GINNY GIBSON, DEPUTY DEAN HENLEY BUSINESS SCHOOL, MARTA FIORENTINI, INTERNATIONAL DATA CORPORATION, ELIZABETH GARBER, ORDNANCE SURVEY, PAVITA COOPER, 30% CLUB

global political agenda. To move the needle, leaders of both genders must have brave conversations that lead to systemic change. This award strengthens my resolve to speak up and my capability to take action, and I’m delighted to hear these brave conversations happening among

current and future leaders in the Henley community.’

To hear more about Henley from our MBA staff, students and alumni here.

Many thanks to Financial Times Live for use of the photographs.

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INTERNATIONAL

FAMILY FRIENDLY MBA AND ETHICS HELP HENLEY TO A PLACE AMONGST SOUTH AFRICA’S ELITE

JON FOSTER-PEDLEY DEAN OF HENLEY SOUTH AFRICA

For further information about Henley South Africa, click here

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y any standards, Jon Foster-Pedley and his team have had a busy few years.

Since Henley South Africa opened its doors back in 2010 with just 5 people, it has seen an 800% growth and now employs 55 staff. The school now serves more than 50 regular clients, and has 90 MBA students.

But those aren’t the numbers that make Jon most proud.

‘When we launched the school, 30% of the students were black. Now it’s 70%.

And only 20% of the students were women, and that’s now up to 42%.

Those figures make me very happy!’ says Jon. As the dean and director of Henley South Africa, Jon has been the driving force behind this impressive growth, but the way it has been achieved makes it even more extraordinary.

‘In a region feared for its volatility, with a zero-growth economy, we’ve bucked the trend, and I like to think we’ve done it through creative thinking and genuine innovation. Transparency and care are hallmarks of our programmes, but we show our commitment to them by applying them internally as well.

‘Corporate malpractice and collusion are big issues in Africa, and we’ve taken a strong stand against them through our Henley Corporate Activism campaign. We work extensively

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with many NGO’s and we’ve gained a positive reputation for good governance, value and systemic strategic thinking.

‘We also insist that all our staff undertake learning programmes to develop their own potential, and our MBA programmes involve the whole family, complete with parenting workshops. We know how intrusive an MBA can be into family life, so by recognising this, we’ve attracted lots of participants who have families, and the model is being copied by other learning providers.’

The approach has also attracted a wide range of celebrities onto the MBA programme, including TV presenters, comedian John Vlismas, and Johnny Clegg Band drummer Barry van Zyl.

It has also catapulted Henley South Africa ahead of the University of Cape Town in the rankings and into the elite of the schools. On the back of this, Henley has been working alongside Grant Thornton to provide the ethics, rigour and research in their role as lead judges in the All Africa Business Leader Awards (AABLA™), run by Forbes Magazine, the continent’s most respected business awards.

‘We’re living proof that if you do things the right way, you will be rewarded.

Our approach to learning, underpinned by a genuine concern for the wellbeing of our staff, students and the wider community, have paid dividends.

Our mantra is to build the people who will build the businesses that will build the nation. It has engendered an incredible spirit here at Henley, and enabled us to capitalise on the hunger for education.’

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APPRENTICESHIP LEV Y

ARE YOU THE MISSING PIECE OF HENLEY’S EMBA?

DR TIM SELLICK EXECUTIVE DIRECTOR OF DEGREE APPRENTICESHIP PROGRAMMES

For further information on the Apprenticeship Levy, click here

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he business world is waiting with baited breath, it seems, to find out at what level the Education & Skills Funding Agency (EFSA) is going to allocate funds to the Executive MBA (EMBA) programmes that can be funded through the Apprenticeship Levy.

And whilst some universities and business schools are jumping the gun, Henley is taking no chances.

According to Henley’s Executive Director of Degree Apprenticeship Programmes, Dr Tim Sellick:

overall learning experience on any MBA, and we want to be selective.

‘Other establishments have opened their doors to MBA students and are running programmes with enormous cohorts of 60 or more. We believe that students won’t get the best outcomes from such big groups at executive level education. We’re also keen to make sure it’s the right mix of finance people, manufacturers, retailers and so on. From a classroom experience and long-term networking

perspective, we know that this gives added value to our participants, the cohort and each module.

‘At the moment, we’re actively looking for people in a number of sectors, but we’re especially keen to attract healthcare professionals.

We already work with lots of them on Level 6 programmes funded through the Apprenticeship Levy, given that the NHS is the largest single levy contributor, and their ethos is very much in line with Henley’s own values.’

‘We’re mapping our triple accredited Part-Time and Flexible EMBA programmes against the approved Chartered Management Association (CMI) Senior Leader standard, so we know that the programme itself will be a wonderful experience, but we want to be clear about how the funding will work.

‘The next start date for our regular cohorts in the UK and worldwide is in March 2018, and we’d really like to be able to offer it to alumni as a programme that is partly funded by the Apprenticeship Levy, with the balance being topped up, or covered by a scholarship.

‘The reason for this is that having the right mix of high calibre participants on the programme is, in our view, a particularly important part of the

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CUSTOMER MANAGEMENT

INSIGHTS FROM THE HENLEY CENTRE FOR CUSTOMER MANAGEMENT ARE ANSWERING CLIENTS’ REAL CHALLENGES

PROFESSOR MOIRA CLARK HENLEY CENTRE FOR CUSTOMER MANAGEMENT

To find out more about the Henley Centre for Customer Management, click here

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ustomer Management is at a crucial point in its development.

It is emerging into a management tool of great strategic potential. The future development of Customer Management depends not simply on more investment in IT, but on understanding how Customer Management really works; building transferable knowledge and turning it into effective practice.

The Henley Centre for Customer Management, launched in 2006 by Professor Moira Clark and still under her directorship, provides a genuine opportunity to harness the forward thinking that could put you ahead of your competition. It brings together business practitioners, industry thought-leaders and experts/ academics to help organisations tackle today’s business challenges through an ongoing programme of workshops and highly focused research projects.

‘The Centre is a consortium of a dozen or so companies who aspire to leading edge best practice in customer management, whether it’s online delivery, the customer experience or outsourced relationships,’ says Moira. ‘They tell the group what keeps them awake at night and we find the answers, collectively, and with the support of the Business School, the University and all its resources.

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‘We’ve recently had our 12th annual conference, so the Centre is well established. We’re very proud to include organisations such as GMAC, Heathrow Airport, Lloyds Bank, Mercedes Finance, RSA, Thames Water and NS&I amongst our long standing members.’

Benefits of membership include involvement in the research programme, a dedicated web platform and attendance for up to 3 delegates at the hands-on workshops.

‘Most of our meetings are at Henley’s beautiful Greenlands campus, but twice a year we venture out to a member’s location, or to that of a third party. In the intervening periods, we have a team of faculty and external

researchers creating reports and papers, and members then have 6 months’ prior access to them before they are published publicly. Those insights then feed into the Henley MBA and other executive education programmes.’

To give a flavour of the key topics for this year, the agenda includes: •

collaborative business models

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understanding and managing customer behaviour

•

trust and relationships

If you are interested in becoming a member of the Henley Centre for Customer Management or would like to know more about it, please visit the HCCM website.

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EXECUTIVE COACHING

THE PSYCHOLOGY OF TEAM WORKING AND COLLABORATIVE PROCESSES

DR JONATHAN PASSMORE DIRECTOR OF THE HENLEY CENTRE FOR COACHING

To find out more about The Henley Centre for Coaching, click here

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eamwork is a hot topic.

How can managers get the best from their teams, and help team members to flourish as both team members and individuals?

A new handbook published recently is the latest in a series edited by Dr Jonathan Passmore, Director of the Henley Centre for Coaching, and reveals insights into the psychological processes within teams.

Jonathan has written or edited over 30 books to date, and The Psychology of Team Working and Collaborative Processes is the sixth in an eight book series published by Wiley-Blackwell which makes up the largest volume of books on Business Psychology ever compiled.

The latest book provides a critical review of key topics including team design, diversity, leadership, trust processes, teams under stress, performance measurement and the performance of teams. Contributors include a line-up of leading academics from across the globe, and each of the

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25 chapters provides a critical literature review aimed at providing researchers and post-graduate scholars with a definitive platform for their research, making it an ideal go-to text for anyone wanting to ensure their team practices are evidence-based.

‘This is the latest in a series of books designed to be definitive academic guides for occupational and business psychologists. The publishers were very keen that the series should have an international editorial team, and that there should be a balance in both the geographical make-up and gender of the editors’, said Jonathan. ‘As the editor of the whole series, I’ve tried to synthesise the literature, and it’s something of which I’m immensely proud.

‘I hope that each book will have a shelf-life of 10-15 years and that both postgraduate and research students will gain from the editorial and contributor balance.

‘The series started in 2013 with a focus on leadership, and we are now nearing the conclusion of the series. It was very gratifying to see such a positive review in The Psychologist and as with the other titles in the series, proceeds will be donated to a UK charity called The Railway Children, which supports runaway and vulnerable children.’

If you would like to purchase Dr Jonathan Passmore’s latest book, click here

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PREVIEW DAY

THE HUMBLE LETTUCE – AND WHAT IT CAN TEACH US ABOUT SUPPLY CHAINS AND BUSINESS STRATEGY!

PROFESSOR MARC DAY STRATEGY AND OPERATIONS MANAGEMENT

To find out more about The Henley MBA programmes, click here

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head of Henley Business School’s MBA Preview Day in February, Professor Marc Day has been teasing us with a taste of his ‘dynamic, interactive and thought-provoking’ session, involving a lettuce!

As Professor of Strategy and Operations Management, Marc leads the teaching of strategy on Henley’s MBA programmes.

The lettuce, it seems, illustrates a key product or service dilemma.

‘At the Preview Day, I’ll share lettuce lessons,’ he promises, ‘and there are

things about it that I know will surprise you.’

Marc is confident that by the end of the session, you will appreciate the importance of the lettuce.

A Few Little Gems Marc is reluctant to give too much more away, but he offers tantalising clues.

‘It’s all about how businesses decide to compete, and an all-too common disconnect between this and the pattern used to deliver strategy.

‘Ultimately, whatever businesses develop as offerings, we know it’s essential to align creation with delivery in a unique and superior way. This is what sustained competitive advantage is all about. And to do that, you need to be ruthlessly decisive, which most organisations – in my experience – aren’t.’

We’re no nearer to understanding exactly what part the lettuce plays, but to get the full story, come to the Preview Day at which Marc will reveal how the Henley MBA can help you to create the perfect learning salad.

Lettuces may vary in terms of size, shape, taste and colour.

But they all serve the same purpose - to make you think about your own business strategy.

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LISTMANIA

LATEST FORBES ANNUAL LIST OF THE WORLD’S MOST INNOVATIVE COMPANIES Edited from the full version, click here

Forbes recently released its 7th annual list of the world’s most innovative companies, co-created with consulting firm Innovator’s DNA. After two consecutive years in second place, Salesforce finally overtakes Tesla Motors, regaining the top spot as the most innovative company, a title Salesforce held from the list’s inception in 2011 to 2015.

Amazon has vaulted eight spots, emerging as #3, twenty years after it launched. Rounding out the top 5 are Shanghai Raas Blood Products (#4) and Netflix (#5).

The list demonstrates how new players come in to shake up industries, innovate and garner the attention of investors. Notable newcomers this year include Pandora (#75), Ulta Beauty (#34), Constellation Software (#22) and GenMab (#39).

Former drop-offs Procter and Gamble, Anheuser Busch, Intuit, Yahoo Japan and Pepsico have returned to the top 100. Six companies from Asia entered the top 20, reflecting a deeper distribution of innovation capability across the world.

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Forbes’ Top Ten of the World’s Most Innovative Companies: Rank Name 1 Salesforce.com 2

Tesla Inc

Country Industry USA Application Software USA

Automobile Manufacturers

3 Amazon.com USA

Internet and Direct Marketing Retail

4

Biotechnology

Shanghai Raas Blood Products

China

5 Netflix Inc USA

Internet and Direct Marketing Retail

6 Incyte

USA Biotechnology

7

Hindustan Unilever

India

Household Products

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Asian Paints Limited

India

Specialty Chemicals

9 Naver Korea

Internet Software & Services

10

Biotechnology

Regeneron Pharmaceuticals

USA

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PROFILE

IT’S THE END OF AN ERA AS GINNY BOWS OUT... BUT ONLY TO START HER NEXT ADVENTURE! To anyone who has been around the Henley Business School over the past decade or two, Professor Ginny Gibson is something of an institution, in the nicest possible way.

GINNY GIBSON, DEPUTY DEAN HENLEY BUSINESS SCHOOL

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ut all good things must come to an end, and the New Year will herald a new beginning for the Deputy Dean, as she steps gracefully away from this chapter in her life and into the next big adventure, whatever that may be!

Ginny was born and raised in Toronto, Canada, the middle child of five. She grew up in a leafy part of the city attending the same school throughout concentrating on maths and sciences.

Ginny progressed to university and initially enrolled on a sandwich course in computer science, with her first placement at IBM four months into the programme. She soon realised that coding and maths weren’t her thing, and she switched to a business degree at another university and continued to work as a business analyst at Esso during the holidays.

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‘Going to Ivey Business School was a great experience,’ she recalls. ‘It was high intensity. We worked hard and played hard and I really enjoyed it.’ But an unexpected change of scenery was just around the corner.

‘In my final term, I applied for a scholarship for a real estate Masters programme in the UK, without much hope of being selected, and I heard nothing for quite some time. Then, at my graduation ceremony, it was announced that I had won! It was quite a shock, but I soon found myself at Reading, which was – and still is – a world leader in that field.

‘Despite the obvious similarities between Canada and the UK, I admit I did suffer from culture shock at first, and it struck me that I felt more American than British. I was also

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quite surprised at how small Reading was, but I soon came to appreciate the benefits of being a global citizen, and began to feel a part of my new community.’

Towards the end of the programme, Ginny was about to hand in her dissertation and was making plans to return to Canada, to re-join Esso, when she met her husband-to-be, and her world was thrown into confusion.

‘I was really torn, but my heart won, and eventually I took up a role at Ealing College of Higher Education teaching on their business programmes, whilst hoping that Reading would have a suitable vacancy. The call for

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a lecturer in the Department of Land Management came in 1985, and I’ve been here ever since!

professional team from programme and careers support to marketing and alumni.

‘Over the years, my involvement obviously broadened, and when Reading and Henley merged, John Board and I were on the committee to finding a new Dean. In the absence of any suitable candidates, we suggested to the Vice Chancellor that we would take the role on together. I’m hugely proud of what the team has achieved in the last seven years – more than doubling student numbers; developing a portfolio of vibrant, world-class programmes; enhancing our executive education offer; and creating a strong

So what does the future hold? ‘For Henley, it’s about continuing to grow and develop- innovation has always been at our heart whilst keeping true to our ethical philosophy. And for me?

I have no plans to retire! I’m passionate about the challenges and dynamics of business of education, supporting women’s development, creating things through arts & crafts, and of course my family and my garden. So you won’t keep me down for long – I’ve got far too much to do!’

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Executive Education at Henley Business School For more information, please contact: Henley Business School Greenlands Henley-on-Thames Oxfordshire RG9 3AU exec@henley.ac.uk Tel +44 (0)1491 418 767

Executive Education at Henley Business School @HenleyBSchool +Henleyacuk

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This brochure is correct at the time of going to print. Henley Business School reserves the right to amend any of this information. For the latest information please see our website.

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