Page 1

Prozac leadership @ work pages 4-5

Alumni resources pages 14-15


Ritson praises Lancaster education as Marketing Department ranked UK’s No 1 pages 10-11


LUMS news


Research 4-7 Management Science profile and event


Alumni interview – Mark Ritson


Alumni news


Alumni resources


Your LUMS alumni team

Louise Briggs, Head of Careers, Alumni & Employer Relations

Maggie Willan, Alumni & Development Manager

Libby Packham, Alumni Officer

Dan Buck, Alumni Coordinator

Sarah Jones, MBA Events & Alumni Coordinator

The articles printed here, to the best of our knowledge, were correct at the time of going to press. We reserve the right to edit material where necessary. Furthermore, the views expressed in this magazine are not necessarily those of the Management School or the Editor.


LUMS news

Dean’s update

Professor Sue Cox, OBE

Welcome to the 2013 edition of Ambassador. The past academic year has once again been an incredibly successful one for LUMS, starting on the best possible note last autumn when we received the inaugural Times Higher Education Business School of the Year award. The judges remarked how impressed they were by the quality and range of the schools on the shortlist, so we were especially thrilled to hear our name read out as first-time winners of this prestigious award. We were commended for our “demonstrable, consistent and considerable impact locally, regionally, nationally and internationally”, and the judges also singled us out for our innovation and commitment to social impact. I know how important it is to all of our alumni that we continue to ensure that our reputation and external profile reflect our quality and standing. Our success is your success, so we continue to invest maximum effort in building our brand.

During the past year we were delighted to welcome back two of our three accrediting bodies, AACSB and EQUIS. Both visits went extremely well and I would like to thank those alumni who were involved. The good news is that we received full reaccreditation from both bodies, placing us well to maintain our triple accreditation status after next year’s AMBA visit. The peer-review panels commented on our excellence in research and teaching, and our impressive corporate links and connections. We have been very busy further strengthening the School’s academic quality, since January we have recruited more than forty new academic colleagues. I am sure you will want to join me in offering them a very warm welcome to LUMS.

Looking ahead, 2014 promises to be another exciting year for Lancaster students, alumni and staff as the University celebrates its 50th anniversary. I hope that many of you will come and share in our jubilee events and activities, re-connecting with Lancaster and the friends you made here. We look forward to supporting jubilee events and initiatives involving LUMS alumni around the world, and engaging with many members of our diverse alumni community. Hope to see you then! All my best wishes,

Professor Sue Cox, OBE Dean

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LUMS news

Lancaster top for Marketing Lancaster University is ranked as the top UK university for marketing in the 2014 Complete University Guide. The Department of Marketing is the longest established in the UK, founded in 1964. Since then it has retained its reputation as one of Europe’s foremost academic centres for research and teaching in Marketing. Mark Ritson, a prominent Marketing alumnus, reminisces about his Lancaster experience and talks about his subsequent career in our alumni interview on page 10.

Lancaster Executive MBAs ranked in UK top ten The Lancaster Global Executive MBA and Executive MBA programmes have been ranked in the UK top ten, and 54th in the world, in The Economist’s inaugural Which MBA? Executive MBA ranking. Director of MBA Programmes, Dr Jonathan Matheny, welcomed the result, saying it marked an important step in recognising the value of Lancaster’s two executive-mode MBAs – in terms of programme quality and graduates’ success.

“The Lancaster MBA has enjoyed years of impressive global rankings for our full-time MBA programme, but this new ranking for our two executive-mode MBAs demonstrates that all of Lancaster’s MBA programmes are among the best in the world.” Both programmes are taught over two years, on a part-time basis – the Executive MBA at Lancaster and the Global MBA in Singapore, Malaysia, Jordan and Zambia.

Rise in graduate employment for LUMS students More LUMS graduates than ever before are gaining graduate jobs despite the recession, according to 2013 figures.

These figures have shown that 83% of last year’s graduates were in graduate employment or postgraduate study, a rise of 5% on the previous year.

Updated LUMS website coming soon A new-look LUMS website will be launched by the end of 2013. Further news of this development, which will incorporate a fresh new look and improved usability, will be sent to alumni in the winter e-newsletter. Keep an eye on pages dedicated to LUMS alumni at



Focus on Asia and Africa With increased interest and demand for graduate employment in Asia and Africa, LUMS Careers, Alumni & Employer Relations team worked with students and alumni to run two successful events: Focus Asia and Focus Africa.

The events, which were attended by over 150 students, benefited from support and contributions from key global employers, including Deloitte China and Sentient Consulting (India), as well as from experts in visa and immigration rules.

The contributions made by a number of LUMS alumni proved to be a highlight of each event, as they shared their experiences of the challenges faced and strategies adopted to succeed in the competitive international jobs market.

Each event focussed on helping students to explore careers in these markets, as well as giving information and advice to international students wishing to work in the UK. Alumni share their stories at Focus Asia event

Improving student employability through industrial placements Providing an excellent work experience opportunity and significant advantage in the graduate jobs market, industrial placements can have a major impact on students’ future careers. In 2012, over 30% of all graduate jobs went to candidates who had previous work experience with the company. That’s why LUMS is expanding its already significant support for students wishing to undertake a placement, to accommodate an expected 50% rise in demand over the next academic year.

Ellie Brewer, BSc Marketing Management student on placement with Johnson & Johnson

LUMS’ Careers team currently supports 115 students on placement throughout the UK and

also overseas in countries as far away as Chile and Vietnam. Support begins in the students’ first year at Lancaster and continues until after the placement has been completed, with companies large and small. These currently include IBM, Aldi, Johnson & Johnson, UBS and Danone, who all came to campus to conduct at least part of their recruitment process. If you are aware of placement opportunities which could benefit LUMS students, please contact Rory Daly (Placement, Internship and Projects Officer)



Prozac leadership @ work

Professor David Collinson, Head, Department of Management Learning and Leadership

Effective leadership is typically associated with being upbeat and positive. A positive outlook can be empowering and enable leaders to inspire their teams. Coaches and consultants frequently emphasize the need for leaders to display ‘passionate’ commitment and ‘infectious’ optimism. But there has been little consideration of the other side of this coin - how leaders’ positivity and optimism can become excessive in organisations and societies. In a recent article (Collinson 2012), I argue that for some leaders positivity can come to resemble an addictive drug that militates against critical reflection in ways that may produce very damaging organisational and societal consequences. Link to journal article

Drawing on the findings from various research projects, I refer to this phenomenon as ‘Prozac leadership’. The article observes that Prozac leaders attempt to define reality and inspire others by using excessively positive statements. These leaders are not only overoptimistic themselves they also demand constant positivity in their followers. They often refuse to heed cautionary voices and alternative views, effectively silencing criticism, which can lead to a culture of excessive risk taking.


Believing their own words that everything is going well, Prozac leaders deny or underestimate (potential) problems, leaving their organisations ill-prepared to deal with unforeseen events and setbacks. Discouraging critical thinking in favour of high risk taking, Prozac leadership appears to lie at the heart of the deep recession that has swept across many Western economies. The former president of Lehman Brothers, Joe Gregory, prided himself on making decisions based on ‘instinct’ rather than detailed risk analysis. The biggest banking takeover in history - the acquisition by the Royal Bank of Scotland (RBS) of the Dutch Bank ABN Amro - was completed without adequate due diligence. Characterised by excessive positivity, this decision fundamentally weakened the RBS balance sheet, not only because of the size of the acquisition, but also because of ABN’s exposure to

the US subprime mortgage crisis. Consequently, RBS had to be bailed out by the Government. In a climate of excessive positivity employees learn that it may be advisable to comply with the typical mantras of Prozac leaders such as ‘I only want to hear positive news’ and ‘Bring me answers, not problems’. Followers may engage in positive impression management by communicating the ‘good news’ that Prozac leaders favour. Others may be more determined to speak-up and question organisational cultures of delusional optimism, regardless of the personal costs of so doing. In 2004 Paul Moore, the head of group regulatory risk at Halifax (now HBOS), was fired because he repeatedly warned directors that the bank was lending too much, too fast. Moore sued HBOS for unfair dismissal and in 2005 the bank settled his claim for over half a million pounds on


condition that he remained silent about his dismissal. Three years later Moore’s warnings were corroborated as Halifax went to the brink of collapse as a result of financing its lending growth by raising funds on wholesale markets. Another bail out by the Government ensued. A recurrent theme which has frequently emerged in my research in UK organisations over the past 30 years is that employees often detect inconsistencies between leaders’ (excessively) positive messages and their actual practices. Research on two North Sea oil installations found that, despite senior management’s upbeat claims about the company’s safety performance, many offshore workers did not disclose accidents and near misses. Believing that managers would prefer not to hear about any difficulties related to safety, workers deliberately communicated overly positive messages back up the hierarchy.

In many Western societies, positive thinking is now a multimillion pound industry. Although positive thinking cultures at work encourage optimism, celebrate success and express high expectations, they can lead to false promises, disciplinary pressures and blame. For example, proponents of positive thinking pre-suppose that if your business fails, or your job is eliminated, it must be your fault. If an optimistic outlook is the key to economic success, then there is no excuse for failure. Similarly, in contemporary research in business schools, positive thinking is often strongly encouraged by the focus on ‘appreciative enquiry’, ‘positive psychology’ and ‘positive organisational behaviour’; themes that are particularly influential in the US, and increasingly in the UK, Europe and the Far East.

Being positive can indeed be empowering and transformational, facilitating innovation and enhancing teamwork, and in many cases is, of course, preferable to its opposite. But positivity is now so embedded, ubiquitous and taken for granted in Western cultures that it is rarely questioned. The unfounded optimism of Prozac leadership can damage performance by eroding trust, communication, learning and preparedness - either silencing followers or provoking their resistance. More effective leadership dynamics are likely to emerge when optimism is combined with critical thinking, when positivity is tempered with a willingness to confront difficult realities, and when an upbeat vision is blended with a capacity to listen to alternative voices. This requires a fundamental transformation in both the theory and practice of leadership.

Reference: Collinson, D. L. (2012) ‘Prozac Leadership and the Limits of Positive Thinking’ Leadership, 8(2): 87-107.xt



Pregnant presenteeism It is a commonly held belief that employed pregnant women are more likely to take sick leave than other workers. By contrast, my research shows how some pregnant women feel under pressure to remain at work when they are unwell.

poor health might reduce maternal commitment to paid work. Just lately, the press has been full of stories about the maternity ‘gap’ and how 50,000 women every year struggle to retain their jobs following maternity leave.

I have coined the phrase ‘pregnant presenteeism’ to describe the situation where ‘pregnant presentees’ stay at work, pretending to employers and colleagues that they are ‘functioning normally’ even when they are seriously ill (regardless of whether their illhealth is due to pregnancy or for other reasons).

My own study of maternity and employment shows how women seek to align themselves with the image of a healthy, robust worker in order to keep their jobs during pregnancy and after maternity leave.

Perhaps it is unsurprising that pregnant employees go to such lengths to maintain career progress and counter unfair (and in research terms, unsubstantiated) assumptions that pregnancy and


The desire to avoid sickness absence proved just about manageable for those who were well during pregnancy, even if they experienced symptoms of tiredness and nausea. Such ambitions were more problematic, however, for women who experienced ill health during

Dr Caroline Gatrell, Management Learning & Leadership

pregnancy. For some pregnant workers, the compulsion to appear healthy and reliable at work meant they remained present at work even during episodes of serious ill health. Through my research I seek to challenge the situation where pregnant employees are so fearful of losing their jobs that they take risks with their own health. Such challenges are pivotal to the pursuance of equal opportunities at work for both mothers and fathers which, despite years of equal opportunities legislation, remain absent from some workplaces.


Self-driving cars: future or fantasy? Over the past couple of years, the media have worked up a growing interest in self-driving cars. This interest was sparked off by the Google driverless car and the authorisation by a number of US states for it to circulate in public highways. The frenzy soon reached Europe with some renowned automakers such as Mercedes Benz and Nissan promising affordable and safe driverless vehicles within a decade. For many, the debate has already moved on to who will be the first mover, who has got the technological capabilities and cost structures to mass produce these vehicles, and who will be the first adopters. Driverless cars are seen as the product of an incremental innovation path that has already brought us cruise control, infotainment systems, parking

Professor Luis Araujo, Marketing

sensors, autonomous parallel parking and so on. There is little or no questioning that the current infrastructure will cope well. All that is needed are a few regulatory adjustments and a tweaking of insurance rules. In a recent paper for the Big Innovation Centre, we argued that there are plenty of reasons to doubt this optimism. The (driven) car has spawned a massive socio-technical infrastructure that includes not just cars and drivers, but highway regulations, urban planning, insurance rules, service stations, road rescue systems and so on. Driverless cars will pose challenges to some if not all components of this socio-technical infrastructure. Whilst some of the benefits of self-driving cars are immediately appealing and easily measurable

Dr Katy Mason, Marketing

Professor Martin Spring, Management Science

(e.g. reduction in fatal accidents due to driver error), there are doubts about the unintended effects of going driverless. For example, will self-driving cars reduce congestion or encourage even longer commutes? Who will be liable for accidents between driven and driverless cars or between two driverless cars? How will we cope with the increasing volumes of data generated and its communication with both cloudbased services and other vehicles on the road? And how do we guarantee that these systems are secure and immune to hackers? The answers to some of these questions will determine what the future will hold for driverless cars. The technological challenges may end up being the easiest problems to tackle.

“Self-driving cars. A case study in making new markets� by Luis Araujo, Katy Mason and Martin Spring, available at:


Department profile

Management Science Back in 1963, Pat Rivett was appointed as the first Professor of Operational Research at Lancaster University and the Department of Operational Research was born – a 50th anniversary that we celebrated in September. From its origins in Operational Research, the Department expanded to include Operations Management. After a merger with the Department of Systems & Information Management in the early 1990s, it took its current title of Management Science. We are now one of the largest Management Science groups in the UK.

Professor Richard Eglese, Head of Department

Today’s Management Science Department has a full range of undergraduate, postgraduate and PhD programmes as well as making significant contributions to other LUMS degree schemes.

and methods, students have an opportunity to carry out a project for an outside client to add some real practical experience to their academic studies. The Department continues to supervise a large number of PhD students. In recent years, this has included students on the HighWire and STOR-i Doctoral Training Centres, which have been supported by the EPSRC, one of the UK’s Research Councils. The STOR-i centre is jointly directed by the Department of Mathematics and Statistics.

At the undergraduate level, we have recently revised our programmes and our Single Majors in Management Science, Operations Management and Project Management have given way to a new suite of programmes: Business Analytics and Consultancy (three linked programmes, including variants that offer a year on industrial placement or studying abroad at an American university) and Management Mathematics (a Combined Major, run in conjunction with the University’s Department of Mathematics and Statistics). The first students admitted for the Business Analytics and Consultancy programme started this year.

The number of staff in the Department has grown to over 30 full-time academics and now includes a rich blend of international backgrounds. There is a high level of research activity, mainly characterised by the development of theory and methods that can be applied in businesses and other organisations. In recent years, a significant proportion of the research has been supported by our involvement in the LANCS Initiative (, whose primary goal is to grow the UK’s research capacity in foundational Operational Research.

The original Masters programme in Operational Research has now grown into a set of three: Operational Research & Management Science, Logistics & Supply Chain Management and Management Science & Marketing Analytics. As well as being taught the latest techniques departments/mansci

Management Science alumni facts 1965 Year of first graduating cohort


Nationalities represented

5274 Alumni of Management Science Department programmes 8


Celebrating 50 years of Operational Research The Management Science Department celebrated 50 years of Operational Research at Lancaster University with over 100 alumni, staff and guests on Friday 27th September 2013. LUMS Dean, Professor Sue Cox welcomed everyone and congratulated the Department on its enduring blend of academic excellence, leadership and humanity. The programme for the day was in three parts. 1. The start of the University and the Department, with reminiscences by Professor Peter Checkland. 2. Developments in the Department over the 50 years, with specific reference to research, teaching and external links. Some concluding remarks were given by Geoff Royston (former external examiner and President of the Operational Research Society). 3. Contributions from former students, one from each decade, talking about what it was like for them. Their interesting stories included sharing perspectives from Peru and India, and two of the alumni speakers had travelled from as far away as Canada and New Zealand.

Alumni participating at the MAMLL event

The day was wrapped up by Alan Mercer, a founding member of the Department. Highlights of the day included a short video clip of Pat Rivett on prime time BBC television in October 1963 and hearing a recording of him describing how he came to Lancaster, involving a very casual exchange over a cup of tea.

Alan Mercer

The audience greatly enjoyed anecdotes and memories of particular people and places, as well as shared experiences of the weather (the rain!) and sheep. It was interesting to hear about the ways in which advances in technology and changes in society had affected students’ experiences over the years. There was a reference to the discipline as ‘Improvement Science’ and in explaining what Operational Research means, ‘seeing the wood for the trees’ was a helpful metaphor.

Alberto Franco , MSc Operational Research, 1997

It was a happy occasion with many familiar faces sharing this wonderful opportunity to reminisce and reconnect. Graham Rand, a staff member for 40 years, said “It was great to see so many alumni back in Lancaster, and it was clear from their reactions that they had enjoyed the day.”

Attendees at the reunion


Alumni interview

Lancaster gets top marks from international brand expert Mark Ritson studied at Lancaster University between 1989 and 1996, gaining first a BSc then a PhD in Marketing. He has gone on to establish a successful career as a brand expert, marketing professor and columnist.

Mark Ritson

His experience includes faculty positions at London Business School, MIT Sloan, the University of Minnesota and Melbourne Business School (where he is currently an Associate Professor of Marketing). He is also a consultant to some of the world’s largest brands and has written a column on branding for Marketing Week for over a decade - twice winning the coveted PPA Columnist of the Year award for his efforts. Being ranked as the top UK university for marketing in the 2014 Complete University Guide has recently highlighted the quality of marketing education at Lancaster. In this interview, Mark shares his memories of his time as a Lancaster student, how his career has developed and his opinions on marketing education both past and present.

What is your best Lancaster memory? If I am totally honest it would be walking into Grizedale JCR and ordering a pint of Theakston’s which I did about 2,000 times during my time at Lancaster. Buying budget meals at Spar is also up there, as is being knocked out of the College Cup for football on an annual basis.

How did your experience as a PhD student differ from that as an undergraduate? It was a lot more lonely! I went from having, literally, twenty incredibly close friends around me to essentially being on my own. But the nature of the PhD is that I think you need a bit of solitude to get the thesis done.


What do you think were the strengths of marketing at Lancaster when you studied here and what are your opinions about marketing and marketing education today? I started studying marketing at Lancaster when I was 18 and stayed there for six years so I actually had no clue how good the department was until I began to travel to other business schools and see first-hand just how superior Lancaster was. The sheer range of electives you could take was huge compared to other British and American business schools. Most important, the faculty at Lancaster took their teaching and student development very seriously. Unfortunately most marketing faculty I have met over the years see teaching as a burden and research as the only

important activity. They openly and repeatedly denigrate teaching. I was lucky in that the faculty that taught me at Lancaster believed that nothing was more important than delivering a first class marketing degree.

Mark Ritson’s branding column in Marketing Week.


What impact did your time at Lancaster have on you? It was everything! I had originally planned to study English but the structure of the Lancaster degree meant I could switch to Marketing at the end of Year 1. I’d be an English teacher now if not for that. The University also put me on a corridor with JYA American exchange students in my 1st Year, who all became life-long friends. When I finished my PhD I turned down Harvard Business School to start my career at the University of Minnesota because I had four great friends all from Minneapolis that I had met at Lancaster. Best of all, Lancaster had great Professors like Richard Elliott. It was Richard who showed me you could make a career of academic marketing and got me through my PhD.

What path has your career taken? It was really as an assistant professor at London Business School that I started specialising in branding and working with some of the big brands around the world. I started my long term relationship with LVMH, the world’s biggest luxury goods company, there in 2002 and have consulted for them ever since. My wife, who is an Aussie, wanted to be back Down Under but when I moved to Melbourne Business School in 2005 I kept my links with LVMH and still spend a lot of time working in Paris, London and New York. My branding column is probably what I am most known for but that really just came about by chance.

Mark with Grizedale Football Club team mates at the 1992 Grizedale Summer Extrav

What do you enjoy most about your work? I think business school professors are meant to juggle three things: research, teaching and consulting. I love all three. I strongly believe you cannot be a proper business school professor unless you are engaged in all of them. There are too many faculty who have literally never worked in the area that they teach and research – madness!

What are your plans for the future? My wife and I want to have a couple of kids next but other than that I’d like to do a little less travel and drink (even) more wine.

What practical tips for success can you share with Ambassador readers? Life moves very fast. Too many people - especially bright people - spend too long pondering their next move rather than just making it. If in doubt, do it.


Alumni news

Industry insights given at speaker events Lancaster’s offering of guest speaker events has been boosted in recent months by a series of Industry Insights events hosted at LUMS, and a new Management in Action guest speaker series at The Work Foundation in London.

organisations and topics selected that offer the greatest learning opportunity. So far, our guest speakers have shared insights on areas including family business, evolving customer experience, the professionalisation of management and rebuilding a workforce.

Both series are designed to allow participants to reflect on their management practice by seeing how other senior managers have responded to business challenges.

Look out for details of forthcoming events in both Lancaster and London, which will feature on the LUMS website – - and in emailed event invitations and newsletters.

Speakers are drawn from a range of for profit and not-for-profit

It’s the BBA 20th birthday! The first BBA Management cohort, of eight students, graduated in 1993. Since the programme’s origins, it has grown in size and reputation; now proud to recognise over 850 graduates. The BBA European Management began in 1990 and now has an international alumni base of over 650 graduates. We are celebrating this anniversary year with a range of activities centred around a Lancaster BBA & Euro BBA Facebook page, building up to birthday celebrations in Lancaster and around the world on Friday 15th November 2013. To find BBA event details or to follow the celebration activities online go to LancasterBBA



Economics Professors Brunner and Andrews honoured at reunion dinner Alumni of the Economics S321 module attended an exclusive reunion dinner in honour of Professors Philip Andrews and Elizabeth Brunner, two leading figures whose impact during their time at Lancaster (1967 – 1983) was considerable. Guests invited to the event, which took place at the RAC Club in London on 4th June, were alumni who had studied the Theory of the Firm (or S321) module led by Professor Brunner. Memories of tea and biscuits accompanying academic discussions were still strong. Attendees enjoyed sharing their enthusiasm and memories of Lancaster with staff past and present. For some alumni it was the first contact with Lancaster University for many years, so it was a particularly nostalgic occasion to reconnect.

The event included a ‘virtual reunion’ element for alumni who could not attend. They sent photos and memories which were placed around the room for guests to read. It also raised awareness of a proposed new Chair in Industrial Economics at Lancaster, which needs philanthropic support to launch. Many of the guests pledged donations to the project and we are now looking forward to reaching the target and bringing the PWS Andrews and Elizabeth Brunner Chair in Industrial Economics to reality in the coming year. For more information about the project, please contact Maggie Willan (Alumni & Development Manager)

Philip Andrews

Elizabeth Brunner

Lancaster’s golden jubilee 2014 marks Lancaster University’s 50th anniversary and as such is set to be a big year for celebrations on campus and globally. We’d love to hear your ideas for anniversary activities so get in touch with your thoughts - alumni/contact.

Follow the anniversary updates which will be communicated by email and on our web and social media sites.


Alumni resources

Are you to the careers potential? LinkedIn is about connecting talent with opportunity and provides a ‘people road-map’ for where you want to go in your career. Now at 225 million members, it is transforming the way LUMS students and alumni can accelerate their global career aspirations.

Build (and maintain) your professional profile Type your name into a search engine (Google, Bing or Baidu) - what information or images appear? What does this communicate to a potential recruiter or business partner about your personal brand? Remember, you are found on LinkedIn based on your profile content, so ensure you complete all relevant sections to achieve 100% (all-star) potential, if that fits with your objective. Your photo, headline and summary are what attracts (or detracts) industry professionals from connecting with you. A professional-looking photo accompanied by a key-word rich headline and summary (120 and 2,000 characters maximum, respectively), should describe your key strengths and achievements, how you can add value and, if appropriate, reflect your career ambitions.

Research company pages Having an online profile is becoming increasingly important for companies as well as individuals. There are currently over 3 million company pages, giving you access to local, national and international profiles. LinkedIn will show you how you are connected to a particular company and help you undertake research when considering career choices, preparing job applications or for interviews.

Expand your professional network LUMS’ alumni LinkedIn group has grown to over 4,000 members and is an excellent platform for alumni to connect and engage; also to share information, events and opportunities. Become an active member of the Lancaster University Management School Alumni group today and let’s get connected.

Ajaz Hussain, Postgraduate Careers Adviser

Keep learning and be informed As a web-based application, LinkedIn regularly updates and introduces new features. Take media file extensions for example, which can now be used to transform a static profile into your online career portfolio. By adding pictures, videos and presentations to your Summary, Education and Work Experience sections, you can provide a richer picture of your past achievements. This is going beyond the traditional CV/Resumé. With the recently launched University pages, continued focus on social media and changing recruitment trends, LinkedIn appears to be regularly (re) positioning itself as an important platform which LUMS alumni can use to their career advantage. Check out the LinkedIn blog, where announcements are broadcast: I still think that LinkedIn is the most underutilised tool by people looking for graduate jobs. Mark Brown, MSc Finance 2012 Global Derivative Services, JPMorgan Chase



London calling Alumni activities in London are going from strength to strength as the Lancaster University Alumni@London group hosts a range of events for Lancaster alumni and students in the UK’s capital city. From informal welcome events for recent graduates and pub get-togethers to opportunities for more structured career networking, there’s something for everyone - whether you’re looking for a social opportunity, chance to reconnect, or for support from fellow Lancaster graduates.

Attendees at London networking event

Details of all events and activities are posted on the group’s Facebook page: Join the conversation and get involved! The group is open to all Lancaster University alumni and students in London.

Alumni photos on Happy memories or couldn’t make it?

Check out LUMS’ alumni event photos on our Flickr site

Careers resources for alumni Take advantage of help with CVs and applications, practice psychometric tests and a range of careers videos. All online at: alumni-careers/alumnicareers-support

Access business information online... for free! LUMS graduates can get free access to the alumni edition of the EBSCO database Business Source®. This includes publications in nearly every area of business and full text sources ranging from general periodicals to trade publications and top management journals. For access details, email:


Lancaster merchandise The LUSU shop sells a range of LUMS and Lancaster University items which can now be purchased online as well as on campus. Branded goodies currently include hoodies, t-shirts, mugs, graduation souvenirs and a collection of items based around images of Lancaster and the University by local artist, Chas Jaobs: These items are great as mementos of your time in LUMS and at Lancaster.

Thank you …to all alumni who support LUMS’ student and alumni communities by sharing experiences with applicants and current students, offering advice to students and fellow alumni, helping to run our alumni activities or donating to Lancaster projects and development. We couldn’t do it without you! For more information on opportunities to get involved, visit the LUMS website


Introducing two newcomers to LUMS… MSc Politics, Philosophy and Management

MSc Entrepreneurship, Innovation and Practice

Learn more about the inter-relationships between managerial, organisational, political and social systems on this new interdisciplinary MSc programme – unique in Europe.

With new and sustainable sources of competitive advantage being essential for businesses of all sizes, it’s no wonder that they need talented graduates who understand the role that entrepreneurship and innovation can play.

If you’re looking for a career in a global organisation, itTB will Designed give you a great combination of knowledge and practical skills to impress employers.

TB Designed

The programme is delivered jointly by LUMS and the University’s Department of Politics, Philosophy and Religion, and it’s built to be flexible – a choice of four programme pathways through the year lets you follow the areas that interest you most. To find out more, see masters/msc-politics-philosophymanagement

TBnew Designed This challenging Masters programme from the Institute for Entrepreneurship and Enterprise Development at LUMS will not just equip youTB withDesigned the latest theories, it will also give you the knowledge and skills to apply them. Interaction with entrepreneurs and business leaders and a consultancy project for a small business client form an integral part of this exciting year. For more information, see msc-entrepreneurship

International Masters in Practicing Management (IMPM) Does your position as a manager require leading your team from a global perspective? The IMPM programme is a unique opportunity for you or a group from your company to join other international managers intent on enhancing their own practice.

IMPM is built around five modules delivered in Beijing, Rio de Janeiro, Montreal, Bangalore and Lancaster, each focusing on one of the five managerial mindsets (reflective, analytic, worldly, collaborative, action). The mindset approach will As well as individuals and entrepreneurs, TB Designed help you gain new insights into the challenges participating companies have included LG, you face as a manager. Panasonic, Lufthansa and NGO’s such as the Red Cross and Aids Alliance. To find out more, see

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Ambassador 2013  
Ambassador 2013  

Lancaster University Management School Alumni Magazine