Alumni Focus

Transforming

knowledge

into action

The Magazine for alumni of Cranfield School of ManagementFocusAlumni

Simplification through

innovationDebra Charles (BGP 2007) on how

innovation, teamwork and determination can help to make the complex simple

Produced, edited and published by:Alumni Relations and Development OfficeCranfield School of ManagementCranfield, Bedfordshire, MK43 0AL UK

t: +44 (0)1234 754456 | e: [email protected]: www.alumni.som.cranfield.ac.uk

Digital versions of Alumni Focus are available via the alumni website. If you would like to unsubscribe from receiving future issues please contact the Alumni Relations and Development Office.

‘What has changed since the crisis?’, ‘Knowing when to step back’ and ‘From MBA to serial entrepreneur’ originally appeared in the Spring 2013 issue of the School’s thought leadership magazine, Management Focus.

No part of this publication may be reproduced or stored in any form whatsoever without the prior written consent of Cranfield School of Management. The views expressed herein are not necessarily the opinion of Cranfield School of Management. Whilst every care has been taken in the production of this magazine, the publisher cannot be held responsible for the accuracy of the information contained herein.

© 2013 Cranfield University.All rights reserved.

05 Your alumni network needs you08 What has changed since the crisis?10 Leading into a diversified future16 Rankings: a recipe for success19 News26 Simplification through innovation32 Knowing when to step back34 From MBA to serial entrepreneur38 The impact of giving

26

08

34Follow us:

>> CONTENTS

38

3219

1610

05

For us at Cranfield ‘the future isn’t what it used to be’. We are experiencing the ‘new normal’ - a time of change and turbulence but also of real opportunity. As an alumnus you will probably remember being taught to adapt to opportunities and challenges and that is what we, as a leading management school must also practice.

We have reviewed our graduate programmes portfolio, and an exciting period of innovation and change lies ahead for the School. This year we will launch three new specialist masters programmes, the full-time MSc in Management (MiM), the full-time MSc in Retail Management and the Executive MSc in Strategic Leadership.

In keeping with our mission to ‘transform knowledge into action’ our aim is to offer a portfolio of programmes that together with our renowned MBA programmes meets the needs of a growing pre-experience, postgraduate, business education market. It is clear from our own and independent research that this market is growing faster than any other.

By launching new MSc programmes, we will be able to tap into this growing market, and gain further access to top graduates from leading universities in Europe and around the world. The new portfolio will allow us to establish broader relationships with key recruiters, increase our alumni community around the world, and attract top talent to the School. Our director of graduate programmes Melvyn Peters, explains the rationale behind this strategic enhancement in an interview on page 10.

Entrepreneurship continues to be central within the School and we were delighted to present the Entrepreneur Alumnus of the Year award to Debra Charles (BGP 2007) at a ceremony in London in February this year. You can read Debra’s fascinating story, alongside information about Cranfield’s continued output in the field of entrepreneurship within this issue of Alumni Focus.

During these challenging times our commitment to you, our alumni, continues and is being strengthened. We are pleased to be launching a new structure to support alumni to play an active part in the School and creating an active Cranfield network. We have a genuine passion to facilitate international alumni engagement and you will notice a rigorous drive from Cranfield to rejuvenate our international networks and create dynamic new global communities.

I am confident that our investment in alumni will continue to be widely embraced and that you feel inspired to support our position as a world-leader in business and management education.

Professor Frank M HorwitzDirector, Cranfield School of Management

>> EDITORIAL

In January we moved into a new era of alumni relations. I am very honoured to be asked by the Director of the School to continue my work as President of the alumni in building a strong, vibrant and cohesive international network of active alumni. My commitment is to work tirelessly to represent the interests of all alumni across the world. We have an immensely diverse and growing group that in the past has not had strong enough representation in matters of the School and the University. In addition, we have yet to fully realise the potential for face-to-face and virtual global networking, nor have we fully exploited the power of alumni confidently representing the School at a local level.

Our challenge now is to build this network with new life and energy. The process has already started and we have just embarked upon the appointment of a balanced Alumni Advisory Board that will act to represent all alumni. Board members will bring specific skills, such as social media, recruitment, marketing and so on. This group will formally meet two to three times per year with the Director of the School to ensure we are getting our messages across.

Our focus is to engage international communities of alumni. We want to turn the relationship around, so that local alumni are driving activities in their region. To achieve this we are appointing International Presidents in every country and region in which an alumnus works or lives. We will seek to ensure that these Presidents are supported by local volunteers to improve communication and local motivation. These volunteers will be equipped to do this with a toolkit of collateral and resources and will be active in developing a dynamic local network. Faculty play a key role in this new energy. We are working closely with them to ensure that when they are working away from Cranfield they actively engage with local alumni and provide current thinking and master classes.

In addition we will be appointing regional chapters in the UK so that events will be held locally and not just in London or Cranfield. We have already seen early success with the Home Counties Chapter meeting monthly. More will follow.

The next part of this network matrix will be to add in active Year Presidents to represent the views and activities of alumni from their cohort. Year Presidents will work with the International Presidents to develop local interests and support activities such as marketing, recruitment and fundraising.

It is my hope that we can engage more alumni in all aspect of our activities, the School and the University. For too long we have not been truly inclusive. It is now time for this to change. We shall be consulting more widely on issues such as nominations for awards and content for symposia. We will embrace currently available technologies to link communities for shared events across the world. We will actively engage with current students so as to ensure their ambassadorship as they leave Cranfield.

In summary, our vision for this year is an active global network with a loud voice. That voice will be used to spread the message of Cranfield to the world via local communities and to feedback to the School. Let’s take up this challenge together and move as one to build a strong community of engaged alumni across the world.

Paul Slevin | President

04 Alumni Focus | Spring 2013

Update on the CMAFollowing the resounding result of the all alumni ballot late last year, we have now completed the integration of all CMA activities into the Alumni Relations and Development Office. Already we have transferred over £100k to the Prodigy fund. Once all reconciliations and invoices have been sorted we will transfer any remaining balance. We should all be proud of our investment in future alumni and the School.

>> ALumNI - A NEw ERA...

>> You, our alumni, have a vital role to play in creating an active and dynamic alumni network. Your support and engagement is also essential to the ongoing success of Cranfield School of Management.

YOUnetwork needs

Over the course of the next few months, we will be putting in place a new structure to encourage and support those who want to play an active part in alumni and broader school activities. We are looking to rejuvenate existing international efforts and create new international communities. We are also seeking help from alumni who would specifically like to get involved in key areas such as marketing and student recruitment, career development and fundraising. Back at Cranfield HQ, we are working on lots of resources to assist our alumni volunteers, such as online events toolkits, webinars and training days. We want to make things as easy as possible for you to help (and hopefully it will be fun and rewarding too). So, if you would like to get involved in any way at all, please let us know. And if you have any ideas about programmes or activities that would strengthen our alumni network, we always welcome sensible suggestions and feedback.

Alex CHAPMAn (MBA 1988) Having served the alumni as the Australian CMA International President for over two decades, I describe myself as a ‘loyal foot soldier’. The new structure for alumni relations enables us to evolve from an Association (which provided services to alumni) to a much more powerful and meaningful model - that of a community - in which we ask alumni to give.

We have operated this way in Australia since 2005, working together to create our Scholarship. Whilst it is hard work, each year at the award dinner, alumni come together to meet the fantastic finalists and the winner and most rewarding of all, we see the astonishing development in the newly minted students that we have helped to study at Cranfield. We alumni are the start and end of a virtuous cycle, in which outstanding students feed teaching and learning excellence at Cranfield, turning into successful graduates to grow a strong and vibrant alumni community. Whatever the ways in which we choose to contribute: time, money or resources, and whether large or small, it all makes a difference.

GeorGe SUn (MSc-l 2003)The Cranfield experience is unique and I have benefited from it tremendously. As such, I think it is important for alumni to contribute something back to the School.

‘We’ is always stronger than ‘I’ and by playing an active role, we can really build the ‘We’ and be much stronger as a group. In Shanghai we have really figured out how to work as a team and now we have a committee of six or seven alumni as the core team and we hold regular planning meetings. We have tried to consolidate our communications as an alumni group and have built an online community to help keep alumni updated and connected. We are also very happy to see that Cranfield has been paying more attention to China and we have seen an increased commitment to resources in Shanghai. This is an exciting time! We believe in a brighter future.

Your alumni

Alumni Focus | Spring 2013 05

8 - 16 JUne 2013

WOrldWideAlUmniCelebrAtiOn

In celebration of our amazing international community, we present WAC Week - seven days of gathering, networking and celebration at venues all over the world...

WOrldWide AmAlgAmAted COmmUnities... WOrking ACrOss

COntinents... WArm AssOCiAted COnneCtiOns... WidesPreAd

AlUmni COnvergenCe... WeeklOng All-inClUsive CArnivAl...

We Are CrAnField... WOrldWide AlUmni CelebrAtiOn...

sPreAd tHe WOrd!alumni.som.cranfield.ac.uk/WAC

#cranfieldWAC

WOrldWide AmAlgAmAted COmmUnities... WOrking ACrOss

COntinents... WArm AssOCiAted COnneCtiOns... WidesPreAd

AlUmni COnvergenCe... WeeklOng All-inClUsive CArnivAl...

We Are CrAnField... WOrldWide AlUmni CelebrAtiOn...

e-FrOntiermanaging at the

Friday 18 October 2013The second annual Alumni Symposium will explore the opportunities and risks that new technology is bringing to business.

The 2013 Symposium will investigate all areas of business: from changes to e-commerce and implications to the supply chain, to how it is now possible to track a customer’s journey to purchase in real time, and how to manage a virtual team. This stimulating one day conference will give you the opportunity to learn how new technology is changing the business environment and will also provide you with the chance to meet and exchange ideas with others in the Cranfield network.

alumni.som.cranfield.ac.uk/e-FrOntier

2013 grandreUniOn

Saturday 19 October 2013Calling the classes of 1968, 1973, 1978,

1983, 1988, 1993, 1998, 2003 and 2008... This is your reunion year.

We are delighted to invite you back to Cranfield School of Management to celebrate the anniversary

of your Cranfield experience. This is a wonderful opportunity for you to reconnect with your

classmates and reflect together on the impact that Cranfield has had on your life. We are working on an

exciting and special programme and we look forward to welcoming you back in October for a wonderful

day of celebration, fun and learning updates.

alumni.som.cranfield.ac.uk/reUniOn


what has

the Atlantic, to the LIBOR rate rigging scandal which went on behind the scenes at British and Swiss banks. The high compensation packages of CEOs and senior executives in the banking sector remain highly controversial, particularly when it involves taxpayers’ money.

As a result of the continuing crisis and scandals, the Financial Services Authority (FSA), the body responsible for fairness in the sector, is to be abolished this year. In its place, a new regulatory framework will be introduced. The Bank of England will be given the power to monitor the financial system as a whole, with day-to-day regulation and supervisory powers being split between the Prudential Regulation

his is arguably why governments continue to pour money into banks. However,

the public is still waiting for serious changes to be made to the culture of the banking sector, including how performance is defined and rewarded within the industry. To win back the trust and confidence of consumers, banks need to demonstrate how they have changed and what steps they have taken to prevent a repeat of the financial crisis in the future.

the current landscapeIn the last few years, banks have come under increasing scrutiny. A number of scandals have emerged, from the mis-selling of risky mortgage bonds by banks operating on both sides of

t

Authority (PRA) and the Financial Conduct Authority (FCA). The PRA will be established as a subsidiary of the Bank of England. A new Financial Policy Committee (FPC), also within the Bank, will address wider ‘macro-prudential’ issues that may threaten economic and financial stability.

Regulatory reforms have been put in place in an attempt to curb the excesses that have been identified, including changes to regulations on minimum capital and liquidity requirements to create conditions that enhance the governance and control of financial institutions.

Challenges aheadRegulation alone won’t change the risk-taking culture within banks. Misleading customers to achieve short-term returns should be punished. Sadly, this type of unethical behaviour overshadows the actions of those who are truly talented, who genuinely care about their customers and whose effective and efficient practices facilitate the survival and growth of many businesses nationally and internationally.

Many financial groups have grown tremendously over recent times, but this growth in size is not always accompanied by an integration of

changed sincethe crisis?>> Five years on from the start of the financial crisis, which was triggered by the collapse of Lehman Brothers in the US and Northern Rock in the UK, the banking sector is still at the heart of developments in the world economy.


systems and processes. A multitude of products is on offer but these offerings are not always supported by adequate systems, resulting in many banks facing inefficiencies. Until these issues are resolved, banks will struggle to improve performance and focus on activities that generate and enhance the customer experience.

OpportunitiesRegulatory reforms offer the industry an opportunity to restore its reputation and address the internal pressures which have created inefficiencies. Low interest rates mean banks need to get

smarter at findings ways of generating revenue without compromising their integrity.

Opportunities are likely to come from a strategic approach which embraces new markets and innovative technologies. For example, banks could use IT-driven innovation to encourage customers to use low-cost, reliable and flexible digital channels for day-to-day services, while investing in personalised banking for more demanding interactions. This can help foster loyalty and generate more revenue.

Younger consumers represent a segment of important growth for proactive banks. Generation Y consumers (those born between 1980 and 1992) need advice about how to manage their day-to-day finances. They will be tomorrow’s big earners and if banks fail to win their loyalty and trust today, they are storing up big problems in years to come. Banks should also look more carefully into ways of financing versatile and sustainable projects which address environmental challenges. This is an issue that is of growing importance to all generations. Increasingly people are opting to do business with companies that have strong green credentials.

Finally, banks need to invest in people. An employee-focused organisation that rewards talent and long-term performance and has clear governance and leadership involvement is more likely to have a competitive advantage that leads to growth.

More than ever before, banks require the endorsement of their stakeholders in this process of change. If they are successful in this transformation, they may once again be regarded as the engine for economic growth.

“To win back the trust and confidence of consumers, banks need to demonstrate how they have changed.”

>> What has changed since the crisis?

Dr Catarina Figueira is a Senior Lecturer in Applied Economics at Cranfield.

LEADINg INTO AdiversiFied

>> As Cranfield prepares to launch three new specialist masters programmes, Melvyn Peters, director of graduate programmes, explains the rationale.

fuTuREBy Stephen Hoare


of UK student visa rules and the language being used by government were creating a negative perception of the UK as a place to study. The decline in Indian students across the UK in Higher Education is well documented but in this case the perception was running ahead of the reality,” says Melvyn. The percentage of overseas students at Cranfield has remained reasonably constant at 60-65 per cent.

Melvyn led the MSc review before subsequently combining responsibility for both MSc and MBA under his new job title as Head of Graduate Programmes. “The review was telling us that the growth market was in full-time MScs. The danger was in dissipating our message on the MBA,” he says.

The resulting strategy is far more nuanced than a simple switch in focus away from the MBA, where a mature market has constrained growth towards a greater investment in pre-experience masters degrees. The review process has in fact strengthened the MBA by throwing up important insights.

Leadership and analytics will be given greater focus on the MBA, drawing together elements previously taught separately, explains Melvyn. “The review identified leadership as a core that runs throughout the year. Starting with ‘my leadership’ and moving on to ‘developing my leadership role’ and culminating with ‘my ability to lead an organisation’.

ranfield School of Management is growing its business education

portfolio. This autumn sees the launch of three new postgraduate programmes, a masters in management (MiM) an MSc in retail management and a part-time executive MSc in strategic leadership.

The new qualifications point towards a policy of diversification and are designed to fill important gaps in provision while playing to the business school’s academic strengths.

So does greater diversification represent a dilution of the Cranfield brand, which has always been linked to the MBA? Emphatically not, asserts director of graduate programmes Melvyn Peters. “The MBA has always been and will remain a flagship programme,” he says.

The move follows a two-part strategic review of Cranfield’s MSc portfolio and of its MBA, which was undertaken over an 18 month period between 2010 and mid-2012. Advisory board members, students, alumni and academic staff were consulted, before changes to syllabuses and content were put forward for discussion, amendment and implementation.

While programmes are subject to periodic review, this time there was greater urgency. “Economic recession in key markets and the loss of the HSBC MBA loan scheme were all impacting on students’ ability to pay and increasing their value expectations. The tightening

C

“Running a well respected MBA doesn’t prevent us from having flagship MSc programmes.”

>> leading into a diversified future


We’ve put in place a coherent set of messages that allow that development path to take place. We are also homing in on the analytical ability of our MBAs through a broader management research and consultancy based approach, further enabling them to make meaningful, sustainable and informed decision,” says Melvyn.

It has not all been plain sailing according to Melvyn. Many of the proposed changes were hotly debated. “The devil lies in the operational detail. Different people had different perceptions about what we were trying to do,” says Melvyn. Fear of losing content has for the most part proved groundless while debate has re-invigorated the MBA.

A new independent MBA loan scheme underwritten by Prodigy Finance which grants low interest loans from money

raised by alumni has attracted 20 to 25 students to the full-time MBA who would not otherwise have joined. Against the trend, Cranfield’s MBA numbers are once more on the rise.

Moving on to MScs, the review has led to a greater understanding of what makes Cranfield’s programmes unique and hence what elements need to be given greater emphasis. “Employers were telling us that they are looking to recruit graduates who have more conceptual and analytical skills,” says Melvyn.

The demand for specialist MScs has grown significantly as employers and graduates have come to realise the added value a pre-experience postgraduate MSc qualification can bring. The School of Management’s first MSc in logistics and supply chain management has run successfully

for over 25 years. But, for many years it stood alone, until 2002, when the School began adding new masters programmes to capture a growing pre-experience market. Student numbers across all MSc programmes considerably outnumber MBA students by three to one.

Quality has been consistently high. Entrants to Cranfield MSc programmes are expected to have a 2.1 degree or higher. “Running a well respected MBA doesn’t prevent us from having flagship MSc programmes,” says Melvyn.

Cranfield’s MSc programmes boast an excellent record for employability. According to the FT ranking methodology the rate of employment for Cranfield alumni three months after leaving a masters’ degree is 85 - 95 per cent. The success of the MSc has another beneficial side effect in


that greater student numbers have made it easier to recruit outstanding academics who teach their discipline across both the MBA and MSc.

Launching this October, Cranfield’s full-time MiM is expected to hit its target of 40 students. “After talking to recruiters it quickly became clear to us that we had no generalist pre-experience degree to offer them. We needed a graduate entry degree,” asserts Melvyn. The unique selling point of Cranfield’s 13 month MiM course will be a three month internship arranged in association with a specialist internship agency.

Like the MBA, the MiM is a general management qualification. But here all comparisons end. “The MiM will focus much more on concepts and theory. It won’t have the same level of content, work context and practical application

as an MBA and the average age range of the MiM students will be 23 compared to 31 on the MBA,” says Melvyn.

Arising directly from recommendations made in the strategic review, Cranfield’s new executive (part-time) MSc in strategic leadership is aimed at mature students with a level of middle management experience aiming for senior positions.

In what marks a departure for Cranfield, part-time evening students will be taught in London. The move is strongly supported by Barclays Bank which has made a suite of training rooms available at its Canary Wharf HQ. “It helps that Barclays CEO Antony Jenkins is a Cranfield MBA alumnus,” explains Melvyn.

Looking even further ahead to 2014, Cranfield is planning to make

a greater contribution to business management and leadership. An MSc in management and corporate sustainability is at the final stages of planning, leveraging even more on Cranfield’s growing focus on personal leadership and ethics.

“Employers were telling us that they are looking to recruit graduates who have more conceptual and analytical skills.”

For more about the Cranfield MBA visit: www.cranfieldmba.info

For more about the Cranfield Masters in Management visit:www.cranfieldmsc.biz/mim

For further information about the Prodigy Finance scheme see page 24 of this magazine or visit: www.prodigyfinance.com/cranfield-school-of-management/invest

>> leading into a diversified future


An OrgAnisAtiOn’s strAtegY -is OnlY As gOOd Asits leAdersHiP tAlentCrAnFIelD’S neW AnD exCITInG exeCUTIVe(PArT-TIMe) MSC In STrATeGIC leADerSHIP

THe enCoUrAGeMenT, CHAllenGe AnD SUPPorTTo BeCoMe An exCePTIonAl leADer

Delivered in Canary Wharf and Cranfield from September 2013

Michele Gray - Business Development DirectorE: [email protected]: +44 (0)1234 754377www.som.cranfield.ac.uk/som/sl

Cranfield is one of the UK’s oldest and most prestigious business schools - and after 40 years is as innovative as ever - here is a new style Masters degree coming into the heart of the business environment.

A clever mix of on-line flexible learning and face-to-face interaction in Central London at the end of the working day means that participants no longer have to lose their weekends - the programme is built around their busy working lives - it comes to them. Emerging markets are explored and examined in situ - where the action is happening, talking with the people who make it happen. An in-depth leadership retreat is conducted off-site as is some of the teaching, in occasional intensive overnight sessions on-campus.

Does your organisation need exceptional leaders?If you are asking the questions “How can our staff become more effective leaders”; “How can they inspire and motivate those around them”; “How can they steer our organisation through the challenges presented in a fast changing, global business environment”? The answer is the new Cranfield Executive MSc in Strategic Leadership to be launched this September.

This two-year part-time programme develops participants’ leadership capacities at a strategic level equipping them for serious levels of responsibilities in the organisational world. This opportunity to focus on leadership and unravel the complexity of how to initiate and sustain strategic change - to make a real difference - is rare and the outcome will be a cadre of leaders who are exceptional.

Who is the programme aimed at?The MSc in Strategic Leadership is aimed at practising managers in strategic or senior operational roles, who understand that success in the market-place depends on having good leadership within the organisation. This is equally true in corporate and public sector organisations so the programme addresses both the leadership skills and qualities needed by all managers as they move up the organisation and those particular context-specific leadership practices that apply to your type of organisation.

The content of the course is designed to help your most promising managers to understand and thrive on the challenges of contemporary leadership and will enhance their knowledge, skills and understanding in key areas such as strategic leadership, leading in a global context, leading change and corporate governance. Managers will also develop their emotional intelligence, resilience under pressure and personal philosophy for being the kind of leader that others choose to follow.

This programme is delivered by experienced academic and associate faculty, who will work with an exciting range of learning approaches drawing on the arts and in-depth psychology, as well as more conventional research-based academic studies and contributions by leaders from the worlds of business, politics, NGOs and the military in order that participants fully engage themselves in the learning process. This is not a “5 Steps...” training package; it is an in-depth adventure in completely rethinking leadership and one’s own role and contribution as a leader for the future.

What Makes this Programme Different?Topics studied on this programme are of direct relevance to participants and their organisations. Studies are completed with an academically-supervised thesis on an agreed leadership topic. Unlike many other leadership development programmes this is an Accredited Masters degree and is accessible to busy managers by using local venues and online learning, in addition to short residential modules at Cranfield and elsewhere: three very good reasons to choose the Cranfield MSc in Strategic Leadership.

If you would like the opportunity to send staff onto such a programme that encourages, challenges and supports them to become Exceptional Leaders, then we should talk.

Why Choose Cranfield?Cranfield School of Management is a Financial Times Top 40 school with 40 years’ experience in awarding management qualifications, and is triple-accredited by EQUIS, AMBA, and AACSB. We are known for our excellence in leadership development, for our deep-rooted industry links and for our focus on transforming learning and research into action.

Our long tradition of management education means that we have a global alumni network of over 17,000 members in over 120 countries worldwide at all stages of their careers; it means that we have long-lasting relationships with organisations across the private, public and not-for-profit sectors; and it means that we have a deep understanding of the needs of international managers and their organisations.

develOP A neW breed OF leAders

Cranfield will be holding two taster sessions at Canary Wharf in the coming months. If you would like to attend for yourself or would like to invite the decision maker within your organisation; you are welcome to come along. Please email: [email protected] with the names, titles and company name, of those who wish to attend and you will receive an invitation as soon as the dates are confirmed.

competitive times. So, even if rankings rule, not all rule to the same degree and, as a school, we have to be selective and focus on those which we believe really matter. We have to rank the rankings!

In a league of its own, at least as far as the MBA is concerned, is The Financial Times Global ranking of Full-time programmes - more influential, more frequently cited and more genuinely global than all of the other rankings put together. While we do participate in others [see below], each with their own, often idiosyncratic but reasonably robust methodologies, and reject still more whose processes we consider highly dubious, the FT Global rules supreme and is therefore the focus of this article.

The FT Global is based on responses to two surveys - one completed by alumni three years after graduating (accounting for 57% of a school’s score), one completed by the school (worth

e care deeply about rankings. We have to - business schools and, more

importantly, our prospective students, our corporate clients and our alumni treat them as the gold standard of a school’s reputation and use them as the litmus test to predict the quality of their future educational experience. Any drop is bad news for a school - irate alumni, worried Deans, anxious students, potentially reluctant prospects. So, even if we may question their methodologies (or, in some cases, the apparent lack of them), even if we might like our candidates to value more highly our Triple AACSB, AMBA and EQUIS Accreditations (hard earned and rigorously assessed), we know that the larger world will look no further than the rankings. In this market rankings rule.

And what an explosion of them there has been in the last few years! There are rankings for the Full-time MBA, for Executive MBAs, for Executive Education, both Open and Customised programmes, for different MScs, for schools across all their programmes; there are rankings in Europe, the States, Asia, Africa and Latin America. While the best provide a real service and inform opinion, the worst are without merit - spurious surveys with little credibility and no transparency that no doubt provide a quick return for journalists under pressure to increase circulation in

43% of the total). Half of a school’s final score comes from the current year’s responses, and a quarter from each of the two preceding years - so the ranking has a ‘memory’. In the past ten years our position has yo-yoed from 63 to 28 and back to 38 in 2013 which is just about our average over the period. Yet we believe that we can and should do better by capitalising on our strengths, improving our data collection and deepening our alumni’s understanding of the process. But, as we look to improve, we must also guard against precipitate changes that could unintentionally dilute our distinctive character. In short, we must ensure that any revision in our rankings strategy reinforces rather than undermines our mission and our values: in other words, the tail must not wag the dog.

So what does affect the outcome? Unequivocally, salary, salary and salary. No less than 40% of a school’s score depends on two criteria: the

Rankings: a recipe forsuccessW>> Love them or hate them we can’t ignore them - and that means alumni too.

• Research Excellence Framework (REF)

• FT Executive Education: customised programmes

• Financial Times Executive MBA • Financial Times Executive

Education: Open Programmes• Financial Times Masters in

Finance

• Financial Times European Business Schools

• Business Week MBA • Business Week EMBA • Forbes MBA • Economist MBA • Economist EMBA • America Economia MBA

other rankings which we consider significant include:


Average Weighted Salary of alumni three years after completion and the % increase in salary over the same period. So, start your pre-Cranfield life working for a charity and leave with a career in investment banking and your school will shoot up the table. While we have done respectably with regard to weighted salary (below LBS, Oxford and Cambridge but above Manchester, Warwick, Cass and Imperial), our alumni achieve on average an 84% salary increase, lower than the majority of our competitors. Not bad but not good enough. But there are also no easy answers because we know that the very factors that currently might adversely affect our result are precisely the ones that attract many of our students in the

first place: namely the greater experience of our cohort and our strength and breadth of recruitment relationships across all sectors, not just Financial Services.

After salary, the most important determinant of a school’s success is the Research Ranking of its Faculty. This is worth 10% of the score and is about research output, specifically articles published in the 45 journals rated by the FT. While this includes such well-known titles as the Harvard Business Review, there are several academic titles which have a US focus and theoretical base (e.g. Journal of the American Statistical Association, Journal of Political Economy). Few

have the practitioner focus which we think makes a real contribution to the practice of management. Unsurprisingly, we perform modestly relative to our competitors.

So how can we improve? Most radically, we could, of course, change our MBA admissions policy and admit a greater number of younger, relatively inexperienced candidates in lower-paid jobs from emerging economies who, post-MBA, intend to move into financial services since, in theory, these students will be most likely to achieve exponential salary uplifts. We could too move to a more theoretical research agenda and publish more frequently in the FT journal list or even start

>> rankings: a recipe for success


employing a different kind of faculty. While we might balk at dramatic and wholesale change undertaken purely to align with a particular ranking’s goals, it is nonetheless reasonable to review and revise some policies and practices to enhance our performance without these fundamentally altering the school’s personality.

A new rankings group consisting of faculty and staff from all the different activities across the school has been formed with precisely this purpose. We have a clear mandate and a full agenda. We will make sure our students and our alumni understand fully the vital importance of rankings so that we get more people to respond with more detailed and considered inputs: our messages therefore have to be clear and consistent from the first day of each student’s Cranfield experience. In addition we must persuade more

top-quality candidates with outstanding academic and professional records to choose us: to achieve this we must focus more on future employability at the point of entry and increase career opportunities at the point of exit, in particular building stronger relationships with the financial services sector and developing our employer pool beyond the UK. We must endeavour too to measure student satisfaction levels more rigorously and respond more rapidly if we identify areas for improvement and we must continue to enhance the post-Cranfield alumni experience so that our alumni remain committed to the Cranfield brand. Externally we have started building a much stronger identity for the MBA around our core strengths of a school that is both close (ideally “closest”) to business and unequivocally focused on leadership development - principles that are reinforced in the revised MBA curriculum that we are

introducing in September 2013. Internally we can improve our data-gathering to provide fuller and more authoritative reporting and must intensify still further our efforts to ensure not just that our MBA students achieve the best placement outcomes but also that our post-doctoral students are offered roles in the best global schools.

With greater awareness, support and commitment from faculty, students and alumni and with increased understanding of the challenges we face, we believe we can strengthen our rankings position and consolidate our rightful place, year after year, among the world’s elite schools. This is the challenge for all of us.

mbA reUniOn2013

Thursday 2 May 2013royal Society, london SW1Y 5AG

MBA alumni (full-time, executive and modular) who finished their course between 09 and 12 are invited to a

special central London reunion event in May. Addresses from David Simmons, Graham Clark and Dr Ruth Bender will bring you up to speed on

the latest from Cranfield and a networking reception offers alumni the opportunity to reunite with their cohort and make contact with other recently graduated alumni.

Sign-up online today via the Cranfield School of Management alumni portal.

www.alumni.som.cranfield.ac.uk


David Simmons is Executive Director of the Full-time MBA and Admissions Director MBA

The School has made five high profile appointments to its International Advisory Board: the Group Chief Executive of Barclays, Antony Jenkins (MBA 1988); Warren East (EMBA 1990), Chief Executive Officer of ARM Holdings, the world’s leading semiconductor intellectual property (IP) supplier; Helena Morrissey, Founder of the 30% Club and Chief Executive of Newton Investment Management; Simon Rowlands (MBA 1986), Founding Partner of the leading European private equity firm Cinven

and serial entrepreneur, investor and personal finance expert Sarah Willingham (MBA 2003).

Cranfield School of Management’s Advisory Board meets twice a year to offer informed guidance to the School on its strategic direction. The Board comprises illustrious names from the world of business, many of whom are prestigious Cranfield alumni who have gone on to become business leaders.

Over 50% of current Advisory Board Members are Cranfield School of

Management alumni.

Director of School Professor Frank Horwitz commented: “We are fortunate to have an Advisory Board that comprises distinguished leaders from around the world. These latest appointments will add to the wealth of expertise and experience that we have and provide an invaluable external perspective on the strategic direction that we take, ensuring our activities are informed by best practice and remain relevant to our students and partners.”

>> Leading figures join School’s Advisory Board

>> NEwS

Christine Tacon (EMBA 1986) has been appointed by the government as the first supermarket ombudsman.

As ‘Groceries Code Adjudicator’, Christine will have responsibility for the ‘groceries supply code of practice’, which seeks to uphold ethical relations between large supermarket groups and their suppliers. She will have the power to fine misbehaving supermarkets.

Christine ran the Co-operative Group’s farming business for 11 years and before that worked for Mars Confectionery, Vodafone and Anchor Foods. She currently holds a number of non-executive positions in the agriculture sector, including chair of the BBC’s rural affairs advisory committee.

Christine was awarded a CBE for services to agriculture in 2004.

>> Christine named as supermarket ombudsman


>> news

Christine Tacon

Antony Jenkins Warren East Helena Morrissey Simon Rowlands Sarah Willingham

>> Awards evening

The Cranfield School of Management Awards Evening took place in February at the Institution of Mechanical Engineers. Over 150 alumni, faculty and students came together to celebrate the achievements of this year’s award winners. Tony Rice, the CEO of Cable and Wireless was presented with the 2013 Distinguished Alumnus Award. He told the audience: “The key to being a good CEO is to surround yourself with great people and don’t underestimate the importance of needing strong people skills. Having strong emotional intelligence is the single biggest factor to being successful.” He also paid tribute to his Cranfield lecturers for “giving him the tools to succeed in business.”

Prize winners included:• Distinguished Alumnus of the Year: Tony Rice (EMBA 1990) Chief

Executive, Cable and Wireless• Entrepreneur Alumna of the Year: Debra Charles (BGP 2007) Managing

Director, Novacroft• Henry Ford II Scholar Award: Juerg Baggenstoss (MBA 2012)• Odgers Prize: Vatsan Govindarajan (MBA 2012)

l-r Prof Frank Horwitz and Tony Rice

l-r Debra Charles and Paul Slevin

l-r Juerg Baggenstoss and Joe Greenwell CBE

l-r Vatsan Govindarajan and Ian Odgers

Professor Joe Peppard’s article ‘Why IT Fumbles Analytics’ has been published in the February 2013 issue of the Harvard Business Review. The article outlines an alternative approach for managing big data and analytics projects that allows companies to continually exploit data in new ways. Many companies extract insights from big data by spending heavily on IT tools and hiring data scientists but most struggle to achieve a worthwhile return. Professor Peppard and his co-author Professor Marchand explain in their article that this is because companies tend to treat big data and analytics projects the same way they treat all IT projects, not realizing that the two are completely different animals.

Professor Peppard commented: “When managing big data and analytics projects it is crucial to understand how people create and use information. Therefore, project teams need members well versed in the cognitive and behavioural sciences, not just in engineering, computer science, and maths.”

>> An alternative to managing big data

Joe Peppard


Philip Robert-Tissot (MBA 1988), Chairman of Europe, Middle East and Africa Mergers and Acquisitions at Citigroup, has been appointed as the next director general of the Takeover Panel. Philip, who will be on a two year secondment from Citi, takes up his appointment in April 2013.

With 24 years as an investment banker with Schroders/Citi, Philip is one of Citi’s most experienced UK financial advisory practitioners. Philip has been involved in some of the biggest UK deals, including advising Kraft on its £11.5bn acquisition of Cadbury and helping Ferrovial with its £10bn takeover of BAA.

>> news

>> Takeover Panel role for Philip

Philip Robert-Tissot


In the latest Financial Times ranking of global MBA programmes, the School has maintained its position as one of the UK’s and Europe’s top schools ranking 38th in the world. The School’s Economics group was once again ranked 2nd in the world in the section which highlights the world’s top ten by subject category. Other highlights from the ranking include; the Cranfield MBA is ranked 2nd in the UK for placement success, 11th in the world for career progression and 20th in the world for value for money.

>> Top marks for economics

Improving relations between marketing and the board is low on the priority list of marketing leaders, according to Cranfield’s annual Marketing Leader’s survey. The research which examined the strategic priorities for senior marketing professionals shows that marketers have become consumed with online marketing tools at the expense of their internal leadership role, which is damaging their ability to influence strategy.

The 2013 results revealed that along with building influence at board level, working across departments was also a low functional priority. Commenting on the findings, Dr Stan Maklan said: “Marketing leaders will not be effective in achieving their long-term priorities if they fail to focus on their internal leadership roles.”

>> Marketing leaders must re-think their priorities

Dr Stan Maklan

Gareth Minor (MBA 2004) has been appointed Managing Director at Past Times, the British gift brand.

In this role Gareth will be looking to develop a strategy to strengthen the foundation of this now digital pure-play retailer. A passionate digital advocate, Gareth has a wealth of experience across multiple industry sectors including advertising, publishing, printing and financial services.

As an accomplished strategist, turnaround specialist and senior business leader, Gareth hopes to develop and differentiate the Past Times brand, reacquainting it with past advocates, and enthusing a new audience through the development of an engaging product range and shopping experience.

>> Gareth appointed Managing Director at Past Times

Gareth Minor


Professor Sir Peter Gregson will become Chief Executive and Vice-Chancellor of Cranfield University from 1 August 2013. Sir Peter is currently President and Vice-Chancellor of Queen’s University Belfast, which he has led since 2004. Prior to this he was Professor of Aerospace Materials and then Deputy Vice-Chancellor at Southampton University. Sir Peter served as a Non-Executive Director for Rolls-Royce from 2007 to 2012 and was knighted in the Queen’s Birthday Honours list in 2011. Professor Clifford Friend will be Acting Vice-Chancellor until Sir Peter’s arrival.

>> New Vice-Chancellor

Professor Sir Peter Gregson

Dr Vince Cable (Secretary of State for Business, Innovation and Skills) spoke at the launch of a new report by EEF, the manufacturers’ association which was produced in partnership with Cranfield and Lloyds Banking Group.

The research by Dr Ruth Sealy of the International Centre for Women Leaders and Dr Palie Smart of the Doughty Centre for Corporate Responsibility revealed that manufacturing companies in the FTSE 100 have more women on their boards than other companies, but industry still faced a severe shortage of female engineers. Women on average made up 19% of board positions in the 29 manufacturing companies in the FTSE 100, slightly above the 17% average for the index.

The report also included a new ranking of the number of women on FTSE 100 manufacturing boards.

Commenting on the findings, Dr Sealy said: “Two years on from Lord Davies’ report on the lack of women on boards, whilst encouraging increases have occurred, we must not get complacent about the low numbers of women on boards. It is encouraging to see that the manufacturing firms are not slipping behind overall, but we need to maintain the pace of change.”

>> Women in manufacturing

Phil Dunne (MBA 1995) became UK Managing Partner for global management consultancy firm A.T. Kearney in January 2013.

An M&A specialist, Phil has over 25 years of industry and consulting experience. Phil comments: “A.T. Kearney has a rich and distinctive legacy as well as strong future ambitions, both in the UK and internationally. As UK Managing Partner, I am looking forward to supporting these goals by growing our team, safeguarding the quality of our delivery, leveraging the diversity of our expertise, and honouring our commitment to deliver tangible results for our clients.”

>> Senior A.T. Kearney appointment for Phil

Manuel Rodrigues (PhD 2012), who successfully defended his Viva at Cranfield in July 2012, has been appointed Portuguese Secretary of State for Finance. Manuel will be responsible for overseeing the centre-right coalition government’s privatisation programme, along with public-private partnerships and policy coordination of the Ministry of Finance.

>> Manuel is new Secretary of State for Finance

Manuel Rodrigues

Phil Dunne

>> news


>> BOOKS

Dr Marek Szwejczewski’s book Learning From World-Class Manufacturers examines the role of manufacturing techniques in a variety of strategic contexts, with case studies to illustrate what companies did to improve and importantly how they did it. Marek is Director of the Best Factory Awards which aim to recognise the achievements of Britain’s best factories and highlight systems and processes that others can learn from.

>> Learning From World-Class Manufacturers

Professor David Grayson’s latest book Corporate Responsibility Coalitions explores the past, present and future development of business-led corporate responsibility coalitions. The book also includes in-depth profiles of the most strategic, effective, and longstanding coalitions.

>> Corporate Responsibility Coalitions

Professor Clare Kelliher’s book New Ways of Organizing Work focuses on the changes in how work is organized and what the implications are for relevant stakeholders. The book examines the nature and consequences of new ways of working.

>> New Ways of Organizing Work

Kaveh Mir (MODMBA 2009) has released a book Wars at Work: An action guide for resolving workplace battles.

One Friday afternoon Kaveh nearly had a breakdown in his office - the brutal aftermath of more than five years spent fighting or mediating wars at work. But instead of succumbing to his myriad battle scars, Kaveh decided to do something about them. Thus, Wars at Work was born.

>> Wars at Work

Don’t forget that Cranfield School of Management alumni can keep ahead of key business trends with book summaries and author interviews via the Cranfield Knowledge Interchange online.

Essential ideas without a time consuming read - get Cranfield expertise in a nutshell. Subscribers can access a vast range of external titles.


In 2012, Prodigy Finance began off ering its innovative alumni-funded

loan programme to international MBA students at the Cranfi eld School of Management. The community loan programme allows alumni to invest in high-potential MBA students for a fi nancial return while students are provided with the funding they need.

In today’s market, it has become increasingly diffi cult for students to secure loans.

The credit crunch has only aggravated the situation, as many banks have withdrawn from postgraduate lending. This has left many international MBA students-even those with excellent credit records-without the fi nances to attend Cranfi eld. Ryan Steele, Chief Operating Offi cer at Prodigy Finance said: “It’s a struggle for many international students to secure the fi nancing they need to attend the world’s top business schools. Our programme provides a sustainable solution for incoming students while adding value to the school community.”

The Cranfi eld MBA is not just about acquiring the skills

and techniques of general management; it is also about building confi dence, emotional intelligence, decision making skills and team working abilities - the qualities that make for inspirational leaders. As international students make up 70% of the MBA class, the Prodigy Finance programme ensures that Cranfi eld continues to attract the best candidates from around the world.

Alumni and other investors interested in investing into Cranfi eld MBA students can contact jenn@prodigyfi nance.com for more information or visit www.prodigyfi nance.com/cranfi eld/invest.

£513,330in loans funded

£21Kaverage loan size

25 students received loans

13 countriesrepresented in portfolio

65%of loans went to students from developing countries

2012 Cranfi eldProgramme Stats

www.prodigyfi nance.com

Get in touch:US Tel: +1(888) 291 6878 UK Tel: +44(0) 207 193 2832Email: jenn@prodigyfi nance.com

Jenn SchwendemanInvestor Relations Manager

What the community is saying:

David SimmonsDirector of MBA programme“[Alumni] are not making a gift, but they are making an investment. It is very much in the vanguard of a new way of looking at funding MBAs in the future.“

19 January 2013“Into the [funding] gap has stepped an innovative scheme, Prodigy Finance, which links tomorrow’s business leaders with today’s savers desperate to earn better interest.”

Structure: Each bond funds a specifi c class at a specifi c school. The bonds are listed on the Irish Stock Exchange.

Oversight: Each bond series is managed by Capita and audited annually by KPMG.

Return: The target interest rate for Series 22 is 3.9% above 3 Month Libor, providing it with infl ation protection.

Repayment: The capital is repaid over the life of the bond and the weighted average life of Series 22 is 4.4 years.

Issue Date: The Series 22 bond will be issued on 16 October 2013.

Maturity Date: The Series 22 bond will mature on 15 April 2022.

KEY INVESTMENT TERMS:

“Our programme provides a sustainable solution to the school community.”

Pioneering a new model for Cranfield student financeThe Prodigy Finance bond allows alumni investors to fund a pool of super-premium Cranfi eld MBA students while earning a robust fi nancial return.

Alumni and other investors interested in investing into Cranfield MBA students can contact [email protected] for more information or visit www.prodigyfinance.com/cranfield-school-of-management/invest

In 2012, Prodigy Finance began off ering its innovative alumni-funded

loan programme to international MBA students at the Cranfi eld School of Management. The community loan programme allows alumni to invest in high-potential MBA students for a fi nancial return while students are provided with the funding they need.

In today’s market, it has become increasingly diffi cult for students to secure loans.

The credit crunch has only aggravated the situation, as many banks have withdrawn from postgraduate lending. This has left many international MBA students-even those with excellent credit records-without the fi nances to attend Cranfi eld. Ryan Steele, Chief Operating Offi cer at Prodigy Finance said: “It’s a struggle for many international students to secure the fi nancing they need to attend the world’s top business schools. Our programme provides a sustainable solution for incoming students while adding value to the school community.”

The Cranfi eld MBA is not just about acquiring the skills

and techniques of general management; it is also about building confi dence, emotional intelligence, decision making skills and team working abilities - the qualities that make for inspirational leaders. As international students make up 70% of the MBA class, the Prodigy Finance programme ensures that Cranfi eld continues to attract the best candidates from around the world.

Alumni and other investors interested in investing into Cranfi eld MBA students can contact jenn@prodigyfi nance.com for more information or visit www.prodigyfi nance.com/cranfi eld/invest.

£513,330in loans funded

£21Kaverage loan size

25 students received loans

13 countriesrepresented in portfolio

65%of loans went to students from developing countries

2012 Cranfi eldProgramme Stats

www.prodigyfi nance.com

Get in touch:US Tel: +1(888) 291 6878 UK Tel: +44(0) 207 193 2832Email: jenn@prodigyfi nance.com

Jenn SchwendemanInvestor Relations Manager

What the community is saying:

David SimmonsDirector of MBA programme“[Alumni] are not making a gift, but they are making an investment. It is very much in the vanguard of a new way of looking at funding MBAs in the future.“

19 January 2013“Into the [funding] gap has stepped an innovative scheme, Prodigy Finance, which links tomorrow’s business leaders with today’s savers desperate to earn better interest.”

Structure: Each bond funds a specifi c class at a specifi c school. The bonds are listed on the Irish Stock Exchange.

Oversight: Each bond series is managed by Capita and audited annually by KPMG.

Return: The target interest rate for Series 22 is 3.9% above 3 Month Libor, providing it with infl ation protection.

Repayment: The capital is repaid over the life of the bond and the weighted average life of Series 22 is 4.4 years.

Issue Date: The Series 22 bond will be issued on 16 October 2013.

Maturity Date: The Series 22 bond will mature on 15 April 2022.

KEY INVESTMENT TERMS:

“Our programme provides a sustainable solution to the school community.”

Pioneering a new model for Cranfield student financeThe Prodigy Finance bond allows alumni investors to fund a pool of super-premium Cranfi eld MBA students while earning a robust fi nancial return.

innovationthrough

Simplification

>> The millions of commuters who daily swipe their travel cards on and off buses and trains probably don’t spare a thought for the technology that underpins this simple cashless transaction. When e-commerce was in its infancy, one woman had the vision and the persistence to invest in online databases.

By Stephen Hoare


ebra Charles (BGP 2007) set up Northampton based Novacroft in 1997 in order

to satisfy a growing business demand for technology that could process vast amounts of customer information quickly and efficiently. From its early days as a managing agent processing government grants for home-owners switching to energy efficient gas condensing boilers, Novacroft turned its attention to smart ticketing solutions. It now has multi-million pound contracts to supply and manage Oyster cards for Transport for London, railcards for train operating companies, Metro cards in Leeds, as well as a number of travel card schemes

d for local and national transport schemes across the UK.

Ten years after establishing her business Debra came on Cranfield’s business growth and development programme (BGP) for entrepreneurs. “It opened something up. I believe learning is a part of happiness along with health, giving, achieving and being creative. I learnt many things including how a balanced scorecard can monitor a business for success and it gave me more tools to build profitable business growth. It was like putting Novacroft on steroids!” she says.

Debra explains her vision is based on innovation, teamwork and simplicity. “Innovation came first. I found a technology that allowed me to imagine. Then if you can get the right people around you, you can do great things. Finally, a complex problem can be made

simple through innovation.” Overcoming dyslexia provides another vital clue to her success. “I’m a very visual person and logic based. If I see an opportunity and I can draw it, then I can make it happen,” she says.

The proof of that last statement was when her start-up won a major government contract to administer energy efficiency grants after working 36 hours non-stop on the bid. In pre-internet days, Novacroft’s selling point was to manually process paper applications and transfer the information to a database which could be interrogated to monitor the scheme’s impact. “In over five years we successfully processed over £55 million worth of grants,” says Debra.

The business journey has been a lot of hard work with some fortuitous timing. “We were very lucky. Right from the beginning we won profitable contracts.

“Innovation came first. I found a technology that allowed me to imagine. Then if you can get the right people around you, you can do great things. Finally, a complex problem can be made simple through innovation.”

>> Simplification through innovation


And we have never had to borrow money from the bank,” says Debra. The company grew from five people in the early days to employing 160 - 200 staff depending on seasonal peaks and including a busy call centre that handles customer enquiries.

As an ambassador for the organisation UK Female Entrepreneurship, Debra is clearly a role model for other women. Strong women run in the family as evidenced by the fact that she named her business after her mother’s kennels, Novacroft. She was a leading judge of Labradors and other breeds at Crufts.

Although Debra has mentored talented women within her own company, notably her former project manager Melanie Stapleton who has since moved on to a senior position in the Go-Ahead group, Debra takes a robust view of women’s role in business. “To say that it’s difficult for a woman is creating barriers that don’t exist - that only exist in your mind. Did I face any barriers as a woman in business? No, I don’t think I did. The transport industry that I’m a part of is very male dominated but you just have to deal with it.”


Debra recounts a funny story about a man she regularly meets at business events who is a keen runner. “He gets really upset when a woman comes up behind and overtakes him. I’m a runner too, so I asked him about his best times and when he told me I was delighted to be able to tell him that ‘I can do that - forty percent faster!’”

Debra’s competitive streak extends to fast cars and, if invited, the Ferrari California owning entrepreneur would not turn down the chance to appear on BBC’s Top Gear where she reckons her driving would put her in the programme’s top fifteen fastest laps.

To a large extent she helped to create the market she now serves.

From a background in software, robotics and marketing she spotted an opportunity while working as sales and marketing director for a medium sized direct marketing organisation in the early 90s. “I had previously worked for two big organisations, Apple and Westinghouse and I was shocked to find that most UK small and medium sized enterprises lacked transparency, automation, robust processes and made poor use of data.

I found myself thinking, ‘What if I could do something different like creating a database where clients could easily access customer information?’ Customers would value being able to track their transaction online to see when it would be ready for delivery.”

The turning point in Debra’s career was when both of her parents died of cancer within months of each other. A phase of her life had come to an abrupt end and rather than wallowing in grief Debra set a new and determined course. A chance conversation at a conference was to prove the spark that set her on the course to entrepreneurship. “I was speaking to a guy from IBM at an internet symposium and he said, ‘We’re not worried about big companies, we’re worried about small start-ups.’ I was 34. I had been left an inheritance and I just thought ‘life is short. I’d better get on with it!’”

Debra invested the bulk of her inheritance - almost £100,000 - on paying a company to build a database to her specification. It was a disaster. “I burned my inheritance in less than six months - money my mum and dad had saved all their life. I decided to cut my losses.”

“The BGP opened something up. I believe learning is a part of happiness along with health, giving, achieving and being creative. I learnt many things including how a balanced scorecard can monitor a business for success and it gave me more tools to build profitable business growth.”

Instead of giving up, Debra contacted a friend of her brother, Daryl Hurst, then Head of Systems Development for a local authority. Together they built a new database that would collect customer information, verify personal details and match this with payment details in order to complete a transaction. Hurst subsequently joined the business.

Debra pauses to reflect on the values she has maintained in a company she built from scratch. The recession has softened her style, made her business philosophy, which is more female than her earlier remarks on women in business suggest. “In the early noughties people were driven by money, buying property and celebrity. Now I think the world is changing. What people and businesses value most is a sense of community. Is it a woman thing? I can only say that I’m a woman and I’m thinking that.”

>> Simplification through innovation


2013 is a celebration year for the School’s life-changing Business Growth Programme (BGP).

For 25 years we have been working with ambitious owner-managers at Cranfield to help create a different and better future for their business and themselves, generating numerous success stories and many multi-millionaires along the way.

Designed specifically for owner-managers of businesses that have been in operation for at least three years and have a turnover typically between £0.5m and £20m, BGP provides a unique opportunity for participants to step back from the day-to-day demands of running their business. By the end of the programme, participants have developed a comprehensive and robust strategy and plan for the future.

25 years of growth and development...

To celebrate 25 years of the BGP, a special anniversary event is taking place on 8 november at Cranfield University.If you are interested in learning more about BGP why not attend one of the following free briefing events?:

Thursday 23 May - Cranfield at 8.30amTuesday 4 June - Smith & Williamson, London at 6pmWednesday 12 June - Donnington, Newbury at 9amThursday 20 June - Forest of Arden, Birmingham at 9amTuesday 25 June - Cranfield at 8.30amWednesday 3 July - IoD, Pall Mall, London at 6pm

To book contact emma Butterwick: [email protected] 01234 754880www.cranfield.ac.uk/som/bgp

www.ventureday.co.ukventureday 2013

Transforming

knowledge

into action

Some of the country’s leading entrepreneurs will be at Cranfield School of Management on Thursday 9 May 2013 to speak at VentureDay, the annual one-day conference and networking event for entrepreneurs, advisors and investors.

Benefit from exposure to Cranfield’s latest research and insights from high profile contributors including Andy Bond (Woodcliffe Associates), Guy Rigby (Smith & Williamson), Darren Westlake (Crowdcube), Angus Thirlwell (Hotel Chocolat), Harry Clarke (Cobalt Telephone Technologies) and Cranfield Emeritus Professor Malcolm McDonald. Debra Charles, Entrepreneur Alumnus of the Year 2013 and founder of Novacroft and James Averdieck, founder of Gü will be giving keynote addresses to share their experience and expertise on their entrepreneurial journeys.

Key themes for 2013 include: • What does the future hold for ambitious owner-managers?• Self-sustaining social entrepreneurship• Squeezing the lemon: Getting more out of your existing business• Solving the funding gap: Crowd and seed funding• Drowning the puppies: Pet projects that look cute but waste time and

money • Using freelancers to innovate and grow your business• Strategies for going international

network with leading entrepreneurs at Cranfield VentureDay

For more information and to book a place please visit www.ventureday.co.uk or contact Wendy lewis [email protected] 01234 758104.


who claim to have been unfairly ousted from the role of Chief Executive (CEO) of their own company by their investors.

However, a transition in the role of the company founder does not have to end

in tears. For the past 25 years Cranfield has worked with some 1300 owner-managers on the Business Growth Programme (BGP). In that time we have seen many entrepreneurs successfully manage a change in leadership, both for themselves and their businesses. We have observed many times, the transition from CEO to Chairman which is when, in the words of one very successful Cranfield entrepreneur: “You exchange the problems of managing the business for the problems of managing the board.”

Very few people combine the qualities needed to lead a business throughout its lifecycle. The managerial skills required in the early days of start-up and growth are markedly different from those needed to run a mature, steady-state operation. Entrepreneurs who thrive on the

Knowing when tostep back>> When is the right time for an entrepreneur to hand over the reins of their company?

“Entrepreneurs who thrive on the excitement, pace and unpredictability of launching a business soon become bored and disenchanted with a business that’s grown-up.”

ritish venture capitalist Jon Moulton said in a recent Financial Times interview that

“an entrepreneur should get out, or be pushed out, when someone else could do the job better.” He qualified his remark by stating that the founder might not always agree with the views of those who deem it is time for a change. There is certainly no shortage of company founders out there

b


excitement, pace and unpredictability of launching a business soon become bored and disenchanted with a business that’s grown-up. However, it is not always clear to the founder what the root cause of their frustration is, and there is often no-one in the business who is prepared to tell them.

Signs that it is time to changeBoredom is a classic sign of a need for change. A bored entrepreneur is a dangerous beast, inclined to meddle in things that are working perfectly well and usually better understood by the people responsible for them. Employees will tell you off the record that the business works better when the boss is not around.

No longer understanding the business at a granular level, is another sign that it is time to change. In the early days the entrepreneur holds the business in the palm of their hand. As it grows, this becomes increasingly difficult. Those who remain obsessively involved in the detail can delay decision-making, alienate the management team and ultimately, prevent the business from growing.

Change is also needed when the CEO role is stifling an entrepreneur’s talents. If someone is really good at envisaging the future and solving problems creatively,

those are the things they should be spending their time doing.

recruiting a successorThose who have stood down as CEO to become Chairman of the company they started will tell you that recruiting the right successor is crucial. Given what is at stake, it should be professionally managed, based on a carefully-crafted job description and may take many months of painstaking interviewing to complete. Even those who approach it in this spirit admit to making mistakes. When the appointment is filled, the entrepreneur needs to manage their own expectations accordingly. “You’ll think they’re doing 50% of what you used to do, and taking twice as long,” one savvy founder and non-executive Chairman told me. “As Chairman, your job is to create absolute clarity over their objectives and measures and support them in their role if they’re delivering. If they’re not, your job is to sack them. Otherwise, get out of their way!”

Becoming ChairmanThe second key element in the transition process is adapting to your new role. Some entrepreneurs seek experience first as non-executives on the boards of other businesses, where they can get to

>> Knowing when to step back

grips with the dynamics of a board more dispassionately. Others will combine this with some expert mentoring. More often than not, founders will begin as executive chairman and move gradually to a non-executive role, a common progression if they are considering selling and need to show that the business can run independently of them. Our observations suggest that rather than filling a common, pre-determined format, chairmen of entrepreneurial businesses feel their way into what the particularities of the business require of them.

For those founders who feel the need for change, stepping up to chairman is not the only option. However, for many it makes sense and opens a new and rewarding chapter in their business career. Taking a step back could be the best thing you ever do for you and your business.

David Molian is Director of the Business Growth and Development Programme at Cranfield.

frommbAentrepreneur>> From electronics to money saving, to health supplements and banking, serial entrepreneur Michael Toxvaerd shares his experience of turning round dwindling businesses and starting his own from scratch.

to serial


By Stephen Hoare

t seems odd for an MBA alumnus to be so excited about tips for getting a better deal on

your car insurance or selling unwanted items on eBay. But serial entrepreneur Michael Toxvaerd’s eyes light up as he describes his latest business venture, letssavesomemoney.com as his best ever.

Aimed at helping cash-strapped couples juggling jobs, family and mortgages, the comparison website founded in July 2012 seems an unlikely candidate for Michael’s attention. In addition to the money saving platform, he is a founding partner in HBG Holdings UK, a private equity fund that matches Saudi Arabian investors with UK companies which he started with Zulfi Hydari a fellow Cranfield MBA from 2004. Michael is also non-exec director of EIIB plc the UK’s largest listed Islamic Investment Bank and DiamondCorp plc a South African Diamond explorer.

The ideal app for phones or for people surfing the internet at home, letssavesomemoney’s surfers browse

i a series of one minute video clips of TV money-saving expert Sarah Willingham dispensing advice on a range of topics from saving to travel insurance or buying a first house. A revenue stream is generated when people click on one of the site’s many links to service providers such as insurance companies and price comparison websites. “It’s absolutely the right product for the recessionary times we live in. There is a strong interest in the UK market for money saving advice and a clear business case,” says Michael, who is originally from Denmark but has settled in the UK for now.

At this stage it should be pointed out that Michael is married to Sarah Willingham who is also his business partner in letssavesomemoney.com. TV personality and mum-of-four, Sarah is the website’s public face.

Sarah who graduated with a Cranfield MBA a year before Michael, met him when she invited a group of students from the MBA class of 2004 to carry out a HR consultancy exercise for

her expanding restaurant chain, the Bombay Bicycle Club. Michael made a presentation and so impressed Sarah that courtship and, fairly rapidly, a marriage proposal followed. “I thought, here is a woman who knows what she wants out of life,” he recalls.

The couple had a lot in common. Both had a track record of establishing businesses and were hands-on when it came to the nuts and bolts.

Michael’s business career began at the international container shipping line Maersk from 1995-1998 where he spent three formative years absorbing the nuts and bolts of the business operation. “As a management trainee, I was sent to Australia for eighteen months and given a lot of autonomy. I was assistant line manager for a $300 million business in the Japan, Korea and Australia liner trade at the age of 20.”

“I was a CEO at 26. But I had learnt some hard lessons. Anyone can ride a wave but seeing your business through tough times takes grit and determination.”

>> From MBA to serial entrepreneur


One thing Michael learned early on was that being a part of a large multinational was not for him. He left and returned to Denmark to join the production division of an SME manufacturing electronic components for Nokia and Ericsson 2G and 3G mobile phone base stations.

Finding his niche in sales, he built the business rapidly, becoming second in command in 2000. By July 2001 the business had gone from a modest £2 million turnover to £20 million

over eighteen months and supplying markets in the US, Ireland and the UK. But then the dot com bubble burst and the business imploded. “We lost sixty per cent of our revenue in three weeks,” recalls Michael who was by then heading the company.

He stayed on for two more years and rebuilt the business, moving manufacturing to Eastern Europe and cutting overheads. By the time the company was eventually sold to

a major Danish investor Michael was ready for an MBA. “I was a CEO at 26. But I had learnt some hard lessons. Anyone can ride a wave but seeing your business through tough times takes grit and determination. What I really needed after those experiences was to contextualise my business experience. Cranfield offered me an interview and I started two months later.”

In between completing his MBA and making marriage plans Sarah and

Michael laid the foundations of their business partnership. They had come across a small underperforming nutritional supplement company called Sage Organic which they realised had massive potential. Renaming the business NeutraHealth, the couple assembled a group of investors including Lord Noon and with the aid of a professional management team that included Cranfield colleagues Robin Hilton (MBA 2005) and James McEuan (MBA 2001) Michael transformed the

“We look on life as a journey. We’re not driven by what’s supposed to be on a CV. We believe that business is a part of life. It’s about exploring your ideas and working with people. Business is just people. That’s all it is.”


firm into a high performing business. The business was floated on the AIM market of the London Stock Exchange and through five acquisitions coupled with organic growth Michael built it into the UK’s 3rd largest health supplement business with £35m turnover and £3m profits only to sell it five years later to the Indian healthcare corporate Elder Pharmaceutical. James McEuan still heads the company.

It was after leaving NeutraHealth that Michael felt there was a big gap in the market for investing in undercapitalised listed business on the AIM market and he quickly joined forces with another Cranfield colleague Zulfi Hydari to establish HBG Holdings UK to take advantage of a capital arbitrage and channel excess liquidity in booming Middle Eastern oil economies into the UK market which was struggling to raise capital due to the finance crisis.

Michael has a restless urge to generate ideas, develop them and then move on. But it is his unerring instinct for what it takes to take an idea and turn it into a profitable business that sets him apart. Key to his success is an ability to learn fast and a knack of attracting and inspiring talented people.

For him, business is first and foremost fun. “Sarah and I have a similar attitude to business. That’s probably why we’re both unemployable!” laughs

Michael. “We look on life as a journey. We’re not driven by what’s supposed to be on a CV. We believe that business is a part of life. It’s about exploring your ideas and working with people. Business is just people. That’s all it is,” he adds.

Michael and Sarah have just finalised a partnership with the NHS approved mums-to-be website Bounty.com. With four children under five, Michael and Sarah are well placed to offer practical advice. “We absolutely adore our family (two boys and two girls). It’s them and the love for each other that essentially binds our relationship,” says Michael.

Of all his many achievements Michael is most proud of a recent charity project ‘Give with Love’. “Sarah and I teamed up with Morrisons and Save the Children just before Christmas last year to feed five thousand people in the UK who otherwise would not have been able to afford a Christmas dinner. Building stuff is indulgent, but giving back is many times more rewarding”, Michael says.

This is just one in a long list of impressive achievements from this successful serial entrepreneur. We watch with interest to see what he turns his hand to next.

>> From MBA to serial entrepreneur


he provision for scholarships supported by alumni is often the deciding factor

in whether the gifted and talented leaders of the future are able to study for a Cranfield qualification, and every year new students arrive on campus, ready to be transformed and have their lives enriched by the generosity and commitment of alumni. Philanthropic support sends an incredibly powerful message to current and prospective students regarding the value that alumni place on their Cranfield experience, the strength of the alumni network and the lifelong relationships that we aspire to maintain with our graduates.

It is heartening then, to hear how overawed scholarship recipients are by the impact that their Cranfield experience is having upon their lives and the lives of their families, and how

t tremendously grateful they are for the doors that have been opened for them by alumni, continuing an emergent tradition of ‘paying forward’.

We met some of the Class of 2013 scholarship recipients midway through term two.

Cassandra Vukorep was born and raised in Vancouver, Canada and is our first recipient of the 1986 Alumni Scholarship to study on the Full-time MBA programme. “I come from a modest, low-income family background and there would have been no extra help for me to pursue a Cranfield MBA,” Cassandra explains. “So to my family and friends, me being able to do this, leaving Vancouver to progress my career and have this amazing experience, it means the world.”

Making the move to study at Cranfield was also a huge step for Nigerian MBA student Derrick Seiyefa Douglas. “Relative to my background, living and studying in the UK is really quite expensive,” Derrick says. “Receiving a scholarship has been hugely helpful. It has helped me to buy important, expensive text books, but also has helped me to afford to learn more about the country that I am studying in. It is a huge help.”

Receiving a scholarship has also made the impossible possible for Katie Sherning from New Zealand. “Being awarded the New Zealand Scholarship has helped to facilitate something very special for me, at a point in my career when an MBA wouldn’t have been achievable,” she explains. Coming from New Zealand, Katie believes that an international MBA simply wasn’t

The impact of giving

>> Supporting Cranfield School of Management through philanthropic gifts makes a tangible, real-world impact on the lives of people who aspire to study here.


to support my studies is fully enriching my

Cranfield experience and I am incredibly grateful for this

opportunity.”

Cranfield Australian Alumni Scholarship recipient David Scollon is also grateful for the total immersion that the financial support has enabled. “The scholarship has enabled my family, my wife and I to step away from our jobs, go to the other side of the world with our young son and for me to have this extraordinary experience,” he smiles. But David also taps into another central vein, which all of the other scholarship awardees quickly become animated about too.

“Knowing that alumni have supported me to come to Cranfield is really significant,” he says. “This support creates an extra impetus to make best use of this opportunity.”

Katie agrees. “I feel extremely special, very privileged and flattered to know that I am here because of the support of alumni,” she says. “It makes me very proud to be a Cranfield student and to be a prospective alumna.”

Lucy concurs. “To know that the people who are supporting me have actually stood in my shoes beforehand has made it all the more poignant,” she reflects.

This idea of shared experience chimes with both Derrick and Cassandra. “Coming to Cranfield with the support of alumni makes me feel that I am in a special place, like I’m part of a special group, a special part of something,” Derrick explains.

“For me, it seems that we are part of a legacy,” Cassandra adds. “People are still connected to this School.” She continues: “As you progress through this programme, seeing the relationships that you build with your cohort, with the School, as you go through so many highs and lows, it’s wonderful to know that 20 or 30 years down the line these experiences, these friends, these bonding moments are still there. People really care about this School and it’s great to know that this sense of community is something that you will always be part of.”

Having been on the receiving end of alumni generosity, and knowing

an option for her at this stage. “The scholarship has provided the financial backing to make this possible - it is something that I am very grateful for.”

Scholarships also help to make postgraduate management education possible for students from within the UK. Lucy MacLennan, a food technologist by training, was awarded the 1987 Alumni Scholarship. The scholarship has taken considerable pressure off Lucy. “The scholarship has enabled me to fully devote myself to the MBA,” she says. “It has made a massive difference. For me, doing an MBA is about more than just classroom learning, it’s about the whole experience, in lectures but also extra-curricular aspects. Not having the pressure of having to work

>> The impact of giving


first-hand the very real impact that magnanimity through support for scholarships has, there is a candid desire to keep the wheel of support turning.

“Completing this MBA on an alumni scholarship has made a significant difference for me,” David says. “The impact doesn’t stop with me. I look forward to paying it forward down the track and multiplying that impact.”

“I genuinely look forward to doing for future students what alumni have been so kind as to do for me this year, in providing financial support to enable me to be here,” Katie adds.

“It is a really, really good thing and is something that I will want to do after my MBA,” says Derrick.

It would be unfair to not let the 2013 recipients say thank you to the group of people who have helped them achieve so much and they are more than happy to do so.

“There almost aren’t even words to describe how I feel about the donors that supported the 1986 Alumni Scholarship,” Cassandra says. “It’s changed my life and helped me to move forward.” She laughs: “I can’t imagine how I am going to feel at the end of the programme, how grateful I will be for this experience. There are no words really!”

Katie is equally as effusive: “I would like to say an incredibly massive thank you for the financial support. You have made something possible for me at a stage in my career that couldn’t have happened otherwise. I just can’t thank you enough,” she concludes.

“I’d like to say a massive thank you to the donors who have supported me to be here,” says Lucy. “Without them, my

experience wouldn’t have been nearly as rich as it has been.”

“I’d like to say a sincere thanks to the donors who support scholarships at Cranfield,” David echoes. “It has made a significant difference for me and my family. Thank you.”

“What would I like to say to the alumni that supported my scholarship?” Derrick muses. “First of all, thank you very much. You guys are making a huge difference to the lives of young people aspiring to achieve a Cranfield MBA.” He concludes: “Also, I know it’s not easy, but whatever it takes, please try to keep it up. Rest assured that many more people will be joining you in this initiative in the future.”

Cassandra Vukorep Lucy MacLennan David Scollon

Katie Sherning Derrick Seiyefa Douglas

“I feel extremely special, very privileged and flattered to know that I am here because of the support of alumni”


make your own personal impact today...Making an impact on the lives of gifted and talented leaders of the future couldn’t be easier:

CAll Us

Call the Alumni relations and Development office today on +44 (0)1234 754832 and make a gift over the phone.

give Online

Visit our website to make a gift to Cranfield now via our secure online giving facility at: www.alumni.som.cranfield.ac.uk

retUrn A giFt FOrm

enclosed with your copy of this magazine is a gift form. Please complete this and return it to:Alumni relations and DevelopmentCranfield School of Management, Cranfield, Bedfordshire, MK43 oAl

>> The impact of giving

GIFT FORM 1 yOuR deTaIlsName _____________________________________________________________

Programme ________________________________ Year ___________________

Address ___________________________________________________________

Postcode ___________________ Country _______________________________

Email _____________________________________________________________

Telephone _________________________________________________________

2a ReGulaR GIFT (uK Only)I would like to make a regular gift of:

AMOUNT:

FREQUENCY:

£30 £84* £150

Monthly Quarterly Annually

Other £ ________________ Starting on:

dIRecT debIT InsTRucTIOnsPlease fill in the form and send to: Alumni Relations and Development Office,

Cranfield School of Management, Cranfield, Bedford, MK43 0AL

Name and full postal address, including postcode, of your Bank or Building SocietyName(s) of Account Holder(s)

Branch Sort Code

Service User Number

Instruction to your Bank or Building Society

Please pay Cranfield University Direct Debits from the account detailed in this Instruction subject to the safeguards assured

by the Direct Debit Guarantee. I understand that this Instruction may remain with Cranfield University and if so, details will be

passed electronically to my Bank/Building Society.

Signature(s)

Date

Banks and Building Societies may not accept Direct Debit Instructions for some types of account.

Bank/Building Society account number

Bank/Building Society account number

2b sInGle GIFT £50 £100 £250 £500 £1000† Other £ __________

I enclose a cheque/CAF Charity Gift Vouchers made payable to Cranfield University

Please debit my: Visa Visa Delta Mastercard Maestro

Name on card _______________________________________________________

Card no

Start date Expiry date Issue no ________

Card Security Code (Last 3 digits on back of card)

NB - We ensure that this form will be securely destroyed and no account details will be stored by us.

Cardholder’s signature ______________________________ Date _____________

4 GIFT aIdIn order for Cranfield to reclaim the tax you

have paid on your donation(s) you must have

paid an amount of UK Income Tax and/or

Capital Gains Tax for each tax year that is at

least equal to the amount of tax that Cranfield

will reclaim on your donation for that tax year.Please treat this gift of money and all

future gifts that I make from the date of this

declaration as Gift Aid donations.Signature ______________________Date: If you are a higher rate taxpayer you can also

claim further tax relief in your Self Assessment

tax return. See www.hmrc.gov.uk/charities for

more information.

5 dOnOR acKnOwledGeMenTPlease tick here if you do not wish to appear on the annual list of donors 6 leGacy/OTheR GIFTs

Please tick here if you would like to be

contacted about including Cranfield in your will or to discuss making a gift of shares, property or land, or other gifts to

Cranfield.

ThanK yOu FOR yOuR GIFTPlease return this form to: Alumni Relations and Development

Office, Cranfield School of Management, Cranfield, Bedfordshire

MK43 OAL UKt: +44 (0) 1234 754456e: [email protected]: www.alumni.som.cranfield.ac.uk

* Monthly gifts of this size entitle the contributor to membership of the Director’s Circle. † Single gifts of this size entitle the contributor to membership of the Director’s Circle. By

supporting us at this level, members of the Director’s Circle are demonstrating their commitment to Cranfield and are playing an important role in ensuring that the School remains a

leader in management teaching and thinking in the years ahead.

3 abOuT yOuR GIFTI would like to support:Annual Fund - Greatest Strategic Need Entrepreneur’s FundAnnual Fund - Scholarships & Bursaries

(For more on these projects please visit:

www.alumni.som.cranfield.ac.uk)


Gifts £1 - £999

Anonymous (16)Yasser Abdelazeem (MBA 2002) *Parag Acharya (MBA 2005)Charles Achor (ED 2002) *Brian Adams (MBA 1974)Brian Adams (MBA 1980) *David Adams (EMBA 1994)Christopher Adcock (MBA 1988) *John Adedoyin (MBA 1999) *Abolanle Adeniyi-Taiwo (EMSC-IHRM 2009) *John Adshead (MBA 1973)Mohamed Afifi (EMSC-L 2010)Yograj Aggarwal (EMBA 1987) *Eamonn Ahearne (EMBA 1994) *Peter Ahm (MSC-PM 1993)Afraz Ahmed (MBA 2004)

Foluke Alade (EMBA 2003)Iko Alavo (MSC-L 2007)Kate Alcock (MBA 1997) *David Alexander (MBA 1992)Tony Allen (MBA 2010)John Allsopp (MBA 1976)Kash Amiri (MBA 2001) *Christian Anders (MBA 1993) *Anthony Anderson (MBA 1980)Ruslan Anisimov (MBA 2010)Paolo Antonetti (MSC-M 2009) *Dr Andrea Arany EMBA 2009 *Deepak Arekal (MSC-L 2008)Clare Argent (MBA 1992) *Deji Ariyo (MBA 2008) *Paul Armitage (ED 2010) *Paula Armstrong (EMBA 2009)David Arumainayagam (MBA 1994) *Helen Ashton-Ford (MBA 1999) *

Chinye Asiodu (MBA 1998)Trudy Askew (MODMBA-DEF 2011)Jaime Astarloa (MBA 1993) *Sam Atkins (MBA 2002) *Reverend Leslie Attwood (MBA 1979) *Liz Austin (MBA 1998) *Brian Aviet (EMBA 1984)Vivek Ayer (MBA 2009) *E-Beeze LimitedArvind Badrinarayanan (MBA 2009) *Kristina Bajohra (MBA 2006) *Steven Baker (MBA 1990)Brian Baldwin (MBA 1983)Nigel Banister (EMBA 2001)Steven Bannon (MODMBA 2008) *Philip Barker (MSC-PM 1997) *Carl Barnes (MBA 1975)

Timothy Barnes (MBA 1978)Richard Barnsdale (EMBA 1997)David Barrow (MSC-PM 1990) *Heba Basiouny (EMSC-IHRM 2010) *David Bates (EMBA 2008)Janet Beal (EMBA 1995) *Ravindra Beleyur (MBA 2004) *Warren Bell (EMBA 2003)Marie Belsey (MBA 2001) *Dr Ruth Bender (MBA 1994) *Christopher Bennett (MBA 1998)Ernesto Berger (MODMBA 2005) *Stewart Birchall (EMBA 2000) *Cameron Birge (MSC-L 2006) *Phil Blackler (MBA 1992) *Peter Bob (MSC-F 2010) *Penio Bobev (EMBA 2009)Pierre Boces (MBAL 2004) *

thank you... 2012 DonorsCranfield School of Management would like to acknowledge and thank all donors in 2012 for their continued and generous support. Every gift, no matter what the size, is important. Gifts from alumni and friends are essential in ensuring that we remain a world-leader in management teaching and research in the years ahead. Collectively, they provide us with the resources we need to attract the highest calibre of students, providing them with scholarships and bursaries and a learning environment that reflects the excellence of our academic programmes.

Director’s Circle (gifts of £1,000 and above)

The Director’s Circle recognises the support of alumni and friends who contribute £1,000 or more within a single year. By supporting the School at this leadership level, Director’s Circle donors are having a transformative effect on the current and future strength and success of the institution.

Anonymous (2)Mikhail Bondarenko (MBA 2011)Penelope Bossom (BGP 2008) & Bruce BossomCranfield Australian Alumni Scholarship FoundationKito De Boer (MBA 1985)

Danny Goh Eng Kuang (MBA 2011)Simon Hammett (MBA 1993)Adam Hill (BGP 2006)Professor Frank HorwitzIKOS AM LtdMark Kelly (EMBA 1996)

Daniel Martin (MBA 2009)Khairol Anuar Mohamad Tawi (EMBAM 1991)NZ-UK Link FoundationPaul O`Callaghan (MBA 2011)Odgers BerndtsonMayank Patel OBE (BGP 2001)

Pears FoundationNicholas Pitts-Tucker (MBA 1979)Simon Rowlands (MBA 1986)SantanderBill Thomas (MBA 1992)David Thompson (BGP 2011)Haruna Wando (MBA 1983)


Antoine Boehler (MBA 1981) *Dr Alexei Bogdanov (MBA 2001) *Sada Bolanthur (EMBA 2008)James Bolle (MBA 2007) *Graham Bosman (MBA 1989) *Brian Boston (EMBA 1987) *Michael Bourne (MBA 1989) *Judith Bradbury (MBA 1997) *Andrew Bragg (MBA 1989) *Gary Brannan (MBA 1995) *David Brayshaw (MBA 1969)Michael Brennan (MBA 1988) *Vivian Bridge (MBA 1985) *Mark Brind (MBA 2002)Lynn Broadbent (EMBA 2003) *Dr Gareth Broberg (MODMBA 2007) *Tamsin Bromley-Rahlke (MBA 2007) *Helena Brown (MBA 1992) *Jonathan Brown (MBA 1971)Richard Brown (EMBA 1996) *Alastair Bruce (MBA 1994) *William Buchanan (MBA 1989) *Mustapha Bukar (ED 2008) *Dr Susan Bullivant (EMBA 1992) *Dr Christian Bungenstock (EXCH 1988) *Simon Burgess (MBA 1988) *James Bury (MBA 1995) *Peter Byrne (MBA 1970)Edward Caddle (MBA 1996) *Roger Caesley (MBA 1988) *Yulei Cai (MSC-L 2007) *Hugh Campbell (MODMBA 2009) *Niall Campbell (MBA 1980)John Canning (EMBA 1990) *Kit Carpenter (MODMBA 2008)Corry Cavell-Taylor (MBA 1988) *Cornelius Cavendish (ED 2000) *John Chamberlain (MBA 1988)Howard Chesner (MBA 1983) *Gerry Chick (EMBA 1991) *Andrea Chitti (MSc-L 2007)Surajit Choudhury (MBA 2005) *Shiraz Chowdhury (EMBA 1992) *Clive Christensen (MBA 1975)Martin Christopher (PhD 1974)Diana Chuyko (MSC-M 2009) *Harry Clarke (MBA 1992)Mike Cleaver (MSC-PM 1990) *Jeremy Coke Smyth (MBA 1976)Quentin Compton Bishop (MBA 1990)John J ConstableKarl Cook (MBA 1997) *Andrew Cooke (MBA 2001) *Ian Cooke (MBA 2002)Peter Cooke (MBA 1985) *Glendyr Cooper (MBA 1991) *Simon Corbyn (MODMBA 2008)Brian Cottam (MBA 1982)John Cottam (MBA 1979) *Mervyn Cottey (SMP 1988) *Jennifer Cramb (MBA 1993) *Janice Crawford (MSC-PM 1995) *Gerard Crispie (MBA 1993) *Stuart Croxford (EMBA 1994)

Timothy Culham (MBA 1987)Jasper Dalgliesh (MBA 1996) *Martin Davies (MBA 1992) *Martine DaviesTony Davies (MBA 1980)Conway Daw (EMBA 2004)Ashley De Safrin (MBA 1978) *James De Salis (MBA 2000) *Hasantha De Silva (MBA 1997)Dr Michael Dempsey (PhD 2004) *Tom Dervin (MBA 1984)Tom Devine (EMBA 2000) *Kay Devlin (EMBA 2003) *Rikki Dinsmore (MBA 2000)Stephen Dobra (EMBA 1993) *Eoin Douglas (MBA 2007) *Rene Douville (EXCH 1992) *Ian Drew (MBA 1983)Danny Dreyfus (MBA 1983) *Dick Drylie (EMBA 2006)Pierre Dubus (MSC-M 2010) *Kingsley Duffy (MBA 2000)Nancy Dufrenne (EMSC-MOP 2010) *Vin Duggal (MBA 1995)Dr Joe Dupere (MBA 2000) *Janet Edwards (EMBA 1998) *Mike Ellicock (MBA 2006) *Gary Elliott (EMBA 2003) *Mark Ellis (MODMBA 2003) *Steven Ellis (MBA 1988) *Simon Embleton-Smith (MBA 1992) *Ben Enejo (MBA 2010) *David Ernest (MBA 1994) *John Eskdale (MBA 1982) *Andrew Evans (MBA 2000)David Evans (MBA 1984) *Graham Evans (MODMBA-DEF 2009) *Philip Evans (EMBA 1995) *Rob Evans (MODMBA 2004) *Stephen Evans (EMBA 1990)Jonathan Exley (MBA 1993) *Stefan Faiss (MSC-L 2010) *Ingrid Falkowski (MBA 2009) *Bruce Finch (MDA 2004) *Hermann Fink (MBA 1965) *Simon Firth-Bernard (MBA 1996)Neil Fitch (EMBA 1993) *Geoffrey Fletcher (MBA 1975)Adrian Ford (MBA 1994) *Jakob Forstnig (MBAL 2004) *Jeremy Fox (MBA 1979) *Anthony Fraser (MBA 1985)Ieuan Friend (MBA 2009)Alan Frost (MBA 1975)Tao Fu (MSC-L 2011)Alastair Gadney (MODMBA-DEF 2009) *Gilles Gagnier (MBAL 2003) *Patrick Gale (MSC-PM 1999) *James Galpin (MBA 1998) *Peter Gardiner (MBA 1966)Michael Gardner (MBA 1987) *Chris Gatman (EMBA 2008)Rostina Gaus (EMBAM 1992) *Gerd Gebhard (MBA 1993) *

Mike Gee (MBA 1971)Luc Gerardin (MSC-L 1997) *Abboud Ghanem (MBA 2010) *Biswadeep Ghosh (MBA 2009) *Darren Gibbons (EMBA 2001) *Mark Gilbert (MBA 1996) *Tosin Giwa (MBA 2007) *Jacqui Glenn (EMBA 1993)Paul Goodge (EMBA 1994) *Jonathan Goodwin (MBA 1989)Paul Goodwin (MBA 1977) *Dr Christopher Gopal (MBA 1980) *Martin Gough (MBA 2001) *Barry Gould (MBA 1986)Tim Grant (MBA 1997) *Stephen Graves (EMBA 1989)Graham Green (MBA 1981)Sir Edward Greenwell (MBA 1974)Joe Greenwell CBEIlaria Gregotti-Quintini (MBA 2001) *Jan Grondrup-Vivanco (MBAL 1996)Meiert Grootes (MBA 1973) *Gus Guest (MBA 1975)Jonathan Guest (MBA 2004) *Olivier Guibert (MBA 1998) *Anil Gujjalu (MBA 2000) *David Hack (EMBA 1993) *Ali Hakeem (MBA 1998) *Dianne Haley (EMBA 1988) *MT Haley (ED 2007) *Peter Hall (MBA 2007)Andrew Hall-Drinkwater (MBA 1987) *John Hallé (MBA 1982)Jeph Hamilton (EMBA 2001) *Peter Hansford (MBA 1986)Loic Hares (EMBA 2009) *Chris Harland (MBA 1995)Dr Deborah Harland (ED 1998) *Alan Harpham (MBA 1975)Bryan Harris (MBA 1973) *Rachael HarrisDavid Harrison (MBA 1990)Andrew Hartley (EMBA 1987)Nigel Haskins (MBA 2001) *Jane Hatfield (EMBA 2005)Rudolf Hausladen (MBA 2006) *Tim Hawley (EMBA 1991) *Michael Hayles (MBA 1975)Martin Hazell (EMBA 1988) *Jon Heanen (MBA 1988) *Sue Heavens (MBA 1995)John Hellewell (MBA 1992) *Parvez Hemnani (EMBA 1999) *Rachael Herring (MBA 2004)Catherine Hillerby (MSC-L 2000)Robin Hilton (MBA 2005)Peter Hindle-Marsh (NED 2002) *Ian Hirons (MBA 1995) *Markus Hochholdinger (MODMBA 2009)William Hodson (MBA 1991) *Jason Holland (EMBA 2000) *Philip Holland (MSC-PM 1989) *Matthew Hollingworth (MSC-L 2001)Erik Holzinger (MBA 1997) *Shelley Hope (MBA 2001)

Erik Hoppenbrouwer (MBA 2000) *Jeremy Hotchkiss (EMBA 2003)Chris Hudson (MBA 1992) *Guy Hudson (MBA 2004) *Paul Huggins (MBA 2003) *Tim Hughes (MBA 1992) *Neil Hurford (EMBA 1992)Andrew Hutchinson (MSC-PM 1992) *Ayrat Ikhsanov (MBA 2009) *Dr Simon Ireland (MBA 1997) *Nick Isaac (MBA 1989) *Carolyn Isaacs (MBA 1991) *Christopher Iyawa (EMBA 2004)Alan Jackson (SMP 1986) *Richard Jackson (MSC-L 1986) *Nick Jacques (EMSC-L 2001) *Christopher James (MSC-PM 1997) *Mark James (EMBA 1992) *Bruno Jansen (MBA 2009)Hooman Javidan Nejad (MBAL 2008) *Roger Jefferies (MBA 1975)Christian Joanidis (MBA 2009) *David Jobson (MBA 1973) *Gerard Jones (MBA 1997) *Matt Jones (EMBA 2006) *Timothy Judge (MBA 1985) *Oliver Judges (EMBA 2009) *Philip Julian (MBA 1992) *Coz Kampanaos (EMBA 1992) *Sunil Kannan (MBA 2008) *Ananda Kar (MBA 2008)Solange Karwera (MODMBA 2009) *Georgios Katselis (MSC-L 1999) *Dr Richard Kay (PhD 1992)Roger Keenan (MBA 1987)Ksenia Kelly (MBA 1999) *Rajesh Kenge (MBA 2010) *Gail Kent (EMBA 1989) *Andrew Kenyon (MBA 1996) *Angus Kerr (MBA 1994)Ian Kershaw (MBA 1993) *Sati Khaira (EMBA 2003)Arish Khajotia (MBA 2006) *Ajay Khandelwal (MBA 2000) *Anup Khosla (MBA 1976) *Lindsay Khurana (MSC-L 2003) *Hugh Kilpatrick (MBA 2000)Stephen King (MBA 1996) *Love Kisslay (MBA 2005)Roger Koch (MBA 2005) *Folake Kolade (MBA 2007) *Carl Kruger (EMBA 2001)Ashwani Kumar (MBA 2009) *Shogo Kurokawa (MSC-L 2005)Jhung-Ha Kwon (MBA 2008)Simon Lane (MBA 1991)Thomas Lane (MBA 1997) *Captain John Lavery (MBA-DEF 2007)Alain Law Min (MBA 1988) *Andrew Lawes (MBA 2006) *Milton Lawrence (MBA 1995)Wendy Lawrence (EMBA 2003) *Andrew Lawson (MBA 1989)

>> Thank you



Frederic Le Gall (MBAL 1993)Sebastian Lea (MBA 2010)Chris Leary (EMSC-PPM 2009) *Benoît Lecoeur (MBAL 1994)Patrick Lecorgne (MBA 2001) *James Lee (EMSC-L 2010)Carlos Leira (EMBA 2002)Nigel Lemon (MSC-PM 1994) *Angel Lena (MBA 2008) *Noud Leussink (GMSC 2007) *Julia Lever (MBA 1980)Alan Lewis (MBA 1973) *Richard Lewis (MBA 1995)Nikos Liapis (MBAL 1999) *Deborah Lightwood (EMBA 1996) *Peter Liss (MBA 1992) *Perry Littleboy (ED 2008) *Peter Livesey (MBA 1981) *Laurence Llewellyn (MBA 1973)Sanjeev Loomba (MBA 1986) *Stefan Lubomirski De Vaux (MBA 1977)Eric Lundgren (MBA 1998) *Steve Lynes (MBA 2006) *Lucy Macginley (MBA 2000)Hamish Mackay (MBA 1997) *Graham Mackenzie (MBA 1969)Malcolm Maclean (MBA 2002)Julian Macnamara (MBA 1981)Jeremy Maddox (MBA 1991)Klaus Madsen (EXCH 1996) *Avi Maghu (MBA 2002) *Siddhesh Mahadalkar (MBA 2004) *Fardeen Malbarwala (MSC-M 2008) *Samantha Male (EMBA 2010)Mark Manosperti (MBA 2000) *Thierry Maringe (MBA 1998) *Alan Marklew (MBA 1975)Emma Marlow (MBA 2007) *Charles Marshall (MBA 1981)Stephen Martin (MBA 1987)Roy Masamba (MBA 2005) *Robert Mason (MBA 1986) *Tom Mason (MBA 1972)Simon Mather (MBA 1993) *Di Mayze (MBA 2007)James McCarthy (MBA 2009)John McColl (GMSC 2005) *Sean McGettrick (MBA 1980)Paul Mckeever (EMBA 2003) *David Mckimm (MBA 2006) *Hugh Meechan (MBA 1993)Paul Meins (MBA 1975)Bruce Melizan (MBA 1996)Stefaan Merckx (MBA 2002) *Linda Mesney (MBA 1982)David Middleton (MBA 1979)Richard Miles (EMSC-L 1998)John Milford (ER 2005) *Colin Millard (MMA 1984)Allister Miller (MSC-TS 1988)Hamish Miller (MBA 1999) *Keith Miller (MBA 1998)Simon Miller (MBA 1985)Andrew Milner (MBA 1991) *Ben Misselbrook (MBA 1996) *Uzo Mkparu (MODMBA 2010) *

Chandra Modi (MBA 1990) *Lance Moir (PhD 2004) *Barun Moitra (MBA 2008) *Iain Molland (MBA 1992) *Carl Mooney (EMBA 2009) *Michele Mooney (MBA 1986)Cris Moraes Dias Da Silva (MBA 2003)Ian Morehouse (EMBA 2009)Ian Morrice (EMBA 1993)Andrew Morris (MBA 1999) *Neil Morrison (ED 2003) *Benedicta Morrow-SlasonMark Mortimore (MBA 1999) *Stephen Moult (EMBA 1993) *Zaynab Muazu (MSc-M 2007) *Nurlan Mukhamedkarim (MBA 2008) *Anamaria Mulcahy Rosales (EMSC-IHRM 2007)Nick Murdoch (EMSC-L 2010)Divya Nagarajan (MBA 2004) *Ezequiel Naveyra (MBA 2002) *Simon Naylor (MBA 1989) *Alfred Ndongmeza (EMBA 2002) *Philippa Neilson (MBA 1998) *Trevor Nell (MBA 2000) *James Nerney (MBA 1997)Adrian Neumann (MSC-M 2006) *James Newberry (MBA 1989) *Philip Nias (MBA 1989)Andy Nichol (MBA 1984) *Marilyn Nichol (MBA 1982)David Nicholls (MBA 2000)Andrew Nicholson (MBA 1992) *Sarah Nicholson (MBA 2008)Per Nielsen (MBA 2008) *Natasa Nikolic (MBA 2008)Mark Nilski (MBA 2010) *Sular Pramu Nissiyoko (CGMP 2005)Michael Nops (MBA 1989) *Jon Norton (MBA 1990)Padraig O`Hannelly (EMBA 2002) *Frederick Obeng (MSC-L 2010) *Niran Ogundipe (MBA 2008)Philip Oh (MBA 2008) *Ugo Okwuagwu (MBA 2008) *Ada Okwuobi (MBA 2010)Grant Oliver (MBA 1984) *Arata Onoguchi (MSC-PM 1997) *Nana Opare (MBA 2005) *Richard Osbaldestin (MBA 2010) *Sarah O’Shea (MBA 1990)Abisola Oshodi (MBA 2007)John O’Sullivan (MSC-PM 1988)Nigel Owens (MBA 2000)Nic Packwood (MBA 1987)Carlos Padilha De Souza (MBA 2005)Sujit Pandey (EMBA 2010) *George Papadopoulos (MBA 1998) *Amol Pargaonkar (MBA 2007) *Brian Parker (MODMBA 2008)Glyn Parkin (MBA 1982) *Steve Parkinson (MBA 1988) *Gavin Parnell (MSC-L 2004)

Simon Parsliffe (MBA 1993) *David Parsons (EMBA 1996) *Robin Parsons (MSC-L 2000) *Bhupendra Patel (MBA 1985)Nishil Patel (EMBA 2008)Barry Patterson (MBA 1985) *Colin Patterson (SMP 1977)Tony Patterson (SMP 1996) *Simon Pattinson (MBA 1995)David Peace (ED 1995) *Michael Pearce (MBA 1988)Richard Pearce (MBA 1999) *Mike Pedley (MBA 1981) *Simon Peel (MBA 1993) *James Peer (MBA 2005)David Peggie (MBA 1982)Jonathan Peggs (EMSC-L 1999) *Hugh Pelham (EMBA 1995)Richard Penniall (EMBA 2001) *Oliver Peterken (BLP 2009)Christian Peters (MBA 1994) *Nigel Peters (EMSC-L 1995) *Philip Petersen (MBA 1992) *Colin Phillips (EMBA 1998)Nick Phillips (MBA 1997) *Geoffrey Pickering (MBA 1981)Terry Pike (MBA 1996) *Mark Pilbrow (MBA 1993) *Cyrille Pillet (EMBA 2005) *Malcolm Pimm (MBA 1975) *Jim Pirrie (MBA 1990) *Jesper Platz Helles (EXCH 1994) *Richard Pook (MBA 1983) *Matt Pool (EMSC-L 2008) *Matthew Poray Pstrokonski (EMBA 1990) *Chris Porter (MODMBA 2008) *Tom Postlewaite (MBA 1973)Geoffrey Powell (EMBA 1988) *Claire Powers (MBA 2004) *Yasmin Prest (MBA 1995)David Preston (MBA 1992) *Mark Price (MBA 1974)Martin Price (MBA 1982)Antony Pullen (EMBA 1990) *Dean Purvis (EMBA 2006) *Dr Luca Raffellini (MBA 1997) *Andry Rakotohova (MBA 2011)Mike Ralph (MSC-L 1987)Ajay Ram (MBA 1995) *Chris Ramler (MSC-PM 1992) *Neil Ramsey (EMBA 2002)N Ranjan (MBA 1994) *Dr Paul Raspin (PhD 2004) *Edward Ratcliffe (EMBA 1991) *Martin Ratcliffe (MBA 1992) *Hugh Rathbone (MBA 1997) *Richard Ray (MBA 1994) *Nick Read (MBA 1998) *Mark Reader (EMBA 2003) *Andrew Reid (MBA 1981)Philip Reid (EMBA 1997) *Robert Reid (MBA 1989)William Reid (MSC-PM 1985)Kash Reid-Bashir (MBA 2003) *Stephen Renkert (MBA 1978) *Dr Rita Renner (PhD 1995) *Neville Reyner (EMBA 1984) *

Stephen Rice (EMSC-L 1997) *Vincent Rice (MSC-L 2010) *Sheila Richards (EMBA 1988) *Clive Richardson (MBA 1980)Julian Richardson (EMBA 2001) *Paul Richmond (EMBA 2010)Professor Alison Rieple (MBA 1989) *Paul Rigby (MBA 1990)Sven Ringling (MODMBA 2007)James Ringshall (MBA 1992) *Colin Robertson (EMBA 1998) *David Robertson (MBA 1978)Philip Robert-Tissot (MBA 1988)Andrew Robinson (MBA 1974)Steve Robinson (EMBA 1990)Helen Rodenhuis Nevell (MBA 1994) *Caroline Rolfe (EMBA 2002) *Kevin Ross (EMBA 1988) *Emeline Rousselet (MBA 2009)Jon Rowlerson (MBA 1986) *Alexander Rowold (MBA 1998) *Daniele Rubertelli (MODMBA 2008)John Russell (EMBA 1987) *Guy Rutter (MBA 1994) *Christopher Ryan (MBA 1990) *Gihan Salgado (EMBA 1995) *Abdulelah Salih (MBA 1988) *Francis Salvesen (MBA 1998) *Iain Sayers (MBA 1986)Ian Sayers (MBA 1997) *David Scanlon (MBA 2000) *Marco Schaller (MBA 2000)Erwin Schaufler (GMSC 2007) *Stefan Schenker (MBA 2009)Reinhard Scholl (MBA 2003) *Dr Ashley Scott (EMBA 1993) *Ken Scoular (ED 2009)David Scriven (MBA 1988)Christopher Sellicks (MSC-L 2006) *Antonio Seminara (MBAL 1998) *Paul Seminara (MBA 1997) *Roberto Seminario (MBA 2004)Naresh Sethi (MBA 1984)Malcolm Seymour (MBA 1980)Aminu Shaibu (MBA 2009)Jessie Shang (MBA 2002)Deepak Sharma (MBA 1978) *Robert Shaul (MSC-PM 1999) *Bruce Shaw (MBA 1993) *Matthew Shaw (EMBA 1984) *Elizabeth Shepherd (EMSC-L 1993) *Peter Sheppard (MBA 1992) *Matthew Shimmin (MBA 1999) *Clare Shinner (MBA 1997) *Stewart Shuttle (ED 1998) *Harry Singh (EMBA 1997) *Captain Manish Singh (MBA 2007) *Neil Skehel (EMBA 2000) *Christopher Skey (BGP 1994)Alison Smith (MBA 1997) *Amanda Smith (MBA 1994) *John Smith (GMSC 2005) *Malcolm Smith (EMBA 1993) *Simon Smith (EMBA 1994) *Stephen Smith (MSC-PM 1984) *

The Cranfield Social NetworkDo you use Twitter? Facebook? linkedIn? Are you engaged with Cranfield via these networks?

Cranfield School of Management has an active presence on all the major social networks and engaging with us through them is a great way of staying connected and learning about our academic output in the field of management education and research.

itunes UCranfield University iTunes Ubit.ly/pgT9Y5Online Supply Chain Management & Logistics Coursebit.ly/142U3Ga

FacebookCranfield School of Management Pagefacebook.com/cranfieldmanagement

YoutubeCranfield School of Management Channelyoutube.com/cranfieldsom

linkedinSchool Pagelinkedin.com/company/cranfield-university-school-of-managementSchool Grouplinkedin.com/groups/Cranfield-School-Management-official-2592044Official Alumni Network linkedin.com/groups?gid=3126018

twitterCranfield School of Management@cranfieldmngmtAlumni @cranfieldalumniBGP Business Growth@BGP_CranfieldBusiness Technology Group@som_biztechCareer Development Service@CranfieldSoMCDSCentre for Customised Executive Development@CranfieldCCeDDoughty Centre for Corporate Responsibility@DoughtyCentreKnowledge Interchange@CranfieldKIMBA@cranfieldmbaMSC@msccranfieldsomPraxis@CranfieldPraxisResearch News@SoMresearch

>> Thank you


Tunde Sodade (MBA 1996) *Efstathios Sofogiannis (MSC-L 2004)Thomas Sohal (EMBA 1993) *Mark Somerset (MBA 1988)Oluwaremilekun Soyannwo (MBA 2000) *Patricia Spicer (MBA 1984) *Howard Stables (EMBA 1988) *Barbara Stanley Mcnulty (EMBA 1988) *Mike Staplehurst (EMBA 2000)Paul Stephens (MBA 1987) *Reto Sticher (MBA 2005) *Wiet Stokhuyzen (MBA 1976)Oliver Strachan (MBA 1998)Chris Stubbs (MBA 1997) *Michael Sullivan (EMBA 1994) *Lt. Colonel Charles Sulocki (MBA 2000) *Andrew Sutton (MBA 1997) *Ian Tait (MBA 1987)Simon Tait (MBA 1996) *Julian Talbot-Brady (MBA 2000) *Nazrul Talukdar (MBA 1992) *David Tamby Rajah (MBA 1995) *

Loh Koon Tan (MBA 2000) *Saleh Tarradah (ED 1982) *Nigel Taverner (MBA 1980)Ben Tay (MSc-L 2007) *Dan Taylor (MBA 2003) *Philip Taylor (MBA 1990) *Tim Taylor (EMBA 2009) *Jesper Oliver Teuchler (EXCH 1999) *Bhupendra Thakker (MBA 1984) *Rajendra Theagarajah (MBA 1984) *Richard Thomas (MBA 2010)Jeremy Thompson (MBA 1988) *Jonathan Thompson (MBA 1994)Keith Thompson (SILSOE 1986) *Jonathan Thornton (MBA 1972)Ingo Toegel (MBA 1972)Hannah Treiber (MSC-L 2006)Dr William Tribe (MBA 2006) *Wing Kin Tsoi (MBA 2010)Colin Tuckwell (MBA 1980)William Tuffy (EMBA 1990) *Andrew Twidle (MBA 2003) *John Upperton (EMSC-L 2010) *Mark Van De Loenhorst (MSC-L

2006) *Bence Varady Szabo (MBA 2005)Neil Vaughan (MBA 1989) *Arjan Veraart (GMSC 2005) *Clive Viegas Bennett (MBA 1998) *John Vincent (EMBA 1988)Professor Susan Vinnecombe OBEWashington Waithaka (MBA 2005)Professor Alan Waller OBENeville Walter (MBA 1997) *Geoff Warr (MBA 2004) *Martin Watt (MBA 2001) *Stephen Webb (MBA 1986) *Jan Wemmel (MBA 2004)Ian West (EMBA 2005)Carol Wheatcroft (MBA 1989) *John Whelan (MBA 1996)Sarah White (CGMP 2011)Justin Whittaker (EMBA 2003) *Michael Whittaker (MBA 2001)Donald Whyte (MBA 1988) *Anil Wickramasinghe (MBA 1988)Neil Wilkie (EMBA 1993) *Anthony Williams (EMBA 1992) *David Williams (EMBA 1995)Julian Williams (MBA 1996) *

Solomon Williams (MBA 1988) *Adrian Wood (MBA 2008)Ian Wood (MBA 2000) *David Woolley (MBA 1998)Worshipful Company of International BankersAndy Wright (MSC-PM 1989)David Wright (EMBA 2006) *Robert Wright (MBA 1982) Robyn Wright (MBA 1995)Azize Yanina (MSC-L 2009) *John Yates (MBA 1977)Shih Chi Yeow (EMBAS 1990)Steve Yick (MBA 2003)Simon Young (EMBA 1991) *Tom Young (MBA 1993) *Alan Yuen (MBA 2008) *Michael Zelouf (MBA 2001) *Alain Zijlstra (MBA 1995) *Andreas Zindel (MBA 2003) *Pierre Jules Zing Tsala (MBA 2000) *Alison Zutshi (MBA 1995) *

* Philanthropic contribution of CMA membership fee refund

tHe knOWledge interCHAngeKI Online

the ki Online is available to all executive development and masters alumni of Cranfield school of management

Individual membership is available via the Alumni Relations and Development Office at: www.alumni.som.cranfield.ac.uk or by contacting the Alumni Relations and Development Office on +44 (0)1234 754456 or [email protected].

Please visit the KI Online at: www.cranfieldknowledgeinterchange.com for further information or contact Heather Peake, Business Information Specialist in the Knowledge Interchange on +44 (0)1234 754836 or [email protected].

Transforming

knowledge

into action

Commercial information for our Premium subscribersOnesource: Global business information, company and executive profiles, news, articles, market research, financial data, SWOT & analysts’ reports.marketline Advantage: Global company profiles, industry reports, country reports, financial deals and company-focused case studies.business insights: In-depth analysis of key sectors including consumer, technology, energy and financial services. emerald: Articles offering latest insight into research, global management thinking, industry case studies, interviews and in-depth book reviews. emeraldmanagementFirst: Case studies, expert interviews, hot topic briefings and editorial comment.getAbstract: 5,000 of the latest and most popular business book summaries, on 100 topics, summarised into five pages. Learn the key points of a book in just 10 minutes.

Premium subscribers may access our catalogue of guides:

• Guides on key management themed topics, designed to support managerial decision making and provide both practical and strategic information and advice

• Mobile guides for managers on the move. Recently launched, five distilled guides for managers accessible from smart phones: Career development, change management, customer-centric organisation, employee engagement and strategy formulation

• Smart guides offer a handy range of convenient and practical ways to address the topic: Strategy, employee engagement, change management, career development and management.

modules on the following topic areas are available to Premium subscribers:

• Business Performance Management• Finance & Accounting• Project Finance• Project Management• Influencing Relationships• Leadership• Managing Change• Developing Partnerships• Customer Relationship Management• Managing Major Bids• Market & Customer Focus• Strategy.

bUsiness intelligenCe resOUrCes

Cranfield has pioneered the creation of a unique subscription service that enables access to the best management and business intelligence resources for you to make well-founded decisions.

bUsiness gUides

Our business guides provide you with practical and strategic advice and information on key management topics. They are designed to support you in your managerial decision making processes.

e-leArning mOdUles

Our 20 minute E-learning modules are concise, accessible and practical with regular summaries and short quizzes to help you grasp the essentials. The modules provide you with Cranfield’s perspective on essential management topics.

latest commentary and thought leadershipCurrent business and management issues are discussed with our faculty in topical interviews. Watch short interviews of them discussing how to address the vital issues managers face today. Also, see Cranfield faculty authors discussing their latest books.

60 seconds with… Learning bytes on a range of business and management topics from our faculty.

Explore the Management Themes which draw together faculty research, key concepts, articles and presentations in the following 13 areas: Business Economics and Finance; Business Performance Management; Corporate Responsibility and Sustainability; Entrepreneurship and Business Growth; General Management; Information Systems; Innovation and Operations Management; Leadership; Managing People and Global Careers; Marketing, Sales and Client Relationships; Programme and Project Management; Strategy, Complexity and Change Management; Supply Chain and Logistics Management.

CrAnField On And60 seCOnds WitH

Key topical themes that managers need to grasp to stay ahead, with video interviews and articles. Research Insights present topical debates with Cranfield experts with a forum for you to share your comments and reactions.

tHe ki Online - HelPing YOU WitH YOUr everYdAY bUsiness deCisiOns And PrOFessiOnAl develOPment

KI online is an electronic toolkit which includes access to commercial information providers and the latest research from our Cranfield faculty.


For more than 40 years, Cranfield School of Management, a world leader in management education and research, has been helping individuals and businesses learn and succeed by transforming knowledge into action.

The School brings together a range of management disciplines through a significant portfolio of activities that includes research and consultancy, postgraduate masters and doctoral programmes, executive development courses, conferences and customised programmes.

Cranfield School of ManagementAlumni Relations and Development OfficeCranfield, BedfordshireMK43 OAL UK

t: +44 (0)1234 754456e: [email protected]: www.alumni.som.cranfield.ac.uk

Printed on paper from a sustainable source

When you have finished with this magazine, please recycle it.

Copyright © Cranfield University 2013

Date post:	09-Mar-2016
Category:	Documents
Upload:	cranfield-university-alumni-relations-and-development
View:	220 times
Download:	5 times

Alumni Focus

Documents