Pears Business Schools Partnership case studies and lectures

The Pears Business Schools Partnership is a collaboration between Cranfield School of Management, London Business School, Said Business School and Pears Foundation to stimulate student engagement with the themes of sustainable and responsible business in society and to take into their leadership careers a desire, a willingness, to seek out and implement innovative models for change.

The Partnership has commissioned the development, publication and teaching of twenty seven case studies on the value that businesses and business leaders bring to society, and an annual lecture by a leading business figure who is using the power of business to make a positive difference.

Last night I attended the 2^nd annual Pears Business Schools Partnership lecture delivered by Sir Andrew Witty, CEO of GlaxoSmithKline, who delivered a compelling call for businesses to connect more strongly with fundamental social and ethical imperatives.

Sir Andrew sees this as an important time to consider the intersection of business with society. Why? Because trust in the private sector has eroded and corporations have become more de-humanised over the past twenty years. In order to redress the balance, businesses need to place the values of the individual at the heart of everything they do – staff, customers, suppliers and shareholders – and align themselves with lasting personal, social values. Those that do are more likely to be more successful and sustainable and to have a more authoritative voice on key issues. And the key player is the CEO, who must have the courage to "...stand in front of the mirror and ask ourselves – what’s the most we can do to make a positive difference, to do better, be responsible, to keep challenging and demanding better?"

At ecch we're delighted to be playing a small part in disseminating the cases produced under the partnership. Sir Andrew Likierman, Dean, London Business School, said last night: “It is inspiring to hear Sir Andrew Witty outline the important role businesses can play in contributing to our society, and emphasise the business benefits of doing so. At London Business School, we have always believed that good corporate responsibility and ethical business go hand-in-hand with successful business practice, and it has long been part of the core curriculum in our MBA programme. The Pears Business Schools Partnership, through the rich case studies it is producing, is helping that aspect of our work even further.”

Nine case studies are being written by each Business School and we will be assessing their impact in the classroom. The case studies feature companies such as Innocent, Proctor & Gamble and UBA Group, and examine the diverse and imaginative ways businesses contribute to society and generate positive value as a result of their work. All the case studies will be published online and in a summary brochure later this year.

Barriers to developing schools adopting the case method

Our recent feature www.ecch.com/developingcountries on how emerging economies are discovering the benefits of using the case method in management education seems to be well timed. I also came across this blog from Professor Erhan Erkut exploring the barriers to adopting the case method for those coming to it fresh and with limited resources.  There are huge benefits to a school adopting the case method: local cases written by local authors immersed in the social and business cultures, research links with their local business communities, international exposure to other schools adopting the cases.   But we'd be doing ourselves a disservice if we weren't also aware of the barriers that can get in the way of a developing school, however committed, wishing to adopt the case method for the first time and professor Erkut's post does well to highlight an earlier research paper by Marina Apaydin.  Both illustrate a need for increased co-operation and support from western schools and academics.  We're trying to do our bit, too, and will be running a workshop dedicated to academics from emerging markets later this year - details to follow.  I'm also interested to see if the increasing use of mobile technologies acts as another barrier or actually eases entry into the use of cases, given the huge penetration into emerging markets.  But that's something for my next post, I think.

Entrepreneurship? It ain't worth a thing if it ain't got that swing

Regular readers will know that I love jazz and have drawn comparisons between it and case writing/teaching as two great American art forms constantly reinvigorated by adoption and adaptation in the rest of the world.
Seems that business academics and practitioners can learn some wider lessons from jazz and how it's organised and led.  Research into entrepreneurial leadership at Warwick University says that entrepreneurs and leaders of entrepreneurial teams can learn a lot from how the jazz greats lead their ensembles.  Entrepreneurial Teams: Insights from Jazz by Deniz Ucbasaran, Mike Humphreys and Andy Lockett (any relation to the sax player Mornington Lockett?) won an award for best paper at the 2011 ISBE conference.
Now the story is running in the jazz press
A jazz setting would make for a great case study, maybe in the style of Raymond Chandler:

It was about eleven o'clock in the morning, mid October, with the sun not shining and a look of hard wet rain in the clearness of the foothills. I was wearing my powder-blue suit, with dark blue shirt, tie and display handkerchief, black brogues, black wool socks with dark little clocks on them. I was neat, clean, shaved and sober, and I didn't care who knew it. I was everything the well-dressed entrepreneur ought to be. I was calling on four million dollars. (adapted from the opening paragraph of The Big Sleep)

Now that's an opening.