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.

Journal of Academic Writing

The European Association for the Teaching of Academic Writing has just published the inaugural edition of the Journal of Academic Writing   The journal, which is international and peer reviewed, focuses on researching and debating best practices in the teaching of academic writing.  It's interdisciplinary but there is much that will be of interest to case writers including this article by Liz Cain and Ian Pople on writing practices in Business Studies.
Interestingly, those writers interviewed in the study make no reference to case writing, which led me to think about the status accorded to case writing in comparison to other forms of academic writing.  Case writers conduct and convert research into written accounts just as in other forms of academic publication, so what leads to their work being under reported even in studies specific to their subject area, where one would expect recognition of the form to be almost universal?
This peer reviewed journal is a welcome contribution to the academic study of the value that good writing brings to education.  Our annual awards for case writers make a contribution, of course, but we must find a way of doing more.

Reports of the death of the case study have been greatly exaggerated (again)

The launch of Harvard Business School's FIELD programme has led, though not by HBS itself, to some thoughts that the days of the case study may be numbered.  In fact HBS is building on the strengths of the case method by beefing up the student learning experience through a blend of cases (including those researched and written at its increasing number of overseas research centres) and the FIELD programme's immersive experiential learning.

That this could be taken to mean the end of the case method is a misunderstanding of what the case method is about.  Working through a case is not a poor replica of real life, and is not intended to be.  It is a different form of experience - rather like how watching sports or opera or the report of an international trade negotiation on television is different from being there, never mind experiencing it as a player, performer or diplomat.   Different but, in many respects, better. On television I get better angles of view, expert analysis and commentary and a much clearer picture of what is going on and why one team loses or wins, or a performer moves us or a negotiation is lost - something that often the players themselves or, more often, the losing managers, don't always know themselves.

In the same way, a good case study provides the clarity and analytical rigour for which real life doesn't allow time.  HBS is recognising this by retaining the mix of case study and experiential.  Reminds me more of Executive education, than a New Orleans band marching us to the grave of the case method.  

Going 100% cases

The ecch accessibility programme supports developing schools in their adoption and use of the case method, which is why I found this interview with Professor Hilda Amalraj, Dean at IBS Hyderabad, such an interesting read.  It's an account of her experience of the school changing to 100% case-based teaching and it highlights the demands the case method makes of faculty, students and administrators and the benefits it offers in return.  Faculty require support and development in growing their case research, writing and teaching skills while the school administration may struggle to fund both the provision of professional development and the cost of accessing cases.  But the rewards are high.  Students experience real decision making in the classroom using cases with both local and international perspectives.  Faculty writing cases engage with local business as they research and then write the case.  Theory is aligned with teaching practice.  Business communities benefit by interacting with faculty and the case can be used as an opportunity for self-reflection.  I believe the act of writing and teaching cases can stimulate interaction between schools and their local business communities to tthe benefit of both.

The ecch accessibility programme can help with professional development and affordable access to cases, working closely with case development centres around the world to make it much easier for all of us to access local cases written by authors within developing schools, reflecting a real understanding of the cultural and economic contexts within which business operates.

Rihanna brings in the sheaves

Here is my stab at a case in 50 words (see yesterday's blog).

You head Northern Ireland tourist board.

Tourism @ 4.9% GDP = £529m+40,000 jobs.  Film @£112m over 4 years. Farmer’s faith disrupts Rihanna video .

Farmer is local alderman but global news makes country look backward to tourists.  Production companies concerned about disruption.  You are called to attend government committee.

?