efmd is Europe's unique forum for quality information, international networking and worldwide cooper

1
Welcome to the EFMD Annual General Assembly
2005Brussels, Belgium
2
CHAIRMANGerard van SchaikEFMD President
3
Action points

• Approve the agenda
• Ratify the new Board members
• Ratify the new EFMD members
• Approve the financial report
• Appoint the auditor for 3 more years

4
Agenda

• Outgoing and new EFMD Board members
• Ratification of new EFMD members
• Looking back and looking ahead - Highlights of
  2004- Financial report
• Strategic development report
• Questions and answers
• Closing

5
Outgoing Board membersA thank you to

• Ann Ewing
• Vincent ONeill

6
Welcome to new Board members

• P. Callway, Head of Global Learning Strategy, BP,
  UK
• J. Fleck, Dean, Open University Business School,
  UK
• S. Iñiguez, Dean, Instituto de Empresa, Spain
• A. D. Perrin, CEO, Richemont Group, UK
• D. Saunders, Dean, Queens School of Business,
  Canada

7
NEW MEMBERS FOR RATIFICATION SINCE JUNE 2004
8
New Institutional members

• CORPORATE MEMBERS
• E-Learning S.A. Crossknowledge, France
• Natexis Banques Populaires, France
• Noir Sur Blanc, France
• Richemont International Ltd., United Kingdom

9
New Institutional members

• EDUCATIONAL MEMBERS
• Amsterdam Graduate Business School, The
  Netherlands
• Coventry University, Coventry Business School,
  United Kingdom
• European School of Business (ESB), Reutlingen
  University, Germany
• Groupe Sup de Co Amiens Picardie, France

10
New Institutional members

• EDUCATIONAL MEMBERS
• IAE de Rennes, IGR-IAE, Université de Rennes 1,
  France
• International School of Management (ISM),
  Lithuania
• Napier University Business School, United Kingdom
• NEGOCIA, France
• Turku School of Economics Business
  Administration, Finland

11
New Institutional members

• EDUCATIONAL MEMBERS
• The University of Newcastle upon Tyne, Business
  School, United Kingdom
• Universidade Católica Portuguesa, Faculdade de
  Ciências Económicas e Empresariais, Portugal
• University of Lincoln, Lincoln Business School,
  United Kingdom
• Vienna University of Economics and Business
  Administration, Austria

12
New Associate members

• CORPORATE MEMBERS
• EMADIN S.A., Belgium
• Spirus Applied Learning Solutions AG,
  Switzerland
• EDUCATIONAL MEMBERS
• NITHH Northern Institute of Technology
  Hamburg-Harburg GmbH, Germany

13
New Non-European members

• CORPORATE MEMBERS
• Qurtoba Human Management Development, Saudi
  Arabia
• EDUCATIONAL MEMBERS
• Arab Academy for Science Technology, Graduate
  School of Business, Egypt
• CFVG (Centre Franco-Vietnamien de Formation à la
  Gestion), Vietnam
• College of Business Administration, Saudi Arabia

14
New Non-European members

• EDUCATIONAL MEMBERS
• Dubai University College, United Arab Emirates
• ESPOL - Escuela Superior Politécnica del Litoral,
  Ecuador
• Graduate School of International Management
  (GSIM), Aoyama Gakuin University, Japan
• Korea University Business School, Korea

15
New Non-European members

• EDUCATIONAL MEMBERS
• La Trobe University, Faculty of Law Management,
  Australia
• Management Development International, Alger
  Business School, Algeria
• Marshall School of Business, University of
  Southern California, USA
• National University of Singapore, School of
  Business, Singapore

16
New Non-European members

• EDUCATIONAL MEMBERS
• Northeastern University, College of Business
  Administration, USA
• Prin. L.N. Welingkar Institute of Management,
  India
• Simon Fraser University, Faculty of Business
  Administration, Canada
• Singapore Management University, Lee Kong Chian
  School of Business, Singapore

17
New Non-European members

• EDUCATIONAL MEMBERS
• The Hong Kong Polytechnic University, China
• The University of Texas at San Antonio, College
  of Business, USA
• University of Canterbury, College of Business
  Economics, New Zealand
• University of Victoria, Faculty of Business,
  Canada

18
Transition to Institutional membership

• Estonian Business School, Estonia
• Lemniscaat Management School, The Netherlands
• RISEBA Riga International School of Economics
  and Business Administration, Latvia

19
Reciprocal memberships

• AIESEC
• Baltic Management Development Association (BMDA)
• CASE Europe
• European Mentoring and Coaching Council (EMCC)
• Global Business School Network (World Bank/IFC)

20
Honorary members

• Nigel Habershon
• Vincent ONeill

21
Membership by status
22
LOOKING BACK AND PLANNING AHEAD

• Eric Cornuel
• EFMD Director General

23
12 HIGHLIGHTS OF 2004
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Record attendance at EFMD Conferences in 2004/2005

• HUGE SUCCESS at Deans and Directors Meeting
  78 more registrations
• More institutions than ever represented at MBA
  Directors Meeting 10
• More countries than ever represented at Executive
  Education Meeting 28
• High profile speakers Siim Kallas,
  vice-president of the European Commission,
  launches new transparency initiative at EFMD
  Public Sector conference
• Successful events for External Relations,
  Undergraduate Education, Entrepreneurship-Innovati
  on-Small Business

25
CLIP Corporate Learning Improvement Process

• Entered a rapid development phase in 2005
• Reached a new threshold with a critical mass of 9
  Corporate Universities
• Five leading companies certified in 2004
• Four others certified in June 2005 (Swiss Re,
  Credit Suisse, Deutsche Bank, Volkswagen
  Coaching)
• Other leading CUs in the pipeline
• Recognised as an effective mechanism for
  international quality benchmarking of the
  Corporate Learning Function

26
EQUIS HIGHLIGHTS

• Further growth of EQUIS on the global scene
• Accreditation of another 5 Australian Schools
• One more Chinese School
• One more Canadian School
• First accreditations in Argentina, Costa Rica,
  New Zealand, Nicaragua, Portugal and Singapore
• Breaking ground with US top schools
• Intense work on EFMD Programme Accreditation
  System (EPAS)

27
EFMD CEL Certification of e-Learning

• CEL sets the criteria for quality in e-learning
  programmes for management education
• CEL is relevant for corporate and academic
  institutions using e-learning programmes
• First CEL certificates to Open University UK and
  Volkswagen Coaching
• CEL Presentation Tomorrow (14th) at 1100

28
Regional accreditation systems in Central and
South Asia

• South Asia (India, Pakistan, Sri Lanka,
  Bangladesh)
• Development of quality criteria with AMDISA
• 4 pilot institutions
• Project funded by the EU Asialink programme
• Central Asia (Kazakhstan, Kyrghizstan and
  Uzbekistan)
• Support to CAMAN for the lauch of CAMEQ
  institutional accreditation
• 8 accredited institutions
• Project funded by the EU Tacis programme

29
Establishment of the European Affairs Department

• Obtaining a better positioning with the European
  Institutions
• Developing a long-term partnership by adopting a
  more pro-active approach
• Taking advantage of the new EU five-year cycle
  EU Lisbon Strategy
• Director Victor Pou Serradell
• EFMD Advisory Board for EU Affairs

30
Setting guidelines for responsible leaders
Global Responsibility Initiative

• 21 businesses and education institutions from
  around the globe joined on a one year learning
  journey led by the EFMD in cooperation with the
  UN Global Compact
• The journey started in September 2004 has focused
  on 4 themes
• The Purpose of the Firm a new concept
• Global Ethics
• Advancing Business School Practices
• Advancing Business Practices

31
Global Foundation for Management Education (GFME)

• Joint initiative with AACSB, 15 Board Members
  from across the globe
• The mission of the GFME is to identify and
  address challenges and opportunities in, and
  advance the quality, content, and development of,
  management education and practice worldwide
• The first GFME project is Mapping the management
  education landscape and structure of business
  schools globally. The resulting 60 country
  profiles will be launched at this years Global
  Forum for Management Education in Santiago, Chile.

32
www.efmd.org

• Launch of the new EFMD website. Key components
  clarity, ease of use, informative and content
  based
• "News from the Network" section which is
  dedicated to the 500 EFMD members and includes
  latest news, events, job opportunities and
  research from across the international network
• Installation of a new CRM database system and
  upgrade of all office PCs

33
Strategic reflections withBoard and members

• Over 100 responses from members
• In-depth interviews with Board members and
  opinion leaders
• Two Board meetings devoted to setting the EFMD
  strategy for the next five years

34
EFMD European Academy of Business in Society
(EABiS)

• European research platform for corporate
  responsibility (CR)
• Survey/Gateway to educational programmes
• Quality standards on CR education/research
  including pilots on integration in EQUIS

35
Sound financial performance

• The net surplus reached 181.777
• The cash flow amounted to 315.725
• Investment in - Acquisition of premises - CRM
  and new PCs - New website

36
FINANCIAL RESULTS 2004FORECAST 2005
37
Financial report

•   the financial statements give a true and
  fair view of the associations assets,
  liabilities, financial position 
• 2004 EFMD Auditors report by
• Société PVMD, Réviseurs dentreprises
• EFMD Audit Committee was formed Gerard van
  Schaik, Alain Ged, Gilbert Lenssen, and Eric
  Cornuel (ex officio)

38
Financial report 2004

• The 2004 balance sheet has been mostly impacted
  by the acquisition of the premises.
• As most revenues are paid in advance, EFMD
  experiences negative working capital and positive
  cash position of 1.575.873.
• The net surplus reached 181.777 and the cash
  flow amounted to 315.725.
• The equity doubled during the last 4 years and
  gives a better security.
• In 2004, the cash position fluctuated from
  500.000 to 1.700.000 4 years before, it could
  have gone below zero.

39
Analysis of EFMD activities
Membership fees account for 36 of EFMD
revenues Conferences 17 Accreditation
activities 16
40
Forecast 2005
In 2005, revenues ( 4.5 million) and costs (
4.3 million) will remain stable with a similar
result ( 170.000) and cash flow (
344.000). Revenues In 2005, membership
(12) , conferences (8) and accreditation
activities (14) will increase and projects
(-17) in general will decrease. Costs
In 2005, EFMD will experience the impact of
investing in our building, meaning less rent,
more depreciation and financial costs leading to
a reinforced stability.

41
STRATEGY DEVELOPMENT REPORT

• Members survey
• Board discussion
• Where do we stand now?

42
MEMBERS SURVEY

• High level of satisfaction
• High recognition of the role of EFMD
• Important points raised on
• EQUIS and other quality improvement initiatives
• The EFMD scope
• The structure of the membership and its
  consequences
• The broker role of EFMD
• Communication and cooperation

43
EQUIS remains the EFMD diamond

• Recognition of the model and the philosophy
  behind it
• Unique, flexible, adaptable, user-friendly
• Some members call for a single accreditation
  system worldwide
• Majority EFMD should make all the possible
  efforts for EQUIS to become number 1
• More communication
• 2 leagues?

44
Other quality initiativesLots of encouragement

• CLIP and CEL
• Seen as a part of EFMD core competence
• Means to interest and attract companies
• Programme accreditation (EPAS)
• Full support from the respondents

45
The EFMD scopeA major cultural issue
IFMD
EFMD
GFMD

• ? Clear segmentation among the respondents

46
Membership perceptionStructure and consequences

• Business Schools more exclusiveness
• Companies strong interest in the link with
  business schools
• AGREEMENT HOWEVER ON
• An unbalanced membership
• EFMD as a  go between  on
• Research questions
• (Unrevealed) training needs in companies
• More corporate input in conferences (DDM)

47
Members are overwhelmingly in favour of a
stronger  broker role  for EFMD

• Databanks (partners, experts, visiting
  professors)
• Reports/Benchmarking (MBA, faculty salary, etc.)
• Master classes, specialised training but without
  competing with members

48
Communication/CooperationA must do
49
EFMD BOARD VERY CLEAR VIEWS ON

• The European identity of EFMD
• The necessity of a diversified membership
• A scope of action going beyond a mere  broker
  role 

50
The unquestionable role of quality evaluation
and improvement services

• EQUIS ? CLIP ? CEL
• Programmes, joint degrees
• Advisor/Quality enhancer (stop evoking the
  conflict of interests!)

51
Corporate membershipMain recommendations

• Do what others cannot do/tangible products
• Be more of an actor on corporate learning-
  CLIP- Managerial/Organisational learning- GR
  Link with the UN to be exploited
• Better distribute the EFMD membership within
  companies EFMD scope is relevant to many more
  than just HR (investor relations, Board Members,
  COOs, CEOs)

52
EFMD as an operator, not a broker, on two key
dimensions
I.
Information/Communication EFMD intelligence unit

• - Surveys/Benchmarking (MBA, cross-disciplinary
  issues, )- Virtual markets (faculty career
  services, virtual fairs, - More prizes
  (books, articles, )- Depository of members data

53
EFMD as an operator, not a broker, on two key
dimensions
II.
Lobbying and spokesman role

• - EU institutions- EU member states- Other
  international institutions (UN, WB)

54
Where do we stand?
55
The missions of EFMD have evolved throughout its
history

• 1970s
• Context
•  Modern  management education/development
• Economic growth
• ? Creation of a club of big organisations
• ? EFMD as an intellectual exchange facilitator

EFMD is an empty shell
56
The missions of EFMD have evolved throughout its
history

• 1980s
• Context
• Complexification
• I need to understand
• I need to belong to a community
• ? EFMD as a federate element for the profession

EFMD becomes a tool
57
The missions of EFMD have evolved throughout its
history

• 1990s
• Context
• More complexification
• Reign of the  shareholder value ? in need of
  concrete referentials
• ? EFMD as an  enhancer / standard maker
  

EFMD serves its members and starts to serve a
cause
58
The missions of EFMD have evolved throughout its
history

• 2000s
• Context
• Cooperations, alliances
• Stakeholder value
• EFMD as an  enabler  / enactor 

59
Therefore, our mission
EFMD acts as a catalyst to promote and enhance
excellence in management development in Europe
and worldwide
60
What we are not going to do

• Merge EQUIS with AACSB accreditation
• Move towards a  business school only 
  membership
• Play a mere broker role

61
What we are going to do

• Keep our European identity we are uniform in our
  diversity!
• Invest in quality improvement services
• Invest in EFMD as a learning network for all
  constituencies
• Develop co-operation to voice/implement our
  philosophy
• Change the organisational structure to align it
  with the strategy

62
Organisation Strategic areas Work in progress

QUALITY IMPROVEMENT SERVICES
NETWORK SERVICES

DEVELOPMENT SERVICES
63
PROGRAMME ACCREDITATION

• Chris Greensted
• EFMD Associate Director,
• EQUIS and Quality Services

64
EFMD Programme Accreditation System (EPAS)

• Why establish EPAS now?
• Bologna harmonisation process gathering speed and
  
• many new 32 programmes being introduced
• Institutions often need guidance in times of
  reform turmoil
• Market needs transparency to aid vertical student
  mobility
• EU is encouraging internationalisation through
  Bologna but
• National accreditation agencies are being
  strengthened
• Leads to a need and perceived demand for a
  pan-European or international programme
  accreditation scheme

65
EPAS Benefits Markets

• Benefits
• International market recognition of programme
  excellence and of the added supranational
  dimension of internationalisation
• Assistance with programme definition
• Quality improvement and benchmarking
• Target Market Institutions with programmes
  aiming to
• Recruit international students
• Take advantage of increasing European
  International mobility
• Achieve quality standards higher than national
  norms

66
EFMD Programme Accreditation System (EPAS)

• EPAS aims to provide
• Transparency for global programme market
• Instrument for continuous quality improvement
• Service to EFMD members as complement to whole
  school accreditation (EQUIS)
• Another credible EFMD system with global
  recognition

67
EPAS - Scope and Award

• Scope
• Institutions must be members of EFMD
• Programmes must be in BM or related areas
• In time will cover all levels from Bachelors to
  Masters (inc MBA) to Doctorates
• Award
• EFMD Programme Quality Award

68
EPAS - Accreditation Criteria
National and International Context National HE
system Regulatory legal framework European
HE Area (Bologna) when applicable
Processes Student recruitment Programme
coverage content Delivery modes Pedagogy Quality
of delivery learning materials Personal
development inc work based learning Assessment
methods International opportunities Corporate
interaction
Inputs Institutional objectives Programme
type/level Programme objectives Target
market Target graduate profile Intended learning
outcomes Programme design process Faculty Resource
s/facilities
Outputs Assessment output Graduate quality Career
placement Alumni Reputation
Programme Evaluation Review
PROGRAMME VALUE CHAIN
69
EPAS Management Process

• EPAS Management
• Run by EFMD Quality Services
• Advised by EPAS Committee
• Awards by Accreditation Board appointed by EFMD
  Board
• EPAS Process similar to EQUIS
• Peer Review 3 peers for 1 day plus ½ day per
  extra programme
• Accreditation decision by EPAB
• Application / Eligibility then Self-Assessment
• Shortened process for EQUIS schools

70
EPAS Next Steps

• Pilot EPAS with 15 schools and programmes which
  should cover a range of
• Countries
• Types and quality of school
• No more than 2 levels of degree programmes
• Establish the EFMD Programme Accreditation
  Committee to finalise the criteria and processes

71
NEXT ANNUAL GENERAL ASSEMBLY

• See you in Paris
• at the AACSB EFMD
• International Conference and Annual Meetings
• April 23-25, 2006

72
CLIP Award Ceremony
73
CLIP Quality Awards

• Swiss Re Leadership Academy, Swiss Re, CH
• Credit Suisse Business School, Credit Suisse, CH
• Volkswagen Coaching Management Development,
  Volkswagen AG, D
• Deutsche Bank Learning Development, Deutsche
  Bank, D

74

• Swiss Re Leadership Academy Swiss Re
• Switzerland

75

• Credit Suisse Business School
• Credit Suisse
• Switzerland

76

• Volkswagen Coaching
• Management Development
• Volkswagen AG
• Germany

77

• Deutsche Bank Learning Development
• Deutsche Bank
• Germany

78
EQUISAward Ceremony
79
18 Newly EQUIS AccreditedSchools since June 2004
80

• Durham Business School, University of Durham,
  United Kingdom
• Euromed Marseille, Ecole de Management, France
• Faculdade de Economia da Universidade Nova de
  Lisboa, Portugal
• Faculty of Business, QUT- Queensland University
  of Technology, Australia
• Faculty of Business and Economics, The University
  of Hong Kong, Hong Kong
• Faculty of Economics and Business, University of
  Sydney, Australia

81

• Faculty of Economics Business Administration,
  Universiteit Maastricht Business School, The
  Netherlands
• Graduate School of Management, The University of
  Western Australia, Australia
• IAE Business School, Universidad Austral, Buenos
  Aires, Argentina
• Macquarie Graduate School of Management,
  Macquarie University, Sydney, Australia
• Nanyang Business School, Nanyang Technological
  University, Singapore
• School of Business, University of Otago, New
  Zealand

82

• School of Business, Economics and Law, Göteborg
  University, Sweden
• Solvay Business School, ULB, Belgium
• The University of Auckland Business School, New
  Zealand
• University of Edinburgh Management School, United
  Kingdom
• UQ Business School, The University of Queensland,
  Australia
• Waikato Management School, the University of
  Waikato, New Zealand

83

• Durham Business School,
• University of Durham,
• United Kingdom

84

• Euromed Marseille,
• Ecole de Management,
• France

85

• Faculdade de Economia
• da Universidade Nova de Lisboa,
• Portugal

86

• Faculty of Business,
• QUT
• Queensland University of Technology,
• Australia

87

• Faculty of Business and Economics,
• The University of Hong Kong,
• Hong Kong

88

• Faculty of Economics
• Business Administration,
• Universiteit Maastricht Business School,
• The Netherlands

89

• Graduate School of Management,
• The University of Western Australia,
• Australia

90

• IAE Business School,
• Universidad Austral,
• Buenos Aires,
• Argentina

91

• Macquarie Graduate School
• of Management,
• Macquarie University,
• Sydney,
• Australia

92

• School of Business, University of Otago,
• New Zealand

93

• School of Business, Economics and Law,
• Göteborg University,
• Sweden

94

• Solvay Business School,
• ULB,
• Belgium

95

• The University of Auckland
• Business School,
• New Zealand

96

• University of Edinburgh
• Management School,
• United Kingdom

97

• Waikato Management School,
• The University of Waikato,
• New Zealand

98
19 additional schoolsEQUIS Re-Accreditedsince
June 2004
99

• Aarhus School of Business, Denmark
• BI Norwegian School of Management, Norway
• Copenhagen Business School, Denmark
• Cranfield School of Management, United Kingdom
• Curtin University of Technology, Curtin Business
  School, Australia
• Ecole des Sciences de la Gestion, Université du
  Quebec à Montréal, Canada
• EDHEC Business School Lille Nice, France

100

• HANKEN Swedish School of Economics and Business
  Administration, Finland
• HEC Montréal, Canada
• Henley Management College, United Kingdom
• Leeds University Business School, Leeds
  University, United Kingdom
• Rouen School of Management, Groupe ESC Rouen,
  France
• Stockholm School of Economics, Sweden
• Strathclyde Business School, University of
  Strathclyde, United Kingdom

101

• Toulouse Business School, Groupe Ecole Supérieure
  de Commerce de Toulouse, France
• Universiteit Nyenrode, The Netherlands Business
  School, The Netherlands
• University of Cape Town, Graduate School of
  Business, South Africa
• University of St. Gallen, Switzerland
• Warwick Business School, University of Warwick,
  United Kingdom

102
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