Title: efmd is Europe's unique forum for quality information, international networking and worldwide cooper
1Welcome to the EFMD Annual General Assembly
2005Brussels, Belgium
2CHAIRMANGerard van SchaikEFMD President
3Action 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
4Agenda
- 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
5Outgoing Board membersA thank you to
6Welcome 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
7NEW MEMBERS FOR RATIFICATION SINCE JUNE 2004
8New Institutional members
- CORPORATE MEMBERS
- E-Learning S.A. Crossknowledge, France
- Natexis Banques Populaires, France
- Noir Sur Blanc, France
- Richemont International Ltd., United Kingdom
9New 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
10New 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
11New 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
12New 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
13New 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
14New 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
15New 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
16New 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
17New 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
18Transition to Institutional membership
- Estonian Business School, Estonia
- Lemniscaat Management School, The Netherlands
- RISEBA Riga International School of Economics
and Business Administration, Latvia
19Reciprocal memberships
- AIESEC
- Baltic Management Development Association (BMDA)
- CASE Europe
- European Mentoring and Coaching Council (EMCC)
- Global Business School Network (World Bank/IFC)
20Honorary members
- Nigel Habershon
- Vincent ONeill
21Membership by status
22LOOKING BACK AND PLANNING AHEAD
- Eric Cornuel
- EFMD Director General
2312 HIGHLIGHTS OF 2004
24Record 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
25CLIP 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
26EQUIS 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)
27EFMD 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
28Regional 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
29Establishment 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
30Setting 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
31Global 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.
32www.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
33Strategic 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
34EFMD 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
35Sound 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
36FINANCIAL RESULTS 2004FORECAST 2005
37Financial 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)
38Financial 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.
39Analysis of EFMD activities
Membership fees account for 36 of EFMD
revenues Conferences 17 Accreditation
activities 16
40Forecast 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.
41STRATEGY DEVELOPMENT REPORT
- Members survey
- Board discussion
- Where do we stand now?
42MEMBERS 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
43EQUIS 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?
44Other 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
45The EFMD scopeA major cultural issue
IFMD
EFMD
GFMD
- ? Clear segmentation among the respondents
46Membership 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)
47Members 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
48Communication/CooperationA must do
49EFMD 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
50The unquestionable role of quality evaluation
and improvement services
- EQUIS ? CLIP ? CEL
- Programmes, joint degrees
- Advisor/Quality enhancer (stop evoking the
conflict of interests!)
51Corporate 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)
52EFMD 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
53EFMD 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)
54Where do we stand?
55The 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
56The 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
57The 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
58The missions of EFMD have evolved throughout its
history
- 2000s
- Context
- Cooperations, alliances
- Stakeholder value
- EFMD as an enabler / enactor
59Therefore, our mission
EFMD acts as a catalyst to promote and enhance
excellence in management development in Europe
and worldwide
60What we are not going to do
- Merge EQUIS with AACSB accreditation
- Move towards a business school only
membership - Play a mere broker role
61What 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
63PROGRAMME ACCREDITATION
- Chris Greensted
- EFMD Associate Director,
- EQUIS and Quality Services
64EFMD 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
65EPAS 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
66EFMD 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
67EPAS - 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
68EPAS - 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
69EPAS 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
70EPAS 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
71NEXT ANNUAL GENERAL ASSEMBLY
- See you in Paris
- at the AACSB EFMD
- International Conference and Annual Meetings
- April 23-25, 2006
72CLIP Award Ceremony
73CLIP 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
78EQUISAward Ceremony
7918 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
9819 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(No Transcript)