- Cognitive mapping
- Sustainability Award
- Chinese companies and investor expectations
- Measuring the long term success of an MD
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Our organisational behaviour and change expert Dr David Spicer has published an article in the Journal of Change Management on his research investigating managerial perspectives on culture change in a post-merger organisation.
The paper outlines a case study of how cognitive mapping interviews were used in a merger to understand senior management’s view of the organisation’s culture. The interviews conducted highlighted management challenges with ensuring consistent efforts are made to influence the culture of the post-merger organisation and communicate a clear vision of the desired culture.
INNOVATION & SUSTAINABILITY
Our innovative new Emm Lane building has been recognised for its sustainability credentials in the RICS Pro Yorkshire Awards, beating off competition from the University of Leeds’ ‘Edge’ building and six others, in the Sustainability category.
The building includes a Harvard-style MBA suite, social and learning spaces, a restaurant and floating staircase. It unites the School of Management’s existing Victorian buildings through a new modern two-story Atrium. Environmental features include a biomass boiler, energy efficient lighting, solar panels, a live public transport information feed and electric car charging facilities. It is part of Bradford University’s ‘Ecoversity’ initiative to minimise the university’s impact on the environment.
Dr Sarah Dixon, Dean of Bradford University School of Management, said: “This new building was all about improving the experience of our students, staff and the businesses we work with whilst creating a culture of sustainability. It has been outstanding in both respects and our first class facilities reflect our credentials as one of Europe’s leading Business Schools and number one in the North of England.”
In a reversal of long-term trends, Chinese companies now enjoy a valuation premium over their peers in developed markets. This McKinsey Quarterly article asks what’s changed?
The authors suggest that while the Asian financial crisis of the late 1990s reinforced the perception that Chinese companies were generally risky, the credit crisis of 2007 may have reversed it. They go on to say: “But an important question arises: have companies in emerging markets changed or just investors’ perceptions of them? If these valuations reflect investors’ expectations for future growth and returns, are there valid reasons to believe that those of Chinese companies have improved through the recession? Or are investors already assuming an improvement in economic realities? Economic data suggest the latter.”
Our director of Executive Education Julian Rawel explores measuring the long term success of MDs in his blog for the Chartered Management Institute.
He argues that ‘hard measurements’ of performance and potential of MDs, such as return on investment, don’t measure their long term impact. He argues that ‘hard’ metrics should be combined with ‘soft’, ‘personal’ and ‘strategic’ measurements. How do their employees work as a team? What is the MDs relationship with the board like? Are they actively looking at innovating into new markets? All of this gives a much better picture of whether the MD has it what it takes to give the business a sustainable future.