Focus
Management
The Magazine of Cranfield School of Management
Developing a
NEW BREED
of leaders
Africa rising
15 steps to peak performance
Smarter collaboration
Where is our food coming from?
The pursuit of happiness
Lean in, but keep your balance
Issue 35 // Autumn 2013
>> Editorial
>> Contents
04
16
04
08
News
Africa rising
10
15 steps to peak performance
Professor Joe Nellis
Professor David Denyer
Professor David Grayson CBE
Dr Jacquie Drake and Professor Kim Turnbull James
Dr Denyse Julien
Laura Payne and Jon Treanor
Professor Susan Vinnicombe OBE
Dominic Taylor (MBA 1990)
14
16
20
22
24
26
10
08
14
Smarter collaboration
Developing a new breed of leaders
Where is our food coming from?
The pursuit of happiness
20
22
Lean in, but keep your balance
e: sommediarelations@cranfield.ac.uk
t: +44 (0) 1234 754348
w: www.cranfield.ac.uk/som/mf
If you would prefer to receive Management Focus electronically, or have any
suggestions for future topics, please contact the Media Relations Office.
ISSN 1474-1199
No part of this publication may be reproduced or stored in any form whatsoever
without the prior written consent of Cranfield School of Management.
The views expressed herein are not necessarily the opinion of Cranfield School
of Management. Whilst every care has been taken in the production of this
magazine, the publisher cannot be held responsible for the accuracy of the
information contained herein.
© 2013 Cranfield University. All rights reserved.
As this issue of Management Focus goes to
print, we welcome over 400 new students from
across the world to the Cranfield campus as
they start their studies on one of our graduate
programmes. We have a record number of
students enrolling on our specialist masters
programmes this year. It is an exciting time
for the School as we grow our portfolio to
meet the demands of a rapidly changing
world. Although our portfolio is growing, one
thing remains a constant - our distinct blend
of thought leadership with great teaching from
industry experts.
All over the world businesses have had to
respond to the changing economic climate.
Our focus at Cranfield is to develop leaders fit for our times. In our lead article
from Dr Jacquie Drake and Professor Kim Turnbull James, we learn about a new
breed of leaders who are reinventing the way things are done.
Our new part-time Masters in Strategic Leadership, which launches in 2014, has
been designed to equip managers to thrive on the challenges of contemporary
leadership and enhance their knowledge of the ethical dimensions of
governance. Innovative learning approaches will be used on the programme
to teach new ways of thinking about leadership including arts-based learning
methods and in-depth psychology.
The theme of leadership runs throughout this issue. Professor David Denyer
shares his insights on the leadership style of British Cycling Coach and Team
Sky boss Sir Dave Brailsford and we have an interview with alumnus Dominic
Taylor, CEO of PayPoint, the UK’s leading cash payment systems operator.
Dominic is one of the many alumni of the School of whom we are extremely
proud, a responsible leader who has made a positive and significant impact on
business and society.
I hope you enjoy this issue.
Alumni interview:
Produced by:
Media Relations Office, Cranfield School of Management,
Cranfield, Bedfordshire, MK43 0AL UK
It is an
exciting time
for the School
as we grow our
portfolio to meet
the demands
of a rapidly
changing world.
24
Follow us:
26
Professor Frank M Horwitz
Director, Cranfield School of Management
>> News
>> SCHOOL NEWS
>> Official research partner
Cranfield is the official research partner for the National
Business Awards, the UK’s premier, cross-industry
accolades for enterprise excellence. The Bettany Centre
for Entrepreneurship at Cranfield was chosen because of
its extensive interaction with high performing businesses
and its international reputation for cutting-edge research.
The Bettany Centre will be conducting new research in
partnership with the National Business Awards involving
80,000 businesses that have been award nominees and
winners.
>> Top 10 in FT world rankings
>> Entrepreneurs share secrets of success
Over 250 entrepreneurs, investors, UK start-ups and advisors attended Cranfield
VentureDay earlier this year, the School’s annual conference and networking event
for entrepreneurs. The sold-out event was organised by the Bettany Centre for
Entrepreneurship, which is celebrating the 25th anniversary of the Business Growth and
Development Programme (BGP) this year.
Dr Stephanie Hussels, a lecturer in the Bettany Centre and conference organiser
commented: “Entrepreneurship is a key aspect of the modern economy and at Cranfield
our aim is to equip people with the knowledge, confidence, and capabilities to start
and grow their businesses. VentureDay brings together a network of successful and
experienced business people to debate current issues facing owner-managers and
share their secrets of success.”
The impressive line-up of speakers included Angus Thirlwell, co-founder of Hotel
Chocolat, the luxury chocolate manufacturer and Gü’s founder James Averdieck.
Debra Charles, recent recipient of the Cranfield Entrepreneur Alumnus of the Year
award, gave a keynote speech about her journey in establishing the leading technology
company Novacroft.
In the latest Financial Times ranking of executive education providers, the School’s customised
executive development programmes have risen to 8th in the world, 5th in Europe and 1st in the
UK. They were also ranked 4th in the world for international programmes and participants. The
School’s open programmes’ position remained strong at 3rd in the UK and 10th in Europe.
There was more good news for the School in the Financial Times ranking of global Masters in
Finance programmes. The School’s MSc in Finance and Management rose from 11th to 8th in
the world and from 3rd to 2nd in the UK.
>> New iTunes U course
>> Educating international business leaders
The Bettany Centre for Entrepreneurship has launched a
new course on iTunes U which gives an insight into the
realities of entrepreneurship and explains how successful
entrepreneurs deal with the many challenges they face.
The ‘Real Entrepreneurship’ course is grounded in rigorous
research from Cranfield’s extensive experience of helping
entrepreneurial businesses and dispels some of the myths
about what it takes to be a successful entrepreneur.
The Times Higher Education has named Cranfield as one of the best places to study if you
want to become a global CEO. The Alma Mater Index ranked higher education institutions
based on the number of Fortune Global 500 CEOs they have produced.
Cranfield was ranked 4th in the UK and 92nd in the world. Only three other UK universities
featured in the top 100. Researchers found that CEOs who graduated from Cranfield
currently run companies with combined total revenues in excess of US $81.9 billion.
The Times Higher Education Alma Matter Index revealed that the majority of CEOs have a
university education, with many earning multiple degrees, including MBAs and doctorates.
Of the 499 CEOs in the Fortune Global 500, 113 have an MBA and 53 have a doctorate.
2013
04
Management Focus | Autumn 2013
Management Focus | Autumn 2013
05
>> News
>> How do NHS
>> RESEARCH
managers manage?
>> Progress stalls for women on boards
The 2013 Female FTSE Report,
produced by Cranfield’s International
Centre for Women Leaders, confirmed
that progress on appointing more
women onto company boards had
stalled, suggesting that firms have
become complacent in tackling the
issue.
The School has completed a threeyear in-depth research project to
investigate the roles, contributions and
realities of front-line and middle NHS
managers. Funded by the National
Institute for Health Research, Professor
David Buchanan led the project team
who consulted over 1,200 managers
in six acute trusts through interviews,
focus groups, and a survey with 600
responses. The findings highlight
the key role of middle managers in
implementing change and recommends
how an enabling environment can be
fostered.
Professor Susan Vinnicombe OBE, said: “At Cranfield we have stood steadfast against quotas on the basis that Chairmen
must understand the benefits of gender diversity and commit to achieving it. Undoubtedly a number of Chairmen do get it
and see a gender balanced board as the ‘new normal’. Unfortunately too many Chairmen choose to ignore the issue in the
false hope that it will go away.”
The 2013 ‘100 Women to Watch’ list was compiled by Cranfield with support from
the leading search firm Sapphire Partners and provides a treasure trove of talent for
Chairmen looking to breathe new life into the boards of the UK’s leading companies.
All 100 women are currently on the executive committees of FTSE listed companies, in
major financial institutions or professional service firms, or in senior executive roles in
large charitable organisations and are poised and ready for a board position.
06
Management Focus | Autumn 2013
Almost two-thirds (64%) of employers
agree that weaknesses in leadership
and management skills in the UK are
holding back company growth and yet
only four in ten companies offer their staff
training in these crucial skills, according
to a report by Cranfield and learndirect.
The joint publication ‘The new vocational
currency: investing for success’ examines
the value of vocational qualifications to
both individuals and employers and also
explores the issue of management skills
in the UK.
The Institution of Occupational Safety
and Health (IOSH) is funding Cranfield
to conduct a 2-year research project
into safety leadership in low hazard
environments. Dr Colin Pilbeam,
Professor David Denyer and Dr Noeleen
Doherty will investigate what safety
leaders in low hazard environments
do, how they do it and how their social
network influences what they can
achieve.
>> BOOKS
Employee Engagement with Sustainable Business
Professor Susan Vinnicombe OBE, Director of the Centre at Cranfield commented:
“We get very irritated when search companies tell us that there are not enough women
available. The hundreds of women who have made it onto our watch lists completely
dispel that myth.”
the service sector
Research report
The 2013 report revealed that in the first six months since the last report (March 2012), the pace of change was extremely
encouraging with 44% of new FTSE 100 board appointments going to women and 36% on FTSE 250 companies. However,
those high levels were short-lived and in six months, the figures dropped to 26% and 29% respectively, showing a
considerable gap from the 33% required to reach Lord Davies’ recommendation of 25% women on boards by 2015.
Since 2009, Cranfield’s International Centre for Women Leaders has produced a list of
‘100 Women to Watch’ to encourage Chairmen and recruiters to think creatively about
their search for new talent rather than look to the same old faces.
holds UK firms back
>> Safety issues in
The new vocational currency:
investing for success
The findings were launched at a
business breakfast hosted by Sir
Roger Carr at the CBI in London. The
l-r: Lord Mervyn Davies, Dr Ruth Sealy, Professor Susan Vinnicombe OBE,
Business Secretary, Vince Cable and
Mark Hall (Barclays), Maria Miller MP, Sir Roger Carr, Vince Cable MP
Minister for Women and Equalities
Maria Miller along with the report
authors Professor Susan Vinnicombe OBE and Dr Ruth Sealy discussed the report’s implications with an audience of
business leaders, head hunters and journalists.
>> 100 Women to Watch
>> Lack of training
Employee
Engagement
with
Sustainable
Business
How to Change the World
Whilst Keeping your Day Job
Nadine Exter
>> How to change the world whilst keeping your day job
Nadine Exter’s book identifies how leading companies are strategically engaging employees in sustainability.
The book includes advice to those responsible for embedding sustainability, as well as those employees
looking to make a difference where they work.
>> The complete marketer
Emeritus Professor Malcolm McDonald’s 45th book explains every aspect of the marketing mix including
internet marketing, understanding consumers, market audits, segmentation and managing a sales team.
>> Corporate financial strategy
Dr Ruth Bender’s book, available from December 2013, provides an introduction to the field of corporate
finance and shows how an organisation’s financial strategy can be aligned with their overall business
strategy.
Management Focus | Autumn 2013
07
>> Africa rising
Africa
rising
>> How sustainable is Africa’s economic growth?
n recent decades there has
been an unprecedented
focus on the rebalancing of
economic and political power from the
West to the East. However, attention
is now moving towards the potential
for another major paradigm shift – this
time from the North to the South, with
particular emphasis on the prospects
and challenges facing Africa.
Is Africa about to rise in the same
way that we have seen with the BRIC
economies, with far-reaching implications
for the health and prosperity of hundreds
of millions of people and for the global
economy in general?
The rate of growth in Africa has picked
up sharply over the past decade to
almost 6% per annum, doubling the
annual average for the previous decade.
Some countries including Angola,
Nigeria, Kenya and Ghana have been
leading global economic growth tables
in recent years while many of the most
developed countries have struggled to
recover from the consequences of the
global financial crisis.
Positive driving forces
There are many forces supporting the
economic emergence of Africa:
• Direct foreign investment into
•
•
•
•
Africa has been expanding rapidly
(especially from China), growing
more than tenfold in the last decade.
At the same time, the size of Africa’s
‘middle class’ is exploding and is
likely to reach more than 100 million
by 2015 according to the latest
estimates.
Africa is now one of the most
‘mobile connected’ regions on the
planet with more than 600 million
mobile phone users, ahead of North
America and Europe.
The health of Africans is gradually
improving with significant advances
in combating malaria and
improvements in the identification
and treatment of HIV/AIDs.
Improvements in health and
education, alongside investments
in infrastructure and technology
have led to increases in worker
productivity across many sectors
and countries, albeit from a low
base.
Many African nations have enjoyed
a relatively peaceful movement
towards democracy, establishing a
foundation for further development.
Challenges ahead
Africa’s rise is not without challenges
and hurdles. The well-known problems
associated with corruption, bad
government and a lack of adequate
educational opportunities for many
will not disappear overnight. African
countries are changing fast but should
be challenged for failing to focus
sufficiently on an ever-widening income
gap and a failure to reduce poverty
as the economies expand. Millions
of people are stuck at the ‘base of
the pyramid’ with little hope for paid
employment and a living wage – while
many others enjoy Western-type
lifestyles.
When adjusted for inequality, Africa’s
Human Development Index puts the
continent at the bottom of the global
league table. Africa is expected to be
the only region of the world that will not
have reached the goal of halving poverty
by 2015.
Many Africans have not seen the
expected improvements in the quality
of life that economic growth should
bring. It is imperative, therefore, that
growth becomes more inclusive and
that governments meet the expectations
of their citizens, especially younger
generations or there is the risk of
uprisings as seen in other parts of the
world in recent times. Headline, national
growth itself is not enough: income and
wealth must trickle down to the masses
through sustained investments in human
and physical capital. In this context,
political fragility is perhaps one of the
greatest barriers to real widespread
economic progress alongside long term
reliance on overseas development aid
and the problems associated with a
‘resource curse’.
Many African countries are rich in
resources but have millions of people
living below the poverty line. These
countries have huge development
potential due to the discovery of
major oil and gas reserves alongside
an abundance of minerals and raw
materials. These countries face the
challenge, however, of ensuring that
sufficient revenue streams are devoted
to improving healthcare, infrastructure,
education and supporting other
development initiatives. This will require
credible governance and policy-making
in order to reap the rewards from these
resources and to ensure that strong
and sustained economic performance
is translated into opportunities for
everyone, while being mindful of the
implications for the physical environment.
Responsible exploitation of natural
resources for sustainable development is
absolutely essential.
Africans must avoid a decline in
traditional sectors (particularly agriculture
and manufacturing). Experience in
some other parts of the world has
highlighted the dangers arising from
a ‘resource curse’ (otherwise known
as the ‘paradox of plenty’) whereby
development is in fact impeded by an
abundance of resources (such as oil and
gas) alongside currency appreciation
(with negative implications for traditional
exports, the so-called ‘Dutch Disease’
effect). Economic diversification is critical
if this curse is to be minimised.
The impressive growth of the BRIC
economies since the 1990s has
impacted a wide range of private and
public sector organisations across the
world, including banking, healthcare,
transport, education, manufacturing and
consumer goods. African development
will have similar implications for these
and many other organisations in the
coming decades. Africa is rising and
is on the verge of helping millions of
people to escape from a life of poverty.
But success cannot be taken for granted.
Many hurdles have yet to be overcome,
but the signs are positive that Africa will
overcome them. MF
Joe Nellis is a Professor of
International Management
Economics at Cranfield.
Is Africa about to rise in the same way that we
have seen with the BRIC economies?
08
Management Focus | Autumn 2013
Management Focus | Autumn 2013
09
>> 15 steps to peak performance
steps to
peak
performance
>> The transformation of British cycling from near
bankruptcy to a dominant global force offers
insights for any business looking to improve their
performance.
10
Management Focus | Autumn 2013
I
n 1996 the British Cycling
Federation faced insolvency
and the closure of the only
indoor Olympic-standard track in the
UK. Britain was ranked 17th in the world
and won just two bronze medals at the
Olympics in Atlanta. By 2012, Britain
was ranked number one in the world
and British riders won 12 medals (8
gold) at the London Olympic Games.
Sir Dave Brailsford is credited as one of
the principal architects in transforming
Great Britain’s track fortunes over the
last decade. In 2009, he was appointed
the performance director and manager
of a new professional British road cycling
team, Team Sky which aimed to create
the first British winner of the Tour de
France, within five years. This was
achieved twice, by Bradley Wiggins in
2012, followed by Chris Froome in 2013.
So how did Sir Dave Brailsford do it and
what aspects of his approach could
boost a business’ performance?
He followed 15 key steps to achieve
peak performance:
1. Ensure clarity: Brailsford
attributes success to understanding
what you are trying to win, being
clear about the purpose, setting
an outcome that everyone buys
into and ensuring absolute clarity
concerning roles, responsibilities,
structure and tactics.
2. Create a ‘Podium
Programme’: British Cycling
aimed for medals, nothing less.
Team Sky was equally bold – to win
the Tour with a clean (drug-free)
British rider within five years.
3. Plan backwards: Brailsford
followed five key steps (i) prioritize
and decide what you want to win
because you can’t win everything
(ii) figure out what it will take to
win (iii) work back from what you
want to win to where you are today
(iv) create a plan to close the gap
(v) execute.
4. Focus on process: To ensure a
win at the Beijing Olympics, it was
calculated that an improvement
in time from over four minutes to
under three minutes 55 seconds
was needed. The resulting ‘3-55
programme’ for the team was
summarised in a video. In Beijing,
the team executed 3-55 (which had
become the norm in training) and
won gold.
5. Get back to basics: Tim
Kerrison, Head of Performance
Support argued for simplification
saying “the rider who generates the
most power, for the longest period
of time, while weighing as little as
possible, and slipping efficiently
through the air, usually wins the
race.” To win the Tour de France,
Bradley Wiggins focused on altitude
training, weight control and power
output.
6. Practice winning: The top riders
in Team Sky raced fewer days than
their rivals and structured seasons
to accommodate mid-season
‘training blocks’ in Tenerife. In 2012
purists argued that Wiggins had
peaked too early in winning three
week-long stage races prior to the
Tour. Yet this was all part of the
tactics. In those races the team
trained to win by defending a lead.
Management Focus | Autumn 2013
11
>> 15 steps to peak performance
7. Aggregate marginal gains:
Focus on improving components
that can significantly affect overall
performance by just 1%. Examples
included taking riders’ own
mattresses and pillows to prevent
neck and back problems and even
training the team on how to wash
their hands correctly to reduce the
chance of infections.
8. Maximize the latest
technologies: British Cycling had
a small team known as the ‘secret
squirrel club’ that was charged with
finding technological innovations
to boost rider performance. The
team would search for ways to
get marginal gains from using
technological advances across
sport, science, industry and the
military. For example, riders
benefited from electrically heated
‘hot pants’ as leg warmers that were
inspired by Formula One’s tyre
warmers.
9. Conduct the orchestra: This
is how Brailsford describes his
approach to strategic leadership.
He commented: “I don’t coach the
riders directly. I coach a team of
people, including coaches to coach
the riders”. Brailsford maintains that
the most important members of the
team are the riders, not the coaches
or the management: “We talked
about taking the crown off the head
of the coach and putting it on the
head of the rider. First and foremost,
I work for the riders”.
10.Support the support: Team
Sky was the first professional team
that offered dedicated one-to-one
coaching to all its riders, deciding
that the split of investment in riders
versus support should be 80/20
rather than usual 90/10 split in pro
cycling. “You’ll get more from a
£900,000 rider with a coach than
you would from a £1m rider without
one” was Brailsford’s rationale.
11.Charter a team: The British
Cycling Team set its own “team
rules” which included: respect
one another, watch each other’s
backs, be honest with one another,
respect team equipment and be on
time. They also had the following
motivational motto on team clothing
and printed on every bike:
This is the line.
The line between winning and
losing.
Between failure and success.
Between good and great.
Between dreaming and believing.
Between convention and innovation.
Between head and heart.
It is a fine line.
It challenges everything we do.
And we ride it every day.
12.Build a strong CORE: This was
Brailsford’s acronym to explain how
success would be achieved:
Commitment + Ownership +
Responsibility = Excellence
This meant working only with
people who have an intrinsic
drive towards achieving a goal
(commitment), people who take
ownership of their training and
development and responsibility for
their performance.
13.Control the chimp: Brailsford
claims that “the best appointment
I’ve ever made” was Steve Peters, a
psychiatrist from Rampton highsecurity hospital. Peters works with
riders to pre-empt or control their
‘chimp’ - the emotional and irrational
part of the brain, which has the
potential to inhibit performance.
14.Manage the ‘triangle of
change’: To achieve change people
must be a) committed to being
better b) psychologically minded
(think that they can change) c)
suffering enough to engage with
change. If the first two are in place,
Brailsford argues, it is possible to
achieve change by either increasing
consequence or reward.
15.Stick to your principles:
Whilst some professional teams
abandoned their tough drug policies
for ‘truth and reconciliation’ following
the Lance Armstrong scandal,
Brailsford reinforced zero tolerance.
Four senior members of staff left
Team Sky having confessed to past
involvement in doping. “We prefer
to compromise our performance
rather than change our policy,” says
Brailsford.
We have the knowledge of what to do, but
having the will to do it is something else.
The ‘gold medals’ are out there waiting to
be won. Are you up for the challenge? MF
David Denyer is a Professor
of Organisational Change and
Director of Research at Cranfield.
Prioritize and decide
what you want to win
because you can’t win
everything.
12
Management Focus | Autumn 2013
Management Focus | Autumn 2013
13
>> Smarter collaboration
Smarter
collaboration
Our future depends
heavily on innovation,
collaboration and
transparency.
>> Today’s managers need to consider how the social,
environmental and economic impacts of their decisions create
both risks and opportunities.
I
ssues like water consumption
(particularly in water-stressed
regions) or human rights
in a company’s global supply chain
can have significant bottom-line
consequences. In getting to grips
with these questions, companies are
increasingly turning to collaboration.
This may be with other companies
– sometimes even their fiercest
competitors; but also with NGOs, public
sector bodies, international agencies
and academic institutions.
The past two decades have seen an
explosion of national and international
coalitions promoting corporate
responsibility, such as Business for
Social Responsibility, headquartered
in the USA; and the Geneva-based
World Business Council for Sustainable
Development. Alongside the generalist
organisations, are issue-specific
and industry-specific coalitions of
companies such as the CEO Water
Mandate, or the Cement Sustainability
Initiative. Alongside the business-led
collaborations, are an increasingly
diverse range of multi-sector initiatives
14
Management Focus | Autumn 2013
such as ‘Refrigerants Naturally’ which
brings Coca Cola, Pepsico, Unilever
and Red Bull together with Greenpeace
and the UN Environment Programme,
to share expertise around more
environmentally friendly refrigeration
technologies. Similarly, the ‘Extractive
Industries Transparency Initiative’
brings mining and energy companies
together with government, human rights
and anti-corruption NGOs to promote
greater transparency and accountability
in revenues from extractive companies
to host governments.
Depending on the type of collaborative
venture, they may serve to pool
existing knowledge, identify and
disseminate good practice, or provide
a safe space for participants to
explore business-society dilemmas.
Vodafone, for example, established the
‘Telecommunications Industry Dialogue
on Freedom of Expression and Privacy’,
after its difficulties in Egypt when the
former Mubarak regime forced it and
other mobile telephony providers first
to take down their networks and then
to restore them, but transmit pro-
regime messages. By collaborating
with other telecoms companies, it will
help them prepare better for any similar
events in the future. Other potential
roles of collaborative ventures include
debating and then delivering collective
business action; joint advocacy for
public policy changes to support
sustainable enterprises; and collective
self-regulation and certification of
standards. A major research project,
led by the Martin Prosperity Institute
of the Rotman School of Management
in Toronto, is exploring the potential
of what they call ‘Global Solution
Networks.’
Hannah Jones, Nike’s global head of
sustainability and innovation, recently
commented: “We believe that the
innovations required to create the future
won’t come from a single source. Not
from science. Not from technology. Not
from governments. Not from business.
But from all of us. We must harness
the collective power of unconventional
partnerships to dramatically redefine the
way we thrive in the future.”
Her boss, Nike CEO Mark Parker
responded: “Our future depends
heavily on innovation, collaboration and
transparency.”
Similarly, Unilever’s CEO Paul Polman,
who is one of the leading exponents
today of corporate sustainability,
recently said: “In areas where big
breakthroughs are needed, we must
step up joint working with others.”
Collaboration, however, is hard work
and frequently disappoints. The
Partnering Initiative (TPI), which
grew out of the International Business
Leaders Forum and has more than
twenty years’ experience of tracking
and training partnerships, argues that
collaboration requires an openness
to move from your own individual
organisational needs, constraints and
issues, towards consideration from
the perspective of the partnership as
a whole. TPI believes that a partnering
mind-set requires: flexibility and a
willingness to compromise where
possible; a willingness to work outside
‘business as usual’ and be open to
more innovative ideas; an ability to
be transparent about real interests,
needs, and constraints; an openness to
self-reflection and to change; a humility
that others may have better answers
than you; being comfortable to give up
autonomous decision-making; personal
drive and tenacity and self-awareness.
For individual managers, this means
acquiring additional skills. Specifically,
the ability to listen actively; put
yourself into other people’s shoes;
understand the real interests, needs,
and constraints of others; the ability
to communicate your organisation’s
own interests; relationship-building and
trust-building; being able to distil and
synthesize views, and achieve balance
between your organisation’s own
interests and those of the partnership;
being well-researched about other
partners and the context; and having
interest-based negotiating-skills.
As business and society grapple with
the critical challenge of how nine billion
people will live reasonably well, within
the constraints of one planet by the
mid-century, collaboration will become
an increasingly required mind-set and
skills-set for successful managers. MF
Professor David Grayson CBE is
Director of the Doughty Centre
for Corporate Responsibility
at Cranfield and co-author
of Corporate Responsibility
Coalitions: The Past, Present, and
Future of Alliances for Sustainable
Capitalism.
Management Focus | Autumn 2013
15
>> Developing a new breed of leaders
Developing a
This new breed of CEO
recognises that leadership
capability is needed throughout the
organisation, not just at the top.
of leaders
>> What do Mark Carney, Ruby McGregor-
Smith and Dr Andy Wood have in common?
They are all exemplars of the new breed
of leaders that we need for 21st century
organisations.
T
his new breed of leaders are
reinventing the way things
are done. From the general to
the specific, they create a new culture;
expect business decisions to fit with
agreed values; communicate and
engage about difficult issues with clarity
and confidence; collaborate with others
and develop leaders at every level.
Carney has challenged the Bank
of England’s attitude to women in
senior roles and heralded a significant
departure in the UK’s monetary
16
Management Focus | Autumn 2013
strategy within weeks of taking office as
Governor of the Bank of England.
McGregor-Smith has grown the
outsourcing company MITIE Group
PLC to £2bn pa revenues in her
six years as CEO and created a
collaborative, adaptive workforce that
buzzes with enthusiasm, confidence
and agility.
Wood has embraced an eco-friendly
approach to business that has won
two Queen’s Enterprise Awards for
sustainable development as well as
building Adnams, a family brewery, into
the thriving heart of a Suffolk town.
Cranfield alumnus, Andy Wood, puts
values at the heart of everything he
does. “Of course, we must be financially
successful. But we still run every
decision past our values and there are
tough conversations to be had when
values are undermined. Managers have
to have those conversations – the CEO
can’t do it all on his own.
Management Focus | Autumn 2013
17
>> Developing a new breed of leaders
“We are hugely committed to our core
company values and want to ‘do things
right’ to make sure that our impact on
society is a positive one. Our values
are rooted in making great products
without costing the earth”.
At Adnams the sustainability agenda
runs throughout the organisation
– 90% of waste heat from the
brewing process is recycled; the new
distribution centre is the greenest
warehouse in the country; the
anaerobic digester plant is fed by food
and brewing waste and the biogas
produced used as fuel for Adnams’
trucks. The Southwold brewery is now
one of the most modern, energy and
water efficient brew streams in the UK.
Adnams’ values also ensure that a
proportion of profits are redistributed
into the local community and
employees at every level are
encouraged to contribute to the
leadership dialogue. This new breed
of CEO recognises that leadership
capability is needed throughout
the organisation, not just at the top.
More profit could be wrung from the
business – but profit maximisation
18
Management Focus | Autumn 2013
is not as strong a value as customer
and employee fulfilment – which has
brought Adnams a string of prestigious
awards: in 2013 the OBE for Andy
Wood; Brewer of the Year for Master
Brewer, Fergus Fitzgerald; First Women
Business of the Year for Operations
Director, Karen Hester; international
medals for six different spirits and the
coveted Gin Trophy; and, to cap it all,
the Investors in People Gold Award.
Ruby McGregor-Smith runs MITIE
on four interwoven values: people,
passion, fresh thinking and exciting
futures. “People and passion – that’s
what MITIE is about” she says, “people
achieving great things through their
own efforts, creating exciting futures
through fresh thinking, team spirit,
pride and commitment.” They inspire
one another to be innovative and
create opportunities.
At MITIE, she has created an
environment that invites people
throughout the organisation to step
into leadership. Like Andy Wood, she
talks openly with everyone she meets.
She listens to ideas and sanctions
experimentation. “We’re only as good
as tomorrow” she says and “no ego – it
destroys businesses”. With 72,000
staff across a range of businesses
it would be easy to fragment but
“there are huge benefits from working
together” she told participants on
the MITIE Executive Development
Programme at Cranfield in June. “I
want you to be moving jobs every two
years – don’t worry about where you
fit in the hierarchy, but about what
you contribute. I want a more open
culture: keep the approachability and
caring about people that we’ve always
had - it’s OK for people to talk about
personal crises – no insecurity just
more compassion. Tell people when
they’re good at what they do – focus on
their strengths not their weaknesses”.
How do you communicate with such
a diverse workforce, spread the
length and breadth of the country
often working unsocial hours? Ruby
McGregor-Smith uses social media
to find out what people think and
to encourage innovation. “I want
everything in an app format so that
it can be accessed on a mobile” she
says.
Radio 4’s Today programme, listened
to by business leaders throughout the
land, was the perfect vehicle for Mark
Carney to explain his policy on interest
rates and set expectations about the
kind of leader he is. In ten minutes
Carney made clear his intentions and
how they would impact the country.
He was realistic, reassuring and built
a foundation for trust by reminding
his audience of his experience and
then putting his policies into context.
Not once did he evade a question or
give an ambiguous response. He was
on top of the technicalities, referred
to collaborative colleagues, and had
a vision for his time in office: how
he would “strip out” socially useless
attitudes and behaviours by financial
institutions and fundamentally change
the banking culture so that focus
returns to the real economy. Carney
noted that the lack of diversity in the
Bank of England was “striking”, pledged
to “grow top female economists all
the way through the ranks” and build
capability and eligibility for high office.
It is too soon to judge Carney in his
new role but he appears to have all the
hallmarks of a new breed of leader.
These three leaders operate in different
worlds – Carney on the national
stage with international exposure;
McGregor-Smith in the corporate
sector and Wood in the small business/
entrepreneurial field. Yet all three are
leaders with very similar characteristics
and all three inspire hope, confidence
and admiration in their followers. So,
how do we develop more leaders like
them?
To answer this question we must ask
some essential questions:
•
•
•
•
throughout the business?
How will you align people,
purpose and processes to work
collaboratively to deliver the
outputs in the way you want to
achieve them?
These are just some of the questions
explored by participants on our
Executive MSc in Strategic Leadership
programme as they develop the
insights, knowledge and skills to be
one of the new breed of leaders:
leaders fit for our times. MF
Dr Jacquie Drake and Professor
Kim Turnbull James are Directors
of the Executive MSc in Strategic
Leadership at Cranfield.
What do you believe makes
the organisation distinct and
purposeful and how does this
shape the goals you are trying to
achieve?
What are the values you embrace
which will underpin business
decisions?
How do you personally behave
so that these become embedded
Management Focus | Autumn 2013
19
Where
is our food
coming from?
>> The horsemeat scandal has put a spotlight on how our food is
produced and highlighted the complexity of food supply chains.
T
he publication of a study by
the Food Safety Authority
of Ireland (FSAI) in January
2013, which revealed the presence
of horse DNA in some beef products,
triggered a crisis in the UK and EU
food industry. The ‘horsemeat scandal’
unfolded in the public eye and exposed
our food supply chains as long,
complex and fraudulent. The intense
media coverage which surrounded
the crisis gave the impression that
food contamination was extensive. It
undermined consumer trust in the
UK food supply chain and opened
up a debate around food authenticity,
where our food comes from and how it
reaches the supermarket shelves.
The irony was that after extensive
testing, the Food Standards Agency
(FSA) published a report in June 2013
which indicated that only a very small
number of products tested positive
for horse DNA. With more than 98%
20
Management Focus | Autumn 2013
of all products tested being clear of
contamination, it brings into question
the effectiveness of the current systems
being used for managing traceability.
If this information had been available
quicker, it would have helped to defuse
the situation and contain the crisis.
The horsemeat and other recent food
crises have highlighted the need for
more effective and joined up traceability
systems, which sit not just at company
level but also at a regional level. In
a world where food chains span
geographies and networks of different
organisations, the ability to quickly
identify hotspots and the networks
involved at regional levels has become
critical. Such a system would provide
both managers and regulators with
useful information to control crisis
situations and to reassure consumers.
That said, this type of meta-system
would not be easy to set up or manage,
due to the commercially sensitive
information that it would need to hold.
However, it is probably time to look at
how this type of system could benefit
the key stakeholders, as a starting point
to building the case for action.
The debates which took place in the
wake of the recent scandal around the
need for better visibility of our food’s
origin were interesting but too simplistic.
In most cases when consumers think
of ‘local’ products, images of farmers’
markets and fresh foodstuffs that have
been grown in the UK come to mind.
>> Where is our food coming from?
nutritious food from a diverse range of
stable supplying countries, including
domestically, enhances food security.”
Climate change has undoubtedly
resulted in more volatility and less
certainty in agricultural outputs from
any region. Therefore, to ensure
continuity of supply it is necessary to
have multiple sources. The UK wheat
harvest of 2012 is a good example
of how quickly things can change. In
the Spring of 2012 the harvest was
predicted to be a bumper crop; however
the abnormally high levels of rainfall
during the summer resulted in low
yields which had not been seen since
the late 1980s. British mills came close
to shutting down due to the lack of
supply and there was a rush by many
large users of wheat to secure supply
from overseas markets that had not
been impacted by the poor weather.
Short supply chains are an interesting
concept and an attempt to reconnect
consumers with the producers of
their food. They are often associated
with being essentially local, but their
definition simply looks to minimise the
number of intermediaries or stages in
the supply chain, as opposed to the
location of each stage. Unlike the long
and complex supply chains that were
exposed during the horsemeat crisis,
the complexity of the chain is reduced,
providing organisations with better
visibility and control and improvements
in productivity.
The complexity of food chains can be
reduced by shortening and removing
intermediaries while the locations of
each stage remain in different countries.
This concept acknowledges that food
supply chains are global but challenges
us to review them as they have become
overly complex which obscures
visibility, making them hard to manage,
especially in a crisis.
Cranfield University has recently launched
the Food@Cranfield research network
which pulls together expertise from
across the University to work with industry
to explore issues that the food sector is
facing and work on solutions. MF
Dr Denyse Julien is a Senior
Lecturer within the Supply Chain
Research Centre at Cranfield.
The reality is that
about 50% of all the
food consumed in the
UK is from countries
outside of the UK.
The reality is that about 50% of
all the food consumed in the UK
is from countries outside of the
UK. This is not a bad thing and
is actually a deliberate strategy
to increase the resilience of our
food supply. The assessment of
UK food security by the Department
for Environment, Food and Rural
Affairs (Defra) points out that “sourcing
Management Focus | Autumn 2013
21
>> The pursuit of happiness
The pursuit of
centring and rediscovery of self lies at
the heart of modern day mindfulness
practices.
When world leaders collectively sat in
a mindfulness session at Davos earlier
this year, a stunned business world
was forced to reflect that this meditation
>> Can mindfulness increase happiness in your
life and effectiveness at work?
H
appiness, once the domain of
ancient Greek philosophers,
spiritual gurus and 1960s
hippies, has made a surprise comeback as behavioural scientists grapple
to find something concrete about its
nature in our lives. The pursuit of
happiness implies we are chasing some
elusive quality which when pinned down
will magically give our lives deeper
meaning. Yet, can it ever be defined,
and, for that matter, does happiness
have a place in management today?
During appraisals the question is often
asked: are you happy in your job?
But, how do you define what makes
you happy in the workplace, or at
home? As you chase your tail during a
stressful round of business phone calls,
meetings and emails: does happiness
lurk in that amazing deal you have
landed, or is it found on your children’s
faces when you finally get home for the
first time that week in time to tuck them
into bed?
Genetic scientists are now confirming
what the ancient Greeks and eastern
based religions have understood for
thousands of years: that a fleeting state
of happiness does not give the same
14
22
Management Focus | Autumn 2013
depth of well-being that a more centred,
internalised state can provide.
In fact, researchers at the University
of North Carolina and University of
California (UCLA) have found that
although Hedonism (the pleasure
principle part of life) is said to improve
how happy we are, its deeper
counterpart, Eudaimonia (the ancient
Greek concept of a more contented
internalised form of happiness) can
actually change our bodies at a genetic
level.
Looking at the biological influence of
hedonic and eudaimonic well-being
through the human genome, the
scientists were interested in the pattern
of gene expression within people’s
immune cells. They were surprised to
find that eudaimonic well-being was,
indeed, associated with a significant
decrease in the stress-related CTRA
gene expression profile. In contrast,
hedonic well-being was associated
with a significant increase in the CTRA
profile.
In other words, the hedonistic pursuit
of happiness approach, a belief that
happiness is something we take in from
the outside world, is actually not good
for our health and, long term, equates
with stress. Whereas eudaimonic
projects, such as charitable giving
or mentoring, make you feel good all
over and leave a lasting and rewarding
satisfaction because you give from
within.
Before you start thinking ‘this seems
all Greek to me’, consider what really
creates meaning in the workplace.
How long are we really satisfied with
incentivising objects, packages and
experiences like the latest gadget,
top of the range car or yet another
expensive holiday before we find
ourselves craving, like all well-trained
consumers, the next hedonistic ‘fix’?
‘thing’ might have some viable impact
on management style and practice.
Already major corporate names, such
as Google, AOL, General Mills and
even the US army, have discovered
that when harnessed, mindfulness
can develop less stressed executives
who not only report they are feeling
happier, both at work and at home, but
whose performance also increases.
Impressive statistics underline its knockon effect on profit margins and other
tell-tale signs of corporate well-being, or
what is popularly becoming known as
Eudaimonics.
Cranfield’s Praxis Centre, renowned for
holistic leadership and management
development, has recently launched a
programme which teaches mindfulness
as a creative management training
tool. The two-day programme ‘Mindful
Executive: cognitive decision-making
for the wise leader’ gives stressed
executives the opportunity to rediscover
that inner core sense of self and
learn a set of practices that can give
deeper control over decision-making
which, in turn, will empower them both
professionally and personally. As the
leaders at Davos showed that pursuing
happiness definitely has a place in
management today and is now high on
the business agenda. MF
Laura Payne and Jon Treanor are
visiting lecturers in the Praxis
Centre at Cranfield.
The leaders at Davos
showed that pursuing
happiness definitely
has a place in
management today.
After the last five tough years in
Western corporate life, executives
who have been financially ruined can
answer that question easily. Once
the economic tsunami washed away
the trappings of a wealthy life, many
executives found that they had to turn
to something within, to the seed core
of being, to discover something that
is permanent and lasting; namely a
meaningful, constant state to which one
can always return safely. This focus on
Management Focus | Autumn 2013
23
>> Lean in, but keep your balance
Lean in, but keep
your Balance
>> Sheryl Sandberg has an enviable pedigree.
She is Chief Operating
Officer at Facebook and is ranked on Fortune’s list of the 50 Most Powerful
Women in Business. She has strong views on why so few women make it
to the top but is she right?
I
n 2010 Sandberg gave an
impassioned TEDTalk in which
she encouraged women ‘to
sit at the table’; to be ambitious and to
step up to leadership. Sandberg’s now
infamous book Lean in. Women, Work
and the Will to Lead is the culmination
of her personal career reflections and a
call to action to professional women.
I have just returned from the USA where
I witnessed that many organisations
including Visa have already established
‘Lean in Circles’. But is this the
solution? As a scholar in the field of
women’s leadership for over thirty years,
I think not. Of course, women must
be prepared to put themselves forward
for leadership positions but this is only
a small part of a much bigger, more
complicated situation that explains the
continued lack of women in leadership.
In my experience of working with
organisations, the tried and tested
20
24
Management Focus | Autumn 2013
way to get to the top is ‘to push’. This
involves being visible, ensuring you
have a good reputation with those who
make the promotion decisions and
being hungry for leadership (threatening
to leave seems to be a popular strategy
here). It is not surprising that many of
our leaders are egotistical, manipulative
and arrogant and find it difficult to be
collegial and inclusive. I am purposely
painting the dark side of leadership
here of course; these same leaders can
be charismatic, inspiring, enthusiastic
and decisive. The point I am making
is that everyone should not have to
push their way to the top and that
strategy promotes only certain facets of
leadership.
I teach women impression management
skills – how to self-promote, to take
risks and to network strategically,
but many tell me that they feel
uncomfortable engaging in such
behaviour. I believe the tension
stems from many women’s belief that
good leaders identify highly talented
employees, provide constructive
feedback to them, develop them and
‘pull them’ through to the top. This
is a core task of good leadership. It
guarantees the future well-being of the
organisation. Such a task should not
be heavily dependent on individuals’
own efforts at self-promotion. If
organisations applied ‘pull’ as well as
‘push’ talent management strategies
then maybe we would see many more
women (and different men) getting to
the top.
A delegate who attended a recent
customised women in leadership
programme that I ran, wrote to me
afterwards to say that before the
programme she had felt she was
‘circling the drain’ at work. After the
course, she discovered that she was
not only valued by her organisation
but was seen as a high potential
individual they wanted to promote
to Partner. She was advised how
she could take responsibility for her
next steps and having been given
constructive feedback, went back to
work with a structured plan. Her view
of herself was transformed. Before
Of course, women must be prepared to put themselves forward for
leadership positions but this is only a small part of a much bigger, more
complicated situation.
we all dash to create ‘Lean In Circles’
can we begin by having honest,
developmental conversations with our
female team members? According to
our experience at Cranfield, too many
female professionals are either given no
feedback or fobbed off with such advice
as “Don’t be impatient”, “You are doing
fine”, or worse still “You need to have
more gravitas”.
end, she and her team of researchers
concluded that the challenges facing
women lawyers at the firm emanated
from how the law firm organised,
measured and rewarded the way
work was carried out. These findings
were given to the Senior Partners who
rejected them. It was much easier for
them to label the issue “a woman’s
problem.”
Organisations need to take a hard look
at the lack of women in their leadership
roles. If women are disproportionately
under-rated, why is this? How many
women appear in the succession plans
for the top jobs? At each level what
proportion of women are internally
promoted compared to men? This year
our research uncovered that 62% of
male directors on FTSE 100 executive
committees were internally promoted
compared to 48% of the female
directors – a significant difference and
perhaps symptomatic of the ways
women are continually disadvantaged
at work.
The biggest obstacle to women’s
advancement into leadership is not
women’s failure to lean in, but top
management’s reluctance to accept
their own critical role in fostering a
gender inclusive leadership team. MF
Professor Susan Vinnicombe OBE
is Director of the International
Centre for Women Leaders at
Cranfield.
A female colleague of mine at the
Harvard Business School told me
how she was invited by a law firm to
design and run an in-house women
in leadership programme. Her team
of Harvard researchers first wisely
carried out interviews and collected
great amounts of data from the law
firm’s Human Resources department
to understand their work context. In the
Management Focus | Autumn 2013
25
>> Alumni interview
Alumni interview:
Dominic Taylor (MBA 1990)
By Stephen Hoare
Making life
for the consumer
>> Dominic Taylor, CEO of PayPoint, talks about how
the Cranfield MBA demilitarised him and gave him the
foundations to become really good at building and growing
things, which is exactly what he has done with PayPoint.
26
Management Focus | Autumn 2013
H
aving spent twelve years as a
Royal Navy officer serving in
submarines, Dominic Taylor
felt the time had come for a switch to a
business career. In 1989, a Cranfield
MBA was the catalyst in helping
Dominic turn his leadership talents
towards corporate management and
entrepreneurship.
As CEO of PayPoint, the UK’s leading
cash payment systems operator,
Dominic has led a business, that has
made life easier for millions, from start
up to a successful public flotation in
2004. Since floatation, a strategy
of rapid expansion through vertical
integration has added new revenues
to PayPoint such as the online parcels
distribution business Collect+, a
joint venture with Yodel. Acquired in
2010, the mobile payments business
PayByPhone (best known for parking
has seen the company enter the USA,
France and Canada and opened up the
possibilities of integrating multi-channel
payment technologies across the group,
complementing existing cash and
internet channels.
Developed to process parking charges,
PayByPhone is being adopted by a
growing number of local authorities in
the USA, Canada and the UK and cities
including New York and San Francisco.
Meanwhile, Collect+ is supported by
over 230 online retailers including all of
the important brands - Amazon, eBay,
ASOS and John Lewis. Today, the
PayPoint Group handles over £14 billion
in payments from around 740 million
transactions for more than 6,000 clients
annually.
The decision to study for an MBA meant
remortgaging his house. With a wife
and young family to support, Dominic
was determined to seize whatever
opportunities came his way. “For me
the MBA was the means through which
I could achieve a career hand-brake
turn. It allowed me to reflect on who
I was and move forward,” he recalls.
Dominic went on to win the Odgers
prize while at Cranfield, awarded to the
student in each MBA year group with
the most leadership potential.
After Cranfield, business experience
piled up for Dominic. The launch of
a property services business was
followed by six years at Vodafone during
which he rose to become sales and
marketing director. After a year with
Granada as director of their technology
group, Dominic was headhunted in
1997 to become the retail director of an
exciting new enterprise that had been
launched a year earlier.
The business was PayPoint, a platform
designed to process cash payments
for utilities companies from domestic
customers. Dominic was immediately
hooked on the idea. “I was so
interested in the proposition, I took a
pay cut and demotion to join,” he says.
However, within a matter of months
the fledgling company was in trouble.
Forced to refinance the business,
Management Focus | Autumn 2013
27
>> Alumni interview
What I enjoyed most
about my Cranfield MBA
was understanding how
to build. PayPoint is a
growth story: I want the
company to get bigger
and bigger.
PayPoint’s backers demanded the
resignation of the then CEO and
chairman and Dominic was appointed
CEO and, with a new chairman, was
tasked with coming up with a new
business plan. It was make or break.
This plan led to the creation of a
national network of highly visible
payment terminals operated through
local shops, garages and convenience
stores. Payment was in cash and
customers were able to pre or post pay
their bills in store. PayPoint’s sales force
rapidly won the confidence of most of
the UK’s utilities and other companies
as well as the shopkeepers.
Soon, small shopkeepers were queuing
up to participate. “We were driving
customers into their stores so they liked
us. Customers that want to pay their
bills could very well combine paying
their bill or topping up their mobile
phone with shopping. Convenience
stores are always looking to get more
footfall,” says Dominic who explains that
28
Management Focus | Autumn 2013
PayPoint’s business model rests on
very small margins and a high volume
of transactions.
PayPoint finally moved into profit in
2003 and a year later was taken to a
successful public flotation. “By then,
we’d done Ireland and we decided to
launch in Romania because of the
number of small cash transactions in
the economy. That market has grown
very rapidly and has now turned to
profit,” says Dominic.
Today the company has a network of
some 25,000 outlets across the UK
mostly serving densely populated
towns and cities. Value added services
for the retailer like ATMs, international
money transfer, mobile phone top-up
and parcels collection (with a full online
track and trace facility) followed.
If the idea of a multi-service community
based retail business sounds familiar,
it’s because it is. Dominic names
the Post Office as PayPoint’s closest
competitor.
But as the Post Office has steadily lost
ground to commercial rivals, PayPoint
has grown – to the point where it has
recently won a Government contract to
process state pension payments.
Dominic describes his own successes
as an opportunity missed by the Post
Office. “The Post Office has around
three thousand eight hundred people
in its head office and benefits from
three to four hundred million pounds of
taxpayers’ money per year to subsidise
the branch network. The problem for
customers is that at the times when
they most need it, the Post Office is
usually shut. We succeed in business
by providing a local service in the heart
of the community that is convenient for
all at all hours,” he asserts.
In a recent radio interview with Evan
Davies for the BBC programme The
Bottom Line, Dominic was quoted as
saying ‘the key to differentiating your
company from its competitors is through
innovation.’
But PayPoint’s success is about
much more than technical innovation
and customer care. Leadership and
company culture also play a big part.
PayPoint employs around six hundred
staff, half of whom are based in Welwyn
Garden City. Most are in sales,
customer relationship management,
and IT. “There’s a family feel to
this business and we celebrate our
successes because staff above all
want to feel valued and good about
themselves,” says Dominic.
He describes his mission in simple
terms – to grow the business. “In
hindsight, what I enjoyed most about
my Cranfield MBA was understanding
how to build. PayPoint is a growth story:
I want the company to get bigger and
bigger.”
in vertical markets; to focus on value
added services and content; and to
increase geographical reach. “The role
of the CEO is twofold: to communicate
the strategy and to have the right
people in place to execute that strategy,”
says Dominic.
Dominic is proud of having built a
growth business and seen it prosper
through turbulent times. He sums up:
“In sixteen years we have grown five
different businesses, and moved the
group from single channel to multichannel; private to public, and from
international to national organisations.
We’re now in the UK, Ireland, France,
Romania and the USA and Canada.
The one truth about this business is you
can’t stand still. If you do, the rest of the
world will be moving forward.” MF
Dominic outlines a fourfold strategic
vision which is: to develop and maintain
broad payment capability through
cash, internet and mobile; to be strong
Management Focus | Autumn 2013
29
THINK DIFFERENTLY
ABOUT
LEADERSHIP
THE CRANFIELD EXECUTIVE MSC IN
STRATEGIC LEADERSHIP
Thrive on the challenges of contemporary leadership with our parttime programme, delivered by evening sessions at Canary Wharf.
Focusing on leadership in context, you will develop your ability to
lead change, lead globally and lead ethically.
You will hone your own personal leadership style and become the
kind of leader that others choose to follow.
Contact us
MSc Enquiries
T: +44 (0)1234 758102
E: mscleadership@cranfield.ac.uk
Visit our website
www.cranfieldmsc.biz/slfocus
g
min
r
o
f
s
e
Tran wledg n
kno actio
into
For more than 40 years, Cranfield School of Management, a world leader
in management education and research, has been helping individuals and
businesses learn and succeed by transforming knowledge into action.
The School brings together a range of management disciplines through
a significant portfolio of activities that includes research and consultancy,
postgraduate masters and doctoral programmes, executive development
courses, conferences and customised programmes.
Cranfield School of Management
Cranfield, Bedfordshire
MK43 OAL UK
e: sommediarelations@cranfield.ac.uk
t: +44 (0) 1234 754348
w: www.cranfield.ac.uk/som/mf
Printed on paper from a sustainable source
When you have finished with this magazine, please recycle it.
Copyright © Cranfield University 2013