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Warwick Business School Alumni Association magazine: spring 10

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message from the acting dean 3

It is a great privilege to now be in post as Acting Dean of WBS, as we say farewell to Howard Thomas and undertake a rigorous recruitment process for a permanent Dean. To ensure WBS drives ahead its vision and mission to be firmly positioned with the top European business schools by 2015, we cannot afford to rest on our laurels. As such,

Professor Nigel Thrift, Vice-Chancellor, has asked me to remain in post for a year if required. I shall also ensure there is a smooth handover to the new Dean so that he or she does not start the job on day one with the disadvantage of no or little contextual understanding of the School. I have offered to spend a few weeks helping and advising the new appointment as necessary.

Over the year ahead I have identified three main challenges but also, of course, opportunities that we need to deliver on as we drive ahead to 2015:

1 Global relevance and accessibilityWe need to demonstrate more fully our influence upon the world of practice and policy. We also need to communicate effectively how our research is listened to and acted upon, across industries. It is our responsibility in an uncertain world to be working alongside and advising governments, executives, board members and managers to help solve global issues. These global challenges include (inter alia) organisational resilience to extreme events; the use of knowledge and creativity in innovation; service transformation; leadership, governance and the economic and social impact of an ageing population; and, of course, sustainable energy – a most fitting focus for this edition of nexus.

2 Partnerships and investment Undoubtedly there will be further cuts from the UK government to higher education. By demonstrating relevance and value through our research and teaching, we need to command greater corporate and individual financial support to ensure we can continue to invest in our faculty appointments, in the most talented students (our future

advocates and leaders) and in developing our strategic international partnerships. This will not only sustain WBS, but also advance our standing in Europe and consequently make us a more serious global contender.

3 Research excellenceWe need to prepare as never before for the next Research Excellence Framework (REF). Although the criteria and metrics for assessing research excellence have yet to be clarified, there is little doubt that exercise will focus on the quality of publications, number of research grants, number of PhDs and completion rates as well as that slightly elusive 'impact' factor (yet to be properly defined). It is certain that our competitor schools will be similarly gearing up and preparing for the REF which is currently scheduled to take place in 2012/2013. I look forward to working with our Associate Dean for Research, and you all to ensure that we have the strongest possible return of excellent research activities.

If we can advance in these areas, we are sure to overtake our competitors and to bring advanced relevance and value, not only to our existing community of alumni, friends, donors and associates, but to a growing one. Working closely with Deputy Deans Professor Bob Johnston and Professor Simon Collinson, with the scrutiny and guidance of our advisory boards and alumni volunteers, not to mention our corporate and institutional partners, and with Ben Plummer-Powell and our development and alumni relations team, we can succeed despite the challenges. As my late friend, Peter Doyle often reflected, 'success builds success'. This is, therefore, not a time to put the brakes on, but to accelerate and to build upon our legacy. With your help, I know we will achieve our goals.

Thank you to you all for your support over the years and I hope to continue to meet and work with as many of you as possible in 2010.

Professor David Wilson

contents In this edition of nexus we focus on global energy

Development and alumni relations office/Alumni boardWBS newsThe challenge of energy:David Elmes, Professor Richard Higgott, Dr Gill OwenCompetitive markets and the home of the future:Ian PetersMaking the UK a world leader in CCS technology:Nick HorlerA 'more electric' automotive landscape: Henri WinandWorking in wind: Lars LandbergWhat next with the oil and gas sector? Paul NicholsonThe low carbon society: Professor Andrew SentanceWBS development programmepersonal and career developmentWarwick Global Conference: India report Overseas and UK networks – news and event reviewsHot off the pressAlumni news and appointments

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nexus: spring 20104

If we were asked to reflect on 2009, most of us would probably recall the same thoughts: a year of financial turmoil, of failing banks and immense challenges for businesses – a period of instability and uncertainty for most of us.

As an alumnus of WBS, we hope and believe you have been better equipped to face these hurdles head on and to make the best of them. Throughout such tough times, our alumni have shone through, achieving promotions, establishing successful start-ups and receiving business accolades and awards. You can find details of these achievements in the following pages.

Times of crisis offer us a tremendous opportunity. As an individual, or as an organisation, they encourage us to reflect on our core values, to re-focus and re-prioritise, to connect and re-connect with those important to us and to prepare robustly for the time ahead. They also demonstrate our need to put the foot on the gas, not to ease off – as Acting Dean David Wilson has demonstrated.

Your School and your Alumni Association could never be more relevant – as you seek to broaden your professional networks, extend your knowledge and support your career path, we are driving ahead the services we offer to you. We have had an unprecedented increase in our global events, international groups, professional groups and mentors, and we were overwhelmed by the number of applicants we received to join our Alumni Board.

In 2010 we shall continue to work with you to ensure that we deliver a relevant and world-class service, driven and supported by our key alumni advocates. Ongoing access to knowledge and research and an unparalleled professional network will form the basis of this service.

Finally, my thanks to all of our alumni and friends who are working so hard to deliver even more value to our Association and to our School. Even in a challenging economic environment we have more donors and donations than ever before. Together we are making a tremendous difference – we look forward to working with you further in 2010.

Alison BondDeputy Director, Development and Alumni Relations

2009 has been a challenging but highly successful year for your Alumni Board and we are sure that 2010 will present even greater challenges, as we seek to establish an ever increasing presence in many regions and professional sectors across the world.

Our Board priorities for 2010 will focus on four main areas:

H Communication: including further developments to our new alumni web site to enable peer-to-peer interaction and greater access to research and information

H Enhancing the alumni offering: moving towards a framework of additional tailored services

H International development: a key area of our activity as we seek to support the development of new networks and activities across a wider range of countries

H Student engagement: working with alumni to develop relationships with each and every current student cohort to enhance graduation activities.

There were changes within your Board during 2009, not least of which was Gill Thewlis’ decision to step down as Chair. I would like to express my thanks to Gill and other Board members who, individually, have all made significant contributions during their time on the Board.

The induction of our new Board members is underway and following our Board Retreat in January, we are developing action plans for the forthcoming year, building on our understanding of what you need and want from your Alumni Association. We trust you will continue to connect, learn and develop with us in 2010.

Nick Jessett (EMBA 1985–89)Chair of the WBS Alumni Board

the development and alumni relations office and alumni board

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From top left:

Gill Thewlis

Ananda Roy

Mark Whitley

David Sykes

Jemima Bird

Karamjit Singh

Janet White

Kate Spencer

Paul Edwards

Simon Peatfield

John McGee

Usman Adam

thank you to previous board members

some key dates for 2010Saturday 19 June : Academic Update seminar

Friday 12 November: Entrepreneurship event

Saturday 13 November: Warwick Global Conference : Warwick

W www.wbs.ac.uk/alumni/events.cfm

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Ronan MorrisseyCurrent student, Warwick MBA by full-time study, class of 2009

I wish to advise current students what can be gained from developing a relationship with the Alumni Board and also to bring students’ ideas to the Board’s attention.

For more information about the key role of the WBS Alumni Boardw www.wbs.ac.uk/alumni/theboards.cfm

Links to all the groups can be found at w www.wbs.ac.uk/alumni

Hilary Robertson(DLMBA 1989–97)BPO Strategy Director, Steria

I aim to bring experience of working with teams from the emerging economies with their appetite for continuous development to help usharness all the talent in our alumni network.

Navdeep AthwalCurrent student, MSc Marketing & Strategy Class of 2009

As an Alumni Board member I will act as an ambassador for WBS and thereby contribute to its continued success across the world. I will be looking at new ways of reconnecting the alumni and students.

Cristiano Coppola(FTMBA 2007–08) European Client Relationship Manager, Unipart Logistics

I have joined the WBS alumni board primarily to raise the profile and image of the School among the alumni and the general public.

Julia Evans(MMBA 1995–2000)Chief Executive, National Federation of Builders

The Board demonstrates the WBS commitment to engaging with and listening to its alumni in a very meaningful and constructive way. It makes sense for any business to listen to is customers and this is one of the ways WBS does this. I want to be part of this 'big' conversation!

Andrew Fletcher(FTMBA 1990–91)

I have benefited greatly from the work of the Alumni Association and want to ‘give something back’. A senior, experienced leader, I offer commercial and client relationship skills and a strong international interest.

Richard Owen(DLMBA 1986–91)Director, Holland House Associates Ltd

I get a lot out of my WBS alumni activity and hope to use my skills and experience to help increase the benefit of engaging with WBS to alumni generally.

your new alumni board members

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Tanya Sammut Bonnici(PhD 1999–2004)Lecturer, University of Malta

Through the Alumni Board, I wish to contribute to the development of a portfolio of services that add value to the professions of alumni across the globe, and which increase the significance of being part of the WBS Alumni Association.

Matt Stocker(BSc Management Sciences 2001–04)Director, Matt Stocker Ltd

Having benefited greatly from my own involvement with the WBS Alumni Association, I am excited by this opportunity to be part of developing the Association and extending these benefits to other alumni.

Alison Watts(MMBA 2001–08)Owner & Managing Director, Icendris Ltd

As MD of a management training company, I am passionate about people development. I hope to support the Board's engagement strategy by further developing the Continuous Professional Development offering.

Jon Lees

As both the new Executive Director of the Warwick MBA and as an alumnus of the programme (EMBA 2002–06), I am delighted to have joined the Alumni Board. I hope this will enable me to maintain and improve the relationship between the MBA and its alumni community.

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nexus: spring 20106 WBS news

for staff...

One of the most sought-after and coveted international awards for academic faculty working in the field of management is the annual Best Article Award given by the academic journal, Academy of Management Review. The US-based journal is one of the top two academic journals in all of management, by citations and on most other measures. Michael Mol, Associate Professor of Strategic Management, was announced the 2008 winner for the article Management Innovation, jointly-authored with Julian Birkinshaw and Gary Hamel of London Business School. Previous winners include renowned academics from schools such as Harvard, Wharton and Columbia. The article brings to the forefront the need for organisations to be innovative in their management practices, as much as they are in their products and business processes.

Much to her surprise and delight, and with some embarrassment, both awards at the 18th annual IPSERA (International Purchasing and Supply Education and Research Association) conference were won by Helen Walker, Associate Professor at WBS in the Operations Management Group.

Congratulations to Juergen Branke of the Operational Research &

Management Sciences Group and Qing Wang of the Marketing & Strategic Management Group, both have been through the University's promotion panels and are promoted to full Professor. Zoë Radnor of the Operations Management Group was promoted to Associate Professor (Reader) earlier this year.

In addition, Scott Dacko, Amanda Goodall, Loizos Heracleous, Keith Grint, Bob Johnston, Michael Mol – again!, Howard Thomas, Qing Wang, and David Wilson have all received recent and varied acknowledgements or prizes for their research and publications.

for WBS …

Warwick Business School has been fully reaccredited by the Association of MBAs (AMBA). The AMBA report confirmed that all our efforts to develop and improve our offering

and services have been successful and AMBA’s recommendations were positive. In the rankings, we have again risen in the annual WhichMBA Guide, now branded as The Economist's ranking. WBS is now 22nd in the world, a rise of 9 places in 3 years.

Helen Walker

Michael Mol

awards and achievements

WBS faculty influence public sector policy-makers and executives

Professors John Benington and Jean Hartley of the Governance & Public Management Group co-authored a paper, commissioned by the National School of Government and the Public Service Leaders Alliance, setting out the parameters to promote and cultivate leadership capability across the public service. This paper achieved strong media coverage, both in national and international print and online news media, and across the range of public sector media outlets.

Minister for Local Government, Dr Brian Gibbons, announced the membership of the Welsh Anglesey Recovery Board, including Dr Zoë Radnor, Associate Professor (Reader), Operations Management.

A new Ipsos MORI report highlighted the major contribution made by the WBS Postgraduate Diploma in Local Government Management (PDLGM) to the intellectual and professional development of graduate trainee managers in the local government sector.

Our Dean Professor Howard Thomas attended his farewell lunch, held at WBS, on Monday 21 December. He received a camera and camera holder, and to reflect his love of the sport of rugby and his Welsh nationality, a Welsh rugby shirt and Welsh rugby football signed by many WBS colleagues.

Howard officially left at the end of January, to take up the role of Distinguished Professor of Strategic Management and Dean of the Lee Kong Chian School of Business at Singapore Management University. He has been made a WBS Emeritus Professor.

Undergraduate student prize winners surrounded by UBS presenters and WBS faculty

Professor Howard Thomas (centre) with colleagues David Wilson and John McGee at his farewell lunch

nexus: spring 2010 7WBS news

from global conference to local entrepreneurship pilot

The Warwick Global Conference series aims to provide an opportunity for global business and political leaders, policy makers, and academics to examine some of the most critical issues affecting business, economic and social growth. New Delhi was chosen to launch the Warwick Conference Series on Saturday 14 November

2009 and thanks to the sponsors, speakers and all attendees, the event was a great success. The WBS Development & Alumni Relations Office (DARO) and alumni took the opportunity to host several networking events in India before the conference. See the full report on P20.

Business Link West Midlands announced a high profile ‘Business Transformation’ pilot in collaboration with WBS to support sustainable high growth and business transformation of small and medium-sized enterprises (SMEs) with high growth potential across the West Midlands. ‘This is an exciting initiative which will undoubtedly help hard-working and potentially successful entrepreneurs. The resulting growth of the participating firms will be of benefit to the West Midlands as a whole, and provide relevant, targeted and practical support to businesses which need this kind of assistance in the current challenging times,’ said Professor Roger Mumby-Croft of the Enterprise Hub at WBS.

programme news

WBS with Cardiff and Manchester Business Schools – all top tier university-based business schools – signed up to work collaboratively on the Undergraduate Partnership Programme (UPP), developed by The Institute of Chartered Accountants in England and Wales (ICAEW). The UPP is designed to offer undergraduate students of accounting and finance the opportunity to gain work experience in a professional accountancy firm or similar business environment as part of their degree. Dr Raymond Madden, Executive Director of Learning & Professional Development at ICAEW, commented, ‘As we have seen so starkly, nobody is immune from the current economic climate and this initiative will help provide students with invaluable support to help them gain employment or further their education.’

An alternative way of studying for the MSc in Management – by blended learning – was launched in August with a start date of April 2010. This Masters course by full-time study took its first intake in 2006. WBS is an established leader in the provision of distance and blended learning programmes and is recognised as an innovator in online learning. The blended learning format will be taught by intelligent use of current technology, including the highly popular and successful wbsLive. wbsLive is a virtual classroom environment which offers audio, video, application sharing and content display to anyone with a computer and an internet connection. Using this system students will interact with the lecturer via text or voice in real time, carry out group work in online breakout rooms and present findings and make presentations live to other colleagues online. It will therefore build upon the tried and tested techniques of blended learning, enabling candidates to continue studying while already in employment or looking for work, during a career break, or even on vacation.

Deloitte, the business advisory firm, is pioneering a new initiative with WBS to bring a real life systems integration consulting project to postgraduate students. MSc students on our Information Systems and Management course begin their academic year with a module designed jointly by Deloitte consultants and Warwick academics.

The first cohort of the Warwick Diploma in Service Leadership, taught by WBS faculty in Singapore at the prestigious Singapore Institute of Management, has recently graduated with a record 100 per cent success rate. The third cohort of over 30 participants commenced study in July.

Donations by Warwick Business School's ‘Friends of WBS’ have led to two awards being offered for MBA applicants in 2010 who suffer with long-term disabilities. One totalling £2,500 is for Distance Learning MBA applicants, and the other – a £10,200 scholarship for a Full-time MBA participant with a long-term disability or with a dependent child or partner with a long-term disability.

There is more news we do not have room to report in full – honours for our Honorary Professors, the annual Warwick Finance conference in London, Cornell-Warwick doctoral conference, MBA sailing reports, wbsLive goes live, to name but a few. See all our news at w www.wbs.ac.uk/news

Warwick Diploma in Service Leadership graduates

MBA students help CORD on Practice of Management module

Undertaking their Practice of Management module, five MBA students at WBS worked with the international peace building organisation CORD to help develop their social networking programme. CORD, based close to campus in the nearby town of Leamington Spa, has worked in the post-conflict field for 42 years in 26 major conflict zones. 'Communications and the world of new media are vital components of CORD's operation, and offer huge potential to engage with more people in the work of building peace,' commented CORD’s Chief Executive Brian Wakley.

nexus: spring 20108

The Local Government Centre celebrated its 21st anniversary in autumn 2009, having contributed significantly to the School's profile and ongoing research effort. The Centre has

recently been awarded a new research contract from the Department for Environment, Food and Rural Affairs (Defra) for work on Costs and efficiency savings to local authorities from new roles and responsibilities arising from the Flood and Water Management Bill. This will be led by Howard Davis, Acting Director, and Katrina Ritters.

Commissioned by the Institute of Customer Service, an LGC research report entitled It’s a culture thing – The challenge of change – customer service in local government, examining the nature and development of customer service approaches in local government in the UK, has been attracting media interest.w tinyurl.com/yj4k3hs

In partnership with Aston Business School, CSME has recently won a three-year contract to evaluate the Creative Credits Innovation Voucher scheme being funded by NESTA.

Professor Paul Stoneman, MSM, has produced a report on Soft Innovation, published by National Endowment for Science Technology and the Arts (NESTA). The report

uncovers a picture of rapid innovative change of an aesthetic nature – what he terms 'soft innovation'. Paul argues that current policy distorts the economy by supporting innovation of a technological and functional nature, and neglecting innovation of a soft kind. While recognising the increased levels of support governments have given to the creative industries in recent years, he calls for an 'overhaul' of innovation policy to recognise soft innovation activities both within and outside the creative industries.w tinyurl.com/lqah78

New research from Dr Sue Bridgewater, MSM, highlights the problems which occur when football clubs change managers. Popular myth would have it that a football manager

‘is never more than six games away from the sack.’ Certainly, football managers tend to be dismissed when they have had a poor run of results – although occasionally the trigger may be pulled after a victory or may be prompted by something other than results. w tinyurl.com/yas59v8

A project on Improving the capacity of healthcare organisations to act on evidence in patient safety aimed to investigate the practical problems and available

solutions for healthcare practitioners doing Root Cause Analysis (RCA). RCA is a widely used investigation methodology for reviewing patient safety incidents and preventing their re-occurrence through producing organisational learning. The research, the first of its kind in the UK, was conducted by a multidisciplinary team led by Dr Davide Nicolini, IKON, and funded by the EPSRC. It examined how RCA is applied in the aftermath of different types of adverse events, the challenges it poses for the investigators and the organisation, whether it is perceived as useful, and whether the recommendations generated through the process impact generate organisational learning. w tinyurl.com/y9enwnm

Professor Joe Nandhakumar, ISM, has been awarded funding under the Innovation Research Initiative for an exploratory project on Valuing innovation: an exploratory study

of developing business models for 'serious' computer games. Professor Harry Scarbrough and Dr Nikiforos Panourgias are also involved. 'Serious games' are products that seek to use the technologies of computer games and the skills of computer game developers and designers to address the problems of for example, training and development, decision-making, and organisational change, which face most businesses and organisations. The project aims to contribute to theory development in this area by exploring the relevance of a new theoretical framework – termed 'regimes of worth' – to an empirical study of two case-studies of serious games innovation. w tinyurl.com/yk7vjug

Dr Gill Owen and Dr Xavier Lemaire, CMuR, undertake research on sustainable energy policy in developed and developing countries. Over the past three years they have been producing reviews of policy and regulation as it affects sustainable energy in a number of regions of the world, with a particular focus on developing countries. Regions covered include: Latin America; Eastern, Central and Southern Africa; Central and Eastern Europe. Their most recent review covered India – both at federal level and a state by state analysis. They are currently working on a similar review for China and the Chinese provinces. Xavier is particularly interested in off-grid regulation in rural areas of developing countries, whilst Gill’s focus is on smart meters and smart grids. w tinyurl.com/yls6eqs

A study by Dr Julia Kotlarsky, ISM, acts on evidence that Europe's CFOs and CIOs need help to communicate the full return on investment from outsourced business

arrangements. Results of research by Cognizant in conjunction with WBS, carried out among CIOs and CFOs across the UK, Germany, Switzerland, Benelux, France and the Nordics, highlight how business leaders are not getting to grips with measuring the full financial impact of the outsourcing contracts they commission. ‘A combination of proven methodology, industry expertise, and tight integration of business strategy into outsourcing objectives to effectively measure, improve and communicate outsourcing's true impact is required to ensure outsourcing delivers on its promises,’ confirmed Julia. w tinyurl.com/yakbxvj

research review

Julia Kotlarsky

Paul Stoneman

Howard Davis

Davide Nicolini Joe Nandhakumar

Stephen Roper

Sue Bridgewater

Xavier LemaireGill Owen

The scheme is a B2B voucher scheme designed to broker new partnerships between SMEs and creative firms and is located in Manchester. Professor Stephen Roper of WBS will be leading on the econometric aspect of the evaluation, supported by PhD student Lorraine Morley.

w tinyurl.com/yho8hj6

nexus: spring 2010 9

Professor Paul Marginson and Guglielmo Meardi, IRRU, have compiled a report for the online European Industrial Relations Observatory on the impact of multinational companies on collective bargaining over pay and conditions across the 27 member states of the European Union. The report finds that under multi-employer bargaining arrangements MNCs have been a major source of pressure for decentralisation, giving greater scope for company negotiation. Under single-employer bargaining, MNCs often act as pacesetters. MNCs make widespread use of cross-border comparisons of costs and performance in local negotiations in manufacturing. The result is implementation of cost-saving and flexibility-enhancing measures, particularly in a context of company restructuring. Relocations, actual and threatened, heighten the coercive pressures on local negotiators. w tinyurl.com/ye5kfen

Since June 2008, researchers from WBS and the Computer Science department led by Vladimir Deineko (ORMS) have been working on designing optimal routes

for commercial waste collection services in Coventry City Council (CCC). The collaboration is supported by the EPSRC funding body and the centre for Discrete Mathematics and its Applications (DIMAP). First results report that application of new algorithms may lead up to 20 percent savings in transportation costs (fuel consumption, use of vehicles, etc). w www.warwick.ac.uk/go/dimap

For years WBS has used a special tool to allocate students into equitable teams, to spread evenly students with different backgrounds, skills and cultural origins. The combinatorial type algorithms behind the tool had been developed by Vladimir and PhD student Thomas Ridd. Warwick Venture experts are currently involved in the commercialisation of this product.

w www.balancedgroups.com

In the SOLAR unit, research is being conducted into one of three priority areas, 'Security and resilience'. In addition to the established large research project on organisational

resilience and how MNCs and SMEs are developing the capability to cope with strategic decision making under uncertainty, a new project has begun which examines an increasing threat facing organisations working in emerging markets and offshore locations (in the energy and other sectors). The project examines how organisations are managing body politics ie; the risk of kidnapping and hostage taking in these locations and how intelligence is being shared between target organisations both off and onshore. Anyone working in organisations and locations facing these risks who would be interested in participating in this research should contact E Bridgette.Sullivan-Taylor@wbs.ac.uk w www.wbs.ac.uk/faculty/research/solar.cfm

More information about WBS research can be found via the Press Centre in news and features w www.wbs.ac.uk/news

research review

Vladimir Deineko Bridgette Sullivan-TaylorPaul Marginson Guglielmo Meardi

contact details

Alumni AssociationWarwick Business SchoolUniversity of WarwickCoventry CV4 7ALUnited Kingdomt +44 (0)24 7652 2813f +44 (0)24 7652 3719E alumni@wbs.ac.ukW www.wbs.ac.uk/alumni

Pam BarnesAlumni Publications Officert +44 (0)24 7652 4396e pam.barnes@wbs.ac.uk

Alison BondDeputy Director, Development and Alumni RelationsT +44 (0)24 7652 4176E alison.bond@wbs.ac.uk

Kathryn Chedgzoy Development and Alumni Relations Officer (Corporate Affairs)T +44 (0)24 7615 0515E kathryn.chedgzoy@wbs.ac.uk

Development & Alumni Relations AdministrationT +44 (0)24 7652 2813E alumni@wbs.ac.uk

Ann JacksonDevelopment and Alumni Relations Officer (International Affairs)T +44 (0)24 7652 8197E ann.jackson@wbs.ac.uk

Tracy LynchDevelopment and Alumni Relations Officer (Student & Regional Affairs)T +44 (0)24 7652 8487E tracy.lynch@wbs.ac.uk

Ben Plummer-PowellDirector of Development and Alumni RelationsT +44(0)24 7652 4188E ben.plummer-powell@wbs.ac.uk

Charlotte WilkesAssociate Director, DevelopmentT +44(0)24 7615 0075E charlotte.wilkes@wbs.ac.uk

Jen YoungDevelopment and Alumni Relations Events and Office Co-ordinatorT +44 (0) 24 7615 0171E jennifer.young@wbs.ac.uk

In–house photography by John Weatherly

nexus is the magazine of the Alumni Association, Warwick Business School T +44 (0)24 7652 4306

The views contained in nexus are those of contributors and not necessarily those of Warwick Business School or the University of Warwick

Design by Morse–Brown Design w www.morsebrowndesign.co.uk

connect, learn, develop – online

Since the launch of your new alumni web site in July 2009, new services have been and will continue to be added as we seek to improve our service to you. Check out the media area where you can access an increasing library of podcasts and clips from previous events and activities around Warwick w www.wbs.ac.uk/alumni/podcasts

The new student page launched for induction in October 2009, demonstrates our ongoing commitment to WBS students. w www.wbs.ac.uk/alumni/students-class-reps

Recognising that learning and development never ends, have a look at the increased number of short courses available through Executive education and the Careers team, as well as some of the services run by the Development and Alumni Relations office. w www.wbs.ac.uk/alumni/personaldevelopment

Looking for a former classmate or new contact? Use our online directory to get back in touch w www.wbs.ac.uk/alumni/directory

Link with over 3000 members on LinkedInConnect with the 2000 members on Facebook Follow us along with 400 followers on TwitterLinks to all the groups can be found at w www.wbs.ac.uk/alumni

Warwick is now on iTunesU w www2.warwick.ac.uk/itunesu

nexus: spring 2010 energy10

David Elmes, Academic Director, The Warwick Global Energy MBA, sets out the challenges facing the energy sector and introduces the ways in which teaching at WBS is tackling those challenges.

the challenge of energy

As we are preparing articles on the energy industry for this edition of nexus, there is daily speculation in the press on whether the UN Climate Change Summit in Copenhagen will deliver a global deal on the emission of greenhouse gases. By the time you read this, you will know what was or was not agreed.

For WBS, the international diplomacy of climate change is part of a more fundamental transition in the energy industry that is changing management practices and rewriting the way the industry interacts with governments across the globe. In 2007, WBS started to gather its thoughts and teaching on the energy industry as part of the School’s aim to understand the challenges that managers face in tackling global issues. This has now included the launch of The Warwick Global Energy MBA in May 2009 – a part time MBA for people working in the industry that combines the management education of the Warwick MBA with an understanding of the challenges and opportunities that lie ahead for the energy industry.

From extensive discussions with executives and alumni in the industry, we identified three themes that are combining to cause a more rapid transition for the energy industry than changes in the past:

H Developing and providing energy is becoming more difficult, both from traditional or alternative sources

H The roles for companies, governments and other institutions involved are changing

H Climate change sets a challenging new framework for the industry

Energy is getting harder to develop and produce. For the traditional oil and gas resources, new finds are smaller and offer greater technical challenges while the major fields found in the past now face declining production. For renewable and alternative energies, the plan is to develop significant levels of energy production in a very short time. The plans to develop, deploy and scale-up renewable energy supplies reflect rates of growth rarely seen in capital intensive industries.

Who's who and the roles that institutions are playing are also shifting. Countries that own energy resources look to do more themselves. Previously, they might have relied on international companies headquartered in the developed economies. Companies from China, India, Russia, Brazil, Malaysia, the Middle East and some African countries, now take key roles across the industry. This is often in close collaboration with their governments who see energy as critical for economic development and security.

The third factor is the issue of climate change. All of these changes in the industry need to be achieved within the constraints of changing the way energy is produced and consumed. The goal is much lower carbon emissions without halting economic growth and development. What this means is a very different energy industry in the future from the hydrocarbon-focussed one that supported economic growth during the 20th century.

Together these factors lead to an industry whose current pace of evolution leaves behind many traditional models of competition. Managers face a more complicated landscape where you have to understand multiple sources of energy, changing roles in the industry and how addressing climate change will transform the industry.

In developing the Warwick Global Energy MBA, we are revising about three-quarters of the coursework used in the traditional Warwick MBA programmes. New modules look at the

evolution of the industry and its role in society: the role of regulation, the development of the low carbon economy and the politics of energy. We also look at how trading binds the industry together, how innovation is delivering alternative energies and how the industry finances and delivers the major capital investments needed for progress.

The new modules extend the way MBA programmes have historically looked at the performance of a firm and now explore the firm’s role in society. They involve faculty from across Warwick who are teaching MBA modules for the first time on subjects as diverse as politics, regulation and the economics of the low carbon society (see Professor Andrew Sentance’s separate article on P17).

Professor Richard Higgott and Caroline Kuzemko of the University of Warwick’s Department of Political and International Studies, are highlighting how the international political economy influences the energy industry. ‘When people discuss the energy transition, they usually refer to the transition from fossil fuels to energy sustainable on a long term basis with lower carbon emissions. There are, however, closely associated and important political questions circulating in the international political economy about what the appropriate market, state and institutional conditions must be to ensure this transition.

The transition needs to take place in such a way that continuity and affordability of energy supply is maintained due to the vital domestic and commercial roles that energy plays. These are highly significant questions with potentially drastic economic, social and political implications. A study of recent economic and political transitions across Eastern Europe, particularly Russia, reveals just how uncertain periods of transition can be, how much change they can lead to and how outcomes can differ from initial intentions.’

The new module on The Politics of Energy points out that during periods of steady and affordable energy prices, net energy importer nations tend to expend less political capital on securing energy supplies. During times of high and volatile pricing, however, energy crises are

Energy is getting harder to develop and produce. For the traditional oil and gas resources, new finds are smaller and offer greater technical challenges while the major fields found in the past now face declining production.

11nexus: spring 2010 energy

David Elmes is Academic Director of the Warwick Global Energy MBA and Senior Teaching Fellow Warwick MBA at WBS. David joined WBS after more than 20 years working in the energy and management consulting industries. His focus is on the

development and implementation of changes that transform a company's performance including the changes in organisation, culture, capabilities and performance management that enable and sustain new ways of working in ever-changing circumstances.

Professor Richard Higgott is Pro-Vice Chancellor for Research and Professor of International Political Economy at the University of Warwick. Richard was Foundation Director of the ESRC Centre for the

Study of Globalisation and Regionalisation at Warwick. He is also Senior Scientist and Director of the EU Framework 6 Network of Excellence on Global Governance, Regionalisation and Regulation and a Senior Fellow in the Institute of Governance and Public Management at WBS. He has particular expertise in the international economics and politics of East Asia and the international economic institutions, especially the WTO.

re-born and consumer nations are reminded of the extent to which modern economies are reliant on energy.

‘Looking at the transitions ahead, concerns about climate change mean we now have a number of politically stated goals, particularly with regard to reducing CO2 emissions. Climate change academics challenge what they perceive to be the ‘business-as-usual’ political response to development of a sustainable energy system. They argue for increased political investment in facilitating the transition as the questions of who pays for the past and who invests in new technologies for the future can only be resolved at the political level. The transition will be politically complex but fascinating. Innovative thinking across economic, political and social spectrums will be vital.’

When domestic or international politics do reach points of agreement, governments enact policies and establish regulatory structures to guide the energy industry. In another new module focussed on Regulation, Dr Gill Owen, Dr Xavier Lamaire and Professor Martin Cave use their experience from WBS’ Centre for Management under Regulation to highlight the management challenges of operating in regulated industries such as energy.

Gill and Xavier run a network called the Sustainable Energy Regulation Network on behalf of the Renewable Energy and Energy Efficiency Partnership, an international NGO. This network provides information to energy regulators around the world on how policy and regulation can facilitate the growth of renewable energy and energy efficiency.

The role of regulation in the energy industry is changing as governments seek to influence supply, demand and the transition to

sustainable sources of energy. Gill and Xavier recently attended the World Forum on Energy Regulation where sessions covered a broad range of topics including energy security, investment, competitiveness and affordability. ‘There was a notable increase in the number of sessions devoted to renewable energy, energy efficiency, climate change and other sustainability issues. The regional regulatory associations from around the world agreed a joint statement on climate change that was released at the Forum. In this statement they outlined their commitment to play a major role by overseeing the development of efficient and climate responsible energy markets.”

Regulators find themselves caught between the evolving policy ambitions of governments and companies’ need for a clear regulatory framework if they are to make the major, long lead-time investments required. Regulators have to figure out how it will all work – ‘Several sessions dealt with the role of regulators in implementing market mechanisms to achieve a significant reduction of CO2 emissions.

There was a reasonable consensus on the idea that putting a price on CO2 emissions was not enough and that further energy policies are needed. A number of speakers were quite critical of the cap and trade mechanisms for various reasons. Some feared that such a mechanism could lead to very high prices for electricity, others feared that emissions trading schemes can produce carbon prices that are too low or too unstable to incentivise investment in energy efficiency and renewable energy.’

As the Warwick Global Energy MBA approaches its second intake, the challenges of the energy industry continue to mix what companies can do themselves with the role they play in an evolving, more global society. Through WBS’ teaching and research, we hope to contribute a greater understanding of the management practices and policy-making required for success.

We hope you enjoy the following perspectives featuring alumni from across the industry and do please contact us if you share our interest in the Global Energy industry.

For more information on the Warwick Global Energy MBA visit

W www.wbs.ac.uk/students/mba/global-energy

The role of regulation in the energy industry is changing as governments seek to influence supply, demand and the transition to sustainable sources of energy

Dr Gill Owen is Senior Research Fellow at the Centre for Management under Regulation at WBS. Gill is a member of the Competition Commission; a non-executive member of the Ofgem Board; and a consultant on energy

policy to government departments and energy companies in the UK and overseas. She is also a member of the Fuel Poverty Advisory Group and Ofgem's Social Action Plan Review Group, as well as being Policy and Regulation Adviser to the Renewable Energy and Energy Efficiency Partnership (REEEP).

nexus: spring 2010 energy12

It is widely acknowledged that the UK energy market faces significant and unprecedented challenges in securing future energy supplies, combating climate change and delivering affordable energy to consumers.

Declining reserves of North Sea gas mean that gas imports are expected to rise 75 percent by 2015. One quarter of power stations are expected to close within the same period as ageing plants and environment requirements lead to accelerated closures.

Meanwhile the Government has set out a comprehensive plan to cut UK emissions by 34 percent by 2020 and at least 80 percent by 2050. To deliver this target they estimate that 40 percent of the UK’s electricity will need to be from low carbon sources by 2020 including a rise in electricity from renewables from 5 to 30 percent.

Developing these energy sources requires major investment – Ernst and Young estimates as much as £199bn by 2025. Companies must make a fair rate of return in order to make investments of this scale. Centrica alone has committed to investing £1.5bn a year in securing new energy supplies. In the last year, we have invested £2.3bn for a 20 percent share in the nuclear operator British Energy, £750m on the Lincolnshire coast offshore wind farm and built a new gas-fired power station at Langage near Plymouth at a cost of £400m.

The cost of supporting low carbon and network investment is growing by around 9 percent pa in absolute terms and as a percent of customers’ bills. OFGEM, the energy regulator, has predicted bills will rise by up to 25 percent by 2015 in all scenarios – with spikes of up to 60 percent.

Against this backdrop, energy efficiency and the adoption of new technologies such as microgeneration boilers and solar photovoltaic have an even greater role to play not only in reducing carbon emissions but also helping customers manage their energy bills.

Some 40 percent of emissions come from homes. The UK’s Climate Change Committee argues that some 10 million lofts and 7.5 million cavity walls need to be properly insulated by 2015, and all the 12 million inefficient boilers in people's homes must be replaced by 2022 if the Government’s targets are to be met.

the author in minute

Ian’s responsibilities at British Gas include offshore operations, metering and billing, debt management, Centrica Group IS, Insurance, British Gas Business, and ‘Energy First’, the largest customer facing residential energy business. He is also Chairman of British Gas Services Ltd and a Trustee of two Centrica Pension Funds. With over 25 years experience in a variety of energy and financial services positions, Ian has gained expertise in strategy, marketing, finance and business operations in a range of financial services companies.

competitive markets and the home of the futureIan Peters (FTMBA 1988–90) Chief Operating Officer, British Gas, explains the key role of energy efficiency and the adoption of new technologies in a world of climate change.

It may seem counterintuitive that an energy company helps its customers reduce their consumption of energy. In fact, our 9,000 engineers and network of training academies give us the unique ability to bring energy efficiency and microgeneration to the mass market. British Gas is the UK’s largest supplier of energy efficiency. We have insulated over 1.5 million lofts and cavity walls in the last five years, we are the UK’s leading supplier of A-rated high efficiency boilers and we’re exploring new technologies in partnership with other companies such as developing a fuel cell domestic boiler that produces both heat and electricity for homes.

We also see the national roll out of smart meters as key to helping customers understand the energy they use. Smart meters display and record real time information on electricity and gas consumption. The Government has committed that 46 million smart meters should be fitted into domestic customers homes by 2020. British Gas has already installed 60,000 – the largest programme in the UK.

The key to making smart meters a success is building customer engagement to act on the information that a smart meter provides. Energy suppliers and installers must all play an active role in making Britain’s homes greener. Suppliers such as British Gas have the technical capability, the operational capacity, the financial strength and the track record to deliver energy makeovers at scale and with pace.

We have just completed what we believe to be the largest ever piece of research into customer energy consumption. We have analysed 78 million meter readings between 2006 and 2008 and correlating consumption savings with actions customers have taken to improve the energy efficiency. Our data shows an average 21 percent reduction in gas consumption of 18 percent for 300,000 customers every year for whom we install insulation, and an average 21 percent fall for the 100,000 customers every year for whom we install a new boiler. We believe that the relationship between customers and their energy supplier has had the single biggest impact on energy savings on the UK.

We all recognise that a further step-change in consumer behaviour is needed to meet our stretching carbon reduction targets. This will require even more innovation such as the range

of partnerships that British Gas has established with a large number of charities, retail partners and local authorities, working on an ‘area-by-area’ basis like we are already doing in the new Community Energy Savings Programme (CESP)

In summary, the energy sector faces some significant challenges relating to UK security of supply, climate change and affordability. We believe that competitive markets have delivered so far and are best placed to meet these challenges going forward. It is essential that the consumer remains at the heart of what we do. As part of that, we at British Gas are committed to maintaining our leading role in helping our customers improve the efficiency of their housing and to help them manage their energy bills in a higher priced environment.

13nexus: spring 2010 energy

Two years ago, ScottishPower and 9 other companies entered a carbon capture and storage competition in the UK that was very much at the cutting edge of what was then the embryonic global development of carbon capture & storage (CCS).

With just a few projects around the world then, the UK Government had taken a lead. It recognised the need for a commercial CCS solution to the challenges posed by climate change and the opportunities and advantages of being the first mover.

Back then, people understood there was tremendous economic potential, and recent figures now bear out just how big this opportunity actually is. The Department for Energy and Climate Change recently reported that clean coal technology could bring between two and four billion pounds a year into the UK economy by 2030, and support up to sixty thousand jobs in engineering, manufacturing and procurement.

With over 20,000 coal fired power stations worldwide, developing a skilled CCS workforce, building on the North Sea offshore skills, could make the UK the centre of excellence for this technology, creating tremendous export potential for UK PLC in a post-recession, low-carbon world.

A year later and the pace was beginning to hot up with 5 fully integrated projects around the globe. The government’s competition ensured that the UK still held a strong lead in developing

the author in minute

Nick Horler was appointed ScottishPower CEO in June 2008 following a career in which he has held senior strategic roles in major companies both in the UK and abroad. His appointment follows the company's successful integration with Iberdrola, – one of the world's largest energy companies. ScottishPower has quickly become a principal engine of growth of the Iberdrola Group, employing over 10,000 people in the generation, transmission and retail of energy in the UK.

Before joining ScottishPower, Nick was Executive Director of E.ON UK PLC and had held other senior executive positions in that group for more than 10 years. Prior to this he spent twelve years with Phillips Petroleum (now ConocoPhillips).

making the UK a world leaderNick Horler (DLMBA 1987–91) Chief Executive, ScottishPower, examines the competition for carbon capture and storage (CCS) and highlights the importance of leading the race.

Our carbon capture test rig has now been operating night and day for well over 2,000 hours. And our goal is to demonstrate full chain, full scale CCS by 2014 – a goal that leaves serious contenders across Europe only just getting to the starting blocks.

CCS and we at ScottishPower were down to the last four. Here was a chance for the UK to lead the world in a brand new technology that could make a significant positive impact on climate change. We were delighted that our retrofit solution secured the early support of NGOs, in particular the WWF.

There are now in excess of 70 projects around the world today. Some are no more than discussions or vague feasibility studies. But others at first glance look like they’ve overtaken us in the race to deliver this vital technology.

So where are we now in this global race? How does the UK now compare having raced out of the blocks first? Let’s look at the facts. Recently, we at ScottishPower along with our consortium partners Aker Clean Carbon, Shell andNational Grid submitted the final technical submission about our scheme for our coal fired power station at Longannet in Fife. It spelled out in detail what our CCS scheme will look like, how much CO2 it will capture, by when and crucially what it will cost. E.ON did the same, and with RWE deciding not to submit, we are now one of the final two companies in the competition. We will hear early this year who gets the green light for the final phase of the competition, which will run through the best part of 2010.

But will that be enough on the global stage? Can we ultimately beat France, the US and

Canada to deliver this crucial technology first and not give away CCS like we gave away nuclear or wind power? Comparing ourselves with projects across the globe, we will be capturing CO2 from coal with a retrofit solution at a location able to access proven storage sites in the central North Sea.

The location also gives us access to a ready made skills base as hydrocarbon extraction declines and we have the partners and alliances to share what we learn across the globe. Finally, we have already started. Longannet is a real power station delivering power today. Our carbon capture test rig has now been operating night and day for well over 2,000 hours. And our goal is to demonstrate full chain, full scale CCS by 2014 – a goal that leaves serious contenders across Europe only just getting to the starting blocks.

We wholeheartedly back, support and applaud the UK Government’s path-finding role in the journey towards global CCS. But let’s not just be the first to demonstrate the technology but the first to deliver and realise the potential of first mover advantage.

It is the competition that has got us this far and it is the competition that I believe will enable us to show the world we can demonstrate and deliver full scale CCS first.

To learn more about CCS and our competition bid, visit w www.scottishpowerccs.tv

nexus: spring 2010 energy14

Diversification of transportation fuelsAccording to the International Energy Agency’s latest World Energy Outlook, today’s worldwide transportation industry is over 90 per cent dependent on oil. The introduction of hydrogen as a transport fuel for use in fuel cell hybrid or other hydrogen vehicles would increase diversity of supply as well as reduce the carbon footprint of the sector. A recent report from the US National Research Council suggests that hydrogen fuel cell vehicles could lead to a reduction in gasoline consumption of as much as 50 per cent by 2035, reducing CO2 emissions from light duty vehicle transportation by a similar level.

A portfolio of vehicle technologiesA portfolio of vehicle technologies is needed to address future transportation needs. There are roles for battery only electric vehicles, plug-in hybrid electric vehicles, gasoline or diesel hybrids as well as fuel cell hybrid vehicles.

Pure battery electric vehicles (BEVs) are getting a lot of attention right now, but they are not a realistic option for the long-term transformation of how we think about energy and clean transport. Distance per recharge and time to recharge will always be challenges. Most fuel cell vehicles (FCVs) use batteries alongside the fuel cells in what are essentially hybrid power systems – batteries and fuel cells are complementary technologies.

Fuel cell hybrid vehicles are the best technology to simultaneously address emissions, air quality and energy security concerns in a cost competitive and scalable manner. Moreover, this can be achieved in vehicles that deliver similar performance in terms of range and refuelling time to today’s combustion engine vehicles. These are critical factors that consumers and fleet customers consider when making their purchasing decisions and which cannot be ignored in ensuring prompt market take-up.

This is a view shared by the leading automotive companies. Major car makers Honda, Toyota, and Daimler all recently made announcements on when FCV commercial production will begin. Furthermore, in September 2009, a memorandum of understanding was signed by Daimler, Ford, General Motors, Honda, Hyundai, Kia, Renault, Nissan and Toyota to cooperate on

the author in minute

Dr Henri Winand joined the Board of Intelligent Energy Holdings PLC as Chief Executive in September 2006. He was most recently Vice President of Corporate Venturing at Rolls-Royce PLC, the power systems provider for land, sea and air. During his time with Rolls-Royce, Henri managed a power systems business, introduced new manufacturing technologies into the group and was responsible for defining and supervising the implementation of strategies for deriving additional value from the group’s technology assets.

Intelligent Energy is a privately held clean power systems company serving the transportation, oil and gas, aerospace, defence, distributed generation and portable power markets. Intelligent Energy addresses these markets using its proprietary fuel cell and hydrogen generation technologies. w www.intelligent-energy.com

a ‘more electric’ automotive landscapeDr Henri Winand (MMBA 1999–2003), Chief Executive, Intelligent Energy Holdings PLC, explores the vehicle technologies needed to address future transportation needs.

the successful introduction of hydrogen-fed fuel cell vehicles to market, targeting the year 2015.

Fuel Cell Vehicles (FCVs), Battery Electric Vehicles (BEVs) and consumer attitudesWhen pure BEVs and FCVs are compared, it is worth considering the infrastructure to support them and consumers’ behaviour in selecting and using their vehicles. The ‘refuelling’ time required to charge a pure BEV is much longer than needed to refuel vehicles with petrol, diesel, compressed natural gas (CNG) or hydrogen. While FCVs will need a hydrogen fuelling infrastructure, this can be a hub-and-spoke supply network similar to how oil and gas is supplied today. Whether BEVs are supported by home recharging points, curb-side recharging points or battery swapping systems, a highly networked and distributed recharging infrastructure is needed that requires larger capital outlays and attracts larger operational and maintenance costs.

The way consumers buy and use their cars is often ignored when looking at pure BEVs. Where consumers have the opportunity to recharge at home in their own garages, as in the USA, the land available on a per capita basis means they also drive further than in regions such as Europe where houses are usually smaller with more street-based parking. Therefore, geographies where people have the space to charge at home involve longer commuting distances and so the range of BEVs becomes a concern. Where people have shorter commutes, space for curb-side BEV recharging reaches saturation.

Strategies for the rapid take-up of alternative vehicle technologies often ignore the fact that consumers purchase vehicles with mobility freedom in mind. Having to plan one’s journey around the operational needs of a pure BEV will require significant customer education. This is often slow, costly and dependent upon sustained and consistent government incentives to achieve a complex shift in modes of transport.

In summaryPure BEVs have a particular niche in our future transportation system: large cities where consumers have the opportunity to recharge at home, at work and on the curb-side and where range is not an issue. FCVs

serve a wider combination of transport needs and consumer preferences. The solution is a portfolio approach to cleaner and more efficient transport with hydrogen playing a central role. Not a pure ‘electric’ transport system, but a ‘more electric’ transport system.

15nexus: spring 2010 energy

The modern wind industry originated in many ways in Denmark, but is now not only a European, or Western World, but a global industry. By some counts more than 50 new wind turbine manufacturers have established themselves in China in recent years. The major players in the market include Vestas, GE, Gamesa, Enercon, Suzlon, andSiemens.

Wind energy is a swiftly growing industry, with many years of double figure growth rates. Manufacturers, investors, developers, operators, utilities and consultants make up the industry. A recent European Wind Energy Association study showed that on average for the last five years, 33 new people have been employed in the European industry every single day. The financial crisis has, of course, hit the wind energy sector but not as hard as other industries. The industry watchers expect slightly more turbines to have been installed in 2009; growth, but nothing near double figure growth.

The modern wind industry originated in many ways in Denmark, but is now not only a European, or Western World, but a global industry. By some counts more than 50 new wind turbine manufacturers have established themselves in China in recent years. The major players in the market include Vestas, GE, Gamesa, Enercon, Suzlon, and Siemens.

The industry has moved from being very ‘grass-roots’ to a modern industry with turbines that have blades longer than the wings of a jumbo jet. In 2008 the EU saw more new wind energy capacity installed than any other power technology.

A typical wind farm project sees the following steps: site selection, on-site investigations (including wind measurements), construction, operation (for 20 years) and decommissioning. Typically a developer would develop the project initially and then either sell it or build and own it.

The company I work for, Garrad Hassan, is a consultancy that serves the wind, marine and solar energy sectors worldwide. The role of the consultants can be split into two: advising the developer/owner or advising the financial counterpart. The job spectrum is very wide, ranging from advising governments on wind energy planning, through wind resource estimation, to inspecting turbines in the field.

Despite the fact that most industry experts think offshore wind energy will not represent more than 10 percent of the total installed capacity, most of the technological development seems to take place here. Two drivers are at play: the harsh environment and size. As can easily be imagined a turbine far offshore in a gale force wind will see a much harder environment than one on land.

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Lars Landberg has worked in the wind energy industry since 1989. Firstly at a Danish research laboratory (the strategy of which was the topic of his Warwick MBA dissertation) and since 2007 at Garrad Hassan, a leading global renewables consultancy, as the R&D Director, with responsibilities for the company's global R&D efforts. Lars chose to study for an MBA when he got promoted into middle management, to professionalise his management skills. He also has a PhD in physics and geophysics from the University of Copenhagen.

Recently, Lars has published a book about strategy in knowledge-based organisations based on his dissertation work.

working in windLars Landberg (DLMBA 1999–2005) Research & Development Director, Garrad Hassan, Denmark, recounts his experience of the wind energy industry.

Furthermore, due to the fact that it is more difficult to construct wind farms offshore, larger sizes of turbines have been on many developers’ menus for a long time; this is also driving the sizes up, and hence is where the challenge for the industry can be found. There are very ambitious plans for the development of wind farms offshore, and a major challenge is how to provide a suitable electric grid infrastructure. Ideas such as the ‘super grid’ have been proposed.

In a rapidly developing industry, research and development (R&D) is a very important facet. All players carry out R&D, from wind turbine manufacturers to consultants, doing projects ranging from internally funded to large multi-partner, multi-country ones. In the beginning R&D was to a very large extent driven by the big government laboratories, but today most of these laboratories are dwarfed by what takes place in the industry.

Even though the industry has seen huge growth in employment, you will still find that most if not all in the industry have ‘green’ inclinations, which makes it a very pleasant industry to work in.

Finally an advertisement! Wind energy is available right now, and it can play a major role in reducing our CO2 emissions, improving our security of supply, and creating new sustainable jobs.

Garrad Hassan is an independent renewable energy consultancy serving the wind, marine and solar sectors worldwide. The company was formed in the UK in 1984, by Andrew Garrad and Unsal Hassan, to meet the growing demand for independent consultancy services in the wind energy sector.

Clients include investors, owners, developers, manufacturers, research institutions, trade associations, utility companies, educational institutions and NGO’s. w www.garradhassan.com

nexus: spring 2010 energy16

The news differs every week: ‘still in recession’ or ‘climbing off the bottom of the curve’. Western economies are passing through recession, recovery is patchy. Growth within Europe is uneven but surprisingly the US has expanded its domestic energy resources during the recession to reduce its dependence on imports. China’s growth this year is expected to be 8 percent. Oil prices are down from the heady heights just before the recession to prices around $77 per barrel (bbl) (WTI) but we have seen prices as low as $30/bbl. (See Financial Times chart below).

Oil and gas prices are as volatile as ever fluctuating recently within the $50 to $80 band. Prices react to almost any event whether production interruptions or improving economies. The idea that gas prices would over time move away from a linkage to oil prices is receding. Middle East potentates want oil, and gas equivalent prices, to be around the $50/bbl mark with a strengthening dollar.

InvestmentMany pre-2008 investment plans were costed on long run oil prices as high as $70/bbl. Most of these plans are now shelved. Internal economic rates are back at $30-$50/bbl. Liquid Natural Gas (LNG) was the big topic in recent years but projects are now on hold.

The big surprise is the speed with which the US has developed new sources of indigenous gas supplies, mainly from shale. LNG imports to the US this year will be the lowest for more than five years as a result. The new administration has also maintained the bio-fuel subsidy, putting pressure on grain supplies worldwide. Who would have predicted the link between food and fuel 20 years ago?

the author in minute

Paul Nicholson, FCA, is a chartered management accountant who moved into the commercial side of business both supply chain and sales (oil & gas) soon after his MBA. He has over 30 years’ experience in the oil & gas business, 20 with Mobil Corp (ExxonMobil), working in Norway, Canada, Brazil, Holland, Ireland and the UK. Paul now provides strategic commercial support to various oil & gas businesses, finalising deals in the UK and elsewhere.

His commercial experience ranges from managing and negotiating deals for very large on and offshore projects in Norway, Canada and the UK, gas sales in UK/Europe, asset deals, start ups and specialist contract negotiations. Paul also has public utility experience in power generation and water. He is currently working on gas sales issues in Holland and New Zealand.

what next with the oil & gas sector?Paul Nicholson (MSc Management and Business Studies 1971–72) discusses the current volatility of oil and gas prices and the implications for the sector. Formerly Commercial Manager at Mobil North Sea Ltd, Paul now supplies commercial consulting to the oil & gas sector.

EuropeWith almost no LNG going into the US this year all LNG cargoes than can be switched are being arbitraged into Europe.

European gas supplies start to pinch from 2012 so Europe will need more imports from the East or LNG. Our friends in Russia are just waiting for the day! Indigenous Western reserves will not move ahead as the opportunities are expensive and provide only incremental reserves with a high unit cost. No tax breaks are on offer because of burgeoning current account deficits.

The outlook looks bleak for new internal supplies to ease Europe’s prices and dependency on the East.

Outside EuropeAs economies move out of recession there will be demand side pressure. North America has worked out some of its issues but investors need higher long run oil prices before they will invest. Developments are on hold until governments/major companies see a long run oil price that will support new projects. This is a repeat of the 90s – low investment and higher finding costs putting pressure on prices. Interestingly the International Energy Agency (IEA) has predicted a doubling of oil prices in Europe if demand in the West cannot be slowed or reduced as other world economies begin to use more fossil fuels.

What next?It seems the oil price is unlikely to crater; the lowest ebb of the recession has passed. Oil prices will continue to fluctuate, hovering between $50-$85/bbl for the next couple of years. However, in the long term all the pressure is on the demand side; the run down of indigenous reserves in the West, inadequate

reserves replacement and increasing demand from third world economies.

Western governments will want to increase production from the Middle East, maintain domestic reserves, build storage to flatten demand and press for more efficiency at home (CO2 issues). Oil dependency may be reduced but it will be a slow and incremental affair. Third World countries want more of their own production or will import more. It will be a roller coaster of a ride on oil & gas prices. New projects will not come on early enough to fill the coming demand gap. So a note of caution is necessary – we may not have learnt from our recent experience, very high prices may be just over the horizon.

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17nexus: spring 2010 energy

The concept of a ‘Low Carbon Society’ reflects the growing scientific consensus that significant reductions in carbon dioxide and other greenhouse gas emissions will be needed to stabilise the future global climate. At the global level, the UK Committee on Climate Change has recommended halting the growth of emissions within the next decade and achieving a reduction of around 50 percent by 2050. For the UK, with a higher starting level of emissions, an even bigger cut – around 80 percent – is likely to be needed.

Achieving these substantial emissions cuts, even over several decades, is a formidable undertaking. Throughout our industrial history, economic growth has been associated with rising energy use, largely from fossil fuels which generate carbon emissions. Absolute cuts in emissions have previously only been seen in wars, recessions and at other times of economic trauma, such as the collapse of the former Soviet Union.

So how will we manage the transition? There are specific challenges for the energy and transport sectors. A radical decarbonisation of power generation will be required, so that electricity becomes a source of energy supply which can be produced with very low carbon emissions. Traditional renewables (wind, solar, wave and tide) can help, but will not be sufficient on their own. Other sources of decarbonised energy need to be developed and exploited – including bio-fuels, nuclear and carbon capture and storage.

A more plentiful supply of low carbon electricity can also support the reduction in transport emissions, through the introduction of electric

the author in minute

Andrew Sentance is Professor of Sustainable Business at WBS and a member of the Bank of England's Monetary Policy Committee. His previous roles include Director of Economic Affairs at the CBI, Director of the Centre for Economic Forecasting at London Business School and Chief Economist and Head of Environmental Affairs at British Airways.

Throughout his career in business and academia, he has been an active contributor to the public policy debate on economic, energy and environmental issues.

the transition to a low carbon societyAndrew Sentance, Professor of Sustainable Business, explains the concept and discusses how the transition will need to be managed.

cars and other road vehicles. Bio-fuels may also have an important role to play in reducing road vehicle emissions and in aviation. Across all forms of transport – in the air and on the ground – there needs to be a concerted drive to raise fuel efficiency. That will rely heavily on applying new technologies to vehicles and aircraft, as well as more efficient transport systems and infrastructure and possibly changes in travel patterns too.

A step change in energy efficiency will also be needed elsewhere in the economy. This can partly be achieved by better insulation and heat conservation in buildings, alongside more energy efficient appliances. New technology has a key role here as well – helping to exploit local sources of renewable energy (eg solar panels and domestic heat pumps) as well as ‘smart meters’ to monitor and manage energy use.

But none of this will happen without the right incentives. Adam Smith observed that ‘it was not because of the benevolence of the butcher, the brewer, or the baker, that we expect our dinner but from their regard to their own interest.’ Three major levers will need to be deployed so that individuals and firms see their own interest in making the transition to a Low Carbon Society.

The first is price. Putting a price on carbon emissions through taxation or emissions trading

will help send the right signals. But it is also likely that a Low Carbon Society will also need to be a higher energy price world in general – creating the necessary incentives for energy efficiency and financial rewards for investment in low carbon energy sources.

The second lever is support for technology. A wide array of low carbon technologies will need to be developed and deployed and stronger financial incentives will be needed, for example through the tax system and R&D support.

A third key lever is regulation. Higher standards are now being set for the energy efficiency of buildings, appliances and vehicles. But a wider range of regulatory initiatives may be needed, given the scale of the challenge. The various forms of regulation applied to the energy and transport sectors of the economy have a vital role to play, given the importance of these activities to meeting the low carbon challenge.

Many businesses are already recognising that ‘there is no alternative’ to a future Low Carbon Society, and are developing strategies, technologies and investments so that they can compete in this future world. Through our research and teaching programmes at Warwick Business School and across the University, we can help business and policy-makers as they seek to manage this transition.

For more information on the University of Warwick Low Carbon Society initiativew www2.warwick.ac.uk/fac/cross_fac/low_carbon

Many businesses are already recognising that ‘there is no alternative’ to a future Low Carbon Society, and are developing strategies, technologies and investments so that they can compete in this future world

WBS development programme

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‘My diverse background in an international environment that includes education and work in the US was a catalyst that encouraged me to explore new frontiers. I was in a phase of life where I believed pursuing an MBA from an institute of world repute would be an ideal career development opportunity that would enable me to realise my aspirations. After a thorough research of several business programmes I was motivated by the real life stories at Warwick. A few of the factors that cemented my belief about the Warwick MBA were the excellent course structure, a stellar team of faculty and students from all over the globe and a strong alumni network which stands out in comparison with other MBA schools. Once I had decided that I am going to pursue my MBA at Warwick, being a single mother of a three year old child it was going to be financially challenging for me to take a year off from work to single-mindedly pursue an MBA. The WBS scholarship came as a blessing, made life easy and was a major factor towards enabling this smooth transition from work to MBA.

‘Life at Warwick is a perfect harmony of peace, hard work and social interaction. It has everything from a beautiful natural setting, cultural activities, sports and proximity to London. Everyone in the university is friendly and makes sure that students settle in comfortably and the campus feels like a home away from home. The faculty and staff are indeed exemplary.

‘I believe that the success of a business based on a promising technology requires smart management and the blend of experience from both worlds, my engineering background and the Warwick MBA, will be invaluable towards realizing my professional and personal aspirations.”

Adrija BiswasFull-time Warwick MBA Scholar, 2009–10

‘I am donating to create a scholarship for a WBS student because knowledge and the right analytical methodologies prepare you for life-long exploration or career development in different frameworks and different environments.’

KK MuiDLMBA 1987–91Director Berry Bros. & Rudd Hong Kong

The WBS Dean Thomas FundWBS has established the Dean Thomas Fund upon completion of Howard Thomas’s ten year tenure at the School, during which time he has contributed enormously to WBS and its reputation.

At Dean Thomas’s wish, instead of a gift to mark his departure, members of the Boards of WBS have contributed to the fund. Dean Thomas has requested that the fund is used to support undergraduate scholarships.

If you would like to make a donation to the fund, please visit w www2.warwick.ac.uk/alumni/giving/donate/online/single filling in your details and selecting the option ‘WBS Dean Thomas Collection’ from the donation direction list.

How to giveFurther details on how to support WBS can be found online at w www.wbs.ac.uk/alumni/supportwbs.cfm

You can give online via the links on our web site to give a gift instantly via debit or credit card to the University of Warwick in support of WBS (please select the Global Enterprise option). w www2.warwick.ac.uk/alumni/giving/donate/online/

Further information is available via these links, but the WBS Development & Alumni Relations team would also love to speak to you whether you would like to make a suggestion, find out more about getting involved with WBS or have any questions about making your donation.

T + 44 (0)24 7652 2813 E development@wbs.ac.uk

Telephone campaignThe next telephone campaign will take place in June 2010. The telephone campaign helps to ensure that regular contact is maintained with our alumni. Students and alumni will call alumni to share experiences, provide an update on developments at Warwick and WBS and to offer the opportunity to donate to the WBS Development Fund.

We hope that you will both enjoy and value the conversation and will consider making a gift to Warwick Business School.

career development

your career in 2010Where do you want 2010 to take your career? Carol Rue, Director of Personal & Career Development, offers her advice on four common career scenarios.

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you want a promotion

There is a position coming up at work and you want to go for it. How do you convince management that you are the right person for the job?

Plan – use our ACCORD © structure to assess your expertise, achievements, strengths and preferences. This will enable you to update your career strategy and take action to achieve the progress you desire.

Market yourself – explain how you meet each element of the job and person specification in your application and sell your achievements. Make it easy for them to put your application on the ‘yes’ pile!

Engage with decision makers and influencers in your organisation in a way that will show you at your best. That may be asking them for information or advice, or volunteering to help on a project which is important to them.

booking and informationTo book Career Consultations, free Career Health Checks; Executive Coaching; Self Assessment Tests or to access our free online resources visit w www.wbs.ac.uk/careers/alumni/ and follow the links to Paid for Services.

you like your job but not the industry you work inYou wish you could take your job and move it to an industry that interests you. But you don’t have any experience in that industry. How can you convince a potential employer to take a chance on you?

Know yourself – undertake self assessment tests like CareerLeader® and Realise2 and discuss your results with a coach. You will understand your preferences and strengths in greater depth and be able to sell yourself more effectively.

Make contacts online and at events. Sign up for the Alumni Association mentoring scheme and search the alumni directory to find contacts in your target industry and ask their advice.

Research – to be successful you will need to know your target industry inside out. Use the internet, press and our online resources to improve your knowledge and identify target companies.

Highlight your relevant experience, interests and passion in your CV, cover letters and applications. Consider unpaid and project work to enhance your CV.

you want to change your career completelyIt’s been hard to admit this to yourself but you finally know what you want to do. How can you reach your new career goal?

Talk to people who are working in your target position and build your contact base through face to face and online networking.

Discuss options with friends and colleagues or with a coach in one of our Career Consultations. Consider Executive Coaching to help you define and action your career strategy.

Gain experience and knowledge of your desired career through unpaid or short-term work.

Consider how you are going to get into your new industry. Do you need to retrain? If so can you keep your current job while you do?

you are out of work

You don’t seem to be getting anywhere despite applying for jobs. How can you move forward and get back to work?

Grow your network using formal and informal contacts and sites like LinkedIn. Remember, a large proportion of jobs are not advertised so you need to get your name out there.

Target your applications and speculative letters. Show that you understand the organisation and the industry they operate in.

Focus – work 9–5, Monday to Friday and set yourself targets. Keep evenings and weekends free to maintain your energy levels and perspective.

Get help by booking a free Career Health Check, a Career Consultation with a qualified coach or by joining the Alumni Association mentoring scheme.

Investigate how you can use your transferable skills in an alternative industry or function.

ACCORD ©

Assessment Self-awareness; strengths & achievements; what am I? what do I have to offer?

Culture Your values and goals; finding the right fit

Career Career planning; USP; assessment methods

Options Understanding the market; conducting research

Route Your campaign; networks; dealing with roadblocks; back-up plans; opportunities

Destination Offers and negotiation; first 90 days; your contribution; moving on

New Delhi was chosen to launch the Warwick Conference Series on Saturday 14 November 2009 and thanks to the sponsors, speakers and all attendees, the event was a great success.

The event was organised by the WBS DARO team on behalf of the University of Warwick and sponsored by Aircel. Taking place at the India Habitat Centre, the conference provided an opportunity for global business leaders, policy makers and academics to debate some of the critical issues affecting business, economic and social growth.

Chaired by the Vice-Chancellor, Professor Nigel Thrift, the event began with lively and informative presentations from two of India’s most respected politicians, Mr Sachin Pilot and Mr Arun Jaitley. Throughout the day a series of presentations by senior members of some of India’s largest and most influential businesses, encouraged by input from Professors Mark Taylor and Bob Johnston, sparked energetic debates which carried on late into the evening at a rooftop gala dinner at the India Habitat Centre. After dinner, Sir Richard Stagg, British High Commissioner gave an insightful speech on the future of India’s fast developing economy.

Video footage of presentations and photos are available on the Warwick Global Conference web site at w www.wbs.ac.uk/go/wgc01

Comments from delegates included: ‘A good choice of speakers and topics covering current concerns and solutions. Intellectually stimulating and informative’ and ‘It was a super event the WBS Alumni team and the India office have done a great job to put this event together. I look forward to similar events in the future.’

On 12 November, Alison Bond, Deputy Director, DARO, Professor Bob Johnston, and Delhi network members Manish Poddar and Harisharan Singh were invited by CASE to lead a seminar for alumni professionals and volunteers in Delhi. Manish Poddar (FTMBA 2006–07) reports: ‘The CASE event was a wonderful platform to share ideas and experiences on how to run successful alumni activities and create network opportunities. Alumni from global and local India institutions participated in the discussion.

WBS alumni representatives also exchanged thoughts and practices for fostering strong alumni activities in India and other countries. It was heartening to see the turnout and enthusiasm of the other volunteers. I am sure this event aided all the members of CASE with ideas on the direction in which to take their alumni activities in India.’

Entrepreneurship eventKarnvir Mundrey reports: With a billion plus population, and a market economy – India is easily the most entrepreneurial economy in the world. In line with its focus on creating relevant educational programmes Warwick once again led the way by holding an Entrepreneurship event in New Delhi, a day prior to the Warwick Global Conference.

The event was well-attended and an enthusiastic group of Warwick alumni listened to both the ‘theory’ and ‘practice’ of Entrepreneurship. Saurabh Srivastav, the Chair for the evening – is one of India’s pioneering IT entrepreneurs

and early-stage venture investors. Speakers included Miss Suri of Lalit Hospitality Group, sponsors of the event, Dhruv Batra of Batra Group, Shantanu Prakash of Educomp, Saurabh Srivastava of The Global Network of Entrepreneurs (TiE) and Vivek Agarwal of Liqvid. Lessons from the Warwick experience were shared by Professor Nigel Thrift, Vice-Chancellor, and Professor Bob Johnston, Deputy Dean of WBS. It was an illuminating evening, with many practical insights into issues ranging from: to envision or to manage, availability of venture capital in India, to governmental regulation.’

ChennaiAvni Mohindra (MSc Marketing & Strategy 2007–08) reports: ‘We held a productive evening at the Taj Connemara, in Chennai on 8 November. After a brainstorming session, we identified one of the objectives as organising a number of informal socials to stimulate the Warwick nostalgia and camaraderie and garner support of all 88 alumni in Chennai. Next on the checklist is to sustain the network and give the group a sense of purpose by organising learning events and workshops conducted by speakers eminent in their respective fields.

India

Warwick Global Conference: New Delhi CASE international volunteer event

To raise the Warwick profile in Chennai, besides organising corporate events and targeting students through workshops in schools and colleges, we also felt getting the parents into the loop would be a good idea. While applying for business schools, some of us recollected that Warwick was actually recommended by friends of parents. ‘This is going to be an exciting venture and we’re looking forward to being on a par with alumni associations all over the world. All it takes is involvement and remembering to always give back a little to your alma mater.’

Avni and Vishesh of the Chennai network

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KolkataAshish Jhunjhunwala (MSc MSOR 1998–99) reports: ‘We had a great event in Kolkata on 9 November, when the potential Kolkata alumni group met with Alison Bond at the Calcutta Swimming Club. 15 people attended the

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overseas networks

SingaporeOn 20 December, the UoW Singapore alumni network held a Christmas brunch at La Villa. Although not a large group, the participants (alumni, current MBA students and family members) had an enjoyable time and most importantly an excellent networking opportunity.

Many alumni gave positive feedback on being kept informed about Singapore alumni events and activities even though they could not make it on this occasion. This event definitely helped to raise awareness in the Singapore alumni population. Timothy Lui (DLMBA 1998–2005).

Russian speaking alumni networkThe Warwick Russian Speaking Alumni (WRSA) network met at the British Council in Moscow on 11 December. Organiser Maxim Lobov reports: 'Guest speaker Andrey Philippov, Partner, Horton International, spoke on Job market trends. There followed an introduction to the WRSA, discussion of future plans and presentations from alumni. We then moved to the Marocana restaurant to network and enjoy Moroccan cuisine. It was a good chance to meet old friends and make new ones and to share news and ideas.’ Maxim Lobov e os08ml@mail.wbs.ac.uk

TokyoSue Beech, DLMBA Programme Manager, hosted an alumni event at the Hobgoblin Bar in Roppongi, Tokyo, on 4 November; the event was organised locally by Gary Garner (DLMBA 2005–09) and Ryuta Kono (DLMBA 2005–08). Although it was a weekday evening, over 20 Warwick and WBS alumni and soon-to-be alumni attended, and there was much swapping of business cards.

Sue reports: ‘Those present included both Japanese and expatriate alumni as well as one or two current DLMBA students, who had taken time out from revision for final exams to attend. Several alumni who were at Warwick in the same year arrived together but soon separated to circulate and meet new contacts; in another corner, two DLMBA alumni from the same cohort were reliving their local study group meetings in Tokyo. There was a great 'buzz' in our area of the bar as everyone tried to have at least a few words with everyone else present, and there was general agreement and support for the formation of a formal local alumni group, both to promote the Warwick brand in Tokyo and in Japan more widely, as well as to maintain the local network and to enjoy and benefit from each other's company.’

Beijing WBS alumni attended a social event held in Beijing on Friday 20 November. The event was organised by Ian Oades and Jen Cao (MA IRPM 2007–08).

DubaiThe recently formed Dubai alumni group held their first official social event in September. This occurred during the holy month of Ramadan so the event was an Iftar meal held at the Atlantis Hotel on the Palm

Jumeirah. In December a second event was hosted by Hayan Merchant, CEO of Ruwaad Holdings, with guest Ben Plummer-Powell, Director of Development and Alumni Relations at WBS and guest speaker, Robert Richter of Watson Wyatt, who spoke on Employment Trends in the UAE. David Pryer (FTMBA 2003–05) Acting Chairman

WGA Hong Kong celebrates 15 yearsOn 12 December the Vice Chancellor, Professor Nigel Thrift; Acting Dean, Professor David Wilson; and Director of Development and Alumni Relations, Ben Plummer-Powell, joined over 100 alumni and friends in Hong Kong for a dinner to celebrate the Hong

Kong alumni chapter's 15th anniversary.

very informal and relaxed meeting over cocktails and snacks. Issues like promotional activities, guest speakers and marketing were discussed, all of which would help promote WBS in Kolkata. The wider issue of promoting WBS in Eastern India was also discussed. Alison shared her valuable experience of starting and maintaining networks, everyone exchanged views and many pros and cons were debated. Ashish Jhunjhunwala and Shivam Rajgarhia took the lead in signing the necessary paperwork and everybody agreed to work together to make the Kolkata WBS Alumni Group successful so that it can function and grow in the years to come.’

ShanghaiA Warwick alumni event was held in Shanghai on 30 December 2009, organised by Ian Oades (FTMBA 2001–02) and Marco Yang. If you would like to get involved in activities being organised in China please contact Ian on e ian@stramark.com or e ian.Oades01@mba.wbs.ac.uk

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Jimmy Kon (MSc Management and Business Studies 1979–81) was delighted to be back at Warwick, having graduated 28 years ago. Jimmy (pictured right) is Director of Novo Green Technology, Kuala Lumpur, Malaysia .

visitors, global networks and updates

Saturday 12 September saw the final academic update for 2009 on Managing for Strategic Gain. Professor Howard Thomas, Dean of WBS, started the programme with Managing strategic risk: a holistic view, which included valuable input from Risk Management expert Ned Robins.

A well deserved thank you was received by our mentors and steering group members recently from Acting Dean David Wilson who commented, ‘Your dedication and enthusiasm for Warwick in supporting current students and fellow graduates has been successful and we can now take this programme to launch.’

Participants from the January pilot gave feedback which proved the value of the current service and is reflected in the scheme officially launched in February 2010. Following careful consideration, the steering group has taken the decision to roll out the programme annually to 70 mentees.

visitors to campusJohnny Li (DLMBA 1987–92) and his family visited campus in July, where he met with WBS staff and reconnected with his alma mater. Johnny was one of the founders of the Warwick Hong Kong alumni chapter which celebrates its 15th anniversary this year. He is a partner in Chan Li Law & Co.

The revised programme will follow a membership scheme which will incorporate:

: Administration of application, selection and matching process

: Dedicated personal mentor

: Induction/Networking event (Year 1) – a face to face introductory meeting with an individual mentor, or a steering group mentor or wbsLive induction session

: Annual face to face networking event on campus (Year 2)

mentoring programme update : Password protected access to the online

toolkit/case studies post matching

All new mentees will be asked to pay a one off fee of £100 which covers a two year membership. This fee covers the cost of the face to face events and administration of this process, as the mentoring itself is on a voluntary basis.

The steering committee would also like to welcome new member, Claire Oatway, currently studying on the DLMBA programme, who will be giving her direct perspective as a mentee on the group's future strategy.

w www.wbs.ac.uk/alumni/mentoring.cfm

academic update Professor Loizos Heracleous, Professor of Strategy, spoke on the theme of Quantum strategies and organisational resilience and Professor Anthony Neuberger, Professor of Finance, concluded the programme with Using markets to manage risks. This event generated lively debate and positive feedback.

The next Academic Update will be held on Saturday 19 June 2010.

alumni global networksWe are delighted to report that WBS/Warwick has set up several new global alumni networks since January 2009. We now have networks in:

China India – Bangalore MaltaDubai Chennai RussiaHong Kong Kolkata SingaporeJapan Mumbai USMalaysia New Delhi

If you wish to get in touch with any of the above networks or are thinking about starting a new one, please email e alumni@wbs.ac.uk and put the name of the country in the title.

online toolkitDo take a few minutes to have a look at our web site, particularly if you want to set up a network.

w www.wbs.ac.uk/alumni/networks.cfm

online directoryPlease update your details in the online directory to enable us to contact you about future events in your city/country.

w www.wbs.ac.uk/alumni/directory.cfm

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network news

interest groupsWBS Golf SocietyIn August 2009, the inaugural WBS Golf Day, hosted by Nick Jessett, the new Alumni Board Chair, was held at the Coventry Golf Club. Following the success of the day, a WBS Golf Society is being formed and additional golf days are in the pipeline. Look out for details online soon at w www.wbs.ac.uk/alumni/golf-group.cfm

WBS Football club in LondonThanks to Ali Rehman (MSc Information Systems and Management 2008–09) for volunteering to set up a group for enthusiasts of the game. To register your interest please email Ali via e alumni@wbs.ac.uk as the group has only just been established.

Warwick MBA Yacht ClubThe Warwick MBA Yacht Club (WBSYC) is a group of current students and alumni who participate in a number of MBA sailing races across Western Europe, and in the future, the US. The group consists of both highly experienced but also novice sailors and offers opportunities to: visit different countries every time and sail with/against the best MBA schools around the globe; learn/mprove your sailing skills; network (and make friends!) with business professionals from every corner of the planet.

For more information, a list of events in 2010 and to join, visit their page at w www.wbs.ac.uk/alumni/sailing-group.cfm

professional interest groups Warwick Business School Entrepreneurship Network

WBS-EN seeks to enable entrepreneurs, funders, SMEs, and anyone who is interested in entrepreneurship to network, share experiences, seek help, and help each other in business opportunities.

Warwick Finance Network

The soon to be launched Warwick Finance Professional Interest Group is supported by the Warwick Finance Research Institute (WFRI). The main purpose of the group is to provide a forum for interaction between alumni from any area of the University who are working in financial markets.

Women of Warwick

Women of Warwick (WoW) was founded in Spring 2007 to bring together women across WBS, and help them grow professionally and personally with the aim to become a global support network that provides women at WBS with the inspiration and motivation they need to succeed in their lives.

Telecoms

The Telecoms professional interest group was set up to support the WBS alumni community working in the telecoms, internet, and new media sectors. Regular conference calls are held, which centre around presentations on topics relevant to these markets.

Public & Voluntary Sector

A network for alumni and students in the public and voluntary sector. Knowledge transfer through linking academics and practitioners. Developing and sharing good practice and establishing links with overseas leaders and managers in the public and voluntary sectors.

Information Systems Management

A network for alumni and students in Information Systems Management. Knowledge transfer through linking academics and practitioners. Developing and sharing good practice and establishing links with overseas leaders and managers in information Systems management.

Strategy & Consulting (launching soon)

A forum for interaction between alumni and students working in strategy and consulting. Aiming to provide fairly regular seminars, workshops and networking opportunities as well as a platform for ongoing interaction and discussion, working alongside the Strategy & Consulting Student Society.

Global Energy (launching soon)

To provide a forum for interaction between alumni and students working in Global Energy.

Also on LinkedIn are:

Sustainability & the Environment

A forum for interaction between alumni and students to discuss and explore environmental practices, sustainability, green technologies, behavioural change, regulation, environmental politic and business opportunities.

Healthcare and Pharmaceutical professionals

A forum for interaction between alumni and students to discuss and explore working in healthcare and pharmaceuticals.

We are looking to form committees of alumni with an interest in expanding and developing a number of these networks, working in partnership with academics and staff within Warwick. If you are interested in getting involved, please email e kathryn.chedgzoy@wbs.ac.uk

Telecoms, Public & Voluntary Sector, Information Systems Management, Strategy & Consulting, Global Energy

For more information or to join one of the Professional Interest Groups, please visit w www.wbs.ac.uk/alumni/networks

The groups are all on LinkedIn; join the WBS Alumni group and look through the subgroups available. w www.LinkedIn.com

Plans are in place to launch a series of webinars in 2010. Further details will be available shortly. Watch the web site for the latest news. w www.wbs.ac.uk/alumni

Access podcasts of the Fora series w www.wbs.ac.uk/alumni/podcasts.cfm Watch interviews from the Warwick events w www.wbs.ac.uk/news/podcastsFor details of the Fora series in Warwick and London w www.wbs.ac.uk/alumni/events

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MidlandsThe new committee, led by James Rock (EMBA 1988–92) now consists of current board, student and faculty members.

Midlands activity in the latter half of 2009 centred on supporting the WBS Fora series at Warwick and formulating a new strategy for 2010. Aligning themselves with the Alumni Board’s succession strategy the decision was taken to formalise and extend the committee and consequently we welcomed five new members.

The new committee was on hand to kick off the festive season and welcome new members of the alumni community at the Almanack, Kenilworth in December. Also planned is an evening practitioner seminar at Fort Dunlop for January.

Forthcoming events and committee information can be found on the Midlands page.w www.wbs.ac.uk/alumni/midlands-regional-group.cfm

WBS Fora – LondonIn addition to forming an alumni committee, the City has seen the launch of the new London Fora series. These comprise two-hour evening practitioner seminars with a specialist business sector presentation followed by a debate, rounded off with drinks and canapés.

Warwick alumna Caroline Faulkner, attending the first in the series when Keith Bedell-Pearce, CBE, spoke on Depression and progression at home and abroad in November commented: ‘A fantastic inaugural lecture giving real insight into the current state of the world economy to practitioners of all disciplines, by an eminent speaker with a unique perspective of the powers at play, the future we can expect, and what we can do as individuals to help ourselves.’

network news and event reviews

WBS Fora – WarwickA varied and interesting series of seminars kicked off in October when a full theatre of alumni and students turned out to hear the Chief Operating Officer of British Gas, Ian Peters give a fascinating presentation on Competitive markets and the home of the future in a world of climate change where he set the scene of the future of energy within the context of today's market and supply (see Ian's article on P12). The supper afterwards offered an excellent opportunity for networking and further discussion.

Two further successful fora were held in the autumn term: Peter Gavan, Director of External Affairs at Severn Trent gave a provocative presentation on In the brown stuff… an exploration into the theory and practice of Crisis Management with wide audience participation, and Guy Fraser-Sampson, author of Private Equity as an asset class spoke on Banking and Private Equity in a post-crisis world.

regional

London Over the latter half of 2009 a decision was taken that a committee was needed to significantly increase relevant and purposeful engagement in the City. 45 local alumni stepped forward and a committee has now been formed with members from a variety of educational and industry backgrounds. The group met in October and November to elect strategic roles and sub groups to assist in progressing activity for 2010.

‘The main purpose of the group is to build on the work of the Alumni Relations team to create a coherent identity for London-based WBS graduates, encourage graduate engagement and enable us to give something back and provide benefits to the wider WBS graduate community in London. This will be achieved through innovative services

and events, graduate support activities and coordination with other parts of the WBS community.’ Richard Goodwin (DLMBA 2000–04), Chairman.

For latest events, news and a members' update. w www.wbs.ac.uk/alumni/london-group.cfm

London committee members meet at the start of the

festive season The Midlands committee welcomes new members

Peter Gavan

The WBS Forum series expanded in 2009 with a new set of fora held in London, hosted by Arup, in addition to the regular set at Warwick. Future plans include additional London fora and a series of online fora, enabling the participation of our international alumni.

next issueThe summer 2010 issue of nexus will focus on risk and resilience.

If you would like to contribute to the next issue then please email the editor: E pam.barnes@wbs.ac.uk

Interested in advertising in nexus? Contact the editor for more details.

nexus onlineListening to feedback from our alumni community and demonstrating our commitment to sustainability, we will be offering the alternative of receiving nexus electronically in future. More details in the next issue and on our web site.

We will need your preferred email address to send you the link so please update your details online at w www.wbs.ac.uk/alumni

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Principles of International Taxation: 2nd edition, co-authored by Dr Lynne Oats, ACC, published by Tottel. Guides you through the key issues and practical aspects of international tax practice. Demonstrates how different global tax systems interact, and how

to prevent paying more tax than necessary. w tinyurl.com/ykkcfkp

Managing Knowledge Work and Innovation, co-authored by Sue Newell, Maxine Robertson, Professors Harry Scarbrough and Jacky Swan, IKON, published by Palgrave Macmillan. Demonstrates that knowledge work depends primarily on the

behaviours, attitudes and motivations of those who undertake and manage it. w tinyurl.com/yjcydx3

Integrating Health with Information and Communications Technology edited by Professor Wendy Currie and Dr David Finnegan, ISM, published by Radcliffe. Considers the broad issues of transforming healthcare using ICTs, electronic

health records (EHRs), and approaches taken internationally to the healthcare integration challenge. w tinyurl.com/yde2379

Essential Quantitative Methods for Business, Management and Finance (Fourth edition) by Les Oakshott, ORMS, published by Palgrave Macmillan. Comprehensive and practical, this text is packed with real world

examples and case studies, and focuses on problem-solving. w tinyurl.com/yh9q6nv

Diversity Management in the UK, co-authored by Dr Anne-Marie Greene, IROB, published by Routledge. Presents findings from original UK-based research involving in-depth organisational case studies, interviews, observation and documentary data.

w tinyurl.com/ya6qumz

The Management of Everyday Life, co-authored and co-edited by Dr Philip Hancock, IROB, published by Palgrave Macmillan. The practices and values of management are increasingly shaping life outside the realm of work and its organisation.

w tinyurl.com/ykfo9gs

The Dynamics of Strategy – mastering strategic landscapes of the firm, co-authored by Dr Duncan Robertson, MSM, published by Oxford University Press. Examines the dynamics of strategy to make sense of the processes of strategising and

organising in a dynamic environment. w tinyurl.com/ykxqtu7

Beating the Credit Crunch: Survive and Thrive in the Current Recession by alumnus Robert Craven (FTMBA 1990–91), published by The Directors' Centre Ltd, Bath. Written for growing businesses, it pulls no punches about the tough decisions you need to make to

guarantee the future of your business. w tinyurl.com/yzujguv

The Handbook of Global Outsourcing and Offshoring co-authored by Dr Julia Kotlarsky, ISM, published by Macmillan. Offers a broad perspective on various issues relating to the sourcing of systems and business processes in a national and global context.

w tinyurl.com/yl6vyba

Globalisation, Markets and Healthcare Policy: Redrawing the Patient as Consumer, co-authored by Dr Jonathan Tritter, GPM, published by Routledge. Explores the extent to which globalisation and commercialisation relate to current and emerging health policies. It also

looks at the implications for citizens, patients and social rights. w tinyurl.com/y8f4ypr

Fast Track to Success: Marketing by alumnus Chris Ritchie (DLMBA 1988–95) published by FT Prentice Hall. Shows how to align and integrate your people, processes, and company promises to create the customer experience that brings people back

to you, time and again. w tinyurl.com/ygqmrps

Socrates in the Boardroom: Why Research Universities Should Be Led by Top Scholars, by Dr Amanda Goodall, Leverhulme Fellow at WBS, published by Princeton Press. This book argues that world-class scholars, not administrators, make the best leaders of research

universities. w tinyurl.com/ylea7kb

hot off the press

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alumni news

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a life-changing experienceFollow the story of how two classmates from opposite sides of the world first met during their full-time MBA at Warwick; and have never left each other’s side since that moment.

Kate Fairbairn and Frank Dempsey first met as classmates on the full-time MBA at Warwick in September 2006. Kate is from New Zealand and had been living and working in the UK for several years before deciding to get her MBA. Frank was a captain in the French Army and had wanted to get an MBA in order to later pursue a career in the family business back home in Canada. w www.wbs.ac.uk/alumni/news/2009/12/09/How/an/MBA

call to network Based in Hong Kong, Bruce Cheung (DLMBA 1994–2000) expresses regret that he did not make the most of the opportunities to network during his studies and encourages others to stay in touch. ‘When I finished my DLMBA in 2000 after six years, all my course-mates had either finished earlier or already left the course, and so it is a pity but we didn't keep in touch at all.

I am now in charge of the branch office of an Australian training resources company, Mind Resources in Hong Kong as the Country Manager. I didn't realise what I had missed until I met my supervisor from Singapore who is also a WBS DLMBA alumnus.’

making newsAn interview with Thomas Sparrvik (DLMBA 1995–2000), Vice Chairman of Kontron AG and CEO of Kontron America and Asia-Pacific, recently featured in the Military Embedded Systems online magazine.

The Q&A reveals key Kontron strategies and quotes Thomas: 'It has certainly been an exciting 18 months since the acquisition of Thales Computers in March 2008. The

acquisition enabled Kontron to extend its powerPC-based and relevant operating system support to provide everything demanded by the VME, CompactPCI, and mezzanine card markets.'w www.mil-embedded.com/articles/id/?4223

Socrates in the boardroomOn 22 October, at the Royal Society in London, Dr Amanda Goodall (PhD 2004–07), Leverhulme Fellow at WBS, led a breakfast seminar followed by conversation with Sir Paul Nurse, Nobel Laureate and President of the Rockefeller University in New York. They were discussing the topic of Amanda's new book, the leadership of universities.

Socrates in the Boardroom – Why Research Universities Should Be Led by Top Scholars is published by the Princeton University Press. In the book, Amanda argues that top scholars should lead academic institutions, and appointing a vice-chancellor with stellar academic credentials will improve a university's overall performance.

leading innovation Elena Martínez Alvarez-Barón (DLMBA 2001–05) sent in news about the project she is leading as IT&iTV Training Manager at Volkswagen Audi Spain, related to mobile phones and learning.

Elena explains: 'We are using mobiles to teach dealers how to repair cars. It is a very innovative way of teaching which has been successfully implemented in Spain. We use videos, SMS and other techniques via mobile for improving quality repair as part of our interactive TeleVision (iTV) project. This is a project I have led since 2005. This was part of the Leonardo da Vinci European Project and Spain was the first country to implement iTV mobile in the market.'

early success Matt Stocker (BSc Management Sciences 2001–04) emailed: 'Having officially started Matt Stocker Ltd in January 2009, I am just about to celebrate twelve months of business. In this time, I have already had the privilege of working with a variety of clients, providing services ranging from practical support to strategic planning,

and am very grateful for the part they have played in enabling my company to become a success. I have also launched a brand new web site and updated the services I am offering, which now include business vision, business analysis, road mapping and practical support.'w www.mattstocker.com

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alumni news

CBE honourMany congratulations to Keith Bedell-Pearce (MSc Industrial & Business Studies 1968–70) who was awarded a CBE for public service in the Queen's Birthday Honours List in 2009.

Keith is Chairman and co-owner of 4D Data Centres Ltd, a company that provides managed server-based hosting facilities and business continuity services; and senior independent director of F&C Asset Management plc. He was formerly Chairman of Norwich & Peterborough Building Society, The Student Loans Company and Directgov. He retired from the main Board of the Prudential in 2001. Keith is a member of the WBS Advisory Board and an Honorary Professor of the School.

seed fundDr Mark Payton (DLMBA 2001–05) is Fund Principal of the Mercia Technology Seed Fund, a circa £13m fund providing finance and intelligent capital to young technology-backed businesses based in the West Midlands which demonstrate high growth potential. Dr Mark Bowman (DLMBA 1999–2006) is a fellow investment executive.

Mark Payton explains: 'The fund provides early stage, seed finance, and plays an extremely hands-on role with its investees. We are constantly looking for new, experienced talent to drive the growth of our growing portfolio as well as investors into new funds as we look to build on our accomplishments to date in the technology space.'w www.merciafund.co.uk

award winnerManraj Sekhon (BSc Management Sciences 1991–94), Head of International Equities, Henderson Global Investors, won the Best fund manager one year award in the Hot 100 category at the Professional Adviser magazine awards 2009. The award was presented at a sparkling ceremony at the prestigious London Hilton in Park Lane.

winning styleSimon Corbett (MA Organisation Studies 2002–3), Managing Director of Jargon Public Relations, has just celebrated the company’s second anniversary in winning style by adding several new clients to his portfolio.

They range from an international Business School to specialists in HR training, recruitment and coaching; security solutions; enterprise project management; business intelligence solutions; and the UK re-seller for a 6-rotor remote control helicopter featuring a revolutionary aerial photography system. Jargon has also gone live with a new web site so it is all happening for Simon and his team! w www.jargonpr.com

For more news of WBS alumni visitw www.wbs.ac.uk/alumni/news

appointments spring 2010Gautam Banerjee (BSc AccFin 1974–77) has been appointed Chairman of the PricewaterhouseCoopers India network.

Fawzia Haworth (nee Pirbhai), (FTMBA 1996–97) has been made Head of Customer Retention for online DVD rental and entertainment company LOVEFiLM.com

Tim Haynes (BSc ManSci 1992–96) has been appointed Organizational Development Director for GSK North America Pharmaceuticals, based in North Carolina.

Ceri Jones (BSc AccFin 1978–81) has joined hi-tech lighting manufacturer Enfis as CEO, based in Swansea.

Rene Larsen (FTMBA 1989–90) has been appointed Managing Director | Middle East and North Africa (MENA) Region for Deloitte Corporate Finance Limited, based in Dubai.

Yarom Oren (FTMBA 1996–97) has become the new Chief Executive Officer of Delek Global Real Estate plc.

Richard Price (MMBA 1997–2000) has been appointed Vice President of the Commercial Products Business Unit of Perceptron Inc.

Phil Tattersall (BSc Maths 1979–82, DLMBA 1987–92) has joined Cutter Associates to develop their consulting business in London.

Dr Qing Wang (PhD 1988–94) of the Marketing & Strategic Management Group at WBS has been promoted to full Professor.

Mun Thim Yoon (FTMBA 1991–92) has been appointed Group Chief Investment Officer of Great Eastern Holdings Ltd.

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