2010 CCRN
HSBC Chairman Stephen Green gave the inaugural lecture of Pears BusinessSchool Partnership at London Business School, 1st November
Stephen Green, outgoing chairman of HSBC, spoke at the first Pears Business School Partnership Lecture at London Business School on 1 November 2010 prior to taking up his post as Minister for Trade and Investment.
The lecture explored the role of corporate responsibility within the financial sector, and in education.
The Pears Business School Partnership is a collaboration between London Business School, Cranfield School of Management, Saïd Business School and Pears Foundation to encourage deeper thinking among MBA students about the role of business in society.
The principal projects of the partnership are the publication of 27 case studies by 2012 on the theme of contributing to the public good and the staging of a keynote lecture by a leading philanthropist or business figure.
Mr Green reflected on how the financial sector should respond not only to the current crisis but to the wider needs of the people it serves. Discussion followed on whether businesses - and banks in particular - have a duty to societythat goes beyond the creation of profit, and if open market capitalism remains our best hope for creating wealth that benefits all of society.
The Lecture was moderated by Professor Sir Andrew Likierman, Dean, London Business School.
For more details about the Pears Business School Partnership click here.
Is it time for our underlying economic model to change - what should we have learned from the financial crisis?
On 20 July Professor Joe Nellis chaired a debate on: Is it time for our underlying economic model to change - what should we have learned from thef inancial crisis?
Panel members were:
Paul Baines, Reader in Marketingand Course Director MSC Strategic Marketing,SoM
Chris Marsden, Visiting Fellow,The Doughty Centre for Corporate Responsibility, SoM
Jeremy Ramsden, Professor, Chair of Nanotechnology, SAS
Sean Rickard, Senior Lecturer in Business Economics, SoM
Following on from the first Hot Topics publication - see publications page for a free download (a series designed to spark debate on topical issues), writtenby Chris Marsden and entitled The Financial crisis - an opportunity too good to miss, this debate tackled questions about recent events, such as:
1. What fundamentally went wrong, and why?
2. Is our dominant economic model, as devised by Adam Smith over 200 years ago, still relevant - and if not, what are the implications for the governance of companies behaviour?
3. What is now needed to ensure there is no repetition of the recent financial crisis?
"Development: what should it mean?"
On 6th May 2010 The Doughty Centre and SAFAD jointly hosted a presentation by Sir Crispin Tickell. Sir Crispin Tickell has had a distinguished diplomatic career. He was Chef de Cabine to the President of the European Commission (1977-1980), British Ambassador to Mexico (1981-1983), Permanent Secretary of the Overseas Development Administration (now Department for International Development) (1984-1987), and British Ambassador to the United Nations and Permanent Representative on the UN Security Council (1987-1990).
He was warden of Green College, Oxford between 1990 and 1997. He is currently director of the Policy Foresight Programme of the James Martin 21st Century School at the University of Oxford (formerly the Green College Centre for Environmental Policy and Understanding) and Chairman Emeritus of the Climate Institute, in Washington DC. He has many interests, including climate change, population issues,conservation of biodiversity and the early history of the Earth. He helped to write Margaret Thatcher’s keynote speech on Climate Change in 1988. He is President of Cranfield University SAFAD.
Sir Crispin's talk this evening will examine the question "Development: what should it mean?" Development is a highly used and often misleading term, and sustainability even more so. It should not mean following a universal blueprint for economic progress, but rather improving on the different geographical and cultural circumstance of each country, with focus on human well being in thebroadest sense. This means bringing in a host of such other factors as human proliferation, use of resources, destabilisation of climate, changes to ecosystems, and the increasing globalization of human society. But development is about individuals as well as communities, nations and the world, and there SAFAD has a real role to play. Click here for the text of the speech.
Tone from the Top - leading business sustainably and responsibly
On 28th April 2010 Mr de Rivaz talked about the challenges and opportunities associated with embedding sustainability successfully and profitably in EDFEnergy. He will discuss his new report and the skills which managers need for sustainability.
Vincent de Rivaz is the Chief Executive of EDF Energy, which incorporated British Energy from 5th January 2009. He had previously led the creation of EDF Energy through the merger of former London Electricity Group and Seeboard in 2003. EDF Energy, which is a wholly owned subsidiary of EDF group, is now one of the UK’s leading energy companies. Mr de Rivaz was appointed member of the Executive Committee of EDF Group in December 2004. A Hydroelectric Engineer, he joined EDF in 1977 in the External Engineering Centre which managed the construction of energy sites for international clients, being part of several initiatives in Africa, Guyana and New Caledonia.
Mr de Rivaz was awarded The Energy Institute’s 71st Melchett Award in June 2006. The Melchett Award is one of the Energy Institute's most prestigious prizes and is presented to an individual for an outstanding contribution whether in research,administration, construction or other professional activity, involving the scientific preparation or use of fuel and energy. He has recently been selected to receive the Grade of "Chevalier" Legion d’honneur" and has also been named as the Prince of Wales’s Business in the Community Ambassador.
Click here for an edited script of the presentation.
Should ethics matter for modern managers?
On 12 April 2010 Professor Kirk Hanson, Executive Director of the Markkula Centre for Applied Ethics, Santa Clara University gave a presentation on ethics for modern managers.
Kirk O. Hanson is Executive Director of the Markkula Center for Applied Ethics at Santa Clara University and University Professor of Organizations and Society, positions he has held since 2001. In 2001, he took early retirement from Stanford University where he taught in the Graduate School of Business for 23 years and is now an emeritus faculty member.
The Markkula Center for Applied Ethics is one of the most active ethics centers in the United States, working in the fields of business, government, and health care ethics,as well as in K-12 character education. Hanson coordinates the work of 15 scholars and staff who work directly for the center and 50 faculty who are affiliated with it. Its affiliated faculty work on all aspects of applied and professional ethics.
At Stanford from 1978 through 2001, Hanson was Senior Lecturer in Business Administration and a pioneer in the study of business ethics and business responsibility. He was also Faculty Director of the Stanford Sloan Program,Stanford’s masters program for mid-career executives. He taught in Stanford’s MBA and Executive Programs throughout his Stanford career.
Hanson writes on managing the ethical and public behavior of corporations. He co-edited a four-volume series released in 2006 entitled The Accountable Corporation. His current research interests include the design of corporate ethics programs and the responsibilities of boards for the ethical culture of the organization.
He was the founding president of The Business Enterprise Trust, a national organization created by leaders in business, labor, media and academia to promote exemplary behavior in business organization; the first Chairman of the Santa Clara County Political Ethics Commission; and has written a weekly columnon workplace ethics for the San Jose Mercury News. He has served on the boards of the Social Venture Network and Students for Responsible Business, national organizations; and of American Leadership Forum Silicon Valley. He served on the Advisory Board of the Markkula Center for Applied Ethics from 1995 until his appointment to head the center. He has twice chaired Stanford’s Committee on Investment Responsibility which advises the Stanford Board of Trustees on social investment issues.
Hanson currently serves on the Board of Directors of the Skoll Community Fund and the advisory board of the Entrepreneurs’ Foundation of Silicon Valley. InOctober 2005 he was appointed the Honorary Chair of the Center for International Business Ethics in Beijing, China’s first center for the study of business ethics.
Prof. Hanson is a graduate of Stanford University and the Stanford GraduateSchool of Business.He has held graduate fellowships and research appointments at the Yale Divinity School and the Harvard Business School.
Click here for an audio recording of the lecture.
Social Intrapreneurship - The Yunus Inside
On 25th February Amy Fetzer and Heiko Spitzeck led a discussion on social intrepreneurship.
Innovators working inside organizations have long been called intrapreneurs.The originsof intrapreneurship an be traced back to a 1976 article in theEconomist by Norman Macrae on "The Coming Entrepreneurial Revolution". Theoriginal proposition was to foster innovation within organizations byestablishing competitive profit-centres. However, recently a new species ofintrapreneurs has been discovered - ones that are not just driven by businesssuccess but also by societal impact. They are not motivated primarily bymonetary gain; instead they are inspired by a desire to drive realtransformation.
SustainAbility terms these innovators ‘Social Intrapreneurs’ - people working inside major corporations or organizations to develop and promote practical solutions to social or environmental challenges. After publication many readers spontaneously responded: "Now I finally have a term for describing what I am!" Social Intrapreneurs create innovations which are both socially and financially beneficial by leveraging the resources and capabilities of their organizations.Amy Fetzer has followed Social Intrapreneurs in the field and featured some examples in her book on "Climb the Green Ladder:make your company and career more sustainable". The book is available from the Cafe Bookshop on the Cranfield campus.
Amy's work aims to empower to make a difference by giving people the tools to change their organisations from within, to set them on more successful and sustainable paths. For more information please visit http://climbthegreenladder.com/.
Heiko Spitzeck runs a network of Social Intrapreneurs in London to help them realize their projects and participates in the Social Intrapreneurship Lab run by SustainAbility.
Click here to hear an audio recording of theseminar.
Click here for Amy's presentation.
Click here for Heiko's presentation.
Creating Marks and Spencer's Plan A for Sustainability
On 21 January 2010 Robert Nuttall and Mike Barry of M&S gave a talk as part of the School of Management's Green Week and the Cranfield Corporate Responsibility Network lecture series. M&S 100-point 'eco-plan' has been hugely successful in showcasing how being corporately responsible and sustainable can be cash positive as well as delivering organisational, societal and environmental benefits. As essential leaders of Plan A, Robert and Mike shared their insights and lessons learned.
Mike Barry is Sustainable Development Manager at Marks & Spencer. He isresponsible for co-ordinating the company’s journey towards a more sustainablebusiness model. His work is broadly divided into three parts: listening to andprioritising stakeholder expectations of M&S, integrating them into corporate strategy and working with business units and suppliers to deliver more sustainable products. Robert Nuttall is a Cranfield alumnus and Managing-Director of Green Mandate. Robert has over 20 years’ in-house experience working in senior communications and change roles for organisations including Marks & Spencer, Cable & Wireless, GlaxoSmithKline, the BBC and Citigroup. Whilst at M&S, he played a key role in devising and implementing the internal and external brand and communications strategy for ‘Plan A’, one of the most comprehensive and acclaimed corporate sustainability programmes in the UK.
Click here to see the slides.