Agenda for meeting in Academic Council, Tuesday May 31st 2011at 9:15 to 11:50, Solbjerg Plads, D 4.20.

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1 Agenda for meeting in Academic Council, Tuesday May 31st 2011at 9:15 to 11:50, Solbjerg Plads, D :15 10:10 1. Approval of Agenda 2. Discussion of BiS Platforms. How do we move forward from here? 3. Budget for :15 11:00 Meeting with the AACSB Panel, Augustinus Foundation Meeting Room, Solbjerg Plads 26. May 2011 ULJ Ulla Lykke Jørgensen Dekansekretariatet for Forskning Dir. tlf.: :05 11:50 4. Hearing. Proposal for Evaluation of World Class Research Environments 5. Discussion of road map for the implementation of CBS strategy 6. Selection of theme and members of working group for workshop in AR August 22 nd. 7. Preliminary discussion of recommendation to the Board concerning analysis of expenses to general management and administration 8. Misc.

2 M E M O Task force BiS platforms For DIR BiS platforms at CBS: Taking stock and identifying ways forward Basically, the current state of CBS strategy work is that while the general framework remains the Business in Society strategy, we must focus, prioritize and implement specific initiatives over the next few months until the new President takes her place. One of the initiatives that we need to think about is the three first generation Business in Society (BiS) platforms. It may be that some re-tuning (and perhaps some reinvention) is needed. In a spirit of openness and drawing together the CBS community, it is important that we take just a little time to consider the arguments and build support. In the spirit of taking stock and identifying ways forward in the near future, the DIR has asked a task force to assist by identifying options for current and potential BiS platforms. The remit of the task force is to prepare a short report on where are we now? and where do we go from here?. 27 May 2011 HPM/AK/Svi/BT The task group consists of: Birthe Thomsen, Head of President's office Alex Klinge, Head of the Department of Department of International Language Studies and Computational Linguistics and member of the strategy group on grand challenges Signe Vikkelsø, Department of Organization, member of Academic Council and member of the strategy group on collaborative platforms; and Peter Møllgaard, Head of the Department of Economics and chairman of the strategy group on research. In this report the task group first identifies what characterizes the ideal BiS platform. This is in large part based on the combined work of the strategy groups on grand challenges and on collaborative platforms that formed the basis for the original concept. Then we review the current status of the three first generation BiS platforms on a. Creative Enterprise Design (CEDs); b) Sustainability; and c. Public Private Partnerships. This section is in large part based on a stakeholder analysis of each platform and interviews with a number of stakeholders, including former, current and prospective BiS champions. Finally, we outline and discuss a number of ways forward that may differ depending on which of the three platforms we consider.

3 1. The ideal BiS platform Strategy Work Groups 1 and 6 in spring 2010 provided fora in which the concept of collaborative platforms addressing grand societal challenges could be discussed extensively by representatives of a range of internal CBS stakeholders. It emerged from those discussions that collaborative platforms could create new cross-disciplinary environments in which research and teaching can be developed collaboratively outside the relatively paradigmatically oriented departments. The collaborative platforms should form part of the Business-in-Society strategy of CBS as Business-in-Society Platforms (BiS Platforms) and should ideally constitute a new way of collaborating across environments, a new way of engaging with business and society, a new way of stimulating research excellence, a new source of inspiration for researchbased teaching and student involvement across CBS programmes and a new way of drawing attention to value-creating research and teaching undertaken by CBS. It is therefore essential that BiS Platforms should involve a range of research and teaching environments across CBS and that they should be platforms which cater explicitly for both external stakeholders and students at all levels. Since the intention is that BiS Platforms should be favoured in terms of focus and resources and since in turn CBS expects excellent results, BiS Platforms should be selected through a highly transparent process which invites competitive tenders from environments across CBS and they should be based on competent leadership firmly anchored in CBS research environments. Appendix A to this paper provides a more detailed possible framework for developing BiS Platforms at CBS. 2. Where are we now? Taking stock We have performed and presented a stakeholder analysis to DIR, to Academic Council, and to the Heads of Department. Within CBS there are at least five groups of stakeholders: Insiders to the platform at hand, outsiders to the platform, CBS Board, Academic Council and CBS students. Outside CBS there are three groups of stakeholders: Non-CBS academics with an interest or involvement in the platform, politicians (e.g. the Minister for Science and Technology or the Minister for Climate and Energy) and business partners (companies and public organizations). For each of the three first generation BiS platforms, we have conducted interviews with key stakeholders, notably the former, current or prospective BiS champions and discussed the whole array of stakeholder relations with them in order to assess if any of the relationships is in at a critical stage making CBS vulnerable to action or non-action in the immediate future. 2

4 We go through the three platforms in turn: Creative Enterprise Design (CED) is the title of a BiS platform that is up and running. The current proposal for AC is unknown at the time of writing. Insiders to the platform can now be thought of as a group of people around BiS Champion, Prof. Daved Barry. Most of the insiders are at MPP (LPF). 1 What they have in common is an interest in creativity, aesthetics and art. CBS outsiders to the platform are a variety of people at CBS. From the outset Design was defined very broadly meaning that a lot of different researchers felt an affinity with CED. An early call for projects resulted in 40 applications from across CBS. It was cancelled in a relatively rough manner which resulted in a large, critical group of outsiders to the platform at CBS. A group of scholars around Tore Kristensen at Marketing has taken an initiative labeled and organized a design café on 23 May Daved Barry (MPP), Roberto Verganti (MPP), Suzan Boztepe (Marketing), Stefan Meisiek (MPP), Rob Austin (MPP), Rasmus Pedersen (IT Management), Martin Kornberger (IOA), Daniel Hjort (MPP), Pierre Guillet de Monthoux (MPP), Christian Bason (Mindlab, MPP) and Maria Lundberg (Statoil, MPP). 3

5 at Dalgas Have. The café was attended by around 25 researchers from all over CBS. 2 There thus seems to be an active community around design (however that is defined as an academic area or subject). CBS Board has an interest in CBS Business in Society strategy and sees½ the BiS Platforms including CED as an integral part of this. The board has indicated that it wants the general framework around Business in Society to remain but also a wish to focus, prioritize and implement specific initiatives. Academic Council has been an active and critical stakeholder in relation to CED. Academic Council has indicated that it would like to see the initiative defined more clearly and to get a better understanding of the content and a game plan for the initiative. CBS students have not felt the presence of CED very clearly. There has been no particular educational perspective to the platform yet, although BiS champion Daved Barry has a number of exciting ideas for innovative teaching centered around a (Grundtvigsvej 25) that would involve studio pedagogy for business education (experiential and problem based learning that would entail working with live cases thus generating value for participating organizations). This studio is envisioned to be used for Engage, emba, MBArts, Fine Art of Leadership, and more. The platform has initiated a number of joint projects with various business partners. The most important examples are AmCham, DEA, Skat, L Oreal, Cisco, Medicon Valley, 3M, Mars Foods. These are based on personal relations between individual researchers at CBS and individuals in the relevant firms/organizations. I.e. the rapport is not with the BiS platform as such. Politicians take an interest in design also as a part of a growth strategy. The Danish Government has for example appointed a Visionary Committee on Design 2020 (Visionsudvalget for Design2020) that should think up recommendations on the government s further work on design. Johan Roos is the chairman of this committee that also includes CEO Anders Byriel, Kvadrat A/S; designer Louise Campbell; CEO Jacob Holm, Fritz Hansen A/S; Rektor Elsebeth Gerner Nielsen, Designskolen i Kolding; and Professor Yrjö Sotamaa, Aalto University, Finland. There has also been a contact with the Danish Social-Liberal Party (Det Radikale Venstre) around their design initiative. Non-CBS researchers seem to be related to individual researchers and not to the platform as such. Leadership of CED is currently in the hands of Professor Daved Barry of MPP/LPF. Previously Professor Jan Rose Skaksen of ECON was co-championing the platform but he resigned and there is no immediate prospect of having him sign up to this project again. 2 People from the following departments/centres attended or expressed an interest in attending: AØ/Marketing, PEØ/Operations Management, IKL, ARC, CAICT, Informatics, ISV, IOA, CSR, LPF, INT, DBP, Law. 4

6 Sustainability is the label of a BiS platform that has been under way for half a year but is not yet up and running. The current proposal for AC is at the time of writing unknown. Insiders to the platform could be members of the Centre for Corporate Social Responsibility (CSR) but also include (part of) the network that developed around CBS Climate Strategies for Business (CBS-CSB). Since the platform is not yet up and running, there are no outsiders to the platform, and provided the platform takes on an inclusive process of involving CBS researchers, there is no reason to think there should be. One scholar that may be thought of as an outsider to the platform (unless he has been invited to join) is Bjørn Lomborg who is without doubt the person at CBS who is most widely known for his views on sustainability around the globe. The platform should think about how it wants to deal with this issue. CBS Board has an interest in CBS Business in Society strategy and probably sees the BiS Platforms including Sustainability as an integral part of this. The board has indicated that it wants the general framework around Business in Society to remain but also a wish to focus, prioritize and implement specific initiatives. Academic Council has expressed a concern regarding the scientific depth of the sustainability area at CBS as measured by the number of publications within sustainability that originates from CBS. Apart from this, AC seems to have indicated that the previously presented proposal was better than CED but needed to be extended beyond CSR. CBS students have been exposed to sustainability through an elective in Climate Strategies for Business, through a course on CSR and through a minor on Sustainable Business (Check precise title). Currently, the minor is on hold pending a rethinking of the content and the introduction of new leadership (and possibly new teachers?). 3 Business partners for the platform could build on the relations that have already been established by the Centre for CSR and CBS-CSB (e.g. Grontmij Carl Bro who has a lead in Denmark in climate management). Politicians are interested in what CBS does in this area as expressed explicitly by Minister for Climate and Energy Lykke Friis as a concern with how CBS strategy work in this area would be affected by the resigning of the previous president. Non-CBS researchers seem to be related to individual researchers and not to the platform as such. Leadership of BiS Sustainability seems to be in the hands of Prof. Mette Morsing, the current director of cbscsr, and Prof. Susse Georg of the Dept. of Organisation who has previously contributed to leading CBS-CSB. This would be a good team that would seem to invite inclusion from all areas of CBS engaged in research and teaching of topics related to sustainability. 3 The decision to put the minor in sustainable business on hold seems to have been undone this week. 5

7 Puplic/Private Partnerships (PPP) is the label of a BiS platform that has been under way for half a year but is not yet up and running. The current proposal for AC is at the time of writing unknown. Insiders to the platform include members of the Departments of Organisation, of Business & Politics and of Management, Politics and Philosophy at the very least. Since the platform is not yet up and running, there are no outsiders to the platform, and provided the platform takes on an inclusive process of involving CBS researchers, there is no reason to think there should be. CBS Board has an interest in CBS Business in Society strategy and probably sees the BiS Platforms including PPP as an integral part of this. The board has indicated that it wants the general framework around Business in Society to remain but also a wish to focus, prioritize and implement specific initiatives. Academic Council is not known to have formed a particular opinion on this platform as it has not been discussed yet. CBS students are already subjected to teaching in a variety of programmes and ways as teaching related to the platform is undertaken at MPA (Master of Public Administration), MPG (Master of Public Government), PKL (Politisk Kommunikation og Ledelse, a cand.soc. programme of Political Communication and Management), and other outlets at both undergraduate and masters levels. Business partners for the platform could extend the networks already established by researchers engaged in the platform. The network already includes Velux, Nordea, Tryg and other significant partners. Politicians: the group is very well connected to Danish and British politicians both at the parliamentary level (including the government) and at the level of regions and municipalities. They have already engaged in organizing and participating in conferences on e.g. contracting out/procurement and different partnership models and they have been active as editors of journals that relate to the topic. Non-CBS academics: the group of researchers already has an active working relationship with researchers at Danish and international academic institutions (e.g. Sciences Po). Leadership of the PPP platform will be in the hands of Prof. Paul du Gay of the Department of Organization and of Prof. Carsten Greve of the Department of Business and Politics. Possibly, Prof. Niels Åkerstrøm of the Department of Management, Politics and Philosophy will take a leading role as well. This seems as a good and broad team that combines knowledge of CBS with knowledge of international scholars and of Danish business partners, public organizations and politicians. 6

8 3. Where do we go from here? Based on the stakeholder analyses above the group recommends the following for each of the three current platforms Creative Entreprise Design is not perceived as a role model for the ideal BiS platform. It would seem to be difficult to sensibly combine the different design communities at CBS that agree only on the use of the word design but not on its content and not on research methods. We suggest reorganizing the current initiative and not calling the result a BiS platform. This could be done by giving the insiders to the current initiative (see footnote 1) a part of the budget that was allocated to the BiS platform and ask them to move design as they understand it forward in the coming three years with certain targets. We also suggest that the initiative be rewarded with a part of the budget and asking the two groups to continue to organize joint workshops/cafés with a view to perhaps nurturing a collaborative platform sometime in the future. Such an initiative could include annual design workshops at CBS to increase knowledge sharing. Conditional on a reasonable content (which we do not know at the time of writing) and provided that it lives up to the requirements of engaged scholarship that involves external stakeholders and students through a collaborative platform, BiS Sustainability should be awarded the status as a BiS platform with the privileges and responsibilities that follow from this. To assuage the concern that sustainability is not currently a CBS stronghold (at least not in the context of environmental sustainability), it might be considered to increase human resources by hiring a range of scholars across CBS that have sustainability as their prime object. This would allow CBS to make a real difference in this area. Conditional on a reasonable content (which we do not know at the time of writing) and provided that it lives up to the requirements of engaged scholarship that involves external stakeholders and students through a collaborative platform, BiS Public/Private Parternships should be awarded the status as a BiS platform with the priveleges and responsibilities that follow from this. Future BiS platforms should be awarded following the transparent and competitive process that is outlined in Appendix A. The big question is when the next round of BiS platform proposals should be invited. Concern for momentum would require this to be done already next year; concern for showing that CBS can make BiS platforms fly would speak in favour of waiting. Independently of when the next round of BiS platforms is initiated, one might entertain a concern that only the environments that are already cross disciplinary seem to embrace the notion of BiS platforms whole-heartedly. One sign of this is the origin of the BiS champions that seem to not originate with the classical business school disciplines. Thus it remains a task to convince these environments that they may benefit from running and participating in future BiS platforms. The best way of convincing them of this is to show clear and compelling results from the first two-three platforms. 7

9 APPENDIX A A Possible Framework for BiS Platforms The following is a draft proposal for a framework which is based on some of the discussions and deliberations of Strategy Group 1 (coordinated by Maya Horst) in spring 2010 and including ideas from Strategy Group 6 (coordinated by Peter Maskell). The proposal is heavily influenced by the inspired contributions of the members of Groups 1 and 6 but the work of the Groups has been modified and reformulated to fit the current requirements of CBS. This draft was conceived by the taskforce set up to rethink the BiS concept. The members of the taskforce are: Birthe Thomsen, Head of President's office Signe Vikkelsø, Department of Organization, member of Academic Council and member of the strategy group on collaborative platforms Alex Klinge, Head of the Department of Department of International Language Studies and Computational Linguistics and member of the strategy group on grand challenges; and Peter Møllgaard, Head of the Department of Economics and chairman of the strategy group on research. 1. BACKGROUND As part of its Business-in-Society strategy, CBS wishes to establish a number of BiS platforms which address grand societal challenges. The platforms will be based on research initiatives and excellent research environments across CBS. The purposes of the BiS platforms are to: Strengthen CBS position as an engaged partner in addressing societal challenges; strengthen CBS ability to provide research-based teaching across all programmes which is optimally relevant to students who need to tackle societal challenges; engage a critical number of CBS scholars in jointly addressing societal challenges; make such engagement highly visible and accessible to external CBS stakeholders; offer incentives for CBS faculty to formulate research agendas across departments and disciplines (because complex societal challenges generally require holistic perspective); build collaborative environments which are attractive to both students, young scholars and leading international scholars; generate ground-breaking, cross-disciplinary research which is disseminated to and involves students through curricula across CBS study programmes. 2. EXCELLENCE AND INNOVATION A BiS platform should address recognized societal challenges and produce excellent and innovative research. In order to achieve the most excellent and most innovative research it is essential that a BiS platform should grow out of the enthusiasm of highly engaged and visionary scholars. It is the view of the taskforce that excellence and innovation will be ensured if BiS platforms are:

10 based on challenges identified and agendas formulated by the researchers of CBS and thus rely on their commitment; established through fully transparent competitive processes in which ultimate selection is based on criteria which are clear to all researchers at CBS and which in principle gives all environments at CBS equal opportunities; established on a recurrent basis (e.g. annually) for periods of 3-5 years with clear review criteria; allocated seed funding which is seen as a sufficient return on the investment of one s research focus for 3-5 years, and which, moreover, is sufficient to ensure reasonable levels of PhD-scholarships and maintain reasonable levels of senior researchers, including visiting international scholars (the level of funding for a new platform may be varied according to the fiscal situation in any given year and external funding levels are expected to rise over the lifespan of the platform) based on clear leadership and firm backing by top management. It is vital to the development of a new level of engaged, cross-disciplinary scholarship across CBS that the platforms should be constituted by a mix of experienced scholars and talented up-and-coming scholars from across CBS. BiS platforms should develop in such a way that they constitute fora where researches of different research paradigms and research traditions meet to address a research agenda and create new insights based on possible synergies and based on involvement of students and external partners. In this way BiS platforms provide an alternative environment to the relatively paradigmatic environment of a department. 3. CRITERIA AND SELECTION PROCESS New BiS platforms should be selected on a recurring basis by the CBS management. The selection process should be competitive in such a way that all environments can submit tenders if they believe that they can meet a set of communicated criteria. Moreover, proposals should be assessed in terms of explicit criteria which may also be used to formulate a set of performance indicators for a given platform. The subset of performance indicators which is taken to be central will depend on the nature of any given platform and should be determined by the Direktion together with the leadership of the platform. As a set of relevant criteria could be that a proposal should: address recognized or recognizable societal challenge (of reasonable magnitude) provide a clear research agenda with clear and connected research ideas and express engaged scholarship provide a clear plan of involvement in relation to students and study programmes (e.g. internships, electives, thesis seminars, etc.) be clearly cross-disciplinary and formally cross-departmental (management may wish to set a lower limit to the number of departments involved to secure a wide CBS/research base) provide an attractive environment for PhD students and young scholars involve a reasonable number of external stakeholders provide plans for dissemination and societal impact (through acknowledged international academic channels, through external organisational partners, through teaching) and for external funding

11 be based on clear leadership within CBS (preference may be given to young up-and-coming staff with leadership potential). The level of academic excellence that may be expected has to be balanced against the strategic expediency of addressing the challenge. BiS platforms must be selected through a fully transparent process. Such a process could be as follows: tenders are invited from CBS indicating criteria and funding levels well in advance to allow the research environments to negotiate alliances, form leadership, engage external stakeholders, formulate a joint agenda, etc. to reduce the formal requirements short tenders of for instance three pages organized according to the above criteria are invited titles, abstracts and partners of tenders are made public at CBS the three-page proposals are submitted to: the Academic Council for assessment and ranking the joint body of heads of department for discussion and ranking (it is obviously the case that individual heads have vested interests but the crucial points here are to: (a) generate input from a representative body of competent research managers; (b) make merits and demerits of proposals explicit, and (c) to increase the level of awareness of research activities and research potential in the organization) based on the rankings and recommendations of the Academic Council and the joint heads of department, the Direktion invites representatives from the three most promising proposals to present their proposals and answer questions The Direktion selects the winning proposal and negotiates the conditions with the winning team All proposals submitted will receive feedback from the Direktion which will help the teams to submit a stronger bid the following year if they wish.

12 The Sustainability Platform 25 May 2011 This document describes our initial considerations regarding the overall purpose, research agenda, educational grounding and outreach focus as well as organizational setup of the Sustainability Platform. It is to be considered as a living document, which will serve as a springboard for further discussions at the Academic Council meeting on 31 May and beyond. Thus, we are very interested in receiving feedback from the Academic Council so as to improve the framework of the Sustainability Platform. Susse Georg, Mette Morsing and Elisabeth Crone Purpose The purpose of the Sustainability Platform is to make CBS a globally recognized leader on sustainability research, education and outreach activities. Our ambition is to develop a platform that can enable excellent research, offer high quality educational courses/programs to our students and develop engaging and creative outreach activities through collaboration with students and colleagues at CBS as well as external stakeholders, such as colleagues from national and international universities, and professionals in businesses, public institutions, NGOs, international students and the media. The objectives of the platform are to - Build upon CBS s current research, education and outreach activities within the broad area of sustainability with the goal to further develop these initiatives - Create, facilitate and support collaborative and multidisciplinary approaches to research, education, and outreach activities that focus on issues or matters of concern regarding the role of business in ensuring sustainability that have not yet been sufficiently addressed - Attract PhD students and more senior researchers to CBS through collaborative research projects - Attract new students by leveraging CBS unique position as one of the relatively few business schools offering courses/programs on sustainability - Explore the potential of establishing an annual CBS Sustainability Alumni event - Build networks of business leaders, managers, policymakers, researchers, and NGOs that can meet and engage with one another in constructive and thought-provoking ways that both capitalize on and develop Denmark s standing as an laboratory or experimentarium for sustainable development The context The use of the preposition in in CBS Business-in-society initiative is, in our view, particularly relevant for the sustainability platform (which has been much discussed and evidenced in a number of international initiatives, for example the European Academy of Business in Society (EABIS), the international journal Business in Society Review as well as in the emerging research on corporate 1

13 citizenship (e.g. Matten and Crane 2005; Palazzo and Scherer, 2007). Sustainability raises a number of issues concerning business development that challenges conventional thinking about business and society, where sustainability is typically considered as something out there - at the periphery of managerial attention. Sustainability is becoming a more central concern for business, as calls for accountability, responsibility, and integrating sustainability considerations in all business domains increase. Discussions of where sustainability research and practice could be heading for the future as well as how new business models can be developed have likewise increased. The preposition in, however, also highlights why meeting these demands may not be as straightforward as often proclaimed. The in directs attention to the embeddedness of business in society that simultaneously implicates a myriad of relations amongst business and other actors that can make considering issues of sustainability one of a number of competing demands: a complexity which needs to be better understood. The Platform takes its point of departure in a broad definition of sustainability introduced by the World Commission on Environment and Development (the Brundtland Commission) in 1987 that posits sustainable development as development that meets the needs of the present without compromising the ability of future generations to meet their own needs"and explicitly entails attending to the environmental, social and economic dimensions of development. Different ways of defining and operationalizing SUSTAINABILITY in practice among CBS partners A.P. MOLLER-MAERSK Governance, stakeholder engagement, health and safety (including how to protect workforce against piracy), social responsibility (including global labor standards and diversity in the workplace), climate and the environment, anti-corruption, supply chain and responsible procurement. NOVOZYMES Sustainability as a driver for innovation and product development, the triple-bottom line, integration of sustainability into everyday organizational and business activities and strategies, stakeholder engagement, climate, water, sustainable suppliers, combining local and global sustainability efforts, biofuels, animal testing, diversity COLOPLAST Corporate governance, stakeholder engagement: end-users (product quality and safety), employees (safety in the workplace satisfaction), health-care professionals (code of conduct, responsible lobbying), business partners (partnerships), the environment (energy efficiency, waste, materials) and society at large (access to healthcare) POST DANMARK Equal opportunities and diversity, the environment, governance, sponsorships, stakeholder dialogue (owners, society at large, customers, employees, suppliers and other business partners), quality standards, employee health and safety, customer satisfaction, risk management 2

14 Assuming this broad definition of sustainabilityallows the Platform to draw and build upon different disciplinary domains. Moreover, it allows the Platform to engage in discussions with external stakeholders on where the sustainability field is heading and to be inspired by their views and definitions of sustainability. Companies, organizations and public institutions treat sustainability in different ways depending on how it makes the best sense for their daily operations and overall strategy. Above are a few examples taken from the wealth of sustainability reports currently being published by Danish and international companies and organizations which show the diversity of ways in which sustainability is operationalized. The Sustainability Platform is per se committed to the discussion of the premises and implications that these different definitions may raise. Research agenda The Sustainability Platform seeks to enable and develop a variety of research agendas, and will serve as a platform for concerted action from which these research initiatives can further evolve. One of our initial tasks will be to gather information on current sustainability projects and interests among CBS colleagues and relevant external stakeholders, and to map these and relate these to one another with the purpose of identifying potential overarching themes, challenges and new research themes. As illustrated in the box below, numerous departments are already involved in sustainability research. Research on sustainability already taking place at CBS not a full list, to be explored further: Sustainable energy and climate (ECON, IOA, INO) Communication on sustainability, green branding (IKL, INF, IOA) Sustainable leadership (IKL, IOA, LPF) Sustainability, innovation and business development (INO, IOA, IKL, SMG) Sustainability in organizations, responsible HRM (IOA, IKL) Responsible consumption, consumer behavior, ethical marketing (IKL, MARKT) Strategic partnerships for sustainable development (IKL, DBP, IOA, LPF) Sustainable investing, measuring sustainability (FI, LPF, IKL, ECON) Non-financial reporting and communication (ACC, IKL) Sustainability in a developing country perspective (IKL, DBP) Corporate Governance and sustainability (CCG, FI, IKL, JUR, ACC) Business ethics, CSR as Governmentality (LPF, IKL, DBP) The politicization of sustainability (DBP, LPF, IKL) Human rights, international law and anti-corruption (IKL, JUR, DBP) Sustainable supply chain management (PEØ, IKL) Diversity and equal opportunities (JUR, IKL) Mapping existing research activities and interests is, however, only the first step in developing the Platform. Following this, we will have to work with colleagues and corporate partners to identify interesting new themes for future collaboration and to find ways in which research initiatives can be supported and cultivated into viable research agendas. These themes have yet to be identified and will depend on the funding and partnership opportunities which the Platform will identify early on as well as 3

15 the support and interests from colleagues across CBS. However, looking across CBS and international research on sustainability, there are a number of areas that could be of potential interest to CBS colleagues as well as of increasing interest in society: Climate: a new scene for finance (assessing the conditions and development of carbon markets, new financial products, etc.) The development of a sustainability lab for conducting experimental research on e.g. consumer decision-making The EU call for the development of new metrics for economic performance (e.g. inspired by ecological economics) The making of markets for sustainable technologies and the processes of ascribing qualities and establishing value The development of new business models and social entrepreneurship (potential links to Public-Private Platform) Developing metrics and calculative devices for and assessing sustainability performance accounting, sustainability and the development of new calculative practices Standards of Sustainability and their implications for creativity, innovation, accounting, law/regulation, global value chains Strategies for sustainable design and innovation (potential links to Design Platform) Organizational construction of sustainability: identity and leadership As this list suggests, there are many topics worth pursuing and, obviously, more work must be done in identifying, specifying and developing these and/or other topics into viable research agendas. It is our ambition to do this in close collaboration with colleagues at CBS and our external stakeholders. Furthermore, CBS Sustainability Platform must work to develop a distinct, business-oriented profile within the broad academic landscape of sustainability research. Sustainability is an embracing concept but the Platform will provide CBS with a unique opportunity to, on the one hand, collaborate with colleagues from the technical and natural sciences in developing solutions to societal concerns and, on the other hand, position itself vis á vis these and other disciplines/institutions by developing a business and managerial approach to these issues. To this end, the CBS Sustainability Platform will Organize seminars and workshops for presenting results but more importantly for developing ideas for future research projects. These seminars will be open to CBS faculty and interested/invited stakeholders. Provide seed money for e.g. inviting relevant guests, research assistance, and other activities that can support research development Serve as a fundraising platform for CBS projects related to sustainability that CBS scholars across disciplines and departments would like to address. 4

16 Educational activities CBS already offers a range of courses and programs focusing on sustainability (i.e. various electives, a CM-program in Business and Development, the CM-minor in Sustainable Business, and the CM-Minor in Social Entrepreneurship). One of the Platform s main objectives is to contribute to the further development of these educational activities in terms of progression and invention of new courses and programs: e.g. shorter executive/professional courses devoted to specific topics, developing (corporate) teaching cases, establishing company visits and class-based case competitions as part of project exams, creating the possibilities for student internships in corporate sustainability departments, and creating completely new courses/programs for CBS undergraduate and masters students. To this end we will work closely with Faculty offering existing sustainability courses/programs Study program directors in order to suggest how/where sustainability-related issues can be introduced into core curricula on a bachelor, master and MBA levels, and to explore the possibilities of developing new programs CBS UNPRME Secretariat (UN Principles for Responsible Management Education) CBS students and alumni to identify which courses/programs they would like to see CBS offer External stakeholders to identify educational interests/concerns (within business) and identify the potential for cross-institutional collaboration within education (with other universities). Other opportunities such as introducing a specialized MBA and M.Sc. in Sustainability at CBS need to be pursued as well. Such programs already exist on business schools abroad as well as in Denmark (e.g. Århus University has introduced a Sustainable MBA, and ESADE Business School, Spain, and Cranfield Business School, UK, have a joint MBA program on Leading Sustainability Strategies: Embedding social and environmental responsibilities into your business). It is worth considering how CBS can take leadership in this field by introducing similar and yet distinct programs, building on the specific competences of CBS. Executive education within sustainability is another area, which the Platform will develop. There is an increasing interest and demand in sustainability teaching in terms of company-tailored programs, industry-specific courses or general sustainability courses oriented towards certain themes, such as sustainability and accounting, sustainability and supply chain management, sustainability and innovation, etc. Another idea is to develop such programs in collaboration with some of CBS established partners, such as Berkeley s Haas School of Management, USA. Finally, it is also worth considering whether or not CBS can collaborate with the technical and natural sciences in developing a joint degree program that attends to the technological as well as managerial aspects of sustainability. 5

17 Outreach activities Platforms are expected to have systematic and considerable collaboration and contact with external stakeholders relevant to the Platform s focus area. To ensure that this happens in a systematic way, the Sustainability Platform will early on develop a stakeholder map that identifies stakeholders and networks that CBS is or wants to be engaged with and how. This, too, will be a living document that is expected to change in the course of the Platform s lifetime. The stakeholder map will include relations to: Academic partners for projects, conferences and joint publications. Locally: for example Copenhagen University, the Technical University of Denmark, Lund University and Malmö University in order to leverage more on CBS position in the Øresund Region. Internationally partners are many! Organizations that can be approached for funding (potentially), e.g. the strategic research councils, national and international private foundations, EU, EABIS, etc. Business partners and organizations (national and international) for collaboration on research projects, including PhD fellows and funded professorships, contributions to teaching, seminars, as well as in building up a more formalized corporate sustainability partner network and promoting external funding. Media partners for formalized external exposure, for example to business-minded media outlets such as Børsen, Financial Times and the Economist, as well as to sustainability-focused outlets such as CSR Magasinet, Ethical Corporation and Sustainability Quarterly. Student environments at CBS and beyond, for example already existing student organizations such as 360 Students for Sustainability and NetImpact at CBS. Accreditation bodies, such as AAACSB (which has recently proclaimed its future prioritization of sustainability in business school accreditation), PIM and EQUIS. The Platform will also organize conventional outreach initiatives such as conferences and one-day seminars, but will seek to develop networks around particular topics that are more dedicated and/or committed so as to ensure a continued engagement with practitioners of different sorts. Furthermore, consideration should also be given to setting up an Advisory Board of internationally recognized practitioners and academics, either within sustainability or within the broader field of business-in-society. We urge Direktionen and the Academic Council to consider establishing an Advisory Board that cuts across the BiS Platforms. Preferably the Advisory Board should be made up of a diverse group of individuals representing both smaller and larger businesses, policymakers and civil society in order to ensure different perspectives on what grand societal challenges constitute and therefore ought to be addressed by CBS. The Sustainability Platform will thus strive to be inclusive, to promote a broad debate on sustainability and invite stakeholders to share where they see the sustainability agenda heading rather than setting the agenda merely by ourselves. 6

18 Organization, governance and evaluation We propose that the Sustainability Platform be led by Professor Mette Morsing (IKL) and Professor Susse Georg (IOA), supported by research and outreach facilitator Elisabeth Crone. Mette and Susse will be responsible for developing a plan, structure and strategy for how the Platform s goals can be reached within a three-year period, including funding and the identification of project and external partner opportunities. Elisabeth will be responsible for organizing the Platform s fundraising efforts (including identifying sustainability-related funding and partner opportunities and connecting CBS faculty and external partners in projects), and assisting faculty with project proposals and development. Elisabeth will also work closely with Mette and Susse on coordinating and developing the Platform s overall research and education agenda as well as on organizing outreach activities and building existing and new partnerships. The Sustainability Platform Trio will report directly to the President of CBS (or the Dean of Research, depending on the general BiS governance structure that is yet to be decided) and will brief the President (and possibly Direktionen) quarterly to inform of developments, results and align future expectations. Furthermore, the Platform Trio will participate at Academic Council meetings and quarterly engage with a team of Head of Departments with particular staff involvement in the Platform to inform of the status and upcoming initiatives of the Platform. Every 12 months, the Sustainability Platform will produce a written report on BiS achievements and a plan for how to achieve further goals. Getting started In order to involve and identify CBS faculty with an interest in sustainability, the Platform directors will contact all heads of department in order to arrange meetings with relevant faculty members on a department level. These meetings will serve two purposes give the platform directors a thorough understanding of the many sustainability research projects and initiatives that already exist on CBS, allow the participants to brainstorm about ideas, interests and funding opportunities for future research, education and outreach activities, and engage faculty in the Platform. The ambition is to develop a core group of CBS faculty, drawn from across departments, interested in consolidating the Platform s activities. The challenging issue is how to provide busy faculty with sufficient incentive to participate. Networking activities and research support are considered as key means to this end. As the work with the Platform progresses, regular Sustainability Platform seminars, open to interested CBS colleagues, will take place in order to inform about the Platform s activities and encourage discussions about new challenges and possible focus areas. After three years, the Sustainability Platform will be assessed according to pre-specified criteria, e.g. the ability to 1) attract external funds, 2) develop inter-disciplinary research projects, and 3) engage CBS researchers and external partners, and in light of whether there is a significant continued societal interest in the challenges identified by the Platform. Based on this assessment it will be decided if the Platform should be continued. In our understanding, the BiS Platforms are expected to be self-financed after three years. It is, however, not entirely clear what this more precisely entails. 7

19 A precision of the three above mentioned success criteria for the Sustainability Platform will be developed in collaboration between the Platform directors and Direktionen. This is necessary in order to align expectations and to continuously evaluate the Platform s success. The criteria will need to be fairly specific and have yet to be developed in detail. Another important issue needs to be resolved, and that concerns the address of the overhead funds generated from Platform-initiated research projects. Next steps The Sustainability platform will be announced internally at CBS in June As part of our mapping of CBS research, educational and outreach activities we propose to set up two pilot meetings with the heads of two departments (and their respective faculty members interested in sustainability) in June 2011, e.g. the Department of Law and the Department of Accounting. This round of meetings will be continued in early autumn. The purpose is get an overview of CBS activities in this area, get a feel for what interests people, engage as many as possible, and to foster and develop a program for the Platform s research, educational and outreach activities. A well-planned external launch needs to be organized for winter An initial consolidation of the core group and the development of a detailed activity plan for by October An Advisory Board event late in References Matten, D. and Crane, A. (2005). Corporate Citizenship: Toward an extended theoretical conceptualization. Academy of Management Review, vol.30, no. 1, Palazzo, G. and Scherer (2008) The future of global corporate citizenship. Towards a new theory of the firm as a political actor. In: A.G. Scherer and G. Palazzo: The Handbook of Research on Global Corporate Citizenship. Cheltenham: UK, pp

20 Rethinking Public-Private Relations: Mobilizing new actors to explore and solve pressing policy problems CBS Business in Society Platform Proposal May 2011 Context Many contemporary matters of public concern - political, economic, social and cultural - are no longer seen as amenable to being solved in terms of a traditional divide between public and private actors and sectors: whether the subject be the environmental and financial crises, health governance, educational modernization, or the efficient, effective and equitable delivery of core public services, these pressing issues are represented as too complex to be solved by single agencies, whether public or private in institutional location. One of the dominant themes in contemporary policy debates is the need to find novel solutions to these problems that mobilizes the capacities of all sectors and institutional actors - public, private, and third, without making a priori assumptions about who or what agents are best placed to secure what purposes. In this respect, Denmark is seen as something of a laboratory for the development and testing of such hybrid agencies, as, for example, labour market policy, and approaches to vocational training indicate. Purpose The core aim of the proposed CBS Public/Private Business in Society Platform is to help mobilize, foster and develop society wide solutions to these and related matters of concern. Initiating new forms of publicprivate conversation, facilitating the creation novel forms of collective and individual agency, devices and techniques for the solution of pressing public problems is the goal. This will be undertaken through the creation of a CBS Public/Private collaboratory where (1) a host of interested parties business leaders, intellectuals, policy makers, managers, experts, politicians and citizens gather together, where the exchange of views, and approaches can be creatively facilitated; (2) where collaborative research programmes and discreet projects can be initiated and developed to explore the creation and development of hybrid agencies, organizational entities that that are fit for purpose to deal with the proliferation of these so-called wicked problems ; and (3) new teaching initiatives and outreach activities can be launched, and developing programmes can be strengthened. Content The CBS Public/Private Business in Society Platform will seek to develop interdisciplinary and collaborative meeting spaces; research programmes, research projects, and teaching and outreach activities Research : The CBS Public/Private Business in Society Platform will seek to develop interdisciplinary and collaborative research programmes in a range of cognate areas, which might include the following (Background materials relating to the intellectual content of these prospective research areas are available but space constraints prohibits elaborating on them in this document)

21 Health Governance Prospective partner: Trygfonden and The Danish Cancer Society) City Governance: Prospective Partner: Copenhagen Local Government The Stateless State? Re-thinking state/ society relations in an era of network governance Prospective partner: Sciences Po, Paris ( Réseau Etat Recomposé: les recompositions de l Etat, de l action publique, et modes de governance) Hybridity and metagovernance Prospective partners: Local Government Denmark and other associations. Innovative and emerging public-private partnering Prospective and existing partners: Falck Denmark Rambøll Management Copenhagen Local government Law, Competition and Public-Private Partnerships Prospective partners: VTU, ISM, EØM, the medical industry (Novo Nordisk, Novozymes and GN Resound) and a number of universities (CBS, LIFE, DTU) and the Danish governmental competition authority. Calculability, Outsourcing and Public Governance Prospective Partner: Danish Defence Forces Austerity and the mobilization of society in public welfare services Prospective partners: Local Government Denmark Educational initiatives New educational and training programmes and courses will be developed to address the emerging challenges that companies, governments and NGO s are facing. These would include: (1) Current offers from CBS include Master of Public Administration (MPA) and Master of Public Governance (MPG) (MPG is offered in cooperation with the University of Copenhagen and Aalborg University) (2) Shorter executive courses devoted to leadership and management, for example, the Top Executive Course for Public Sector Executives (3) Training events and programs for selected public sector and private sector organizations, (4) Training programmes, for example for Copenhagen Local Government or for the Capitol Region (Region Hovedstaden), (5) An Intern Programme at Undergraduate and Master s Level, placing CBS students in organizations at the forefront of developments in public-private partnering Outreach activities CBS PUBLIC-PRIVATE COLLABOTORY: Annual Key event hosted by the Platform focusing on a key matter of concern animating aspects of the Platform s work where a host of interested parties intellectuals, policy makers, managers, experts, politicians and citizens gather together, where the exchange of views, and approaches can be creatively facilitated, experiments can be initiated and a White Paper outlining policy and practice can be elaborated

22 CBS PUBLIC-PRIVATE RESEARCH SEMINAR: This seminar is open to researchers and other interested persons. The research seminar is offered around 4 times in each semester. A researcher and a Ph.D. student present their work / work-in-progress. The seminar is advertised across the Copenhagen metropolitan region CBS PUBLIC-PRIVATE ANNUAL SPRING CONFERENCE: This conference is an open one-day event held every year in March. Key note speeches in the morning and workshops in the afternoon are ingredients in this concept which aims to attract public sector managers from all levels of government. A conference was held in March 2011 under the banner of The Involving Public Sector. The next one will be planned for March 2012 CBS PUBLIC-PRIVATE HOSTING INTERNATIONAL CONFERENCE: a conference planned for May 2012 for European management organization as part of the CBS BiS platform on public-private. The conference aims to attract around 100 people from around Europe around issues on public and private engagement and governance CBS PUBLIC-PRIVATE EVENTS AND BOOK PRESENTATIONS: Thematic one or two-day events are planned, sometimes around the publication of new publications. In the fall of 2011, there will be, for example, be an event on public-private partnering, based on the recent International Handbook on Public-Private Partnerships (published by Edward Elgar 2010) CBS PUBLIC-PRIVATE PH.D. SEMINARS: The BiS Platform will organize or sponsor a series of Ph.D. seminars for young researchers working within the theme of the BiS platform CBS PUBLIC-PRIVATE DOCTORAL FELLOW READING GROUP: The BiS platform will host and coordinate a monthly reading group for Ph.D fellows throughout Denmark working in cognate areas OUTREACH MEDIA ALLIANCES with key media and organizations, including Mandag Morgen ( Monday Morning ); Mindlab, Local Government Denmark, Danish Regions (Danish Regions), Denmark s Radio (DR f.eks. Orientering eller Danskernes Akademi), Guardian PUBLIC (UK) SOCIAL NETWORK PRESENCE: Active social network profile on YouTube, LinkedIn, Twitter and other relevant sites and services. Organizing the CBS Public-Private Platform The CBS Public/Private Business in Society Platform will be organized around (1) a core group of researchers drawn from all relevant constituencies at CBS (2) assisted by an Advisory Panel of external experts drawn from academic and practitioner groups, whose aim is to develop CBS as a global leader in research, education and public engagement the field of Public/Private Relations. (3) The PP BiS Platform will be led by two Organizers, assisted by an Outreach Facilitator, (4) and reporting to and working with a Management Advisory Board reporting to Direktionen (5) The CBS Public/Private BiS platform will seek to reach out and to engage as many researchers as possible as associated researchers to the platform. Our first core aim will be to undertake an audit of all relevant research, education and engagement activities in the area of Public/Private Relations at CBS, in order to assess the strength and vitality of the School s capabilities, to indicate gaps in capacity and plans for filling these, and to foster and develop a programme of work in research, education and engagement that will position CBS as a leader in the field. (6) In undertaking this exercise, a key objective of the Platform will be to establish and develop links and partnerships with external organizations

23 both nationally and internationally. The core group will build on existing contacts and relationships as well as developing new ones. The Platform will publish its mission and programme on a dedicated webpage, and use social media actively (LinkedIn, Twitter, Youtube etc) to generate interest and involvement in its activities 7)In association with the Management Advisory Board and Direktionen the Public-Private Platform will develop a realistic set of KPIs against which the success of the Platform in conducting its core tasks will be assessed and evaluated: among these will include 1) ability to generate high quality interdisciplinary research programmes and projects 2) attract external funds, 3) foster young talent, through establishing Ph.D and Post-Doctoral positions 4) initiate collaborations with a range of external partners Co-Organizers: Paul du Gay (IOA) and Carsten Greve (DBP) Outreach Facilitator: Dorthe Pedersen (LPF) Action plan: Fall 2011: Survey/audit of all existing and possible projects and researchers who want to go beyond borders and become a part of the platform community. Town Hall Meeting,and interactive sessions with HODs and researchers at all CBS Departments and Centres Management Advisory Board and External Advisory Board Briefing Event CBS Public-Private Platform Launch event Fall 2011 PhD seminars, research workshops and courses (Publics and Publicness, Ph.D Course) initiated in Fall 2011 (planning) to spring 2012-forward Launch of new Public-Private Trans-Denmark Doctoral Fellow Reading Group Planning of a PhD seminar/workshop on public-private collaboration and public governance to be hosted by CBS in late May 2012 under the auspicies of the CEMS Interfaculty Group on Public Management and Governance. PhD scholarships in partnership: announcements throughout 2011 and 2012 Case based teaching and learning as part of CBS PUBLIC-PRIVATE initiative: Develop teaching cases. Developing Public-Private Internship Programme for CBS students in association with Programme Managers Creation and maintenance of links with new and existing partnerships with, for example, Rambøll, Falck and Danish Industry, etc. Planning of international conference 2012 EFMD: The engaging public(s): May In cooperation with European Foundation for Management Development Public Sector steering group.

24 Creative Enterprise Design (CED) Proposal 25 May 2011 Background. In October 2010, the Creative Enterprise Design platform was launched as a top down initiative by Johan Roos as a way for CBS to capitalize on Denmark s and CBS s design strengths. Its mandate went from being a heavily financed funder and organizer of campus-wide enterprise design projects that would double, and then triple its CBS funding through outside sources, to being a five person research unit with a small budget that would focus on several design-led projects, to being two people teaching and researching enterprise design with no budget. Clearly the CED platform needs to be reconsidered. Is it still a good idea? If so, what should it concentrate on? What level of outreach and activity should it seek? Having spent considerable time talking to CBS HODs, the Danish design community, international business school leaders, students, design-interested executives here and abroad, politicians and government representatives who want to promote design in Denmark, and design-interested corporations, we have concluded that having some kind of CBS-wide initiative around design remains a worthwhile idea: 1) Denmark clearly has great strengths in design, strengths which can be put to use around developing new products, businesses, and industries, and the major Danish political parties are making design a key part of their upcoming platforms. Yet because of how Denmark works institutionally, its design strengths remain extremely fragmented and in need of focus if they are to amount to anything. Oddly enough, CBS as a respected outsider-insider is in a unique position to put Danish design skills to work at the business level most of the DK design stakeholders we have met are very keen to collaborate with CBS on research, education, and practice. 2) Design is becoming a popular approach to doing business and is being mainstreamed at a number of prominent business schools. Given Denmark s design strengths, CBS can capitalize on this wave in ways that other business schools cannot, at least not yet. In particular, CBS could become a lighthouse for creative yet rigorous, humancentered business design, something that many North American and European business schools would like to do but aren t especially equipped to do. 3) Design represents a good meeting ground for scientific and technical approaches to business and artistic, cultural, and philosophical ones. Great design requires both, and hence design is a potentially good vehicle for joining CBS s interests in positivist and humanist approaches to business. 4) There are many design-interested faculty at CBS. Both the responses to CED s original call for projects and the fact that the new group has had over 40 interested contributors suggest that design could easily be a vehicle for crosscampus collaborations. 5) The concept of design will likely appeal to many existing and potential CBS students. It represents many things that students find desirable it s practical, unusual, creative, social, hands-on, adventurous, and potentially brings together many disciplines

25 In the remainder of this document, we lay out CED as it was originally conceived and as it currently stands in terms of purpose, research focus, educational perspective, outreach, and organization. We conclude with next steps suggestions and in particular suggest an alternate platform approach. What is the purpose of the platform? CED s present purpose is to develop a new, internationally recognized approach to enterprise-level design using creative design methods, one that can demonstrably improve the functioning of enterprises (which includes public organizations, businesses, ventures, and institutions), and through this contribute to the field of enterprise design and education. Historically there has been a big divide between classical organizational design, which takes an analytic, decisional approach to improving organizations (e.g. Nystrom and Starbuck, 1981; Foss, Laursen and Salter, 2006; Laursen and Pedersen, 2010), and mainstream professional design, where creative haptic/visual methods are used to invent and improve products, services, experiences, and social systems (e.g., Brown, 2008). For the most part, these two worlds have not talked to one another. Yet this is starting to change, especially since the publication of Boland and Collopy s widely read book Managing as Designing (2004), and the special design issue of Organization Science (Dunbar and Starbuck, 2006), both of which call for more creative, hands-on approaches to organization design. Correspondingly, the intention with CED is to directly experiment with applying designerly design to enterprise level design in an attempt to improve firm performance and to augment the practice of enterprise design. It is meant to be a way for CBS to 1) reach out to the business community in inventive yet academically sound ways, 2) put CBS on the map from a design perspective and 3) distinguish it from the other design-interested business schools which focus more on product and service-level design (e.g. Rotman, Aalto, Stanford, Case Western, MIT, Imperial, RMIT). What is the research focus? Reflecting the pluralist CBS research landscape, CED s original research intent was to broadly improve the practice and theory of enterprise design using a wide variety of research foci and research groups. It was to be a Bauhaus of Design at the enterprise level, with many interacting projects. We sought unusual, applied research projects that were deliberately cross disciplinary, cross department, and cross community. In line with this, responses to the CED Call-for-Projects ranged from inventing new business modeling methods via Lego Mindstorms, to using survey data, qualitative data, and quasi-field experiments to advance radical innovation. In January, CED s mandate to be a project organizer and funder was dropped, and we (Jan Rose Skaksen, Daved Barry, and Stefan Meisiek) were asked to develop our own research approach to enterprise design and hire one or two others to the platform (which never happened the platform was frozen before that could take place). The three of us decided to pursue an E(vidence) D(esign) E(vidence) research framework (EDE), where hardcore evidential research methods (e.g. econometrics, survey methods) would provide strong data around a design problem (e.g. restructuring an industry or company), which would in turn inform an active, experimental design process. As new designs were tried, more hard evidence would be gathered on the design s impact and effectiveness. With the change in CBS leadership in March, Jan Rose Skaksen resigned as co-director, and since April our - 2 -

26 research focus has turned to using qualitative, interpretivist approaches (following Weick, 1995; Czarniawska, 1997; Gadamer, 2004; Hatch and Schultz, 2008). We have several research projects underway or in the planning stage, as follows: A comparative study of designer-based approaches to organization design. Here we are asking designers to work on HBS organization design cases (using verbal protocol methods) and comparing their methods and outcomes to executives and McKinsey consultants who have designed organizations. The aim is to see what a creative design approach can yield (and what it cannot). The study is about a third of the way finished. Redesign of the Medicon Valley Life Science cluster. The research aim for CED is to experiment with applying creative design methods to cluster design and seeing how they fare. Several Swedish and Danish ministries, regions, and companies are involved in this. If the project receives the anticipated funding, it will potentially involve a variety of CBS faculty, design faculty from other schools, and Medicon Valley stakeholders. The Government Studio Project. This project works with SKAT to investigate how design-led studio methods might be used to create organizational change. Stefan Meisiek has worked with SKAT to form a quasi experiment, where temporary studios have been formed to address the division between tax policy makers and policy implementers. This project is about halfway done, and SKAT is considering rolling out the concept nation wide. CED does not receive funding for this. The workings of Danish Design. Here we are collaborating with Danish Design Associates to make a qualitative, evidential study of Danish design determining how and where it is (and isn t) working using contrasting case methods. DDA is assisting with finding funding for the project. Radical Change. A fourth project is concentrating on how firms radically innovate on meaning, and in particular how they find and work with outsiders to come up with radically new designs for their business and products. We are currently looking for funding sources. AmCham and Foreign Investment. Jan Skaksen, Torben Pedersen, and others are working with AmCham to consider how Copenhagen and Denmark might redesign the regulatory environment to attract more foreign investment and talent. Robotics Project. Following on an previous CEBR study on the Danish robotics industry, Jan Skaksen, Roberto Verganti, and others are studying how Danish robotics might be made more distinctive using design methods. CED Consortium Project. We plan to form a consortium of companies that wish to actively experiment with creative enterprise design. Companies would contribute money and time, similar to the programs at the Hasso Platner Institute and Stanford s DSchool. Unlike these programs however, this consortium would entail having company executives experimenting with different design methods and approaches, perhaps with input from professional designers. Companies that have expressed interest include L Oreal, Eon, Mars Food, Kvadrat, and Polyform. What is the educational perspective of the platform? There is a CED course (Creative Enterprise Design) starting in September, 2011, and our hope was to tie this course and future ones to the design minor run by Tore Kristensen and - 3 -

27 the undergraduate Engage courses. With this, we plan to have CBS students work on the projects listed above, both within CBS courses and as thesis projects. We have a PhD student, Maria Lundberg (supervised by Stefan Meisiek), and several masters students doing CED-related theses. We also hope to create an enterprise-level master program in design, geared towards design managers and executives. We might want to run this program together with some foreign institutions, and have recently been talking to the Sauder Business School (Vancouver) about making this happen. It could also draw from the social science master Organisational Innovation and Entrepreneurship, which has a course on Innovation and Art / Aesthetics, where several design cases are used. This program has students who would also see design-topics as natural master theses projects. The competition is Stanford s D-school, Gothenburg s Business&Design Lab, Aalto, Rotman, Waterhead, Temple s School of Design Thinking, Hasso Platner at Potsdam, and others, since design thinking is a module that soon every MBA program will have. What outreach activities are planned? We have developed strong ties with professional associations like Danish Designers, the Danish Design Association, and the Danish Design Center. All of these groups have offered to help CED projects, primarily through brokering introductions to design companies, designers, and fund managers. We also have formed or are planning to form working relationships with several Danish design companies, including E-types, Hatch and Bloom, Kontrapunkt, Red Associates, and the Italian design company Polyform. In line with the CED Consortium Project, we are working on forming ties with a number of design interested businesses and organizations, including Novo Nordisk, Bang and Olufsen, various Medicon Valley firms, Vestas, Velux, Lego, L Oreal, Eon, and Mars Foods. We are actively pursuing collaborations with other schools with the intention of creating joint courses, programs, and exchanges. Educational institutions that we are connected with or planning to connect to include the Danish Design School, the Aarhus School of Architecture, the Mads Clausen Instituttet at Syddansk University, Politecnico di Milano, Illinois Institute of Technology, Delft University of Technology, Faculty of Industrial Design Engineering Royal College of Art (London), the Stanford D-school, Hong Kong Polytechnic University, the Art Center College of Design in Pasadena, the Pratt Institute in New York, Aalto University, the Hasso Platner Institute in Potsdam, and the Rhode Island School of Design. We are also planning outreach activities with business schools at Harvard, MIT, University of British Columbia, Rotman, University of Ohio (Cleveland), and Temple University. We plan to apply for any funding that the DK Design 2020 initiative might generate and we are going to compete for it with some of the partners listed above. Further, we hope to apply for the usual annual state grant money and to look for EU money that will be forthcoming from their new initiative that focuses on design (note: Roberto Verganti is part of the EU committee that will make these decisions)

28 Lastly, we plan to have an international CED conference next year that will invite many of the above groups, and to participate in several design conferences that are coming up. Along these lines, Stefan has formed a standing workgroup at EGOS (Art, Design, and Organization), which will also concentrate on design and lead to several special issues in Organization Studies. Who is involved/how is the platform organized? Daved Barry is currently the director and Stefan Meisiek is a half time contributor. People who either work with or help advise the platform include Roberto Verganti, Robert Austin, Daniel Hjorth, Rasmus Pedersen, Suzan Boztepe (though Suzan s contract with CBS expired and she has taken other employment), and Henrik Hermansen as CED s part time, volunteer administrator. At this point, CED needs another co-director, preferably an internationally well-respected CBS insider, and a full time administrative person who can also handle fund raising. We also plan to form an advisory board consisting of top design interested academics like Andy Van de Ven, and executives here and abroad. The purpose of the board would not only be to suggest and comment on CED activities but to also broker contacts for research and funding. In terms of governance, the CED director(s) will continue reporting to the CBS president and possibly Direktionen on a quarterly basis. They will also provide a yearly summary of initiatives and outcomes for the Academic Council, the CBS directorship, and other stakeholders (such as CBS HoDs). Next Steps Currently, CED has a very selective focus, concentrating at the organizational level using creative design methods, and running projects with two or three of the people mentioned above (e.g. Daved Barry, Stefan Meisiek, Roberto Verganti). Given our understanding of the CBS design landscape however, this setup is questionable. As previously noted, the recent initiative surfaced some 40 CBS researchers who are intrinsically interested in design, most of whom are different from those who applied to CED s call-for-projects. Importantly, quite a few of the CED proposals lacked a design orientation. While those applying to CED were seeking large funds (typically 1-3 million kroner), those signing up to already have funds or wish to work with one another to raise funds. This group is also extremely varied in how they conceive of and work with design. Some work with product and service design while others are interested in macro, system level design. Some use qualitative-interpretivist approaches while others are more quantitative-positivist. Some are doing participative, action based research while others are interested in doing more basic research. We believe that the group better represents core design interests and abilities at CBS, and that if CBS wants to successfully compete with the many design initiatives at other schools, it will need to form a design platform or program that harnesses all these interests at the global level. With some work, CBS could become the international center of design at business schools, a place where state-of-the-art, business-related design research, education, and practice takes place. Such a position would help CBS both reputationally and financially, helping to attract foreign students, international companies, - 5 -

29 and form exportable education programs. For this to happen though, the platform would need more resources and a different structure. If such a platform or program were created, then the current CED efforts would become an affiliated project stream within a vibrant community of design projects, conferences, and workshops. Here, creative enterprise design would not be design as making something stand out. Rather, it would be a novel form of organizational pragmatics, a style of organizational creativity that has entrepreneurial overtones. References Boland, R. and Collopy, F Managing as designing. Stanford Business Books: Palo Alto, California. Brown, T Design thinking. Harvard Business Review, June: Czarniawska, B Narrating the organization: dramas of institutional identity. University of Chicago Press: Chicago. Dunbar, R., and Starbuck, W Learning to design organizations and learning from designing them. Organization Science, 17(2): Foss, N., Laursen, K., and Pedersen, T Linking customer interaction and innovation: The mediating role of new organizational practices. Organization Science, Articles-in- Advance: Gadamer, H.G Truth and Method. 2nd rev. edition. Crossroad: New York. Hatch, M.J. and Schultz, M Taking brand initiative: How companies can align strategy, culture, and identity through corporate branding. Jossey Bass: London. Laursen, K. and Salter, A Open for innovation: The role of openness in explaining innovation performance among U.K. manufacturing firms. Strategic Management Journal, 27: Nystrom, P. and Starbuck, W Handbook of organizational design: Volume 1: Adapting organizations to their environments. Oxford University Press: London. Weick, K.E Sensemaking in Organizations. Sage: London

30 Art, Design, and Organization (ADO) Proposal 25 May 2011 Introduction The Creative Enterprise Design (CED) BiS Platform is currently up for review. In the CED proposal, we (Daved Barry and Stefan Meisiek) suggest that CBS form a design platform that has a broader, more inclusive mandate. With this, we also suggest that the CED research activities, which stress the creative design of organizations, be turned into a program that is affiliated with, but functions independently of the new design platform and other creativity programs at CBS (e.g., Creative Encounters, the Creative Business Processes program, Imagine). We propose calling it Art, Design, and Organization (ADO, as in much ado about something), though we are very open to other possibilities. This title is consistent with Art, Design, and Organization at EGOS (European Group of Organization Studies) a new standing workgroup developed by Stefan Meisiek that will bring together global scholars working in the area and which will contribute to several ADO-themed issues of Organization Studies. The ADO program will promote both applied and basic research aimed at humanizing and improving organizational functioning through arts-based, aesthetically oriented perspectives. In this context, the term art points to both the fine arts (the big A art of the formal art world) and the craft arts ( little a art, especially aesthetically oriented practices e.g. creative cuisine, architecture, narrative change; cf. Davies, 2007). It would involve people interested in the artistic and aesthetic side of management and organization, arts-based organizational change and development, and the artful design of organizations. This includes not only people at CBS, but a growing global community; e.g. AACORN (Arts, Aesthetics, Creativity, and Organization Research Network) which was founded by Daved Barry in 1995 and which now has around 300 scholars and practitioners worldwide, the journal Organizational Aesthetics (http://ojs.wpi.edu/index.php/orgaesthetics/index), where Stefan Meisiek is on the editorial team and Daved Barry on the editorial board, and the international Art of Management conference which has been running since ADO directly reflects the push within business education towards the liberal arts, e.g., the Carnegie 2 Report (Colby et al, 2011) which calls for making the humanities an integral part of basic business training, as well as the general uptake of arts and aesthetics into business (cf. Barry and Meisiek, 2010a for a general review, as well as Austin and Devin, 2004; Guillet de Monthoux, 2004; Barry and Meisiek, 2010b; Barry, 2008, 2011; Scherdin and Zander, 2011). The program would use some of the funds earmarked for CED to pay for program management, conferences, fund raising, company outreach activities, education development, and similar expenses, and would have a five year window in which to become self funding. In the paragraphs that follow, we sketch out how ADO might work in terms of purpose, research, education, outreach, and organization

31 What is the purpose of the platform? ADO s purpose is to create a useful arts-based complement to scientific business research and practice, one that both humanizes organizational functioning and improves organizational performance. Subgoals include: becoming the world s leader in arts-based organizational research and practice creating international arts-and-business projects; working with other ADO groups around the world connecting CBS interests in arts, aesthetics, and business developing workable, arts-based, aesthetically sophisticated methods for designing and changing organizations setting a new bar for research in the area, including more rigorous testing of artsbased methods, and critical evaluation of arts-based theorizing developing new theory publishing in A-level journals, publishing books and practitioner material establishing epistemological and ontological ground for art, design, and organization to talk to one another developing an internationally sought after ADO bachelor and master program developing new arts-and-business pedagogies and teaching materials: cases, object libraries, videos, virtual studio tools, etc. attracting a strong cohort of PhDs establishing working ties to large organizations that are already working in this way What is the research focus? ADO research will largely take a qualitative research approach that assumes an interpretivist position (following Weick, 1995; Czarniawska, 1997; Gadamer, 2004; Hatch and Schultz, 2008), but we are certainly open to more quantitative approaches, especially when it comes to evaluating methodological effectiveness and program impact. We have several research projects underway or in the planning stage, as follows: Artful making (Robert Austin and Shannon O'Donnell). This is a long term, grounded theory project based on 35 case studies across a range of productive activities (from the arts to entertainment and media, to drug development) aimed at discovering the common principles, processes, and practices employed by innovators as a function of the general characteristics of the conditions in which they work. This work has resulted in a number of published teaching cases and a curriculum now widely used around the world for teaching management in creative companies. NyX (Stefan Meisiek and Daved Barry). This is an theory building paper on arts-based intervention. We are using longitudinal data from an evaluation study of 19 Danish artist-led innovation projects that were part of the NyX Innovation Alliance. A comparative study of designer-based approaches to organization design (Daved Barry). Here we are asking designers to work on HBS organization design cases (using verbal protocol methods) and comparing their methods and outcomes to executives and McKinsey consultants who have designed organizations. Valuing design: Meaning, identity and design in a postindustrial society (Daniel Hjorth, Robert Austin, Pierre Guillet de Monthoux, Roberto Verganti, Hallur Siguardson) The aesthetics of business competitiveness (Daniel Hjorth, Robert Austin) - 2 -

32 In the museum of last things: Performing organising (Daniel Hjorth, Chris Steyaert, University of St Gallen). This is a project on performing research in society; performing as researcher, and writing performatively. Understanding entrepreneurship assisted by literature (Daniel Hjorth). This project investigates reading literature as relevant basis for a more precise conceptualization and analysis of entrepreneurship in society. A philosophy of entrepreneurship (Daniel Hjorth, Robin Holt, Liverpool University, School of Management). Radical Change (Roberto Verganti and Daved Barry). This project concentrates on how firms radically innovate on meaning using artistic methods, and in particular how they find and work with outsiders to come up with radically new designs for their business and products. When Models Become Us (Daved Barry and Stefan Meisiek). A longitudinal analysis of the Lego Serious Play system used at the Lego sponsored Imagination Lab. We have a five year data base which depicts the dynamics, upsides, and downsides of tangible business modeling. Studio approaches to organizational problems (Stefan Meisiek) Organization theater and synoptic power (Stefan Meisiek and Richard Badham at Macquarie University, Melbourne). A study of the interrelationship of organization theater and power considerations. Design thinking in public administration (Christian Bason). A PhD thesis on how design methods can be used in public institutions. Leadership aesthetics (Maria Lundberg). PhD thesis. Marketization of the cultural sector (Soren Friis Moeller). PhD thesis. What is the educational perspective of the platform? There are several ADO related courses at the master level, including the Fine Art of Leadership, Management and Organization in the Creative Society, Innovation and Art/Aesthetics, Leadership in Creative Organizations, and Creative Enterprise Design. MPP also has several PhD students working in this area: Maria Lundberg, Soren Friis Moeller, Christian Bason, Martin Gylling, as well as several masters students doing ADOrelated theses. We are working on creating an ADO master program, tentatively called the MBArts. A group at MPP has been working on this for about a year (Daved Barry, Stefan Meisiek, Robert Austin, Shannon O Donnell, Daniel Hjorth, Pierre Guillet de Monthoux, Roberto Verganti, Soren Friis Moeller, Ole Fogh Kirkeby) and plans are being made to bring the concept through the necessary regulations. This program will seek an international student body, initially targeted at mid to senior level managers who are looking for aesthetically sophisticated, artistically creative approaches to executive work. It will also connect to similar courses and programs at other universities (e.g. St. Gallen, Imperial College, WPI, University of British Columbia, McGill, Harvard, Politecnico di Milano, IAE Aix Graduate School of Management). We plan to develop a teaching case database for art, design, and organization. It would be a longer-term goal to link the cases to the European Case Clearing House. It would provide a - 3 -

33 broader audience with access to quality cases in our area of research. These cases would be different from HBS teaching cases in that they don t stress decision moments, but offer an appreciative and context-oriented way of learning about management and organization. This means that the cases would circle around design tasks, arts-based interventions, and a concern with evocative objects and actions. What outreach activities are planned? Currently our ADO network includes ties to professional associations like Danish Designers, the Danish Design Association, and the Danish Design Center, programs like the Chair of Creation and Creativity (Advancia-Negocia Graduate Business School, Paris), and art institutions such as the Serralves Foundation (Portugal). We also have formed or are planning to form working relationships with several Danish design companies, including E- types, Hatch and Bloom, Kontrapunkt, Red Associates, and the Italian design company Polyform, as well as large multinationals interested in artful organization design Novo Nordisk, Bang and Olufsen, Vestas, Velux, Lego, L Oreal, Eon, Siemens, Unilever UK, and Mars Foods, P&G Clay Street, Nike Innovation Kitchen, Google, and Microsoft Netherlands. We will actively pursue collaborations with other schools with the intention of creating joint courses, programs, and exchanges. Educational institutions that we are connected with or planning to connect to include the Royal Danish Art Academy, the University of Paris Panthéon-Sorbonne, the Danish Design School, the Aarhus School of Architecture, Politecnico di Milano, Illinois Institute of Technology, Delft University of Technology, Royal College of Art (London), the Stanford D-school, Hong Kong Polytechnic University, the Art Center College of Design in Pasadena, the Pratt Institute in New York, Aalto University, and the Rhode Island School of Design. We are also planning outreach activities with business schools at Harvard, MIT, University of British Columbia, Rotman, University of Ohio (Cleveland), and Temple University. We plan to apply for any funding that the DK Design 2020 initiative might generate and we are going to compete for it with some of the partners listed above. Further, we hope to apply for the usual annual state grant money and to look for EU money that will be forthcoming from their new initiative that focuses on design (note: Roberto Verganti is part of the EU committee that will make these decisions). We also are heavily involved with planning and running the ADO program at EGOS. This year there were over 50 submissions, making it one of the most popular EGOS tracks, and we have agreements with Organization Studies to assemble several special issues on ADO. Who is involved/how is the platform organized? Daved Barry would be the program director and Stefan Meisiek would contribute half of his time to program management and development. We would hire an administrative person to help with logistics and fund raising. CBS people initially affiliated with the program would include Daniel Hjorth, Roberto Verganti, Robert Austin, Shannon O Donnell, Rasmus Pedersen, Suzan Boztepe, Pierre Guillet de Monthoux, Mads Mordhorst, Ole Fogh Kirkeby, Martin Kornberger, Soren Friis Moeller, Martin Gylling, Maria Lundberg, Christian Bason, Henrik Hermansen. We would also involve researchers from other universities, including Mary Jo Hatch (Darden), Steven Taylor (WPI), Antonio Strati (University of Trento), Ralph - 4 -

34 Bathurst (Massey), Matt Statler (Stern School of Business, NYU), Donatella de Paoli (BI, Oslo), Stephen Linstead, Professor (York University), Donna Ladkin (Cranfield Business School), Clive Holtham (Cass Business School), Maria Bonnafous-Boucher (Advancia-Negocia, Paris), Moura Quayle (UBC, Vancouver), Thomaz Woods Jr. (Fundacao Gertulio Vargas, Brazil), Ariane Berthoin Antal (Wissenschaftszentrum, Berlin), Nancy Adler (McGill, Montreal),Shari Tishman (Director of Project Zero, Harvard School of Education), Ulla Johansson (head of the Business and Design Lab at Gothenburg University), as well as respected artists working with art, economics, and organization; e.g. Henrik Schrat, Teike Asselberg, Phillipe Mairesse, Yann Toma, Stefan Haefliger, Lucy Kimbell. We expect quite a few others to show interest, both at CBS and abroad. We also plan to form an advisory board consisting of top ADO interested academics like Mary Jo Hatch, Barbara Czarniawska, Jean Bartunek, Andy Van de Ven, and executives like Anders Byriel and Mads Ovlisen. The purpose of the board would not only be to suggest and comment on ADO activities but to also broker contacts for research and funding. In terms of governance, the ADO management group will report to the CBS president and possibly Direktionen, providing a yearly summary of initiatives and outcomes for the Academic Council, the CBS directorship, and other stakeholders (such as CBS HoDs). References Austin, R. and Devin, L Artful making: What managers need to know about how artists work. Oxford: Oxford University Press. Barry, D The art of. In Barry, D. & Hansen, H. (eds), The Sage Handbook of New Approaches in Management and Organization. London: Sage Publishing, pp Barry, D Art and entrepreneurship, apart and together. In Scherdin, M. & Zander, I., (eds), Art Entrepreneurship. London: Edward Elgar Press. Barry, D. and Meisiek, S. 2010a. Seeing more and seeing differently: Sensemaking, mindfulness, and the workarts. Organization Studies, 31(11): Barry, D. and Meisiek, S. 2010b. The art of leadership and its fine art shadow. Leadership, 6(3): Colby, A., Ehrlich, T., Sullivan, W M. Dolle,, J R (forthcoming). Rethinking undergraduate business education. Jossey Bass: NY. Czarniawska, B Narrating the organization: Dramas of institutional identity. University of Chicago Press: Chicago. Davies, S Philosophical perspectives on art. Oxford University Press: Oxford. Gadamer, H.G Truth and Method. 2nd rev. edition. Crossroad: New York. Guillet de Monthoux The art firm: Aesthetic management and metaphysical marketing. Stanford Press: Palo Alto

35 Hatch, M.J. and Schultz, M Taking brand initiative: How companies can align strategy, culture, and identity through corporate branding. Jossey Bass: London. Scherdin, M. & Zander, I Art Entrepreneurship. London: Edward Elgar Press. Weick, K.E Sensemaking in Organizations. Sage: London

36 N O T A T Budget At the meeting of the Board in April 2011, the Board decided to: To allocate an extra DKK 3 mill. to Department Heads - in total DKK 9,4 mill. in See the distribution of funds between Departments below. To transfer DKK 6.1 mill in 2011 and DKK 14 mill in from the BiS Budget to the VIP Budget To ask Academic Council and Department Heads for advice concerning the use of DKK 10.4 mill. in 2012 and DKK 13.4 mill in Table 2 in the budget note (Notat om strategiske initiativer ift. budgettet for basisforskning i 2011) shows the breakdown of the research budget in The transfer of DKK 6.1 mill in 2011 and DKK 14 mill in from the BiS Budget to the VIP Budget makes it possible to increase the number of VIP positions with around 20 positions. If CBS chooses to use the additional funds (DKK 10.4 mill. in 2012 and DKK 13.4 mill in 2013) for VIP positions, it will make it possible to increase the number of VIP positions with another 20 positions. However, when choosing how to use the funds we should be aware of the uncertainties in the budget situation in 2013.

37 Samlet liste Tildeles HoD TAP/A 2011 Development Fund AØ JUR CKK LPF DBP PEØ & CVL FIN INF CAICT ECON IOA RR SMG INT INO IKL IKK ISV I alt To be distributed to departments (Department Head Development Fund) ULJ

38 N O T A T Bestyrelsen Revideret budgetoversigt Hermed et revideret 3-års budget for CBS på basis af det endelige regnskab for 2010 samt de indtægtsforudsætninger og de centrale fremskrivninger af løn- og driftsomkostninger, der var gældende, da 3-års budgettet blev forelagt for bestyrelsen i marts På baggrund af den seneste dialog i bestyrelsen og med institutledere den 4. april samt akademisk råd den 5. april om strategien samt tilbagemeldinger fra de aktivitetsansvarlige for de strategiske initiativer samt øvrige investeringer, er budgettet for de strategiske initiativer og de øvrige investeringer revideret, jf. nedenfor. 7.april 2011 Leadership Team Notatet indeholder: 1. revideret budget for implementering af CBS' strategi og øvrige investeringer; 2. en oversigt over de budgetterede indtægter og udgifter for sammenlignet med de foregående års regnskaber og det endelige regnskab for 2010; 3. forslag til anvendelse af foreløbigt forventet overskud i Budget for implementering af CBS' strategi Budgettet for de strategiske initiativer i er revideret efter forelæggelsen i marts 2011, jf. særskilt notat. Tabel 1: Finansiering af CBS' strategi Mio. kr prisniveau B-2011 M arts-11 B-2011 April-11 B-2012 FL-11 BO1 B-2013 FL-11 BO2 BiS-initiativer 20,0 2,0 6,0 6,0 Strategiske VIP-ansættelser (tidl. BiS) 6,1 14,0 14,0 Reserveret til strategiske VIP eller BiS-platforme 10,4 13,4 Copenhagen Innovation and Entrepreneurship Lab (CIEL) 3,3 2,8 5,0 3,9 Information and Communication Technology (ICT)-initiativer 4,0 1,6 4,0 4,0 EngAGE 0,0 0,0 0,0 0,0 LT Investment Fund/LT-reserve 7,0 7,0 4,0 4,0 Udvikling af strategiske alliancer 1,0 0,2 0,5 0,5 Kommunikationsindsats 0,8 0,2 0,5 0,5 Fundraising (konsulenter og events) 0,8 0,2 0,5 0,5 Campus-udvikling, ny adm. organisering, indflytning af centre 6,0 6,0 1,9 Studieområdet-analyse 1,0 0,5 1,0 1,0 I alt - strategi formål 43,8 26,7 47,8 47,8

39 De reviderede forventninger til afløbet af budgettet for de strategiske initiativer resulterer i en forventning om et mindreforbrug på 17,1 mio. kr. ift. budgettet, der blev forelagt bestyrelsen i marts. Det skyldes hovedsageligt, at de planlagte strategiske VIP-ansættelser først vil få fuld virkning i 2012, jf. særskilt notat. Dette faktum var ikke helt ukendt ifm. marts-mødet, men efter konsultation af den tidligere bestyrelsesformand blev der stillet forslag om et nulbudget i marts baseret på fuldt afløb af strategimidlerne i Dertil kommer budgetterne for CBS' øvrige investeringer. Her er der også sket enkelte ændringer siden bestyrelsens martsmøde. Til sammenligning er marts-mødets tal anført i kolonne 1. Tabel 2: CBS' investeringer i øvrigt Mio. kr prisniveau B-2011 M arts-11 B-2011 April-11 B-2012 FL-11 BO1 B-2013 FL-11 BO2 Nyt studieadministrativt system 10,0 8,0 10,0 10,0 Ramme til administrative systemer 4,0 4,0 4,0 4,0 Ramme til Campus-vedligeholdelse 3,0 3,0 3,0 3,0 Nyt cbs.dk 3,0 1,7 1,3 Alumni-system 1,0 0,7 0,3 I alt - investeringsbudget 21,0 17,4 18,6 17,0 Efter budgetrevisionen er de forventede udgifter til nyt studieadministrativt system forskudt, således at der nu forventes anvendt 8 mio. kr. i 2011 og 10 mio. kr. i 2012 og Budgettet for udvikling af et nyt cbs.dk er revideret, og forventningen er, at der vil være udgifter til konsulenter og andre udgifter i efteråret 2011 på ca. 1,3 mio. kr. I 2012 forventes det resterende budget på 1,7 mio. kr. brugt. Udviklingen af det nye Alumni-system vil bygge på den platform, der bliver valgt til det ny cbs.dk, og derfor vil der først kunne startes på dette projekt sidst på året. Derfor er forventningen nu, at der kun vil være et mindre afløb på ca. 0,7 mio. kr. til konsulenter i 2011, og det resterende budget forventes brugt i Samlet forventes der således et mindreforbrug på 3,6 mio. kr. i 2011 ift. det oprindeligt budgetterede på CBS' øvrige investeringer. 2. Budget for CBS Til sammenligning er anført regnskabstallene for i løbende priser. Budgetterne for er i 2011-prisniveau. 2

40 I 2013 er der vist to scenarier for udmøntninger fra globaliseringsmidler og omstillingsreserven i 2013: ét hvor de taxameterløft, der blev besluttet som led i FL-2010, er rullet helt tilbage (inkl. årlige 2 pct. besparelser på taksterne) og et andet, hvor taxameterløftet fastholdes (men hvor de årlige 2 pct. besparelser er gennemført), samt hvor CBS' andel af de hidtidigt udmøntede basismidler på 40 mio. kr. fra globaliseringspuljen er videreført. Tabel 3: Budget/resultatprognose for CBS Resultatopgørelse/Prognose Løbende priser 2010 B-2011 BO-2012 P/L-2011 BO-2013 BO-2013 Ex. Taxa + glob. Driftsindtægter Statstilskud direkte til CBS Statstilskud søgt i konkurrence Tilskud fra private og andre ikke statslige enheder Studerendes deltagerbetalinger Øvrige indtægter Driftsindtægter ialt Lønomkostninger VIP-løn DVIP-løn TAP-løn Andre lønomkostninger Lønomkostninger i alt Driftsomkostninger Husleje og ejendomsskatter Bygningsdrift og -vedligeholdelse ialt Andre driftsomkostninger Konferencer og tjenesterejser Øvrige driftsomkostninger Andre driftsomkostninger ialt Driftsomkostninger ialt Resultat før afskrivninger & finansielle poster Af- og nedskrivninger på bygninger Af- og nedskrivninger på anlæg ekskl. bygninger Resultat før finansielle poster Renteindtægter Finansielle omkostninger Resultat Alle indtægtsforudsætninger er uændrede ift. den version af 3 års budgettet, der blev forelagt for bestyrelsen i marts Indtægtsbudgettet justeres ved 1. kvartalsopfølgning, som sættes i gang primo april - og forelægges for bestyrelsen på juni-mødet. Budgettet for VIP-lønomkostninger er ændret som konsekvens af revisionen af de strategiske initiativer for VIP-lønbudgettet. De øvrige lønbudgetter er uændrede ift. martsversionen, herunder reduktionen af TAP-lønnen med hhv. 6 og 21 mio. kr. i 2011 og Budgetterne for husleje og ejendomsskatter samt bygningsvedligeholdelse er ligeledes uændret ift. marts-versionen af 3-års budgettet. De forventede omkostninger til konferencer og tjenesterejser og øvrige driftsomkostninger er revideret efter gennemgangen af budgetterne for de strategiske initiativer. 3

41 Endelig er af- og nedskrivninger på bygninger, øvrige afskrivninger samt renteindtægter og -udgifter uændret ift. marts-versionen. Forventningen til det samlede resultat for 2011 er dermed ændret til 20,7 mio. kr. i kraft af et forventet mindreforbrug på de strategiske initiativer og CBS' øvrige investeringer i året. Det foreslås, at det forventede overskud i 2011 reserveres til at kunne understøtte VIPbudgettet i 2013, således at et større fald i antallet af fastlære kan afværges (ved færre statslige bevillinger). 3. Indstilling Det indstilles: at bestyrelsen godkender, at de uforbrugte midler i 2011 overføres til VIP-budgettet i 2013 at bestyrelsen i øvrigt tager den reviderede 3-års oversigt til efterretning. Venlig hilsen Leadership Team 4

42 Bestyrelsen Notat om strategiske initiativer ift. budgettet for basisforskning i 2011 Hermed redegøres for den reviderede forventning til fremdrift og budgetafløb på de strategiske initiativer sammenholdt med de midler, der er afsat til basisforskning i CBS' budget for april 2011 Leadership Team Dette notat indeholder: 1. et revideret budget med kommentarer for de strategiske initiativer; 2. en oversigt over de afsatte midler til basisforskning, herunder budgetforudsætninger i årsværk. 1. Revideret budget for de strategiske initiativer På baggrund af den seneste dialog i bestyrelsen, LT s dialog med institutledere den 4. april og akademisk råd den 5. april om strategien, samt tilbagemeldinger fra de aktivitetsansvarlige for de strategiske initiativer er budgettet for de strategiske initiativer revideret, jf. nedenfor. Tabel 1, Revideret budget for strategiske initiativer ' Mio. kr prisniveau B-2011 M arts-11 B-2011 April-11 B-2012 FL-11 BO1 B-2013 FL-11 BO2 BiS-initiativer 20,0 2,0 6,0 6,0 Strategiske VIP-ansættelser (tidl. BiS) 6,1 14,0 14,0 Reserveret til strategiske VIP eller BiS-platforme 10,4 13,4 Copenhagen Innovation and Entrepreneurship Lab (CIEL) 3,3 2,8 5,0 3,9 Information and Communication Technology (ICT)-initiativer 4,0 1,6 4,0 4,0 EngAGE 0,0 0,0 0,0 0,0 LT Investment Fund/LT-reserve 7,0 7,0 4,0 4,0 Udvikling af strategiske alliancer 1,0 0,2 0,5 0,5 Kommunikationsindsats 0,8 0,2 0,5 0,5 Fundraising (konsulenter og events) 0,8 0,2 0,5 0,5 Campus-udvikling, ny adm. organisering, indflytning af centre 6,0 6,0 1,9 Studieområdet-analyse 1,0 0,5 1,0 1,0 I alt - strategi formål 43,8 26,7 47,8 47,8

43 Der foreslås en ændring af budgettet for BiS-initiativerne (BiS platforme), således at VIP-ansættelser flyttes ud af BIS-budgettet til posten "Strategiske VIP-ansættelser", der disponeres af forskningsdekanen. Således afholdes der primært driftsudgifter under BiS-platformenes budgetter. Dette sker for at sikre, at nyansættelser både får et strategisk og et samlet driftsmæssigt perspektiv. Der er afsat 2 mio. kr. til hver platform om året. I 2011 budgetteres med et forventet forbrug på 2 mio. kr. på de tre platforme. Under "Strategiske VIP-ansættelser" er der budgetteret med 6,1 mio. kr. i 2011 og 14 mio. kr. i 2012 og 2013 svarende til ca. 20 VIP stillinger fuldt indfaset. Rekrutteringen finder sted i 2011 og vil i al væsentlighed få fuld effekt i På baggrund af revisionen af de øvrige budgetposter foreslås hhv. 10,4 mio. kr. i 2012 og 13,4 mio. kr. i 2013 reserveret til yderligere strategiske ansættelser eller fx BIS-platforme. LT vil vende tilbage til bestyrelsen med forslag til udmøntning heraf i 2011 efter konsultation af bl.a. Akademisk Råd. Under Copenhagen Innovation and Entrepreneurship Lab (CIEL) indgår dels CBS' bidrag til dette initiativ, som forventes at starte 1/ og vare 2 år, dels omkostninger til CBS School of Entrepreneurship. De forventede udgifter for CBS' ICT-initiativer er nu kun 1,6 mio. kr., da projekterne skal løbes i gang. Startomkostninger til EngAGE afholdes af uddannelsesdekanens budget. Udannelsen forudsættes at være udgiftsneutral over tid. LT-Investment Fund foreslås nedlagt, da LT ikke ønsker en burokratisk procedure med at udvælge ansøgninger fra institutterne. De tidligere afsatte 7 mio. kr. i 2011 foreslås i stedet anvendt således: 1 mio. kr. er allerede disponeret til projektforslag fra institutterne. Der foreslås allokeret yderligere 3 mio. kr. direkte til institutterne til medfinansiering af forskningsprojekter mv. Det samlede beløb hertil (også kaldet Department Head Investment Fund) når hermed op på 9,4 mio. kr. Midlerne kan ikke anvendes på TAP. Der foreslås opretholdt en LT reserve på 3 mio. kr. til uddeling til projekter i budgetåret. Der kan ikke ansøges herom. Der foreslås i lighed med 2011 opretholdt en LT reserve i 2012 og 2013 på 4 mio. kr. årligt til anvendelse inden for budgetåret. Budgetposterne "Udvikling af strategiske alliancer", "Kommunikationsindsats" og "Fundraising" vurderes nu at have et lavere niveau i 2011 end hidtil forventet. Dette skyldes primært, at anvendelsen af midler på disse områder må afhænge af en ny rektors prioriteringer. Igangværende initiativer vil dog blive færdiggjort. Budgettet til "Campusudvikling, flytninger og ny administrativ organisering" forventes at stige pga. ekstra udgifter til flytning og istandsættelse ifm. implementering af den nye akademiske struktur (samlokalisering af centre med institutter). Derudover vil der være et senere afløb på udgifter til 2

44 Campusudvikling (arkitektkonkurrencen), således at 1,9 mio. kr. vil blive anvendt i Analysen af studieområdet afventer en intern arbejdsgruppes leverance ultimo maj. Herefter kan der starte en analyse med ekstern assistance. Udgifterne hertil forventes at blive 0,5 mio. kr. i Budget for basisforskning på CBS i 2011 CBS' budget for basisforskning er specificeret således i 2011: Tabel 2, Budget 2011 for CBS' basisforskningsmidler (kr.) Løbende priser Budget 2011 Ordinær finansiering til institut og centre Medfinansiering fra Uddannelse World class research environments Department Head investment Fund Forskningsstøtte til institut- og studieledere Overførelser til div. Forskningskonti/co-funding Tillægsbevillingslov, særlige forskningsbevillinger Fordeles til institutter/centre Total VIP-løn (2010 er inkl. udbetaling af feriefridage) = 406 åv 2011 = 405 åv 2011= 11 ekstra åv Frikøb Salg af undervisning VIP Medfinansiering fra Uddannelse Afregning for øvre og nedre grænse +840/-420 1) VIP-løn Total Phd-løn (2010 er incl. Indtægter ) = 62 åv 2011= 63 åv 2011= 6 ekstra åv Salg af undervisning phd Phd-løn Total PHD/Forskerskoler, Uddannelsestilskud Phd-Uddannelsestilskud Total Diverse driftudgifter (Annoncer,Kantine, Porto,Telefon) Dekanpuljer, licenser, medlemsskaber Dekansekretariatet, løn samt drift Diverse Centrale puljer Total Total forbrug Note 1: En post på 3,0 mio. kr. anvendes til betaling af VIP ernes merundervisning. Ved merundervisning over 840 timer pr. VIP om året udbetales overskydende timer således til det aktuelle institut. Ved mindre undervisning pr. VIP på over 420 timer om året skal institutterne betale 3

45 Den samlede ramme på 252 mio. kr. svarer til Forskningsområdets "CBSgrundbevilling" samt "Særlige forskningsbevillinger" i notat om budget 2011: "CBS' regnskab for 2010 og budgettet for 2011" af 14. marts. Tabel 2 indeholder ikke de forskningsaktiviteter, herunder VIP- og Phd-årsværk, der er eksternt finansierede. Af den samlede CBS-grundbevilling til forskning på 252 mio. kr. i 2011 fordeles ca. 73,5 mio. kr. til institutterne, heraf 23,1 mio. kr. som medfinansiering fra Uddannelsesområdet. Ca. 154 mio. kr. anvendes til forskningsdelen af de videnskabelige medarbejderes løn, heraf 8 mio. kr. som medfinansiering fra Uddannelsesområdet. 23,7 mio. kr. anvendes til forskningsdelen af de ph.d.- studerendes løn. 12,6 mio. kr. anvendes til at finansiere de ph.d.-studerendes uddannelsesudgifter (vejledning, kurser m.v.) og ca. 20 mio.kr. anvendes til øvrige driftsudgifter, herunder til forskningsområdets bidrag til fælles udgifter til porto, telefon m.v. Af de ca. 73,5 mio. kr. til institutterne fordeles 49,2 mio. kr. til afholdelse af udgifter til TAP, drift, men også VIP-aktiviteter. Modellen udløser ressourcer til institutterne på grundlag af en række indikatorer såsom antal videnskabelige stillinger, antal gæsteprofessorer, antal udbudte fag, ECTS og STÅ-produktion. Der indføres i 2011 et TAP-budget, der sætter begrænsninger på andelen af midler, som kan anvendes på TAP. 6,0 mio. kr. fordeles til 6 forskningsmiljøer, der i 2008 blev udpeget som CBS s world class research environments. Bevillingen løber indtil videre indtil udgangen af Som afløsning for den tidligere ledelsespulje etableredes i 2010 en 1-årig pulje: bridging money på 6,6 mio.kr. I 2011 er etableret en Department Head Investment Fund på 6,4 mio. kr. Som nævnt ovenfor er det foreslået at udvide denne ramme med yderligere 3 mio. kr. i Midlerne skal anvendes til at styrke forskningsmiljøet på institutterne ved at støtte forskningsaktiviteter som bl.a. workshops, seminarer, gæsteforskere, forskningsassistenter m.v. Midlerne fordeles til institutlederen med antal VIP som fordelingsnøgle. 1,7 mio. kr. fordeles til institutledere og studieledere for at understøtte deres personlige forskningsaktiviteter. 1,2 mio. kr. anvendes til medfinansiering af forskningsprojekter samt til personlige forskningsprojekter aftalt i forbindelse med rekruttering. 9 mio. kr. omhandler tillægsbevillingslovs-finansierede ph.d.- stipendier og driftsudgifter i forbindelse med ph.d.-uddannelsen. Udgifterne modsvares af indtægter, der udløses på tillægsbevillingsloven. De samlede udgifter til løn til de nuværende internt finansierede videnskabelige medarbejdere er i 2011 budgetteret til 271,5 mio. kr. Hertil kommer 8,0 mio. kr. til medarbejdere, der forventes ansat i 2011 som følge af dispositioner foretaget i De samlede lønudgifter medfinansieres dels gennem indtægter fra frikøb til eksternt finansierede forskningsprojekter på 15,4 mio. kr. og dels ved indtægter fra salg af undervisning på 113,5 mio.kr. En post på 3,0 mio. kr. anvendes til betaling af VIP ernes merundervisning. Ved merundervisning over 840 timer om året udbetales overskydende timer således til det aktuelle institut. 4

46 3. Indstilling Leadership Team indstiller: - at bestyrelsen tager det reviderede budget for de strategiske initiativer 2011 til efterretning. Der henvises til 3-årsbudgettet for forslag om anvendelse af det forventede 2011-overskud; - at bestyrelsen tager redegørelsen for fordeling af midler til basisforskning i 2011 til efterretning. Venlig hilsen Leadership Team 5

47 DRAFT WORLD-CLASS RESEARCH ENVIRONMENTS mid-term evaluation Background The World-Class Research Environment (WCRE) initiative was launched on September 10 th, 2007, see appendix. In line with CBS strategic goals, the stated intention was to create and maintain research environments in selected fields which will be clearly identified externally as among the best in the world. 24 applications were submitted from across CBS. May 25 th 2011 JTV/AI Six proposals were invited to submit full applications and subsequently in spring 2008 each supported with a grant of DKK 1 million per year for a five year period along with additional expectations of outstanding research performance internationally. Further, expectations of self-sustainable research environments in the medium term were expressed. The six CBS world class research environments ( ) supported are: Design and Governance of Economic Institutions Translation Processes and Translation Systems (CRITT) Sources of Institutional Competitiveness (SONIC) Strategic Management and Globalisation (SMG) Financial Risk Management Open Innovation WCRE should operate at (or have the potential to operate at) - in the short to medium term - international standards of excellence. It was outlined that a review of the WCREs should take place during Please find below a description of the purpose and the evaluation model including terms of reference and the time schedule. Appendices: Call for applications September 10 th 2007 Invitation to submit full applications December 19 th 2007 The Seven Pillars of Engaged Scholarship CBS strategy - reinterpreted 2011

48 2 Purpose of the mid-term evaluation The purpose of the mid-term evaluation is three-fold: 1) Assess the WCREs international standing by use of international peers 2) Assess the WCREs progress half-way through its operations 3) Invite recommendations on how to create, maintain and strengthen excellent research environments The evaluation model Half-way through the funding period an evaluation will take place of the selected WCREs. This will take the form of a peer review including quantitative and qualitative evaluation of research outputs and other results according to the proposed business plan. Ref.: Call for applications September 10 th The mid-term evaluation is thought as an academic assessment. Methodologically the evaluation is intended to take form of a peer review. The evaluation model is based on a self-assessment report and a selection of publications being assessed by two peers per WCRE. The evaluation involves a site-visit. In addition to the peer review assessment bibliometric analyses could be included as a supplement to the peer review. Two alternative models for bibliometric analysis could be considered: a) Subject specific WCRE bibliometric analysis as the individual panels finds appropriate. Thus, CBS will support each pair of peers as they request b) A standard-type bibliometric analysis for each WCRE based on the Danish Bibliometric Indicator: Den Bibliometriske Forskningsindikator Further, citation analyses can be considered. CBS will be able to provide such using Web of Knowledge or Scopus as tools. Procedure The WCRE is asked to provide a list of possible evaluators. A list of 4-5 internationally recognized professors (preferable of both sexes) who might serve as peer reviewers, including a short CV and a short statement of the candidates earlier affiliations with CBS is send to the Dean s office, The ordinary rules on conflict of interest are to be regarded. The CBS Library supports the process by providing information on possible co-authorship and standing of the nominated evaluators. From the list the Dean of Research will select 2 evaluators. The WCRE prepares a mid-term self-assessment report, see new paragraph. The evaluators receive the evaluation material and make a site-visit to the WCRE, including dialogue with the faculty. The agenda for the site-visit is prepared by the WCRE and confirmed by the Dean of Research. However, it is expected to include interviews with CBS faculty outside the WCRE.

49 3 Further, the relevant Head of Department is expected to participate in the evaluation exercise. Subsequently the evaluators prepare a written assessment report for the Dean of Research. The WCRE will have the opportunity to comment on the assessment report. The full evaluation material of the six parallel mid-term evaluations (applications, action plans, mid-term self-assessment reports, evaluator s reports and possible comments) will be discussed in the Leadership Team and with the Academic Councils and the Heads of Departments. The mid-term self-assessment report The evaluation material per WCRE will consist of the full application, 2008 the original action plan, 2008 a mid-term self-assessment report, 2011 including short CV s, 10 selected publications and budget and financial reporting ( ) including reflections on the spending of the grant Information on WCRE staff in relation to the hosting Department (2008 & 2011) The mid-term self-assessment report is expected to be illustrative of the activities and research production at the WCRE and as a minimum critical reflect efforts, progress and results in relation to the success criteria set out for WCREs. The expectations of outstanding research performance internationally have been made more specific as stated in the success criteria. The success criteria by which the initiatives should be judged are (Ref. December 19 th 2007 letter): o Membership (who belongs) o Aims and objectives o Deliverables/timetable Research publications Workshops Guest lectures PhD development o Internationalization efforts o Research development plans Attracting international researchers Assisting in the development of strategic partnerships with other universities and knowledge institutions Engagement with international research networks o Budget plan/spending of the grant (personal research time max. 50%) o Dissemination efforts, including the wider community Further, the mid-term self-assessment report should include reflections on international research groups that you compare yourself to, i.e. see as your main competitors/collaborators.

50 4 The report must address the granting period, spring 2008 to present. Further, perspectives for and beyond should be provided. The report is expected to be maximum 10 pages (plus any relevant appendices). 10 pieces of work being published in 2008 and onwards per WCRE that in particular represent the achievements of the WCRE are to be provided for the peers to read themselves. CV s for each member of the WCRE are attached as appendices to the report, see CV format. Thus, for each faculty member 10 publications are selected as indicative in presenting individual researcher profiles. [Publications that do fall outside a narrow definition of the WCRE might be included here.] The Department of Strategic Management and Globalization (SMG) went through a research evaluation exercise under the CBS research evaluation of Departments scheme late Since the entire SMG also constitutes the SMG WCRE, the Department could be offered to only supplement the 2010 self-assessment report with specific focus on the WCRE success criteria and the granting period. Terms of reference The mid-term evaluation is based on the evaluation material provided expected to contribute to a critical examination of the strategic initiative launched in 2007: CBS World Class Research Environments as reflected in the threefold purpose of the evaluation. The evaluation should include an assessment of the standing of the research environments internationally, i.e. the international scientific quality of the research carried out by the WCRE faculty from 2008 onwards, the academic ambitions and the WCRE s demonstrated ability to establish itself internationally the development and progress of the WCRE from 2008 onwards the initiative as a way of creating and maintaining research environments of excellence Time schedule 2011 May-June Design of the model for mid-term evaluation of WCREs June The environments provide names of possible evaluators. The Dean of Research selects the evaluators June-Sept Nomination of evaluators and accept obtained Sept. 15 th Representative publications to be reviewed send to October 1 st Deadline self-assessment reports Nov-Dec Site-visits Dec-Jan Evaluator s reports

51 Half way evaluation of the CBS World Class Research Environments Brief CV for Scientific Staff [Title] [first names] [sir name] [Degrees, short form] [Title] [Subject] Year of first appointment at CBS: [year] Citizenship: [country] Academic qualifications [Degree value list C] [subject] [university] [country] [year ] Research expertise [Keyword] Research management, including doctoral supervision and external grants 10 Indicative Publications [To be imported from PURE and arranged according to the categories in PURE (as in the PURE report Published publications per person )]

52 Half way evaluation of the CBS World Class Research Environments Brief CV for Scientific Staff VALUE LISTS There will be made value lists for Country and University as well Value list C Academic qualifications, degrees: Bcs BA Mcs MA PhD Dr. Other

53

54

55

56 Keld Laursen Department of Innovation and Organizational Economics Kilen Dear Colleague, Open Innovation I am very pleased to confirm that your application for World-Class Research Environment status has been passed through to the second stage. As you will be aware, competition has been extremely strong across CBS and your application has been rated very positively in that context. Congratulations on progress so far! 19. December 2007 AI Alan Irwin For your information, the other successful bids were: Translation Processes and Translation Systems International Centre for Business and Politics Strategic Management and Globalisation Financial Risk Management (based on the revision of two original bids from Finance) Design of Economic Institutions (including Corporate Governance) I now request that you submit a full application to me by noon on February 1 st, I will not restate the criteria for World-Class Research Environments since these can be found within my original memo of September 10 th (attached). However, I would like to emphasise that this is a significant investment for CBS as part of its wider research strategy so that expectations on the selected WCREs will be high. It is our current intention that support for each WCRE will be to the value of 1 million DKK per year for a five year period. It is expected that WCREs will become financially self-sustaining in the medium term. A review of each WCRE will take place mid-way through its operation. In submitting a full application, you should pay particular attention to the following requirements. Please note that you should feel free to repeat information previously submitted if this is appropriate: A short summary of the main academic ambitions of the proposed Research Environment. This should include a statement of the success criteria by which your initiative should be judged;

57 2 A statement of the membership of the research team (please include a CV for each participant); A statement of your main aims and objectives; A statement of your main deliverables (research publications, workshops, guest lecturers, PhD development) with an accompanying timetable; A statement of your plans for external fund-raising (including PhD stipends); A statement concerning your plans for internationalization and research development (eg. attracting international researchers, assisting in the development of strategic partnerships with other universities and knowledge institutions, engagement with international research networks); A budget plan which includes a specific request for research-support funds and a statement of how these will be spent over the designated period. Please note that any increase in personal research time beyond 50% in this context will require my specific approval; A statement of your plans for dissemination and, especially, the generation/consolidation of links with the wider community (including business organisations). We anticipate that the above documentation (not including CVs) should represent a maximum of 8 pages. Final selection of WCREs will be announced by Direktionen as close as possible to March 1 st, Please get in touch with either myself or Lene Lillebro if you require any further information or clarification about the next round of the process. We will be available from January 3 rd. Yours sincerely, Alan Irwin Dean of Research

58 Business in Society Strategy Reinterpretation May 2011

59 Strategy Roadmap Milestones 17/6 2/9 Board meeting Board seminar Phase 1: Taking stock Phase 2: Strategy reinterpretation Phase 3: Strategy operationalisation Purpose Discussion of strategy implementation with key stakeholders at CBS Reinterpretation of key elements of the strategy Business in Society Transformational Initiatives Management Essentials Meetings Theme leaders 12/4 23/5 Academic Council HSU 5/4 9/5 31/5 22/8 16/6 30/8 Heads of departments Study leaders 3/ /5 6/6 12/8 Students 2

60 Business in Society Transformational Initiatives Management Essentials 3

61 Educating to Transform People Impacting Society through Research Educatin Business to transofrm in Society people Leveraging our Local Distinctiveness Extending our Global Engagement 4

62 Business in Society CBS must identify, elect and prioritize contemporary societal challenges that address our core competences, where CBS sees a need and a potential to contribute, where our scholarly disciplines and distributed knowledge may make a difference and have a relevant impact on society. Espouse the scholarly values of intellectual rigour, serious reflection, critical scrutiny and openmindedness. To build an institution where diversity becomes a distinctive profile.to build a model that is able to engage in challenges of contemporary society. Contain differences and explore possibilities through distributed leadership and knowledge. Through inspiration, empowerment and mobilization of academic colleagues. The CBS way of addressing and integrating societal realities: a strong belief in the importance of bringing relevance and citizenship into the core of business school identity and thereby influencing managerial practice. CBS has and will further sustain and develop a reputation for containing and encouraging research and education to address society s need for managers with comprehensive and critical understanding of contemporary and future grand challenges. In many ways, CBS embraces academic diversity, stressing context, critique and cross-/ interdisciplinarity; and the presence of a diversity of disciplines enables CBS to address a much broader range of societal challenges - than would be possible when applying only the classical business school lens. 5

63 Transformational Initiatives 1. Business-in-Society Platforms 2. World Class Research Environments 3. EngAGE 4. ICT in Education 5. Strategic Partnership with Sauder 6. Executive Doctorate 7. PRME 6

64 Management Essentials 1. Quality and accreditation 2. Quality of bachelor programmes / learning outcome 3. High quality research output 4. Dissemination 5. Integrated assessment 6. Green campus 7. Equal opportunities 8. Alumni relations 9. Dialogue in the organization 10.Staff development 11.Financial management 12.Administrative efficiency 13.Academic organisation/departmental structure 7

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