Agenda for meeting in Academic Council, Thursday October 6 th 2011 at 10:00 to 12:00, Kilen, K 1.53.

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1 Agenda for meeting in Academic Council, Thursday October 6 th 2011 at 10:00 to 12:00, Kilen, K :05 Approval of Agenda :15 CBS Strategy 3. 10:15-10:50 CBS s Education Strategy ( Uddannelsesredegørelse) including Programmes involving languages Discussion 4. 10:50-10:55 Status re. ICT Project Briefing October 4th 2011 ULJ Ulla Lykke Jørgensen Dekansekretariatet for Forskning Dir. tlf.: :55-11:10 1 st Draft of Budget 2012 Preliminary Recommendation A detailed budget wil be presented for discussion by Academic Council at the meeting :10-11:25 Development Contract Preliminary Recommendation When VTUs requirements are known, the revised proposal for a Development Contract will be sent to the Council for comments 7. 11:25-11:50 Recommendations concerning Equal Opportunities 8. 11:50-11:55 Appointment of a VIP member of a working group re CBS Statutes 9. 11:55-12:00 Appointment of Board Members to CBS Press To Note

2 C B S S T R A T E G Y B Pkt. 3 Bilag 3.1 MEMO President s office Changes in the CBS Business in Society strategy CBS has been on a long strategy journey over the last two years. At the end of March 2011, the new Direktion (DIR) was asked by the Board to operationalise, to simplify and to reconnect the strategic review that had been taking place over the previous 18 months. The accompanying document represents DIR s attempt to sharpen CBS identity and direction but also to take practical steps. The challenge over the last six months has been to identify and develop what was valuable in the previous strategy process to keep the Business in Society direction but to ground it in the management, operations and potential of the University. On that basis, and in full consultation with academic and administrative staff, DIR has chosen to strengthen and support certain elements within the strategy but also to de-prioritise others. Thus: Reference to guiding principles has been removed. These are strongly associated with the previous president and, in that way, offer a backward- rather than forward-looking perspective; The watertower model was seen to be too broad and generic. It has been replaced with a more focused approach based on CBS identity and direction, transformational initiatives and management quality essentials; Two BiS platforms (Sustainability and Public-Private Partnerships) have been selected, funding and mode of operation have been agreed and the directors appointed; The proposed Business in Society platform in Design has not found support inside CBS and, specifically, was rejected by Academic Council. Design activities within the University will continue but not in the form of a coordinated (and centrally-funded) platform; The strategic partnership with Singapore Management University has not moved forward, largely since the notion of an Executive Doctorate is not attractive to us at the current time and there were no other elements to the partnership; Whilst there is some support for the idea of the Copenhagen Metropolitan Region, this is also seen to be problematic in diverting attention away from CBS strong commitment to its home country (and the national taxpayers who support the University). Instead, we consider our strategic development in terms of the national, the regional (including Sweden but also Northern Germany) and the global (with new attention to the BRIC countries); Our relationship with the University of British Columbia has deepened after a series of successful visits culminating in the creation of a joint resource pool to facilitate activity and exchange;

3 Further development of the academic structure has taken place: a new Department of IT Management has been created from what were formerly two separate units, centres have been consolidated into departments, a process has begun to restructure the two languages departments; We have proceeded with an extensive administrative re-organisation intended to improve efficiency and allow the appointment of more academic staff; We have created a new centralized VIP allocation process and are boosting academic recruitment both these moves are intended to raise the quality of our teaching and research. 2

4 B Pkt. 3 Bilag 3.2 C B S S T R A T E G Y Business in Society President s office INTRODUCTION CBS is by national and international standards a strong institution with a distinctive business university profile. This strategy document is not intended as an end-point to strategic reflection but rather as a living document which can both inform and stimulate future development. It is written in the belief that critical consideration of CBS future can underpin, guide and support further achievement: in that sense also, our open and critical culture is and should remain an important organisational asset. September 29, 2011 We see the future strength of CBS as dependent on our success in tackling a number of challenges. There is a significant imbalance between the University s income and its development potential. Our level of state funding is low by comparison with other Danish universities but the national and international demand for our educational and research offering is high. Furthermore, and linked to that point, the University s business model needs careful review. In a situation where so much of our income emanates from teaching-related sources, and CBS receives low reward from the taxameter system, further development is clearly a challenge and requires a sustainable strategy 1. In terms of the CBS business model, a number of possibilities exist including a radical approach in terms of reducing our dependency on state funding whilst building up non-state sources (international students, research income, industrial support). The recommendation here is that we continue to campaign for proper recognition within the state funding system whilst diversifying income sources and developing other funding channels especially, by being more vigorous in our pursuit of industrial support. Finally, it must be acknowledged that we work in a complex policy environment where the CBS Board, the CBS community (ie our students and staff) and central government must be specifically taken into account and where the formal and informal lines of accountability are sometimes blurred. This means also that CBS has to work with a variety of expectations from future and current students, our alumni, politicians and the business community (both nationally and internationally). 1 For 2011 CBS projects an income of approximately 1,2 billion DKK. Of this approx. 55% derives from the so called taxameter according to which CBS receives money from the state when students pass exams or graduate. Approx. 25% is state funding for research purposes. 15% derives from student payments and from private and EU research grants. The final 5% is general state funding.

5 THE CBS IDENTITY AND DIRECTION There are many ways in which CBS strategy could be presented. In what follows, we will focus on matters of identity, direction and operationalisation. First, we will offer an overview of CBS identity and direction as a business university with a unique business in society ethos. This statement is the output from many discussions within and outside the University. We then summarise our strategically-directed activities under two headings: transformational initiatives and management quality essentials. These two elements represent a balance that will allow CBS to both optimise (MQE) and develop (TI) its knowledge base, resources and practices in the ambitious pursuit of enhanced quality and relevance. Both TIs and MQEs will be monitored by performance measurements that correspond with the development contract and the CBS Annual Report. a) The CBS identity With the distinctiveness of its diversity, Copenhagen Business School aims to become a world-leading business university with teaching and research excellence in classical management disciplines (including finance and economics, accounting and operations management, marketing, strategic management and organisation) and in disciplines that place business in a wider social, political and cultural context. CBS has a particular responsibility to bring knowledge and new ideas to companies and business organisations, to the next generation of business leaders, and to society as a whole. Specifically, and drawing upon our North European background and history, we will play a major role in the discussion of innovative and entrepreneurial business models, sustainable organisational forms and economic practices within the perspective of responsible 2

6 management and leadership. We will nurture an entrepreneurial spirit within our University, encouraging to new ideas, open to local initiative, and flexible in the face of new possibilities. The CBS Business in Society strategy recognises the vital role of business in shaping society and the equally important manner in which business practices and processes are shaped by society. Our major contribution takes the form of research-based education. Accordingly, investment in research and scholarship provides the foundation for our future development. b) The CBS direction CBS s direction can be expressed in terms of two dimensions. First: global vs local mindset. Second: tightly-focused business school vs. full university. Our aim is to develop our global mindset for the benefit of the local and regional business communities. In that way, we see no contradiction between international standards of excellence and service to the local and regional community. It is not our intention to broaden our research and educational profile further but to strengthen (and as appropriate consolidate) our existing range of academic activities. As a state-funded institution, we have a special responsibility to our home nation but should also offer leadership and business support on a larger scale (ie on a national, regional and global level). CBS will move forward with its long-term internationalisation strategy. Without this, we cannot claim to be world-leading, the quality of our teaching and research activities will decline (since we will not be able to recruit students and staff at the highest level), we will not be able to benefit from many sources of external funding and our accreditations will be at risk. For us, internationalisation means benchmarking ourselves against the highest standards of excellence, attracting the best-qualified and most talented staff, and working across national and intellectual borders. We can claim considerable success in this area over the last few years but there is more to do and we should not jeopardise what has been gained over many years of effort. Central to the CBS business-in-society strategy is the notion that research and education must make a positive difference through our students, our research and our dissemination activities. Our global engagement should therefore benefit the local and regional business communities. At the core of our future development will be the training of students capable of taking on meaningful and high-quality employment and the creation of research which is both innovative and socially significant. We will therefore maintain a constant focus on the relevance and impact of our education and research. Impact for us is not simply about communicating our insights but establishing open, two-way and developing relations with our students, collaborators and stakeholders. TRANSFORMATIONAL INITIATIVES TIs represent time-limited initiatives designed to move the University forward in a Businessin-Society direction. TIs are strategic investments designed to strengthen our CBS identity and direction within a business in society framework. Transformational Initiatives cover the key projects that will give the strategy transformational impact and thereby help convert the CBS strategy into a series of specific and practical projects. They each respond to the challenge that CBS can achieve more by taking coordinated as well as locally-decided action. Each has been selected on the grounds that it links closely to the CBS strategic direction presented above but also that it represents an oppor- 3

7 tunity for CBS to build on existing strengths. In that way, each TI should contribute to the strategic development of CBS but also represent an activity which is relevant and significant in itself. TIs will typically have a three to five year time horizon. Each TI is explained in an appendix to this document. The following seven TIs can broadly be placed under three headings: 1. Departmental and cross-departmental initiatives a. Business-in-Society (BiS) Platforms b. World Class Research Environments (WCRE) 2. Programme initiatives a. Stronger focus on entrepreneurship b. Programme innovation c. Principles of Responsible Management Education 3. Institutional initiatives a. Strategic Partnerships b. Campus Development MANAGEMENT QUALITY ESSENTIALS Management Quality Essentials cover the practices, processes and procedures necessary for CBS to operate as a recognised business school both nationally and internationally. MQEs offer an institutional and structural frame for optimal resource allocation and development. We have divided these into two categories. An appendix provides further information about the MQEs and briefly describes some current initiatives in this area. MQEs represent the fundamental underpinning of a well-run university: they represent basic organisational functions which need to operate efficiently and effectively, and be the focus of efforts towards continuous improvement. In that way, MQEs represent our licence to operate. Research and Education Essentials represent our fundamental commitment to academic quality. Organisational Essentials involve the administrative and operational processes through which we will ensure the optimal running of this university. 1. Research and Education Essentials: a. High quality research b. High quality education c. Active dissemination d. Accreditation and ranking 2. Organisational and Governance Essentials: 4

8 a. Dialogue in the university b. Partnership with our students c. Administrative service and efficiency d. Financial management e. Academic organisation (research and education) f. Staff development and leadership g. Recruitment 5

9 B U S I N E S S I N S O C I E T Y Transformational Initiative President s office Business-in-Society (BiS) Platforms Description CBS wishes to engage in knowledge production that is based on context-driven, problem-focused and interdisciplinary research and that deals with the complex societal and business problems facing our region. BiS Platforms have a time horizon of 5 years with regular evaluation of performance and success criteria. Two BiS platforms have so far been approved. September 29, 2011 Public/Private Partnership (PPP): 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. 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 mobilize 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. The core aim of the CBS Public/Private Business in Society Platform is to help mobilize, foster and develop society wide solutions to these and related matters of concern. Sustainability: Sustainability is one of contemporary society s grand challenges arising from the complex interaction between environmental, social and economic development and encompassing a diverse array of issues, e.g. environmental pollution, poverty, climate change, human rights violations, lack of corporate accountability, corruption and financial inequality and other effects of increased globalisation that change the way people live and the planet develops. The CBS Sustainability Platform s overall research, education and outreach agenda is to question and challenge how the interplay between society s environmental, social and economic activities is influenced by business and is influencing business. Academic Council will shortly agree upon a process for the selection of future BiS Platforms. Transformational potential BiS Platforms will enhance interdisciplinary collaboration at CBS and thereby enable CBS to address societal challenges that cross academic borders. BiS Platforms will ensure that our graduating students have access to research-based knowledge in areas of regional and global significance. By dealing innovatively with complex societal and business problems, BiS platforms will attract and engage top researchers from CBS and elsewhere but also students, business leaders, and policy makers.

10 Deliverables Innovative contribution to CBS education High quality academic output (e.g. publications and PhD numbers.) Impact on public debate, policy and external organisations Bridging disciplinary boundaries Stakeholder participation External funding to support CBS growth Budget/resources Performance measures Each BiS Platform will receive CBS funding of 2,3 mill per year for 3 years. After this the platform will sustain itself via external funding. Ability of each BiS platform to sustain (and develop) its activities after the three-year CBS funding period Quality indicators such as PhD recruitment, external funding and BFI Contribution to the development of new teaching programmes Number of institutions and corporations actively contributing with resources and knowledge 2

11 B U S I N E S S I N S O C I E T Y Transformational Initiative President s office World Class Research Environments (WCRE) Description In 2008 CBS created six research environments in selected fields which will be clearly identified externally as among the best in the world (or have significant potential to attain that level). The six CBS world class research environments 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 World Class Research Environments have a time horizon of 5 years with mid-term evaluation of international standing and progress, and clear success criteria. The expectation is that, where successful, these environments will be self-sustaining after a five year period. September 29, 2011 Transformational potential CBS aims to become a world-leading business university and a strong research performance, as judged by international standards of excellence, is central to this ambition. International recognition of CBS as a leading research institution in selected fields will prove crucial to CBS s ability to develop as a business university in the fierce competition for the best researchers, the best students and the necessary funding. Deliverables WCREs will operate at an international standing of excellence, measured by: Research management and research infrastructure High academic impact (research publications) PhD development Internationalisation (attracting international researchers, assisting in strategic partnership development, engaging with international research networks) Dissemination efforts, including the wider society External income Budget/resources Performance measures Each research environment is supported with an annual grant of DKK 1 Mio. for a 5-year period ( ) Quality indicators including BFI, PhD recruitment and external funding Growth in numbers of academic staff (including the balance of national/international recruitment)

12 B U S I N E S S I N S O C I E T Y Transformational Initiative President s office Stronger focus on entrepreneurship Description CBS intends to be a major contributor to the development of entrepreneurship in national and regional terms. Transformational potential If we wish to encourage and support entrepreneurship, we cannot simply provide a number of new courses or start a research project (although these activities are important in themselves). Entrepreneurship has to permeate our activities. Our way of teaching, doing research and disseminating knowledge will be affected. We do not advocate studying or doing entrepreneurship separate from other subjects. The better innovations for growth occur, when different disciplines are engaged. Accordingly, a broad engagement across CBS and at other universities will be facilitated. September 29, 2011 Deliverables Copenhagen Innovation and Entrepreneurship Lab - CIEL: CIEL is a collaboration between DTU, KU and CBS initiated to develop the entrepreneurial university in the Copenhagen region. The initiative covers research, education and extra-curricular activities. The new possibilities are tied to themes such as bio-business, where cross-institutional teaching is combined with innovation, contact to industry and research. Cand.Scient.merc: CBS will develop a master programme in which we combine business and entrepreneurial skills with subjects within the natural sciences. Bachelor in entrepreneurship: we will develop an entrepreneurial bachelor degree. Working across disciplines will be an important principle. Stronger involvement in Symbion Science Park to further improve facilities for entrepreneurs. In January 2010 CBS appointed Mette Mønsted as Vice Dean of Entrepreneurship Budget/resources We have invested 11.7 mio over 3 years as co-financing in CIEL. The educational programmes will need serious investment of time from VIPs from different departments. But like all our educational activities it will be self-financing. Investment of another 2-3 mio in Symbion ownership will be considered. Performance CBS with a distinctive profile in CIEL

13 measures Positive evaluation of CBS contribution to CIEL by external evaluators New educational programme proving of high demand Increased number of start-ups by CBS students 2

14 B U S I N E S S I N S O C I E T Y Transformational Initiative President s office Programme innovation Description Our goal is to develop each individual student to his or her full potential, and to create the employees, entrepreneurs and business leaders of tomorrow. This quality development calls for continuous development everywhere, but - to facilitate the necessary changes - focused initiatives will be commenced. Transformational potential September 29, 2011 CBS will engage in smaller projects that can inspire others, and test the possibilities of doing things differently, but also larger projects that can have impact throughout the portfolio, for instance by changing the way we teach. Deliverables EngAGE - Engaged Applied Global Education: Today most bachelor students continue directly on to a master programme. This is not always the best way to create societal value. EngAGE is an initiative targeted at making young potential leaders ready for practical work when they have finished their bachelor degree. This will be achieved through cooperation with a number of major companies. Courses and other activities will be developed in close relation with our company partners to encourage the application of academic content, and company sponsorship will enable study trips, exchanges, supporting technology Improved learning through IT: Today CBS has limited and uncoordinated skills and capabilities in ICT and virtual learning. Development in this area is necessary. We will: Use ICT to support and improve the problem based learning goals of CBS. Complement traditional class-room lecturing and free up faculty resources for interaction with students In the long perspective virtual learning can contribute to global outreach and change the mindset of students and faculty We wish to use ICT to improve learning - not to reduce the contact between student and teachers. Budget/resources The EngAGE programme will be self-financing thanks to the company sponsorships. The ICT project will receive 4 mio. per year for 3 years. In addition, there will be investments from the study boards and external sources. Performance Continued support to EngAGE from Danish companies

15 measures High performance by and good evaluation of EngAGE students Continued high demand for EngAGE ICT projects highly evaluated by CBS students and by programme managers More ICT collaborative projects with international partner universities 2

16 B U S I N E S S I N S O C I E T Y Transformational Initiative President s office Principles of Responsible Management Education (PRME) Description CBS became a member of the world-wide network UN PRME (Principles for Responsible Management Education) in This membership obliges CBS to incorporate a number of principles for environmental and social sustainability in education, research and our other activities as a business school. CBS has been listed as one of Europe s top 10 business schools for its curriculum achievements in this area (Beyond Grey Pinstripes) September 29, 2011 Transformational potential We educate the leaders of the future. Therefore we have to take the responsibility upon ourselves and provide our students with a socially responsible awareness. Not only do we expect our students to possess the theoretical and practical abilities to make business solutions, we also want them to consider the ethical, environmental and social influence on their decisions. Ideally this will affect activities across CBS. Deliverables The PRME engagement includes: Sustainability research at CBS Embedding CSR into educational programmes and curricula Stakeholder engagement and events Making CBS a more sustainable organisation (e.g. Green Campus and Responsibility day primarily through private funding) Budget/resources Performance measures The PRME secretariat is supported with appr. 2 mio kr. a year (VIP hours and administrative support). Documented increase of integrated CSR courses in CBS curricula Growing number of students attending responsibility day and green campus week Increased number of research projects in sustainability

17 B U S I N E S S I N S O C I E T Y Transformational Initiative President s office Strategic Partnerships Description Strategic Partnerships are partnerships with (primarily) other Higher Education institutions across the world that have the potential to transform and extend education and research at CBS but also to assist in terms of national competitiveness and strengthening our business in society ethos. Strategic Partnership must offer mutual advantage but can also in principle take different forms (eg with organisations at a similar level or which supplement us in different ways). Furthermore, geographical factors will be highly relevant in the selection of partners e.g access to North America and the BRIC countries. September 29, 2011 For several years CBS has been successful in maintaining and developing student exchange programmes with some of the best universities in the world. This is still a very important and valuable asset to CBS, but to increase the value of internationalisation we need to develop the connection with selected partners even further. Transformational potential Strategic Partnerships are important because they can actively contribute to our education and research initiatives, enhance the global mindset and mobility of CBS students, faculty and administrative staff and develop our global standing. By choosing strategic partners we can develop a much deeper mutual inspiration and cooperation. Deliverables Sauder School of Business, UBC: Motivated by close historical ties, shared values and a similar academic culture, guided by common interests and building on an active 16-year exchange partnership, CBS and the Sauder School of Business (SSB) have embarked on the development of a broader strategic collaboration in a bid to deepen, expand and reinforce bilateral partnership across a broad range of programmes, faculty, research and academic initiatives. Recently a joint resource pool to facilitate activity and exchange has been created (1 mill from CBS and 1 mill from Sauder). Possibilities of other partnerships will be explored with Brazil, India and China as likely starting points. Budget/resources Performance measures 1.2 mill over 3 years 1 mill to the joint resource pool (multiannual) Numbers of staff and student exchange activities Development of new and joint programmes (education and research)

18 Successful allocation of the new joint resource pool Successful knowledge transfer in ICT projects and sustainable campus. 2

19 B U S I N E S S I N S O C I E T Y Transformational Initiative President s office Campus Development Description Adequate space is a limited resource at CBS. With the already known increase in the number of students and faculy in the coming years, there is a need for more rooms for teaching, student activities (e.g. study rooms) and offices. The CBS board has decided to focus on Solbjerg Plads as the place for establishing new buildings. Currently the buildings at CBS cover m2 and it is possible to add another m2 at Solbjerg Plads and the CBS Board wishes to continue the CBS tradition of unique high quality architectural campus buildings adding a distinct focus on sustainability. September 29, 2011 The CBS Board is considering campus development focusing on improved student facilities in terms of ICT-based teaching areas and modern study rooms. CBS is not able to fund new buildings based on the current level of student and research state funding. Consequently, a clear precondition for realising this initiative is the ability of CBS to attract substantial private funding dedicated to new buildings. Transformational potential New buildings will underpin the CBS strategic goal of continued growth, which gradually will transform CBS. Furthermore, new ICT-based building can add to the possibility of introducing new learning methods and transform the physical make up of campus bringing new possibilities for students and staff. Deliverables New buildings Budget/resources Performance measures In million is reserved for project development. We expect that 1.9 mio will be necessary in Attraction of sufficient external funding Structured process of engaging staff High involvement of CBS students Building processes finalized on budget and time

20 B U S I N E S S I N S O C I E T Y Appendix President s office MANAGEMENT QUALITY ESSENTIALS 1. Research and Education Essentials: Initiatives include: a. High quality research o Our commitment to research-led education and to the status of a world-class business university requires a high level of research performance across our departments and centers. Conventionally, this is represented in top-level publications, prestigious external funding, and the existence of a vibrant PhD culture. o It is the goal of the senior management team to empower Head of Departments further so that decisions can be taken closer to the specific academic environment and thereby enhance flexibility and quality e.g. HoD investment fund. b. High quality education o Our students represent the most important means by which we can achieve impact. CBS has a special responsibility to train and develop the next generation of business and societal leaders. The quality of our education requires appropriate levels of accreditation, skilled teaching staff and a willingness to review and develop our activities on a regular basis. o Input from students and teachers is important to improve our programmes on a continuous basis, therefore we need the close involvement of study boards. o Our teaching portfolio should be subjected to regular review both in terms of subject range but also the levels of programmes (eg executive, Masters, bachelor). o Our fulltime and part time faculty will be offered continuous competence development and aid in expanding their pedagogical repertoire o CBS will sustain and develop its present network of partner universities with whom we share double-degrees, and exchange programs for in- and outbound students c. Active dissemination o CBS takes its larger societal responsibility seriously and we wish to play a central role both in thought leadership (ie setting agenda) but also in contributing positively to societal and economic development. Dissemination is both a means of applying new ideas and of learning from changes in the global business environment. We will maintain and develop our dissemination activities with the aim of building both a national and an international presence. d. Accreditation and ranking o CBS has sought and obtained key international accreditations (EQUIS and AMBA) and in August 2011 we obtained AACSB accreditation. September 29, 2011

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