Building on 40 years of innovation, diversity, and successWarwick Business School

1976�

Derek Waterworth becomes Chair of SIBS

196�7

Two years after the University is formed, SIBS (The School of Industrial & Business Studies) springs to life as one of the first business schools in the UK, with Brian Houlden as Chair

Hugh Clegg appointed founding Professor of Industrial Relations

1973�

Roger Fawthrop becomes Chair of SIBS

1978

Robert Dyson becomes Chair of SIBS

1981

Thom Watson becomes Chair of SIBS

MSc in Management & Business Studies becomes the Warwick MBA by full-time study

1983�

George Bain becomes Chair of SIBS

1986�

SIBS is one of three UK business schools to be rated as ‘outstanding’ by UGC in the research selection exercise

The launch of the Warwick MBA by distance learning

1989

Robin Wensley becomes Chair of WBS

1990�

The number of academics at WBS reaches 100

1994

Robert Galliers becomes Chair of WBS

The launch of the Warwick MBA by modular study

1998

Robert Dyson becomes Dean of WBS, leading the School for a second time

WBS is formally admitted to PIM (Partnership in International Management)

20�0�0�

WBS is the first UK business school to be triple accredited by AACSB, AMBA, & EFMD

Howard Thomas becomes Dean of WBS

1970�

Launch of the Industrial Relations Research Unit

20�0�1

WBS is again awarded the highest rating for the quality of its research

Phase 1 of WBS Scarman Road opens

my.wbs community web site launched

20�0�3�

Guardian survey of top employers rates WBS graduates as most employable in the UK

Wharton & WBS agree exclusive undergraduate exchange programme

20�0�6�

With three new specialist masters degrees, and the MSc Management, WBS now has ten masters courses

1980�

Social Studies building under construction

20�0�7

Phase 3a of WBS Scarman Road opens

1977

MSc Management & Business Studies students

Alumni

Students

Turnover

Programmes

Staff

mid-196�0�s

View from the library towards Rootes Social building

1997

Alumni 10,700 Students 3,160 Staff 263 Turnover 12.4m Courses 17

1987

Alumni 3,400 Students 815 Staff 104 Turnover 3.1m Courses 11

1977

Alumni 965 Students 204 Staff 41 Courses 6

1995�

Sue Bridgewater becomes the first Warwick MBA to achieve a PhD

1989

A seminar in the ‘new’ MBA teaching centre

20�0�0�

Valerie Lachman becomes the 2,000th graduate of the Warwick MBA

1988

WBS takes its present name

MBA teaching centre opens

20�0�5�

The Times Good University Guide 2006 places WBS as the best overall undergraduate business education provider in the UK

196�8

First three masters courses launched

196�9

First undergraduate course launched

1985�

Peter Doyle becomes Director of the Warwick MBA by full-time study

Launch of the Warwick MBA by evening & integrated study

20�0�2

Phase 2 of WBS Scarman Road opens

20�0�7

WBS celebrates 40 years of innovation, diversity, and success

Phase 3a of WBS Scarman Road opens

20�0�4

Five new professors join WBS. Seven more are in the process of recruitment

1984

Centre for Small and Medium Sized Enterprises begins operations

1967 1977 1987 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

196�7

Students 24 Staff 5 Courses 3

Growth at WBSSince 1967 WBS has achieved successful growth in all areas.

20�0�7

Alumni 21,500 Students 7,539 Staff 304 Turnover 36.5m Courses 26

Building on 40� years of innovation, diversity, and success

our visionTo be a leading thought-developer and innovator among global business schools

our missionTo educate and develop excellent students as global citizens and, in turn, promote new knowledge for the growth of business and society

our objectivesTo be a distinctive leading business school with a strong international reputation

To be a leader in management education, research, and knowledge innovation

To create leaders for business, government, and society

To build upon and enhance the long-term stability of WBS

To build excellent instructional facilities for faculty, staff, and students to ensure they form an integrated whole

To embrace our alumni and friends as advocates in maintaining and furthering the reputation of WBS

Warwick, consistently one of the most entrepreneurial universities in the country

Lambert Review, 20�0�3�

Strong friendships, team spirit, and an enduring international network of contacts developed over the year. My fellow participants came from 40 countries around the world, and with a massive range of backgrounds, career paths, cultures, experiences, and aspirations. You cannot fail to learn a huge amount from such a diverse group of successful and highly motivated people. It was a privilege to have the opportunity to see how other people deal with situations, and different ways of tackling problems.

Manny Coulon, MBA (Warwick) Class of 1998 Managing Director IdeasForTheKids.com Member of WBS Alumni Board & WBS Donor

The success of WBS is important because it is one of our leading schools. It helps maintain the UK’s global competitiveness and attraction

Rupert Howell BSc Management Sciences Class of 1975� Regional Director & President EMEA Chairman UK McCann-Erickson

Rupert Howell BSc Management Sciences Class of 1975� Regional Director & President EMEA Chairman UK McCann-Erickson

Having reached our 40�th year, we are now a leader in the global premiership of business and management education.

Our goals and objectives are clear.

With your help we can make our vision a reality.

In 2007 Warwick Business School celebrates its 40th year, creating an opportunity to reflect on our achievements over the last four decades and to look towards the future.

From a couple of temporary huts at the top of Gibbet Hill Road, with a small cohort of postgraduate students, WBS is now one of the leading departments of the University of Warwick and in the top 1% of global business schools. We offer a unique, broad portfolio of business education, both in terms of study level and specialisation. Our alumni number 21,500, 35% of whom are based overseas in over 130 countries.

Warwick Business School is a community based around a common purpose: to educate and develop excellent students as global citizens and, in turn, promote new knowledge for the growth of business and society. We are committed to a set of values that have integrity, respect and sensitivity to diverse cultures embedded at their heart. We pride ourselves on our ability to leverage our strong research base in a collaborative manner with our colleagues in other University of Warwick departments. This allows us to deliver practical solutions backed by intellectual rigour.

We now operate in a highly competitive premier league of global business education. To maintain our position requires determination, innovation, and focus. To achieve our goal to be the top business school in Europe we need to have investment too.

As I talk with alumni and friends of WBS from around the world, I am delighted and grateful for the support and encouragement that they provide. Those who have invested their time, talent, and financial resources to preserve and strengthen the School are crucial to our continued success.

We are, of course, extremely grateful for the contributions already made. However, as WBS responds to the increasing changes and demands of the market, we need the support of our alumni and friends more than ever. You really can change someone’s life by becoming an intrinsic part of Warwick Business School’s future. We welcome your support.

Professor Howard Thomas Dean, WBS & WBS Donor

Warwick Business School is not just a set of buildings or an educational construct. We are a community based upon educational excellence, a network of relationships and an ethos of developing and sharing knowledge. This ethos is embedded in people; staff, students, friends, and alumni. We all have a vested interest in the future of WBS.

Having reached our 40th year, we are now a leader in the global premiership of business and management education. This book charts the success that is Warwick Business School today, and shows where investment is leading us for the future. We hope you will be part of that future.

Challenging minds, changing lives

Olga Klincheva MSc Marketing & Strategy

Research mattersWarwick Business School is research led. In the last Research Assessment Exercise (2001), we achieved the highest 5* accolade, placing us as one of the top three research business schools in the UK. These research credentials are fundamental to our culture and differentiate us from teaching colleges or commercial training companies.

More than this, we know that there is a link between the knowledge economy and the creation of knowledge. Our academics create the knowledge that drives practice in all types of enterprise, public and private.

With recognised research leaders across disciplines as diverse as pensions, industrial dispute resolution, business strategy, customer service, enterprise, CSR, sports management, public sector governance, sales marketing, and energy policy, people don’t choose to study at WBS for a normal education, they come to us for grounded, well researched ideas… ideas that work in the real world.

Developing studentsAt the heart of WBS is its mission to create the next generation of business leaders. We strive to turn students with potential into global citizens with the skills to benefit business, government, and society – by passing on the knowledge gained through our research leadership to enhance the practice of management.

Our faculty has both breadth and depth. We have experts across nine subject groups and a range of research centres, units, and special interest groups that cover key business and management disciplines. Unlike many other institutions, where teaching is left to the newest and most inexperienced staff, our students benefit from being taught by senior academics, gaining from their richness of experience. Their direct involvement has led to innovative new curricula, new masters courses and the ability to supervise one of the largest and most successful doctoral programmes in the world.

I am proud to be a member of the WBS Advisory Board. Given my time as a plc board director and now as a top search consultant helping the UK’s FTSE boardrooms, I hope I can offer helpful insight into varied corporate markets.

Jan Hall OBE Partner, JCA Group

The eclectic culture at WBS is as diverse as the nationalities of the students and faculty that make up the community. A plethora of business perspectives are fostered here. These add depth and breadth of knowledge, and work to strengthen the community itself.

I’m in my second year of a Law & Business degree at WBS. Through the skills gained at WBS, both academically and professionally, I already feel very well equipped for the future. Being part of this aspirational community, I’m ready for whatever follows in my career.

WBS has given me the perfect platform from which I shall achieve my aims.

Adam Cusworth Current student on our BA in Law & Business Studies

Jan Hall OBE Partner, JCA Group

Relevant to businessBy fusing high quality academic research with practical relevance we can help individuals and their organisations to move forward. Our academics and students are closely involved in real business situations, both in research and in consultancy. Our research is valuable, sometimes crucial, to an organisation’s continuing success. We work and collaborate cross-industry, cross-discipline, cross-sector with local, national, and international organisations.

Reflecting wise strategic management over the past 40 years, WBS is long renowned for its relevance to business, and often cited as a leader in exploiting research to forge business excellence. Recent client companies include TNT Express, E.ON, Lloyds TSB, Fujitsu Services, Network Rail, UBS Investment Bank, Peugeot-Citroën, RBS, HSBC, League Managers Association, AEA Technology, Defence Agency, and National Grid Wireless.

At a university-based business school, it is natural to expect academic research to be passed on through teaching. However, our research is also directly accessible to organisations through consortia and networks established by our research centres and subject groups, covering the breadth of business and management.

Case study Sharing knowledge effectivelyIKON conducts international research into innovative theoretical and practical approaches to management and organisation, and runs a practitioner network, the Knowledge and Innovation Network (KIN), that counts the following organisations amongst its supporters: BAE Systems, Masterfoods UK, Corus, Orange, Baker & McKenzie, Lewisham City Council, Small Business Service, PricewaterhouseCoopers, ConocoPhillips, IDeA.

I was truly impressed by Warwick’s industry orientated and outcome based approach…

Dr Gary Wilmott Deputy Chief Executive Singapore Workforce Development Agency

Case study Warwick Finance Research InstituteWBS aims to foster cross-departmental research which creates relevant discovery and theory for business and industry. A key example of this is the Warwick Finance Research Institute (WFRI), established to co-ordinate and stimulate research in the area of finance at the University of Warwick as a whole. Research is carried out in the Finance group of WBS and in the Mathematics, Statistics, Economics, and Psychology departments of the University. WFRI also coordinates seven distinct but interactive research programmes.

Case study Keeping it under controlThe Centre for Management Under Regulation (CMUR) is a partnership between WBS and a consortium of corporate supporters. It undertakes multidisciplinary research into issues of management in regulated industries, working closely with the regulators and the industries. CMUR facilitates and participates in debate at both domestic and international levels and encourages academics and practitioners to work together.

Case study Understanding the workplaceEstablished in 1970, and now with 20 academic staff, the Industrial Relations Research Unit (IRRU) is one of the largest and best-regarded centres for the study of industrial relations in Europe. Its Advisory Committee includes senior officials of the DTI, CBI, TUC, and Acas. IRRU research has always been built around timely core themes. Having analysed workplace trade unionism in the 1970s, pioneered HRM research in the 1980s, and focused on the employment relationship during globalisation in the 1990s, current research clusters around five themes: employment relations implications of Europeanisation and internationalisation; equality and diversity; pay, performance, and employment relations; employee representation and employee voice; and the legal regulation of employment.

Case study Enterprising endeavoursThe Centre for Small and Medium Sized Enterprises (CSME), under the directorship of Professor David Storey, is one of the leading centres for the research, teaching, and training of SMEs in the UK. CSME was established in 1984 to undertake training for the Department of Employment, and to teach on both undergraduate and postgraduate courses within WBS. In 1987 a £1m research programme began, funded by the ESRC, as the largest ever project undertaken on researching small businesses in the United Kingdom. Today, CSME specialises in quantitatively assessing the effectiveness of public policy towards SMEs, with research strengths in fast growth firms, start-ups, financing, marketing, and human resources.

Sports ManagementI have been researching sports management, particularly football and rugby but increasingly in all sports, since 2001. My interest lay in the intense loyalty shown by sports fans to their team. Increasingly, analysts, press and researchers in football call these teams ‘brands’, but I was interested in how they are similar or different to other high involvement brands.

In 2002, I became involved in teaching and developing the Certificate in Applied Management for professional footballers who want to become successful managers. This is a fairly high profile course, as we have had participants such as Mark Hughes, Stuart Pearce, Aidy Boothroyd, and Kevin Blackwell.

As a result I am now in the process of setting up the Centre for Global Sports Management at Warwick Business School.

It has been very useful being based at WBS because of the range of teaching facilities here and at the University more broadly (including excellent pitches). Moreover, WBS has global credibility in the management field which helps in the professionalisation of sports management in the UK.

Sue Bridgewater Associate Professor of Marketing & Strategy

Sue Bridgewater Associate Professor of Marketing & Strategy

WBS has always taken the view that marketing and strategy are interrelated disciplines that are essential to business success. Strategic management research at WBS considers both economic and sociological perspectives which shape the direction of organisations. We consider how both the make-up of organisations and economic influences affect high-level decision-making. Our marketing research focuses on how firms position themselves to deliver and communicate real value to their customers now and, by innovation, in the future. Across the board, we work to understand how businesses can be more competitive and more effectively directed.

John McGee Professor of Strategic Management Associate Dean, Corporate Relations, WBS

Professor Nigel Piercy and Dr Nikala Lane’s innovative research programme at WBS focuses on strategic buyer-seller relationships. The Strategic Sales and Customer Management Network provides a ‘think-tank’ for member organisations like AT&T, British Energy, BP, Earth Tech, EMC, Janssen-Cilag, and Standard Life to combine academic research with practical insights into delivering more value to customers as their expectations increase.

Professor David Wilson and his colleagues have, for the last 20 years, been studying how strategic decisions are made and put into action. Over this time they have tracked 155 decisions to the point of authorisation and 55 to implementation. This data set is one of the richest longitudinal studies in the world, and is invaluable in understanding the organisational context of strategy. Interesting outcomes include confirmation that the CEO sees things through from start to finish in the most successful decisions, and that intellectual capital matters more than organisational structure or culture.

Growing good governmentWBS doesn’t just focus on business organisations. We recognise that many of the biggest issues facing society and the economy cut across the boundaries between the private, public, and voluntary sectors.

Case study Public management & governmentWBS has built a reputation in the UK and internationally as a pioneer of management education and research in the public and voluntary sectors. Since the 1980s, WBS has established research and teaching that doesn’t just focus on the public sector in isolation, but explores the inter-relationships between public, private, and voluntary and grassroots community sectors – the state, the market, and civil society. Through its Institute of Governance & Public Management (IGPM), launched in March 2001, WBS academics are developing innovative programmes of applied research and development jointly with senior policymakers and managers at all levels of government (local, regional, national, and supranational) which impact directly on the quality of government and public and voluntary service.

The WBS Public Management & Policy group has developed its work on a multidisciplinary basis, including perspectives from politics, sociology, economics, philosophy, law, and social policy, as well as public management, and with an active commitment to cross-national comparison. This includes developing research and development relationships with academic and practitioner colleagues in Europe, North America, Australasia, and Africa.

John Benington Professor of Public Management & Policy

Warwick MPA participants visit South Africa for a module on sustainable development

Operations ManagementI try to create a variety of emotional responses in my classes. For example, fun and enjoyment through the use of humour through stories, cartoons, and video clips; some degree of intimidation through direct questioning which tests that people have read a case before we start on it; care through my personal attention to the needs of individuals in the class; and passion through a sense of excitement of the material. The higher peoples’ level of emotional engagement in a subject the more they will remember. I even teach that organisations wanting to deliver great service need to identify the emotions they want their customers to feel, and then design their service to deliver them. (I try to do what I preach.)

The great thing about Operations Management is that is is an applied and pragmatic subject. So I often start a Warwick MBA or executive class by saying that the acid test of the module is whether they can take away two or three ideas or tools that will make a difference to what they do in their work. When I check this back at the end the answer is invariably yes.

Bob Johnston Professor of Operations Management

Bob is a member of the Operations Management (OM) group, the largest OM faculty in the UK, which focuses on the design, planning, control, and improvement of operations in both manufacturing and service, private, and public sectors. With a wealth of business experience and eclectic academic research, the group is renowned for its high quality teaching, research, and business partnerships.

Bob’s research, in collaboration with scholars and organisations from around 20 countries, includes service excellence, service recovery and complaint management, and performance measurement. He is the co-author or editor of over 25 books, has contributed over 30 chapters to other texts, and has published around 50 articles in refereed journals.

Corporate CitizenshipFor the last four years I have been a Fellow of the World Economic Forum. This has recently included business and humanitarian relief, moral dilemmas, and the risk of human pandemics. I undertake advisory work and research with logistics and transportation companies including TNT, DHL, DPWN, FedEx, and UPS around social and environmental issues. As well as having the ears of the world’s leading CEOs, I’ve had the pleasure of the company of Bono, Angelina Jolie, and Youssou N’Dour so there are some perks!

Recently I advised the Global Business Risks Network on the development of maps of the top 10 global risks CEOs perceive as most likely to threaten their business in the coming year. These included terrorism, climate change, human pandemics, oil price spikes, fiscal crisis, earthquakes, tropical storms, corporate governance, Middle East stability, and China’s impact on the global economy. The maps can be seen at www.weforum.org

I am also part of a working group studying the best ways to identify, measure, predict, and communicate complex global business risk, involving the World Economic Forum, Swiss Re, Wharton Business School, SIPRI, and others.

Alyson Warhurst Professor of Strategy & International Development

Bob Johnston Professor of Operations Management

PensionsPensions are much in the news with worries about the ending of occupational pension schemes and uncertainty about the future of state pensions. I have done much work on the new Pension Protection Fund (PPF), set up by the Government to compensate people when their pension plan fails. I have shown that the future solvency of the Fund could well be problematic, and my suggestions about how to improve the stability of the Fund have now been reflected in the way the PPF is funded.

Anthony Neuberger Professor of Finance

Anthony Neuberger Professor of Finance

Sought-after For our graduates to be successful, employers must have confidence that they have the necessary skills to benefit their organisation. A recent study by a leading global business school among business and other leaders worldwide found that of the three key ingredients sought from business school graduates – knowledge, skills, and attributes – by far the most rare and hard to find were the latter. In particular the leadership elements of self-awareness, team-working, communication, and motivation of others are considered critical for organisations in the future. In the Warwick MBA, training focused specifically on developing these leadership attributes is now embedded and assessed as part of the programme.

Our efforts are vindicated by the response from employers:

h The 2008 Guardian University Guide gives WBS undergraduates ten out of ten for job prospects, as well as ranking our undergraduate programmes in the top two in the UK

h Over 90 percent of our MBA graduates are employed within three months of graduation – on a par with Harvard

h The Times Good University Guide 2007 placed WBS undergraduate students in the top three in the country for the 10th year – one significant criterion is employability

h Attracting the very best talent and providing first-rate teaching gives our students the opportunity to work for some of the best employers in the world.

PepsiCo began working with Warwick Business School at the start of 2007 and have successfully hired high-calibre candidates into both internship and permanent positions within our UK business. Our relationship with WBS has flourished as we have developed our proposition for recruiting from their hot-bed of talent and we have created a partnership which I’m sure will continue to go from strength-to-strength.

Ben Lamont Talent Acquisition Manager PepsiCo UK

Flexible studyAt postgraduate level several of our masters courses are available by either full-time or part-time study. The Warwick MBA is the most flexible offering distance learning, full-time, and modular delivery, and the option to mix modes depending on individual circumstances.

With over 20 years’ experience of global delivery, and the blended-learning expertise of our integral Learning Resource Development team, we are able to deliver exactly what corporate clients need. We provide programmes for employees in whatever part of the world they live and work, reinforcing internal networks and offering a highly flexible interactive learning experience.

Theory into practiceExecutive education has to quickly be useful. Taking as an example a programme we run for a major utility company, we have combined the use of 360̊ feedback, psychometric tests, coaching and training, and a life journey exercise alongside reflective learning models and exercises to embed the learning in the workplace. Central to the programme design is the use of novels and film to get people thinking laterally. We also use an exercise in which participants meet corporate leaders from various sectors to explore their thinking and experience of ‘leading’. Finally, participants work on an executive issue sponsored by a principal board member.

Our MSc in Information Systems & Management is a unique course. In contrast to others, which draw a distinction between business and technical issues, we appreciate and understand that information and communications technology is an integral part of global organisations that can help achieve competitive advantage.

Unlike previous generations, where people occupied technical, managerial, or administrative roles, we recognise the fallacy of such distinctions. In designing our course, we have been keen to develop the capabilities, skills, and expertise of individuals for 21st century industry and commerce.

Wendy Currie Professor of Information Systems

Excellent teachingWBS students are taught to the highest standard; the Quality Assurance Agency for Higher Education (QAA) rated WBS as ‘excellent’ in our last teaching quality assessment. All of our programmes and courses have a participant feedback process to ensure this quality of teaching continues.

But teaching is more than just standing in front of a class. You need to have a course that people are interested in, develop the curriculum and the content, and determine what method of delivery best suits your potential students and/or their employers. To achieve this, WBS continues to innovate.

New coursesSince 2005 we have added four entirely new Masters courses to our portfolio: MSc in Finance, MSc in Information Systems & Management, MSc in Marketing & Strategy, and MSc in Management. These join the existing six: MSc in Finance & Economics, MSc in Financial Mathematics, MSc in Management Science & Operational Research, MA in Industrial Relations & Personnel Management, MA in European Industrial Relations, and MA in Organisation Studies. Executive education continues to flourish with new clients for customised courses from both the public and private sectors.

Curriculum developmentThe undergraduate, Warwick MBA, and doctoral programmes have all undergone recent curriculum reviews to ensure they meet the changing needs of the market.

Left to right

Oksana Protsyuk Madhvi Khaitan Camille Noirot Marina Nastyushenko Tim Kock Julian Morris Victoria Senkpiel

Students on the WBS Undergraduate Programme

The futureAn enriched global communityThe Warwick Business School community is truly diverse with leaders throughout the world and across sectors ranging from government to finance; not-for-profit to biotech; advertising to hospitals; engineering to the police. Such variety and diversity is what we would expect of WBS and has a positive effect on teaching, learning, and cultural understanding. It is something of which we can all be proud.

H Half our current student population is from outside the UK.

H Three quarters of WBS faculty have non-UK qualifications, have worked abroad, or are from outside the UK.

H WBS has formal exchange links with over 60 prestigious business schools across the world.

H WBS faculty have collaborative research links with peers in many of the other leading universities in the world, from Harvard to Shanghai Jiao Tong, Cornell to Witwatersrand, and Bocconi to Wharton.

H Our alumni and students originate from and work in over 130 countries, spanning every continent.

I am inspired by the ambition of WBS – not merely to trade in intellectual capital, but to reinterpret the significant role of business in society. I wish to contribute my ideas, my time, and my gifts to this place I love so it may continue to transform the lives of the individual, of the community, and in no small measure, of nations. Nations where our alumni have shown themselves eager to be held to a high standard of intellect, integrity, and volition.

Ananda Roy MBA (Warwick) Class of 20�0�5� Member of WBS Alumni Board & WBS Donor

WBS has a distinct feeling, it is different. It is a dynamic, entrepreneurial, ambitious school which does not know how to rest on its laurels. There is something very special about WBS, which is felt equally by staff, students, and alumni.

Lucio Sarno Professor of Finance & WBS Donor

Ananda Roy MBA (Warwick) Class of 20�0�5� Member of WBS Alumni Board & WBS Donor

Kunal Jhanji, current participant on our MSc in Management

Investing in… the future

Now 40 years old, Warwick Business School wants and needs to stay ahead as a leading teaching and research institution, attracting the most able students regardless of opportunity, and moulding outstanding and unique leaders across business and management.

For many years we have managed our finances wisely. At its foundation, as one of the first UK business schools, WBS secured over 80% of its funding from the government. Times have changed and now, in real terms, just under 80% of our revenue is self-generated. This demonstrates our innovative and entrepreneurial spirit in securing additional investment.

Today, we need to continue to spend wisely. But to achieve our goals we also need to invest more. Maintaining our place in the top flight of global business schools requires keeping up with some of the richest institutions in the world whose pockets have been made deep through the generosity of generations of friends and alumni.

In 2007, the Prime Minister spoke about investing in higher education. He noted that UK universities are competing with better funded competitors abroad, not least in the United States. Business education today is arguably more competitive still. British universities must be ‘empowered to excel’ to meet the challenges of the 21st century.

In recent years, Dean Howard Thomas has modernised our governance and operations to meet the needs of the highly competitive business education marketplace. In 2005 we identified three key priority areas to support by investing our revenue: students, faculty, and the learning environment. Through this significant investment we aim to ensure that we remain in the global premiership of business management education in another 40 years time.

Business schools are in a highly competitive market. To get into the premier league, they have to attract the best students and the top academics. They need to offer state-of-the-art buildings, IT, lecture theatres, and libraries. The top international academic stars [need] dedicated research centres. All this costs money.

The Guardian, May 20�0�4

Time was when it would hardly matter that a university was isolated from its local business community. Today, links between higher education and business are critical… It is important that our universities have every opportunity to raise the resources they need. Increasing voluntary giving is a vital step in enabling institutions to build up substantial endowments over the longer term, so that they can improve infrastructure, teaching, and student bursaries.

Tony Blair, February 20�0�7

How WBS is funded today

£3�6�.5� million

6�8%Academic fees & support grants

16�%Educational grants

10�%Research grants & contracts

6�%Other

Investing in… future leadersOur students are exceptional. Because we have a reputation for excellence, our courses are usually heavily oversubscribed and we are able to select the most talented and promising students from around the world. We work hard internationally and provide scholarships to enable participation regardless of opportunity.

New scholarships for the Warwick MBA have been awarded to talented participants from South America, Africa, Eastern Europe, North America, and to outstanding women candidates.

Many business school scholarship schemes are funded by their development funds. At WBS, we invest in the best students by funding from our income streams but with the support of alumni and friends, we would be able to help many more talented candidates.

I feel proud to be able to study here and I know that I am getting the very best in higher education that will enable me to achieve my maximum potential. Every aspect of student life has been catered for, from social to educational, and postgraduate to employment opportunities. I feel confident that with a WBS degree many doors will open.

Sarah Sweeney Current student on our BSc in Management Scholarships at Warwick recipient

As a self-funded MBA participant, being awarded a WBS Scholarship was especially important for me. It was a financial relief. I was delighted the scholarship committee believed I was not only capable of pursuing the Warwick MBA, but also to be part of a selected team of top participants. I was already confident of the first (if you spend all this energy to apply for an MBA you have to believe that you can actually pull it off!), but the latter really fired my enthusiasm and motivation to the highest levels.

Elena Patra MBA (Warwick) Class of 20�0�5�

I am proud to have been associated with WBS over the last decade, when it has gone from strength to strength and steadily improved its standing in the international rankings. It is great to be associated with such a successful school, where the faculty has such an excellent reputation.

Val Gooding CBE, Chief Executive, BUPA & WBS Donor

Sarah Sweeney Current student on our BSc in Management Scholarships at Warwick recipient

Val Gooding CBE, Chief Executive, BUPA & WBS Donor

Investing in… facultyTo be a leader in management education, research, and knowledge innovation, WBS needs strong intellectual capital ensuring academic depth as well as breadth. Since August 2003 we have appointed 22 new professors and now have an academic staff of over 200.

Thomas Ahrens Professor of Accounting

Colin Carnall Director of Executive Programmes

Bo Chen Professor of Operational Research

Colin Clubb Professor of Accounting

Colin Crouch Professor of Governance & Public Management

Wendy Currie Professor of Information Systems

Ruth Davies Professor of Operational Research

Paul du Gay Professor in Organisational Behaviour

Gordon Gemmill Professor of Finance

Chris Grey Professor of Organisational Behaviour

Lloyd Harris Professor of Marketing & Consumer Research

Loizos Heracleous Professor of Strategy

Glenn Morgan Professor of Organisational Behaviour

Joe Nandhakumar Professor of Information Systems

Anthony Neuberger Professor of Finance

Sue Newell Professor of Information Systems

Nigel Piercy Professor of Marketing & Strategic Management

John Purcell Research Professor

Stewart Robinson Professor of Operational Research

Mark Salmon Professor of Finance

Andy Sturdy Professor of Industrial Relations & Organisational Behaviour

Hari Tsoukas Professor of Organisation Studies

Investing in… the environmentAttracting the very best talent through inspiring facilitiesHaving given priority to students and faculty, our current greatest need is the continued development of the WBS learning environment. We know that it is crucial to create an inspiring and motivating environment that will continue to allow students and research to thrive. We have recently completed a £9m extension to our landmark building, which itself cost £8m, all funded from revenue. This extension dramatically improves our teaching and learning facilities to:

h One 160 seat lecture theatre

h Seven 75 seat lecture theatres

h Four 30 seat lecture/seminar spaces

h Three 20 seat seminar rooms

h Five 12 seat syndicate rooms

h Twenty three 10 seat seminar rooms

h Eight 8 seat syndicate rooms

h One 16 seat syndicate room

h One IT teaching room with 64 workstations.

Undergraduate CentreWith over 1,200 students on our single honours and joint degrees, WBS is the largest community of undergraduates at Warwick. The Undergraduate Centre will give them a base within WBS, where they can meet, work, and network – a first for WBS.

Social Hub At the heart of our plans is a social hub – a discreet area that can be used by all students, faculty, staff, alumni, friends, and visitors. The hub will contain a cafeteria and lounge area that can be used for a wide range of activities from breakfast clubs to alumni events. It will be a main meeting point and offer a state of the art facility for executive functions. The hub will further communication, cultivate a sense of collaboration, and encourage the sharing of ideas across programmes and faculty. This will be the place for our campus community of over 3,000 people to meet.

The Postgraduate IT CentreWe have also constructed a cutting-edge technology suite – a contemporary area where postgraduate students have 24 hour access to a wide range of resources to support their study. The centre includes two structured teaching rooms and a flexible study area where they can create their own learning space or adapt it to provide an atmosphere that will aid project work and recreate businesslike environments.

The Celebration AtriumIn the new extension, we have created an inspiring architectural space where success can be celebrated and recognition given: distinguished visitors, alumni awards, donor recognition, and achievements of the WBS community will all feature.

Planning for the futureDespite the investment we have already made, our staff and students remain spread across a number of buildings. To sustain and build upon our position as a leading business school, we must provide all our students with modern teaching facilities to meet their expectations and to remain competitive. We need to have facilities that reflect our stature and ambitions. We have a £12m build at the planning stage which will provide efficiency by finally accommodating all our staff in a single structure. In addition to adding four more lecture theatres and two more seminar rooms, it will also offer two key features to reinforce the sense of community and shared thinking at WBS:

Far left The drum (planned)

Left The new WBS Social Hub (planned)

Thank youWe do hope you find this book inspiring.

If you have any questions regarding any information contained here, please do not hesitate to contact a member of the Development team.

We are here to help.

Ben Plummer BA(QTS) Lower Primary Class of 1997 Director of Development & Alumni Relations, WBS & WBS Donor

W www.wbs.ac.uk/about/development T +44 (0)24 7657 5835 E Development.Office@wbs.ac.uk

WBS is both a network and a community of like-minded and diverse professionals. They hold their experience in common, whether through sharing the same teachers and experiencing a similar set of opportunities to learn, or having shared ideas and creative moments at key points in life. Learning is lifelong and it is about creativity. It cannot be done alone and is best done as part of a community – our community. Together we have built a legacy at Warwick and at WBS. Let’s ensure we attract and nurture the best players of the future and share what a great team we are.

Professor Howard Thomas Dean, WBS & WBS Donor

Designed in-house at WBS 06/07 [1233]. Photography by George Archer, Alastair Brandon-Jones & Nick Kaijaks WBS believes this document is accurate, but accepts no liability for errors or later changes.