Business

Issue 24 | June 2013

InnovationEfficiencyCollaboration

Hull University Business School

‘Our business isbusiness’ – collaboratingwith the Business School

Our research needs you –Humber SMEs requiredfor project

Research project toinvestigate and enhanceinnovation

Contents

03 Welcome

04 Innovation + efficiency =high performance –interview with AlumusJames Young

06 ‘Our business isbusiness’ – collaboratingwith the Business School

08 Going global – HumberSMEs required for project

09 Building highperformance

10 Effective innovation –Investigating andenhancing innovation on aglobal scale

News in brief

12 Forthcoming events

Innovation + efficiency = high performance

Alumnus James Young discusses his role in innovation as Research and DevelopmentDirector at Reckitt Benckiser

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Issue 24 | June 2013

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Our vision: to be a leading UK business school with aninternational reputation for teaching, learning andresearch that is relevant to a fast-changing,interconnected world.

Picture creditsiStock.com

© University of HullMAY 2013CB~2902

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The current global economic crisis hashad at least one positive outcome – theurgent need for businesses to becomemore innovative and also more efficient,cutting waste and costs in the process.

Business projects are being forced tobecome more streamlined, workplacesto be more efficient and innovationpositioned at the centre of anorganisation’s strategy. And much of ourcurrent research reflects this theme.

Examples of such research includeProfessor Richard Vidgen’s role inassessing the performance ofworkplaces and barriers to high levelefficiency (page 9) or working withinternational companies to change theirculture to one of accepting new servicesand innovation (page 10).

In a recession, it is the more ground-breaking and pioneering businessesthat will grow and prosper. Innovation iskey to business efficiency and it is a skillthat we encourage in our students. Ouralumnus interview this month withJames Young, an Area R&D Director atReckitt Benckiser, reflects howimportant new ideas can be (page 4).

As a school, we are committed toengaging with businesses – regionally,nationally and internationally. Toreinforce this pledge, we are pleased toannounce that Professor David Granthas recently been appointed asAssociate Dean for BusinessEngagement (page 6). As he states, ‘ourbusiness is business’ and without theserelationships, the Business Schoolwould not be the world-class institutionit is today.

Professor Terry WilliamsDean Hull University Business School

WelcomeThis edition of ourBusiness magazinefocuses on how we asa school arecollaborating withorganisations to aidinnovation andefficiency.

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Whether it is Strepsils toSoweto, Vanish toVladivostock, JamesYoung is responsible formeeting the needs ofReckitt Benckiser’scustomers.

A former Executive MBA (EMBA) student, James has spent much of hiscareer in R&D, so Business Magazine was keen to ask him what makesworking in this important business area so interesting.

BM: R&D is a specialist area of expertise – could you describe what your roleentails? Why did you choose to go into this area?

James Young (JY): My R&D role covers all technical elements of the products we makeat Reckitt Benckiser. Everything from ensuring the products meet performancerequirements and aesthetics, interaction with packaging (and the human body forhealthcare), developing new manufacturing processes as well as controlling costsand finished product quality. The role is broad and we work very closely withcolleagues in our supply chain and marketing, sales and finance teams.

My degree was in Natural Sciences (Chemistry) and I still use a lot of this knowledgein my day to day job. I have always been interested in applying science to ‘real’products and get a great feeling of satisfaction from seeing finished products on theshelf and consumers using them. The science in many of our products can be quitecomplex and use many different elements of chemistry to work. So getting theperformance and quality right for an appropriate price can often be very challenging.

BM: Part of your role is to develop new processes and products. How do you makesure that you are continually innovative and in line with market demands?

JY: Fast Moving Consumer Goods (FMCG) is a fascinating market. Consumers oftenhave a great relationship with their favourite products but because purchases arerelatively frequent the opportunity to change brands means the marketplace is verycompetitive.

My organisation never tires of challenging the norm and is always on the lookout forbreakthrough innovative ideas that are attractive to consumers and can outperformthe market. We are passionate about staying close to our consumers and learninghow we can design products that are better through innovation.

Innovation + efficiency = high performance

BM: You are director of a large geographical area. How do you ensure efficient andeffective communication across such diverse audiences?

JY: The geographical area I operate in (Russia, Middle East & Africa) is not only vastin distance but also in cultural diversity and environment. Keeping a goodcommunication flow is vital to ensuring fast delivery of projects and initiatives.There are many IT tools that we use to enable communication (mobile email, videoconferencing, smart websites etc) and clearly we do travel a lot to meet up face toface with each of our teams.

However, most important is the personal relationships that we establish with all keystakeholders in our teams and in each of the markets – this is critical and far moreimportant than any laptop gadget. A key core value in Reckitt Benckiser is‘partnership’ and we strive to build and grow the relationships both within andoutside the organisation that ensure we continue to be successful.

BM: You studied the EMBA programme at the Business School. How has thisprepared you for your current position? Do you have any advice for those currentlyundertaking the programme?

JY: The Executive MBA programme at the Business School was excellent preparationfor the role I currently do. For me, the most challenging part of the MBA was thecontinual juggling of commitments and managing all the different tasks in the timerequired. Keeping on track with coursework as well as holding down a demandingjob and maintaining a family life taught me a lot about prioritisation and timemanagement, as well as how to make time to ‘get your head down and focus’ whenyou really needed to do. This is critical in any demanding job too.

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About Reckitt BenckiserReckitt Benckiser (RB) is a global consumer goods leader in health, hygiene andhome with a purpose of delivering innovative solutions for healthier lives andhappier homes. The RB portfolio is led by 19 global Powerbrands including Nurofen,Durex and Dettol.

The organisation also runs a very successful graduate scheme in many businessareas, from R&D to logistics. To find out more visit rb.com

1998-2001First Line Manager, Procter &Gamble

2001-2004Product Development Manager, Procter & Gamble

2004-2007Technology Platform Manager, Reckitt Benckiser

2006-2008EMBA, Hull University BusinessSchool

2007-2009R&D Category Manager – NewTechnologies Group, ReckittBenckiser

2009-2011R&D Category Manager –Healthcare, Reckitt Benckiser

2001-2012R&D Director – Africa/Middle East, Reckitt Benckiser

2012 to presentArea R&D Director – Russia, Middle East & Africa, ReckittBenckiser

James YoungCurriculum Vitae

‘My advice for anyonewho is currentlyundertaking theprogramme is to stick atit! Even when times aretough you will besurprised how muchyou can achieve by justgetting on with it. Oftenputting something offmay seem like the bestway to handle thingsbut my experience isthat it usually takeslonger to think how notto do something than toactually do it. Nevergive up!’

Projects range from helping an NHS trust save millions throughleadership training to tracking the economic value of theregion’s coastal eco-system, but it is this diversity that makesthe school so significant.

‘It’s simple really. Our business is business’, states ProfessorDavid Grant, Associate Dean for Business Engagement – anewly created role which only serves to highlight the necessityof a close working relationship between business andacademia.

‘As a school we interact with business in over a dozen differentways, from collection of data, to collaborative conferences andacademic training and interventions.

‘In return, we are able to use this interaction in order to createresearch – without it we wouldn’t be generating knowledge topublish and disseminate to students and the widercommunity.’

‘Our academics are involved with businesses on so manydifferent levels,’ continues Professor Grant. ‘Regionally we are

playing a key role in the wider University’s commitment toencouraging economic growth across the Humber area – Irecently edited a white paper: ‘The Humber’s Future Economicand Sustainable Development’, a culmination ofinterdisciplinary research across the Business School, theDepartment of Engineering and the Institute of Estuarine andCoastal Studies.

‘This research project was developed to support the HumberLocal Economic Partnership (LEP). Its aims were to identify thefuture economic landscape of the Humber estuary based on itscurrent and future potential, such as port-centric logisticsdevelopment, offshore wind energy projects, and otherrenewable energy projects. Experts from the Business Schoolworked with regional organisations and academics from thewider University to write this comprehensive document.’

Professor Grant continued: ‘However, we have a global reach,both through working with the international businesses in theregion, as well as creating bespoke academic programmes fororganisations abroad.’

The school’s Logistics Institute has many practical examples ofbusiness interactions as it regularly reaches out throughconsultancy, Knowledge Transfer Partnerships (KTPs), researchand business-focused activities – such as the new SupplyChain Risk and Resilience (SCRR) Club, in association withUnipart Logistics.

Dr Omera Khan, Director of the Institute, instigated the SCRRClub which launched in London in May. ‘Every business has asupply chain, from the corner shop to the multinational. Andthey all encounter risks, as recently demonstrated through thesupermarket horsemeat scandals and cyber attacks onsecurity’.

‘Our business is business’

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Over the past eleven years, the Business School has worked with hundreds ofcompanies, regionally, nationally and internationally, putting our academic strengthsto practical use.

‘We are part of the anchor institution forthe region but we think globally, we actglobally and we bring global knowledgeto the table. Why wouldn’t businesseswant to work with us?’

ProfessorDavid Grant,AssociateDean forBusinessEngagement

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‘The club provides business members with an exceptionalopportunity to gain the very latest insights from a range ofprominent logistics and business professionals, ensuring thatsupply chains are watertight.’

However, this is just one of many ongoing joint logistics andbusiness projects, as Dr Khan continues: ‘We have recentlycompleted a KTP with textiles company Johnstons of Elgin. Theintervention was designed to improve operational efficiencythrough optimising the supply chain.

‘The project has been a resounding success and hascontributed massively to a change in culture, improvingorganisation structure and reducing operational costs.

‘As an institute, we have several KTPs that are in progress orjust at the end stage. KTPs are a sound way of bringingtogether academia and organisations to improve or develop aspecific project – and they really do work.’

A key part of the school’s ongoing engagement with businessis the corporate partner scheme. The scheme countsorganisations such as BP, Smith + Nephew and all of Hull’smajor sport clubs among its number. The partners offer adviceand guidance on curricula to ensure graduates are ready forthe world of work, as well as a comprehensive programme ofguest speakers. They are also given privileged access to world-class business research and engagement with our studentsthrough placements and projects.’

As Professor Grant concludes: ‘We are part of the anchorinstitution for the region but we think globally, we act globallyand we bring global knowledge to the table. Why wouldn’tbusinesses want to work with us?’

William Jackson Food Group(WJFG)William Jackson Food Group (WJFG), a Hull-based corporatepartner, has worked with the Business School to create anddeliver a two week residential staff development programme.

The diverse programme encompasses topics includingsustainability, finance, marketing, logistics and HR, as well asless traditionally ‘academic’ skills such as presentation andleadership skills. Delegates come from across the wholegroup and have been identified as employees with potentialto progress their careers within WJFG. The programme isdelivered by a combination of business school staff,executives from within the group and guest speakers.

Since its inception, six cohorts have gone through theprogramme, which is delivered at the Business School to takedelegates out of their regular working environment.

The client commented: ‘We have drawn tremendous benefitfrom working with the Business School team in developingbespoke programmes to meet our particular needs.

‘The consistently positive feedback from delegates attendingthese programmes is testament to the quality of the school’sresources and teaching.’

The programme tailors with the group’s commitment todeveloping talent at all levels and promoting from withinthose who show dedication to the business. A number ofdelegates from the programme have progressed to morechallenging roles within the group.

Case study:

The Business School interacts with organisations in a range of ways including:

- Cutting-edge research data collection- World class resources- Undergraduate professional placements - MBA projects - Knowledge Transfer Partnerships (working with the University’s Knowledge Exchange)- Non-accredited and accredited open programmes- Business orientated conferences

For more information about working with the Business School, please email hubscomms@hull.ac.uk

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A range of businesses are required toshare their experience – from those thathave already been involved ininternational markets or are taking thefirst steps, to those which are in thepre-planning process. It is anticipatedthat the research, which will last untilthe autumn, will look at waysbusinesses can benefit from theexperience of others and their lessonsthrough networking.

‘Internationalisation is not just aboutselling abroad. It could be searching forsuppliers in other countries or gettinginvolved in international supply chains,which is particularly appropriate at themoment with the potential massiveinvestment in the region’s renewablessector,’ said Dr Johnson.

‘Taking ideas global is a dauntingproposition for many businesses,especially those who have no tangibleexperience. So this project will exploreways in which SMEs who are hoping toembark on international trade can usedifferent networks to meet and workwith experienced peers’.

The research will map the SMEsoperating networks, focusing on howthey acquire information and advicewhen considering entering internationalmarkets. It will look at the way that

existing relationships andcommunication patterns either help orhinder the process of overcominginformation, knowledge and resourcegaps.

Dr Johnson concluded: ‘It has beensuggested that in economies that havelimited experience ofinternationalisation, SMEs need toexpand their networks from the innercircle of local social capital to embracewider sources of expertise. Thisresearch hopes to discover how thesenetworks can work to the benefit of thelocal economy.’

The project is focused on participantsfrom the city of Hull and surroundingsub-region. It is funded by the Institutefor Small Business and Enterprise’sResearch and Knowledge Exchange(RAKE) fund, supported by the Economicand Social Research Council (ESRC) andBarclays Bank.

Dr Johnson will be presenting theresearch findings in a Business Bitesseries seminar on 11 November. Held atthe Business School, the event isorganised in conjunction with theInstitute of Directors East Yorkshire.

For more information about this and theproject visit www.hull.ac.uk/hubs.

Key factsThe research will explore the ways inwhich SMEs acquire knowledgearound internationalisation. It willfocus on the city of Hull andsurrounding sub-region – an area thathas suffered considerably from thecurrent economic recession, butwhere there is also good potential forfuture growth.

The research team would like tocontact businesses in the Hull andHumber region who have experienceof entering international markets orare in the process of seeking to enterinternational markets, to learn moreabout their experiences.

For further information pleasecontact:Dr Steve Johnsons.g.johnson@hull.ac.ukDr John Nicholsonj.d.nicholson@hull.ac.uk

Going Global:insights into international networksand experience for SMEsAcademics at Hull University Business School, ledby Dr Steve Johnson, are inviting small and mediumenterprises (SMEs) to participate in a new researchproject into how businesses prepare for and takepart in the process of internationalisation.

Dr Steve Johnson

The project, funded by the Australian Government, focused onorganisations in the Australian services sector, looking at thefactors that constitute a high performance workplace (HPW).The data collected provides insights into the leadership,culture and management practices promoted in higherperforming workplaces, and associated productivity andprofitability benefits.

Professor Vidgen said: ‘In Australia in particular, the rate ofeconomic growth is determined by three supply factors –population, participation and productivity. In the past,population and employment participation have made apositive contribution to economic growth. However, due tofactors such as declining birth rates, this will not be the case inthe next 40 years. As a result, productivity will have a muchgreater impact.

‘People at work are the engine of an economy’s performance,therefore the workplace is at the heart of the productivitydebate. While previously the government’s focus has been oninvestment in training and infrastructure development at thehigher level, the onus is now on improving management andleadership skills in the workplace.’

The research assessed organisational performance using aHigh Performance Workplace Index (HPWI). The HPWIcomprises 18 performance measures in six categories:profitability and productivity; innovation; employeeexperience; fairness; leadership, and customer orientation.

The firms and their employees were also asked about themanagement practices (e.g. human resources, accounting, ICT)and the organisational culture (e.g. conflict, workplaceemotions, values).

Initial results showed the HPWs consistently outperformothers with regards to managing their intangible assets, whichis associated with higher levels of productivity andprofitability. It also highlighted the challenges and barriersfaced by all organisations in lifting workplace performancesuch as talent retention and motivating the workforce.

Building on this project, contributors have designed workplaceperformance strategies to assist some of the participatingorganisations. At the end of the research, the organisationswill again be assessed using the HPWI to establish anyperformance improvements and changes resulting frominterventions.

Professor Vidgen continued: ‘This index is now being appliedby the South Australian Government and there is ongoing workfor the HPWI to become the standard benchmark ofperformance across Australia and beyond.’

Building high performanceWhat constitutes a high-performing workplace? How can organisations improve their performance? Thesequestions were explored in research by Professor Richard Vidgen, in association with a consortium ofAustralian and Danish universities.

Following on from this initial project, the

research group is now working with a

leading media organisation to explore

employee attitudes, firm performance

and the role of news media in the

workplace. Initial research results have

been delivered to the client and further

work is underway.

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‘The onus is now on improvingmanagement and leadership skills

in the workplace’

News in BriefRecognition for logistics graduate A logistics graduate has scooped hissecond award for research conductedduring his PhD at the Business School.Dr Graham Heaslip, Deputy Head of theSchool of Business at the NationalUniversity of Ireland and former student,received a Highly Commended Award atthe Outstanding Doctoral ResearchAwards. The accolade adds to hisprevious win of the celebrated JamesCooper Memorial Cup.His thesis focused on humanitarianlogistics – which specialises in theorganisation, delivery and storage ofsupplies during natural disasters andcomplex emergencies – and received thecommendations in recognition of thehigh-quality nature of the research.

Broadening students’ horizons The University of Hull has beenrecognised for its outstandingpartnership work in China. Through analliance with the China Service Centre forScholarly Exchange (CSCSE), theUniversity brings Chinese students toHull to study and furthers a greaterunderstanding of Chinese highereducation and culture. Business subjectsare an extremely popular option withstudents coming to study at Hull throughthe partnership. Many choose tocomplete their third undergraduate yearacross a broad range of businessprogrammes offered at the school. CSCSEawarded Hull the ‘Best Overseas PartnerUniversity’ at its annual study abroadforum in Beijing. Just four awards weremade to international universities, andHull was the only British university toreceive an honour.

Enhancing EmployabilityNew Career Sessions ran earlier this yearto equip MSc students with the tools andtechniques to be successful in theircareer planning and development.The sessions – run in conjunction withcareer-coaching specialists, The CareerFarm – included guidance on evaluatingskill sets, revealed insider tips on whatrecruiters want and how students candiscover the best career for them to helpimprove their chances of success upongraduation. Each student left theworkshop with an individual copy of TheCareer Farm’s professional CareerDevelopment Workbook.

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The project is a partnership between leading communications company, Ericsson;international technology giant, ABB; and international academics led by Dr ErikLindhult from Mälardalen University in Sweden, where Professor Midgley is a VisitingProfessor.

The team is currently looking at how the companies can add value to their offeringsby developing innovative new services and business models. New approaches will bedeveloped within these organisations, and the researchers will look at theimplications for innovation strategy more generally.

Professor Midgley said: ‘Ericsson and ABB are very different companies with verydifferent products and services, but they face similar innovation issues. As they arenot in competition with each other, it makes collaboration much easier.’

‘Both are large companies with strong and established product lines. They believethat the best way for them to develop is through the creation of services aroundexisting lines as well as brand new services. It’s an exciting project, and I amdelighted to be involved.’

In conjunction with the research, Professor Midgley recently travelled to Sweden totrain Ericsson and ABB managers in the use of a systems approach for taking accountof issues across the whole organisation (and beyond) when enhancing innovation.This will help the companies avoid unintended side effects when planning andimplementing change.

Effective Innovation

Professor Gerald Midgley is currently collaborating on a large-scaleresearch project to investigate and enhance innovation processes inglobal companies.

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Supporting thepublic sector

However, Debbie Simpson,CEO of The Institute forContinuous Improvement inthe Public Sector (ICiPS),recognised that when theprogramme ended in 2010,momentum could be lostalong with the opportunityto deliver lasting andsignificant change to theway the public sectoroperates. She thereforefounded ICiPS to ensure thepublic sector was supportedto be self sufficient with theimplementation ofcontinuous improvementand expertise andknowledge shared.

Debbie explained:‘Departments across thepublic sector have been ableto save millions throughimproving operationalprocesses and it is this typeof experience, knowledgeand innovation that ICiPS isworking to make availableacross the sector via its webportal and networks.

‘To encourage skillsdevelopment, ICiPS hasdesigned a competencyframework embracing coreskills required to succeed indelivering change, such asleadership, innovation andsystems thinking.

‘The framework means thatfor the first time, no matterhow or where an individualgained their expertise, thereis a common understandingof levels of competence.’

ICiPS also undertakesresearch and it is here thatthe Business School hasdeveloped a relationshipwith the organisationthrough Dr Amanda Gregory,Associate Dean for Learningand Teaching, who is leadingthe institute’s research.

‘We hope to improveunderstanding of how publicsector organisations cansucceed with continuousimprovement – challengingaccepted practices andproposing not only new waysof doing things but also newthings to do,’ said DrGregory.

‘I personally want to beinvolved with ICiPS becauseit has the potential to make asignificant difference. Oursystems expertise is a goodfit with such a challenging,yet achievable, agenda and Ilook forward to developingresearch over the comingyears.’

For more information aboutICiPS, please visitwww.icips.org

No organisation likes to see waste or inefficiency.This is especially true when hundreds of millions ofpounds of public money is at stake. With this inmind, the government launched a five yearprogramme to embed continuous improvementacross the public sector.

Could you help to inspire the nextgeneration of business professionals?We offer current students and recent graduates theopportunity to be mentored by Business School alumni aspart of the student-alumni e-mentoring scheme.

By mentors sharing their knowledge and expertise, theyhelp to prepare students for the world of work, providingessential career and business guidance on skills such asinterview techniques, networking, CV writing and actionplanning. In return mentors gain first-hand experience ofwhat the next generation of business professionals willhave to offer.

Matched by areas of expertise, the pairs communicate foraround an hour a week over a six-month period, providingmentees with business insight while helping prepare themfor the world of work. The project has been running since2007 with over 170 pairs being matched.

The project is just one of the many ways alumni caninteract with the school. Other opportunities includegiving a guest lecture, submitting a testimonial or evenproviding a project or work placement.

If you are interested in becoming an alumni e-mentor, or ifyou have recently graduated and feel you would benefitfrom being mentored, contact Sophie Appleton, AlumniCommunications Manager via email athubsalumni@hull.ac.uk

Alumni leaderswanted!

Explore the Business School and University campus at one of our Open Days

Event diaryFull- and part-time open eventsOpen events offer the chance for thoselooking to study at the Business Schoolto visit the facilities at Hull orScarborough.

Visitors will meet members of staff andstudents from the school, helpingapplicants to make an informeddecision about their future education.

Please visit www.hull.ac.uk/hubs forfurther details.

Full-time open days11.30 am, Saturday 29 June 201311.30 am, Saturday 14 September 201311.30 am, Saturday 12 October 2013

Part-time study 5.30 pm, Wednesday 26 June 2013 5.30 pm, Wednesday 4 September 2013

For further information, general queriesshould be sent to businessschool@hull.ac.uk, but forspecific entry information pleasecontact Bella Anand, AdmissionsManager, at b.anand@hull.ac.uk.

Business eventsEngaging with the University:community and academic collaboration 2-4.30pm, Wednesday 5 June 2013

Business Bites series – inconjunction with IoD EastYorkshireOrganisational storytelling – talkingthe talk and walking the walk 5.30pm, Monday 8 July 2013

Regional collaboration = globalcompetitiveness 5.30pm, Monday 11 November 2013

For more information and to book yourplace at these events, please contactIan Calvert i.calvert@hull.ac.uk.

Short coursesSupply chain security: evaluating anddefeating threats to the supply chain 1-3 July 2013

Logistics Workout: competitiveadvantage through supply chainexcellence 23-27 September 2013

To reserve your place, please contactSam Davy on +44 (0)1482 347500 ors.davy@hull.ac.uk.

For further information about any of theevents listed above or forthcomingactivities, please visit the eventssection of our website,www.hull.ac.uk/hubs.

Hull University Business SchoolHullHU6 7RX

+44 (0)1482 347500businessschool@hull.ac.uk