Archive for March, 2013

People Who Use Integrated Reasoning Skills Often Report Higher Salaries

March 29, 2013

Excerpts from GMAC survey, published in Graduate Management News

The vast majority of graduate business school alumni use Integrated Reasoning skills on the job, and the more they use these skills, the more likely they are to be ahead of or exactly where they expected to be in their career — and the higher their median salary is, according to findings from GMAC’s 2013 Alumni Perspectives Survey.

The worldwide survey of more than 4,000 alumni of MBA and other graduate business programs were asked how often their jobs demand them to use skills measured in the Integrated Reasoning section of the GMAT exam:

• to integrate data from multiple sources to make sound judgments;
• to synthesize data presented in graphics, texts, and numbers;
• to organize data to see relationships to solve interrelated problems;
• to combine and manipulate data to solve complex problems.


Povl Tiedemann
March 2013


Most Important Strategy For Global Companies Is Talent Management

March 28, 2013

Excerpts from Korn/Ferry survey – by Martine Plompen, EFMD

These results are from a survey of global executives conducted by Korn/Ferry, between February 6 and March 8, 2013 and released a few days ago.

When asked what they feel is the single most important corporate strategy for their company to implement, 45 percent of global executives say talent management. They indicate that it is more critical than marketing (26 percent), financial management (21 percent) and capitalization (7 percent). Despite ranking talent management the number one corporate strategy, 35 percent of respondents say their companies do not have a talent management strategy in place.

Further emphasizing the importance global executives place on talent, the survey also reveals that 86 percent of executives believe that a strong management team is the most critical component to a company’s success. However, 43 percent say they do not believe their company has the right management team for the company over the next 12 months and 56 percent do not believe they will have the right team five years from now.

Responding to who has primary responsibility for the company’s talent management strategy. 45% of respondents to this survey say it is the company’s CEO, compared to the Chief HR Officer in 36% of the responses and the Chief Operating Officer in 10% of the companies surveyed.

More details are available from Korn/Ferry International.


Povl Tiedemann
March 2013

Creating rounded managers for a global society

March 24, 2013

By Santiago Iñiguez, president at IE University and dean of the IE Business School in Madrid.

Excerpts from article in University World News

Management studies needs to embrace the humanities, in order to create entrepreneurs and managers of the future who have a good grasp of their own and others’ cultures and a flair for innovation.

“…Our experience at IE University shows that including humanities courses in management programmes enhances the whole learning experience. We have introduced subjects and sessions dedicated to the humanities in all programmes, from the bachelor in business to the MBA programme and executive education…”


Povl Tiedemann
March 2013

EUA – Update on developments in the Bologna Process

March 22, 2013

From EUA news release.

Last year’s Bologna Process Ministerial Conference in Romania, and the resulting Communiqué, set out a number of goals with regard to the future development of the European Higher Education Area (EHEA).

Underlining the importance of investment in higher education, the Bucharest Communiqué stresses the need to provide high quality higher education for all, to enhance graduates’ employability and to strengthen mobility as a means for better learning.

A new strategy on mobility “Mobility for better learning” was also adopted.

These were amongst the topics addressed in EUA’s input statement to the Ministerial Conference, which outlined universities’ priorities for the future of the EHEA.


Povl Tiedemann
March 2013

A higher education avalanche is coming, says new report

March 17, 2013

By Karen MacGregor, University World News.

Higher education requires “deep, radical and urgent transformation”, says a just-published report from the UK’s Institute for Public Policy Research. A new phase of competitive intensity is emerging, technology is changing and the traditional university is under pressure from, among others, private providers and MOOCs.

In the report, An Avalanche is Coming: Higher education and the revolution ahead, authors Sir Michael Barber, Katelyn Donnelly and Saad Rizvi write that last century’s models of higher education are broken.

“The next 50 years could see a golden age for higher education, but only if all the players in the system, from students to governments, seize the initiative and act ambitiously. If not, an avalanche of change will sweep the system away.”

The report sets out challenges ahead, writes Lawrence Summers, president emeritus of Harvard University, in the foreword. “Just as we’ve seen the forces of technology and globalisation transform sectors such as media and communications or banking and finance over the last two decades, these forces may now transform higher education.

“The solid classical buildings of great universities may look permanent but the storms of change now threaten them.”

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Povl Tiedemann
March 2013

IMD Criterion of the Month – Are cities the future of competitiveness?

March 12, 2013

By Stephane Garelli, Professor Director, IMD’s World Competitiveness Center.

In 1800 only 2% of the world population was living in cities. In 2030, it will be 60% globally and 82% in developed economies. Some of the megalopolises of the world – Istanbul, Karachi, Mumbai, Sao Polo, Delhi, Mexico, Jakarta or Cairo – are already a management nightmare for their leadership.

But as their boundaries merge into mega-regions things could get worse. For example, the Pearl River Delta – Hong Kong, Shenzhen, Guangzhou, Macao – gathers 120 million people; in Japan, the Nagoya, Osaka, Kyoto, Kobe region will soon be the home of 60 million people.

The 40 emerging mega-regions around the globe are already the drivers of economic growth and concentrate 18% of the world’s population, 66% of the world economy and 85% of the technology.

The good management of cities – the criterion of this month – will more than ever support or hinder the competitiveness of a nation.

Very little is done or taught to increase the ability of governments to manage their urban areas and the optimum utilization of their national territory. This could very well be the next frontier in competitiveness.


Povl Tiedemann
March 2013

How to grow international undergraduate student numbers

March 10, 2013

By Dr Rahul Choudaha, Director of research and strategic development at World Education Services in New York, released in University World News.

The global student mobility landscape is in constant flux and is often influenced by external factors beyond the control of higher education institutions. Consider how a combination of changes in the external environment, including demographics and economic growth, has influenced the patterns of the top senders of international students to the United States.

China took over from Japan as the leading source of international students in 1999-2000, before being overtaken by India in 2001-02 and then regaining the reins in 2009-10. Japanese enrolments, by contrast, have plunged from a peak of just over 47,100 in 1997-98 to less than 20,000 in 2011-12.

Meanwhile, student enrolments from select emerging markets have grown rapidly. Enrolments from Saudi Arabia, for example, have increased by 700% since 2002-03, from 4,200 to 34,100 in 2011-12.

In addition, other factors such as post-recession budget cuts have prompted many institutions to actively recruit international students.

And while the catalysts to recruit international students are often external, institutions have frequently found themselves internally underprepared for these shifts in the environment that demand more proactive strategies. Moreover, insufficient understanding of near-term student mobility trends and recruitment practices can be detrimental to their future strategic internationalisation efforts.

With these considerations in mind, the latest research report from World Education Services, International Student Mobility Trends 2013: Towards responsive recruitment strategies, analyses global mobility patterns and their implications for prioritising resources and building capacity for proactive international student recruitment.


Povl Tiedemann
March 2013

Women students dominating in many countries

March 3, 2013

By Dylan Conger, associate professor at George Washington University and Mark C Long, associate professor at University of Michigan. Extracts from University World News

After decades of concern that girls were not granted the same opportunities as their male classmates, the attention in the developed world has recently shifted to the relatively poor performance of boys in school.

Studies of students in the United States find that girls often receive higher marks from their teachers and have now reached parity and sometimes exceed boys on standardised exams, including those required for entry into higher education. Research also indicates that girls are more likely to graduate from secondary school and to take more rigorous courses while in school than boys.

These trends have led to a growing gender imbalance on college campuses that now favours females. In the United States, for example, males’ share of total college enrolment has fallen steadily from 71% in 1947 to 43% in 2010, with 1978 the last year that males held an advantage.

Education experts in the US project an enrolment increase of 21% for women, compared to only 12% for men, through to 2019.

This pattern is not unique to the US. According to 2007 estimates from UNESCO, the share of females in tertiary education now exceeds 50% in almost all OECD (Organisation for Economic Co-operation and Development) member nations, reaching as high as 64% female in Iceland.


Povl Tiedemann
March 2013

The Choice of Innovation Policy Instruments

March 1, 2013

By Susana Borrás and Charles Edquist, preprint of paper in CIRCLE, Lund University

The purpose of this article is to discuss the different types of instruments of innovation policy, to examine how governments and public agencies in different countries and different times have used these instruments differently, to explore the political nature of instrument choice and design (and associated issues), and to elaborate a set of criteria for the selection and design of the instruments in relation to the formulation of innovation policy.

The article argues that innovation policy instruments must be designed and combined into mixes in ways that address the problems of the innovation system. These mixes are often called “policy mix”.

The problem-oriented nature of the design of instrument mixes is what makes innovation policy instruments ‘systemic’.


Povl Tiedemann
March 2013