The weekend of

24–25th October

saw Alumni & CAiM

members gathering

for the Alumni

Weekend on the

theme of Creativity

and Business: How

to Inspire and

Develop Creative People.

The Friday afternoon session was

delightfully chaired by Colin Tweedy, Chief

Executive of Arts & Business.

Dr John Roberts, Senior Lecturer in

Organisational Behaviour, opened with his

thoughts of the inherent conflicts between

Creativity & Management.

Anne Miller, CEO of The Creativity

Partnership, stressed that innovation is rarely

occurs as a ‘light bulb’ moment of inspiration

but fed by a series of different inputs.

Susan Spindler talked of her experience

as a leader of a major change management

initiative within an organisation driven by its

creative and artistic content. Finally, Dr

Charles Hampden-Turner articulately

concluded the session with some of his

insights: innovation is the new combination

of old elements and viewing others’

creativity gives one an instant shock of

recognition: it is synthesis of new ideas with

the familiarity of existing constructs.

Tim Stockil, Director of Creative

Development at Arts & Business, then lead

a interactive session demonstrating how

everyone is innately creative and how

openness and the suspension of existing

assumptions are key to initiating the

creative process.

The evening concluded over the road at

a reception at the recently renovated

Fitzwiliam Museum.

CAiM member Neil Mullarkey, founding

member of the Comedy Store Players, led

an informative and hilarious workshop using

improvisation as a mechanism to encourage

creativity. My take-away mantra was ‘Yes!

And .’ creates infinitely more exciting

possibilities than ‘Yes, but..’.

The weekend was a great success. Most

of all, I enjoyed seeing existing friends,

making new acquaintances and meeting

members of the incoming MBA class. May I

wish the current students a most rewarding,

educationally enriching, enjoyable (and

creative!) year ahead of them at the Judge

Institute. How envious I am of them!

Arthur Meadows

In recent years the

injunction for

business to be more

creative has been

added to the demand

for more innovation,

entrepreneurship and

flexibility. But there is

good reason to believe

that creativity will always be resistant to

management and indeed that management

and creativity are fundamentally opposed

mentalities. Arguably the commitment of

management to the ideals of rationality and

objectivity as the means to enhance the

control and predictability of organisational life

is the complete antithesis of the thoroughly

subjective, often unconscious, disorderly and

emotional conditions that give rise to desired

but always unexpected creativity.

The English psychoanalyst, Donald

Winnicott defined creativity as a space

– ‘an intermediate area of experiencing’ –

between ‘what is objectively perceived and

subjectively conceived’. From this reading

creativity involves a sort of serious play that

requires the full engagement of the psyche

with the objective demands of reality.

Where management control often

depends upon and stimulates a concern to

conform with what the other wants, creativity

goes within to the capacities of the

imagination to think the unthinkable as a

response to objective demands. Where

management wants to know the future in

advance, creativity requires an ability to live

with uncertainty and the ‘not knowing’ that

this implies as a condition for the new to arise.

The high tech firms that surround

Cambridge are often natural spaces for

creativity. These firms are often living life

‘close to the edge’ both of financial

survival and of knowledge of what is

technically possible. Leaders create a

protected space where trust in individual

capability, mutual respect and non-

conformity allow people to be inspired by

the goal of creating world beating

technologies and products. Against the

obvious shared risks of failure are set all the

excitement and satisfaction of being able to

make a difference through what you do.

When these firms succeed they often then

reach for all the trappings of conventional

management techniques and systems and

then wonder why the excitement and heart

has gone out of the place.

John Roberts

CAiM Reporter: Alumni Weekend 2004

Managing Creativity

Director’sDiaryAs CAiM celebrates its first decade after

being conjured to life in 1994, I am full of

admiration and gratitude for all who have

participated in the development of the

Association. As the first Cambridge MBA

alumni were graduating from the then

three-year part-time course its first

Director, John Hendry, got together with

pioneers from the 1970s and –80s who

had enrolled on the Management Studies

Tripos when it was still in Engineering, to

develop the idea that became CAiM.

When I joined in 1995, I was

overjoyed to find such enthusiasts who

were eager to support the Judge Institute

of Management and to ensure that ever

increasing numbers of Cambridge alumni

were aware that Cambridge was now

growing a fine business school. Together

we thought that support would best be

secured by casting the alumni net as wide

as possible. Our vision was and is to

embrace all alumni from Cambridge who

are interested in management and want to

support their business school.

Our vision for CAiM is to be a vitally

important alumni organisation for all

Cambridge graduates who want to be

engaged in our fast expanding global

network and to support the Judge

Institute. There are so many ways to be

involved: with every step and every act

CAiM members can be our best

representatives and ambassadors,

strengthening our reputation, encouraging

employers to recruit our graduates, host

student projects and commission

executive education, engaging with our

research and talking with potential recruits

as students, faculty, executive clients and

corporate sponsors. All this whilst at the

same time having fun, meeting fellow

alumni and engaging with stimulating

ideas for best business practice.

During the past term, under the

inspiration of our new Advisory Board and

its Chairman, Lord Browne of Madingley,

we have been engaged with a team from

McKinsey & Company (offered on a pro

bono basis by its Worldwide Managing

Director and our Advisory board member,

Ian E.L. Davis) to review our mission and

strategy. Rachel Massey, as chairman of

CAiM, sits on the Advisory Board and is

participating in this review. Furthermore,

many of you have also given the team

your views both in responding to

McKinsey’s surveys and by direct

communication to me and to the review

team. Thank you very much to all who

have participated in this very important

exercise. When I next write this column I

will be reporting on the results of the

review and on the really crucial issues of

how, with your help, we are acting on the

review to build a great business school in

Cambridge.

Do please always keep in touch,

participate in CAiM meetings whenever

possible and visit us in Cambridge

whenever the opportunity arises. We will

always be pleased to see you and to hear

from you.

Professor Dame Sandra Dawson DBE

Chair’s Message

Dear CAiM members

Welcome to the 1st issue of a new look

Network. We hope you like the new style

and new features. In this issue you’ll find

details of exciting new developments

across the CAiM network, such as the

new alumni chapter in China, profiles of

alumni and articles from alumni weekend

speakers.

2004 saw several changes to the

CAiM Council, but we have been busy

behind the scenes to ensure your alumni

association goes from strength to

strength. I am delighted to welcome Niki

Audsley as the new Alumni Relations

Manager and look forward working along-

side her. We held our AGM in November

and I lwould like to welcome the new

members to the Council. I would like to

take this opportunity to thank Katy

Steward who is stepping down from the

events role on the council after four years.

Event highlights over the last year

include the Spring Ball in London where

Tony Juniper, Executive Director of

Friends of the Earth was guest speaker

and a wry and witty lecture by Calvert

Markham, President of the Institute of

Management Consultancy. Our goal in

2005 is to deliver an outstanding series

of events in CAiM’s tenth anniversary

year. Watch this space!

Warmest regards and best wishes.

Rachel Massey

CAiM Chair

Forthcoming eventsKaran Bilimoria. Founder: Cobra

Due to his phenomenal success with Cobra beer, Karan

Bilimoria was voted London’s Entrepreneur of the Year 2003

and Asian of the Year 2002

Date: 23rd February 2005

Time: 7pm

Venue: KPMG, London

ANNUAL CITY LECTURE

Key speaker:Ruth Lea

Britain’s Economic Prospect in a Global Context

Ruth Lea is a former director of policy at the Institute of

Directors and is now director of the Centre for Policy Studies.

Date: 2nd March 2005

Time: 6pm start

Venue: Staple Inn Hall, London

Richard Christou.

Executive Chairman: Fujitsu Services

In 2000 Richard Christou was appointed CEO of ICL and man-

aged its re–branding to Fujitsu Services in 2002.

Date: 20th April 2005

Venue: Fujitsu, London

MBA FAIRS

Frankfurt

Date: 5th March 2005

Venue: Hilton Frankfurt

Amsterdam


Venue: Hilton Amsterdam

Paris


Venue: Concorde La Fayette Hotel

Lisbon

Date: 14th April 2005

Venue: Pestana Palace Hotel

MBA RECEPTIONS

Sydney

Date: 16th February 2005

Venue: Macquarie Bank

Auckland

Date: 22nd February 2005

Venue: Hilton Auckland

To help promote the Cambridge MBA programme by attending a

fair or reception, please contact Luisa Marrone at

[email protected]

3

Festivities at the Spring Ball.

All thatMullarkeyNeil Mullarkey is a highly

constructive, creative

individual, but was it

always so easy for him to

express this talent? Neil

provides us with a

revealing insight into his

experiences of repressive

and expressive

environments.

John Cleese once commented that between

leaving kindergarten and university, nobody

had once encouraged his creativity. I can

identify with that. I went to an all-boys

grammar school. Yes, it helped me gain

eleven O-levels and three A-levels and a

place at Cambridge, but I can neither draw,

nor sing nor play an instrument – when

people mention a “bar” I have no idea what

it means (I’m talking musical terms, here). If

someone misbehaved in Art or Music we

had to sit in silence. Many “lessons” passed

without a sound other than chairs creaking

under the weight of teenage growth spurts.

With no other outlet for our creativity

we resorted to taunting teachers. I remem-

ber fearing O-level English Language essays

with such open-ended titles as “If Only…”

Give me exam questions where I could

“get the right answer” or regurgitate some

facts and I was happy. I don’t want to

bemoan the state of education – I admit

with some pride that I still remember how

an oxbow lake is formed or that osmosis

occurs through a semi-permeable mem-

brane – for I believe things have changed

greatly, but to make the point that creativity

is slowed squeezed out of us, first by school

then by work. Most organisations give their

people no chance to use their creative tal-

ents legitimately. There is plenty of evidence

of creativity – embellished expenses claims,

rumours and gossip, customised work-

spaces, subversive e-mails, cheeky post-it

notes, ornate doodles in over-long meet-

ings, intemperate notices in shared kitchens

or zany Polaroids. Yet it may bring no benefit

and possibly some harm to the organisation,

which then spends thousands of pounds

taking its staff on “away-days” to get them

to “think outside the box”.

I was fortunate. The Cambridge

Footlights gave me the confidence to pursue

a career as a writer-performer. Now, I work

with lots of different businesses, using

improvisational theatre games. At school we

were taught not to copy. You had to produce

the answers without any help from others.

In improv, we take our fellow players’ ideas

and give away our own, mix them and

together create a new story for which

nobody can claim authorship yet all must

take responsibility. There may be no single

“right answer” only different choices. A

showbiz journalist looked at my website

recently and casually observed, “You just

teach people how to have better conversa-

tions”. I couldn’t disagree. Aren’t most

enterprises simply an agglomeration of con-

versations – past, present and future –

between leaders and teams and customers?

And what can be the hardest part of a con-

versation? Shutting up and listening. Maybe

those lessons weren’t such a waste after all.

Neil Mullarkey’s many credits include

I’m Sorry I Haven’t A Clue, Whose Line

Is It Anyway and Austin Powers films

(International Man of Mystery and

Goldmember). He regularly performs in

London with the Comedy Store Players.

If you would like to know more about his

workshops visit:

www.allthatmullarkey.com

News from CAiMAway Day

Early in 2004 CAiM held a strategy away

day at the Judge Institute of management

to review its mission and set key objectives

for the coming year.

The lively debate and constructive ideas

were a testament to the commitment of all

council members to CAiM.

The key outputs of the day were a dis-

cussion paper on the role of CAiM in

response to Sandra Dawson’s think piece

on the development of the Judge and the

role of its alumni association.

It was decided that the key areas for

focus should be:

• Internationalising events (including

linking Judge faculty overseas visits

and MBA fairs)

• Website development

• Events

We are already seeing the results of

this focus day with the development of the

CAiM Chapter in China.

CAiM Special Interest Forum

The CAiM Special Interest Forum hosted by

Proximity Worldwide, London heard from

Calvert Markham, President of the Institute of

Management Consultancy who spoke on

‘Charlatans, Supermen and Consultants: Spot

the Difference?’

Calvert not only gave CAiM members all

the reasons why management consultants

are used, but also how their role has changed

as the industry has grown and matured and

how they can be perceived as charlatans or

supermen and all points in between.

Calvert recalled one amusing story

from his time in consultancy. The senior

partner and a young management consult-

ant arrived at the clients’ premises. The

senior partner swung through the factory

gates in his Jaguar and parked in the

Chairman’s space. They marched up to the

front door. The receptionist, all of a dither,

stammered ‘But, but, but... that’s the

Chairman’s designated space’. To which the

Senior Partner boomed, ‘Tell the Chairman

that the consultants have arrived’.

Calvert also talked about the impending

merger between the Chartered

Management Institute and the Institute of

Management Consultancy. Together the two

organisations work to promote and develop

excellence in management and manage-

ment consultancy – aims not too dissimilar

to the Judge Institute of Management.

Spring Ball

The Spring Ball was held at the Barbican

Centre in London in April. The event started

with an elegant drinks reception in the

spectacular tropical conservatory, right in

the heart of London. The Guest speaker,

Tony Juniper, Executive Director of Friends

of the Earth, immediately started educating

the ball goers with his knowledge of the

flora and fauna of the conservatory.

Fine dining was followed by Tony’s key

note speech about his personal insights in

global environmental policy decisions. In

particular, he called for greater levels of

engagement between environmentalists

and big business in order to secure a sus-

tainable environment for future generations.

The evening was topped off with dancing

before carriages.

A great time was had by all!

Comedy Store outing

Following his memorable after dinner

speech at the Ball in 2001, CAiM members

snapped up tickets to see Neil Mullarkey in

“Don’t be Needy, Be Succeedy” in March

2004 at the Comedy Store, London. The

show brought to life his award-winning cre-

ation, L. Vaughan Spencer, the “gangsta

motivator” and was a sell out.

CAiM members who missed this event

were also able to catch Neil Mullarkey at

the Alumni weekend.

New website for CAiM

A new website to serve the needs of

CAiM members is currently under

development and set for launch early

this year.

The website will provide CAiM

members with an online database and

community structure through which they

can update their own details, view and

search for details of others and develop

stronger and ever more valuable

networks. Discussion areas for special

interest and class groups will be added

later to enable alumni to engage with one

another on specific topics and to share

their latest news.

Look out for the new website!

Neil Mullarkey is an actor, writer

and improviser. A former President of

the Cambridge Footlights, Neil co-

founded The Comedy Store Players in

1985, and still regularly improvises

with them twice a week alongside the

likes of Josie Lawrence and Paul

Merton. He has appeared on Whose

Line Is It Anyway, Loose Ends, Quote?

Unquote, I’m Sorry I Haven’t a Clue,

The News Quiz and in Austin Powers

movies (International Man of Mystery

and Goldmember).

Neil, who is a member of CAiM,

runs workshops using theatre improvi-

sation to inspire business people to

enhance their communication and cre-

ative skills. He has worked with the

BBC, Thames Water, the NHS, The

Body Shop, Relate, The Kimberly Clark,

Heinz, Lloyds TSB, Vodafone, and sev-

eral business schools, management

consultancies and ad agencies.

“Many ‘lessons’

passed without a

sound other than

chairs creaking under

the weight of teenage

growth spurts.”

4 5

Anne Miller – Director, The Creativity Partnership

www.tcp-uk.co.uk

Alumni Profiles

Creativity is the source of

innovation, and as Lord

Sainsbury says, all the

DTI’s research shows that

innovative companies are

more profitable than non

innovators. The problem is

that the most creative

people can be a pain to

manage. How can one

convert them from

creative mavericks into

creative stars?

One overriding principle is to provide

autonomy, support and guidance. I feel

very fortunate to have had the opportunity

to help develop an organisation from

scratch to foster innovation. Gerald Avison,

a group of co-founders and I set up The

Technology Partnership (TTP) in 1987, with

the explicit objective of “having fun and

making money.” The organisation was

designed to combine autonomy with a very

strong sense of partnership.

The sense of autonomy is encouraged

in a variety of ways. Work is structured

round projects, each run by a project

leader with the responsibility and authority

to deliver on time and on budget. On a

complex project this involves a very broad

range of skills. The majority of technical

staff run projects, for which they have full

authority over expenditure, including

authorising project related expenses claims

from their department head. Although in

my experience this can feel a little weird, it

provides a powerful signal to project lead-

ers that they really are expected to take

control, and that the company’s aim is

partnership, not hierarchy.

This worked extremely well, because

once creative people feel free and sup-

ported they can accept the guidance from

others that they need. TTP Group and its

incubatees have grown at 30% pa since

1987. It is now a very successful and

broadly based innovation business,

encompassing technological innovation,

venture capital, business incubation, prop-

erty and manufacturing.

What can you do if you are trying to

help an existing organisation make the tran-

sition from cost cutting to growth? The

Creativity Partnership works with a variety of

organisations on this, but as the recently

departed CEO of one major PLC discovered,

switching innovation back on again isn’t as

simple as telling staff to ”be innovative or

you’re fired”

When trying to make the transition,

managers often flip-flop between abdicating

all responsibility, or diving back in and

micromanaging. This is often caused by

manager’s underlying anxiety about their

new role and responsibilities in managing

the risk of innovation. It has the unfortunate

consequence that their staff say “they say

we’re free but we don’t feel free.”

The causes and potential solutions vary

between organisations, but one key way to

help is often to pay much more attention

than usual to providing a clear unifying

vision and values. In an innovative environ-

ment, the staff and managers have to gen-

erate ideas, make judgements on them and

take risks to solve problems. They can’t just

follow the rule book. This understandably

creates anxiety, but having clear guiding

sense of the organisation’s underlying vision

and values helps create a secure framework,

within which people can be creative and

make well founded judgements. This then

reduces the anxiety and thus the tendency

to flip-flop between control and autonomy.

Anne Miller is Director of The Creativity Partnership, and a co-founder of TTP

Group Plc, one of the region’s most successful and broad based technology innovation

organisations.

She started her career with a degree in engineering from Cambridge University

(Churchill College) and worked as a Research and Development engineer for Tube

Investments Group. After a brief intermission teaching English in Japan, she returned to

the Cambridge area and moved into Technical Consultancy.

In 1988 she became one of the founders of The Technology Partnership, now TTP

Group Plc. Within TTP she ran a business sector focussing on the front end of the inno-

vation process, developing a wide range of innovative products in collaboration with the

worlds largest companies. She is named as inventor on about 30 patents.

During this time she became increasingly interested in how organisations and indi-

viduals realise their creative potential, and in 2001 founded The Creativity Partnership as

the learning and development subsidiary of TTP Group.

She now runs courses and workshops on various aspects of innovation and helps

organisations catalyse change in order to value from their creativity. Clients include

Rolls-Royce, Bayer, Sainsbury’s and the NHS.

How can one inspire and developcreative people?

“In an innovative

environment, the

staff and managers

have to generate

ideas, make judge-

ments on them and

take risks to solve

problems.”

Name: Mat Mildenhall

Company: Proximity Worldwide

Nationality: British

Position: Chief Operating Officer

Location: London

Matriculation year: 1996

Degree: MBA

What was your background before you

studied at the business school?

I trained as a chartered accountant, spe-

cialised in the media industry then broadened my

experience to corporate finance and consulting.

How has your career progressed since you

completed your studies?

There is no way I would have taken the

career route I have taken without the MBA.

I have received three promotions within the

group in which I work and recently been

made Chief Operating Officer of a marketing

agency network spanning 40 countries with

over 1200 people.

How did your studies at the business

school help to progress your career?

I have to think about finance, business

development and people issues more than

anything across 40 countries. The MBA did

not give me all the answers but I am sure

that it has helped.

I cannot think of another 12-month

period where you meet so many fascinat-

ing people, work hard, listen, learn and

have fun!

Name: Gladys Bienoseh

Company: General Electric,

Canada

Nationality: Nigerian

Position: Environmental, Health

& Safety Co-ordinator

Location: Ontario, Canada


Degree: MPhil Management Studies


studied at the business school?

Degree in Chemical Engineering and work-

ing as a Process Engineer with Exxon, Nigeria

How has your career progressed since

you completed your studies?

Very well indeed. I am currently the EHS

Leader for GE Silicones, Pickering, Ontario.



I enjoyed very much the lectures on

Environment and Sustainability – my

thesis was on the impact of climate

change. Every day in my work life I use

the knowledge and skills I acquired from

the Judge Institute.

It has taken me this far and I know that

the sky is my limit!

Name: Dr Wilson Ng

Company: Leeds University

Business School

Nationality: British

Position: University Research

Fellow, Corporate

Governance

Location: Leeds, UK


Degree: PhD


studies at the business school?

Group Finance Director with a multinational

engineering group based in Singapore

How has your career progresses since

you completed your studies?

I have secured a role as a University Research

Fellow working on quoted family and state

controlled firms in the UK and abroad.



My PhD undoubtedly helped me to secure

my first academic role.

Dedication yet variety are the hallmarks

of Cambridge education as a whole. Time

spent at Cambridge is the best of your life –

the danger is that life afterwards may seem

an anti-climax!

Dr Wilson Ng

Gladys Bienoseh

Mat Mildenhall

6 7

re-connected with their creative energies and

were prepared to take risks that they would-

n’t normally countenance. There were ice-

hockey players and mountaineers and

ambulance drivers and a whole group

became a first-world-war aeroplane com-

plete with pilot’s goggles – all within the

confines of the Common Room. It was what

we described as “serious play”.

And it is serious too – not just a lot of

fun. We use these arts-based exercises to

explore issues like teamwork and leadership,

communication and listening, giving and

receiving feedback, scenario painting, influ-

encing and negotiation – any of the so-called

soft skills in fact. And we don’t just work on

personal and team development but on

organisational and cultural development too.

Seven years ago you could count on

the fingers of one hand the number of com-

panies that had used artists as developers

and consultants. Now we know of over 300

and the number is rising rapidly. On 7

December, Arts & Business is launching a

new report, written by John Knell of the

Intelligence Agency, one of the UK’s fore-

most thinkers on the changing face of work,

which examines why this is the case and

how businesses and other organisations can

develop this work. We at Arts & Business

look forward to collaborating with colleagues

at the Judge Institute of Management to

push the boundaries even further.

Arts & Business is the world’s most

successful and widespread creative net-

work. We help business people support

the arts and the arts support business

people, because good business and great

art enrich society.

For further information visit

www.AandB.org.uk

A&B’s Creative trainer’s workshop in

progress.

A&B’s workshop and artists in residence help

to rejuvenate the ethos in creativity.

Tim Stockil is Director of

Creative Development at Arts &

Business, a post he has held for

the last seven years. He worked in

the theatre for ten years before

joining Arts & Business where,

amongst other jobs, he has devel-

oped training programmes for both

arts and business managers.

Tim now brings his training and

theatre experience together in deliv-

ering creative training and develop-

ment, helping businesses to tackle

organisational and personnel issues

through the skills, techniques and

processes of the arts. His recent

clients include Pfizer, HBOS, the

Foreign & Commonwealth Office,

Zurich Financial Services and

Ashridge, where he presents a reg-

ular contribution on creativity for

the MBA programmes.

Tim read French at Corpus Christi

College, Oxford. He is a non-execu-

tive director of the theatre companies

Cheek by Jowl and Polka Theatre for

Children, and a fellow of the Royal

Society of Arts.

“The problem for us

business leaders”

said a CEO of a FTSE

250 company to me,

“is that we all know

we need creativity

but we just don’t

know how to get it.”

Achieving successthrough creativity

Tim leads the Alumni Weekend

interactive workshop.

Tim Stockil, Director of

Creative Development at

Arts & Business,

describes how businesses

are inceasingly turning to

the arts world for help in

unlocking the creativity of

their people – and more.

“The problem for us business leaders,” said a

CEO of a FTSE 250 company to me, “is that

we all know we need creativity but we just

don’t know how to get it.”

He went on to talk about how his com-

pany tends to recruit people who are left-

brained, logical, analytical, numerate

thinkers; “and then to make sure that they

are, the first thing we do is send them on a

course called Finance for non-financial man-

agers.” He might have added, and then we

send them on an MBA.

Of course he wasn’t saying that he

wanted to ditch all the good left-brained

activity, just that he wanted his people to use

all of their brains. How many times have we

heard that staff tend to bring to work only a

small part of their capacity?

But everyone is creative. Just think of

small children playing with a cardboard box.

One moment it is a spaceship, the next a car,

the next a fort – the possibilities are endless

and unconfined. Unfortunately, much of our

education and societal norms tend to sup-

press this creativity. Kobus Neethling, the

South African academic and consultant,

undertook a 15-country research project

which showed that:

Creative behaviour diminshes from 98%

in the 3-5 year old age group to 32% by age

10; by the time children are turning 15, only

10% are behaving creatively and it’s only 2%

by the age of 25.

But, as Professor Ken Robinson has

argued so elegantly in his book Out of our

Minds, what the world needs now is more

creative thinking. Businesses will succeed by

being more creative than their competitors and

then by turning their creative ideas into new

products and services (i.e. innovating) more

efficiently and effectively than the competition.

All of which was the point behind the

Judge Institute’s concentration on creativity

during the 2004 Alumni Weekend. There

was an excellent panel discussion on how to

foster creativity but my role was to bring the

discussion into practical focus by giving

attendees a taster (and it really was no more

than that) of how we at Arts & Business and

increasing numbers of other artist-practition-

ers are using the skills, techniques and

processes of the arts to help business people

tap into their own creativity.

There was a large group of MBA stu-

dents and alumni at the event so we cleared

the Common Room and started by getting

everyone to experience not killing ideas at

birth through an exercise we call ‘Yes, and…’.

Then we split into three groups and with my

colleagues Chris Higgins, Lin Sagovsky and

Philippa Tipper, we took participants through

a series of exercises that reflected the points

raised in the panel discussion – taking risk,

working as a team, using restrictions to your

advantage and so on.

The session culminated with small

groups of five or six having quarter of an

hour in which to devise, rehearse and per-

form their own mini show for their col-

leagues. Even in a short workshop (this

whole process lasted about 90 minutes), it

was clear that many participants had

8 9

You are invited to visit our new web site! –

www.theCambridgeMBA.com

We have worked closely with members

of the MBA 2003 class and others in

developing our new web site. Our starting

point was a conviction that, while we are

successfully delivering an excellent, distinc-

tive MBA programme, there was unrealised

potential to communicate our strengths

through the website. In particular, experi-

ence suggests that the programme delivers

more broadly and profoundly than our

MBAs expect when they first arrive, and

our challenge is to communicate this to

would-be applicants, recruiters and others.

Hence on the new MBA homepage, the vis-

itor is met with a striking image of

Cambridge University and a strong quote

from the Group CEO of BP, Lord Browne.

“the Cambridge MBA is a unique qualifi-

cation, founded on the Business School’s dis-

tinctive role as an integral part of the leading

university in Europe.”

These are reinforced by a strapline that

describes the essence of the brand:

The Cambridge MBA will change the

way you view the world – our MBAs

described broadened horizons, expanded

opportunities and a willingness and self-

confidence to aim higher

…and the way the world views you –

our MBAs carry with them the prestige and

global brand recognition of Cambridge

University.

The website is then structured to pro-

vide immediate access to essential infor-

mation while also communicating

distinctive attributes and values of the pro-

gramme. We would like to say thank you to

all of those who helped in the development

of the new site and invite you to pay a visit.

www.thecambridgeMBA.com

PhD UpdateShefaly Yogendra (MPhil Technology

Policy – 2002) is coming to the PhD pro-

gramme after spending a year working on

various UK and European policy projects.

Collaborating with ESRC’s Innogen Centre

at the University of Edinburgh, she recent-

ly advised the South West Regional

Assembly on their GM policy position,

drawing upon her earlier work on compar-

ative regulation of GM crops in the EU and

the US, with Prof Nicholas Ashford as a

CMI Visiting Researcher at MIT. She is

also a collaborator on the UK research

team in the European Commission-funded

PRIME Network project on innovation

financing in ICT and Life Sciences sector,

one of the very few on the consortium

who can comment on both ICT and Life

Sciences sector with authority, with her

work in biotech and her 10 years of post-

MBA experience in the IT industry. PRIME

is a network that aims to foster European

research partnerships for excellence in

academic research. She has also recently

undertaken projects on drug regulation

reform on behalf of a ‘big pharma’ firm

and completed projects related to Scottish

healthcare with a leading British public

affairs firm as an intern. In her PhD, she

will explore policy and strategy issues in

emergent genetic technologies, under the

guidance of Dr David Reiner.

Kate Ni Chionnaith, 2nd year PhD

student, presented a paper at the recent

Community Informatics Research

Network, CIRN 2004 Conference and

Colloquium., held in Prato, Italy. The

paper was entitled ‘Power/ Knowledge

and Identity in ICT for Development

Initiatives.’ At this event, Kate was repre-

senting both the Judge Institute and

Aidworld, a not for profit technology

organisation based in Cambridge, with

whom she is volunteering as part of her

PhD work.

Fabien Roques, 2nd year PhD student

presented the paper “Generation

Adequacy and Investment Incentives in

Britain: from the Pool to NETA”, at the 3rd

International Conference on Applied

Infrastructure Research, “Network

Economics: Financing, Regulation and

Capacity Allocation in Infrastructure

Sectors”, Berlin, 9 October, 2004.

MPhil NewsThe Judge Institute of Management’s

MPhil. programme has been flourishing in

recent years. The MPhil in Finance and the

MPhil in Technology Policy have been

added to the MPhil in Management

Studies. Applications have grown (more

than 20 applicants per place for one pro-

gramme), external examiners have praised

the programmes, and alumni have distin-

guished themselves in doctoral research as

well as in the professional job market.

The business school has decided to build on

this strength, with a wider suite of MPhil cours-

es from 2005, and a clearer targeting of the

needs of students aiming for professional work,

on the one hand, and the PhD, on the other.

The Management MPhil, the Finance MPhil

and the Technology Policy MPhil are primarily

for those continuing to professional work.

MPhils in Financial Research, Innovation

Strategy and Organisation, Management

Research and Management Science will pro-

vide stronger research training for those

going on to the doctorate or to research

posts in business.

News from

CIBAMThe Centre for International Business and

Management (CIBAM) is a partner in an

international consortium of academics from

the US (MIT), Sweden (Stockholm School of

Economics; Chalmers University),

Switzerland (ETH) and Japan (University of

Tokyo), on a large and ambitious project

focusing on ‘Environmental regulation as a

firm competitive advantage’.

The consortium has received seed corn

funding of $400,000 from the Alliance for

Global Sustainability to investigate whether

and how improves environmental perform-

ance is being or can be used by firms as an

effective instrument for gaining competitive

advantage. CIBAM is represented by

Director, Dr Christos Pitelis, Faculty member,

Dr David Rainer and Academic Associates

Professor Niclas Alder, Professor Thomas

Bernauer, Dr Jim Foster and Professor

Kenneth Oye.

Dr Christos Pitelis is also the lead partner

in a consortium with Business Associate Mr

Patrice Muller, Partner and Director of London

Economics, and Dr Andy Neely, Chairman of

the Centre for Business Performance at

Cranfield School of Management, which has

won a bid for £139k to undertake a research

project for the “Best Practice Forum”. Their

Impact Assessment Study will focus on eval-

uating the impact on business performance

and competitiveness of various business sup-

port measures, tools and techniques provid-

ed under the ‘Profit through Productivity’

programme to small and medium sized

enterprises in the Tourism, Hospitality and

Leisure sector.

Consulting ProjectsAs another new year begins, the Judge

Institute of Management is again looking

for potential hosts for forthcoming stu-

dent projects, and would be delighted to

hear from any of our colleagues and

friends with interesting projects to offer.

Our projects have become the cor-

nerstones of our academic programmes

and are a great opportunity for companies

to harness the considerable talents of our

students. If your organisation has been

battling with a particular business prob-

lem and would like a fresh perspective,

this is for you!

We are currently looking for hosts for

the Management Studies Tripos project,

which our final year undergraduates carry

out in teams of two in May. If you are

based in Cambridge (or London) and have

a particular business issue you’d like two

intelligent, energetic MST students to

tackle, please get in touch with the

Projects Office at the address below – or

check out the project pages of our web-

site for further details of this, and all our

other projects, together with some nice

testimonials from satisfied previous

clients: http://www.jims.cam.ac.uk

/companies/student_projects

/student_projects_f.html

We charge no fee for the MST project,

just student expenses, so it is an ideal

opportunity to access some bright, enquir-

ing minds and identify potential recruits.

We would need proposals by 11 February,

so make this your New Year’s resolution!

There are also several other opportu-

nities to get involved in projects through-

out the year. MBA students all undertake

an individual project in the summer and

often look to tie these in with company

placements. Both our MPhil and MBA pro-

grammes offer local entrepreneurial com-

panies the chance to work with student

teams on Entrepreneurship Consulting

Projects; and our MBA students also com-

plete a team-based Major Consulting

Project at Easter, which can be with any

company, anywhere in the world. Thanks

to our wonderfully supportive alumni,

MBA student teams have represented us

in all four corners of the globe – USA,

South America, all parts of Europe and

Asia and Australia. They have helped us to

build an enviable reputation for delivering

results of real value, so if you’d like to

explore what our students can do for you,

please get in touch.

WE WOULD LOVE to welcome you

back to Cambridge as a project host, so

if you would like further information,

have an idea you wish to discuss, or

have any other queries, please contact

Margaret O’Neill, the Projects Manager

on 01223 764294, or email her at:

[email protected]

and she will be happy to help.

“...the Cambridge

MBA is a unique

qualification, founded

on the Business

School’s distinctive

role as an integral

part of the leading

university in Europe.”

the Cambridge MBA

CfEL NewsThe Centre for Entrepreneurial Learning and

the Judge Institute of Management have cel-

ebrated the success of two Summer School

delegates and an MBA Alumnus. All of

whom co-founded Artimi, and have recently

raised $14 million in Series A Funding.

Artimi is a fables semiconductor company

developing Ultra Wideband (UWB) silicon

solutions.

Three months after attending the CfEL

Summer School, David Baker and Mark

Moore – former GlobespanVirata engineers

– co-founded Artimi in September 2002.

Mark and David met Richard Dellabarca

(current Chief Financial Officer and Co-

Founder of Artimi) at the Summer School,

where he participated in their Mentor group

as an MBA student at the business school.

Richard brought extensive commercial and

investment banking experience to round out

the founding management team. In addition,

Jack Lang, a successful hi-tech entrepreneur

and a contributor at Summer School, also

joined the founding management team of

Artimi soon after the company was estab-

lished.

This feature of meeting and forming the

successful team is not a coincidence. CfEL is

very keen to continue contributing to the

acceleration of enterprises through action

learning and the power of networking as a

magnet for talents and technology.

NEWS FROM

10 11

Expanding horizonsDuring 2004 the Judge Institute of

Management hosted the second Community

Enterprise Research Conference. The event

was organised by staff and students of the

Masters in Community Enterprise, a two-

year part-time degree course for Chief

Executives of social economy organisations.

The aim of the conference was to raise

the profile of the research conducted by the

students on the course, and the feedback

from delegates was extremely positive. This

is an exciting time to be involved in the

social economy – there are great opportuni-

ties, but also some very real challenges to be

negotiated if the sector is to fulfil its poten-

tial. By conducting rigorous research, the

students of the Masters in Community

Enterprise are taking important steps to

address these challenges.

Faculty member Simon Bell joins the China Chapter for

dinner in Beijing.

On 17 July 2004, 24 alumni in China,

from MBA4 through MBA2002 as well

as MPhil, met for dinner in downtown

Beijing. After warm discussion, all

agreed to launch the CAiM China

Chapter to further strengthen networking

among Cambridge alumni in China.

The CAiM China Chapter will serve as a

platform for networking and cooperation

among Cambridge alumni in China. It also

aims to promote the image of Cambridge

and to differentiate the Cambridge MBA

from other top MBA programs. To better

serve the alumni, the CAiM China Chapter

will, among other activities, publish an

address book, organize regular events, and

invite distinguished local and international

speakers to China. It is hoped that

Cambridge faculty and alumni will also

make contact with chapter members when

traveling in China.

Robin Ren and Kindon Wen were elect-

ed as co-chairs of the CAiM China Chapter.

Cathy Cheng was elected treasurer; Andrea

Du, public relations manager, and

Xiangyong Zhou, publication manager. Dr

Simon Bell, faculty representative of CAiM,

also joined the meeting and updated the

alumni on the latest progress at the Judge

Institute of Management. Simon said, “It is

great to see so much enthusiasm for this

inaugural international chapter of CAiM. I

hope the efforts of Chinese alumni will

serve as a beacon for the organisation of

other CAiM chapters around the globe”.

Some prospective MBA2004 students also

joined the meeting and were excited by the

friendly and cooperative air. Joy Shen said,

“Although I also received an offer from

INSEAD, I realise now that Cambridge is

the right choice.”

The China Chapter was initiated after

visits to Beijing by Sandra Dawson and

Dr Eden Yin in early 2004. It also

happened to be established just before

Vice-Chancellor Alison Richard’s visit

to China in August. Professor Richards

announced that Cambridge would

strengthen cooperation with China

and attract more talented, young

Chinese students as a consequence.

Hopefully the China Chapter of CAiM

will play an important role in promoting

Cambridge University in China and

achieving this goal.

Calling all travellers! Travelling on

business can be a dull, lonely affair.

Liven up your trips by getting in

touch with alumni at your destina-

tion. Don’t spend your evenings in

your hotel room, get out and enjoy

your surroundings with your very

own tour guide!

[email protected]

“The CAiM China

Chapter will serve

as a platform for

networking and

cooperation among

Cambridge alumni

in China.”

Each year MBA alumni come out to support

Judge Institute of Management staff at fairs

and receptions all over the world. Alumni

provide a very personal perspective on the

MBA, making the programme come alive

for the aspiring MBA candidates.

We would like to thank some of our

alumni for their efforts in building future

MBA classes. Particular thanks go to the

following for their support during 2004:

Frankfurt

Bjoern Weidner (MBA9)

Dominik Wiener (MBA2003)

Gudni Adalsteinsson (MBA7)

Vietnam

Zain Hak (MBA8)

Paris

Nicolas Servel (MBA2003)

Luc Le Lay (MBA8)

Delphine Bradshaw (MBA2002)

Munich

Laurence Barker (MBA2003)

Sabine Fruhn (MBA6)

Los Angeles

Payam Eshraighain (MBA10)

New York

Joe Moore (MBA2003)

John Carter (MBA3)

Chicago

Ma Bin (MBA9)

Washington DC

Nicolas Uauy (MBA10)

Eric Okimoto (MBA 2002)

Hong Kong

Ken Wee (MBA2002)

Anne Fung (MBA2001)

Catherine Szeto (MBA2002)

Anges Leung (MBA2001)

Bangkok

Peter Nonthasoot (MBA2002)

Sam Yoon (MBA2003)

Kuala Lumpur

Mei Ling Tan (MBA9)

Seoul

Kyunga Na (MBA2002)

Luciano Park (MBA2002)

Singapore

Kai Yin Yan (MBA2001)

Vincent Jegou (MBA2002)

Rohit Bhattacharya (MBA2002)

Tokyo

JJ Ikegami (MBA7)

We are always extremely grateful for help

from alumni when it comes to careers

issues. Those willing to respond to requests

for information and help from current stu-

dents (and Careers Advisers!) on sectors,

employers, selection processes and recruit-

ment opportunities are too numerous to

mention as are, I am delighted to say, those

requesting copies of the annual MBA Profile

Book and providing job vacancy postings.

The level of support we receive from

MBA alumni grows year on year. In 2003/4

we were particularly grateful to:

Tiago Alves (ARM)

Ben Ashby (J P Morgan)

Ben Barry (Capgemini)

Tom Brown (Dell, and later at Vodafone)

James Dee (CSC)

Jee Moon (Vodafone)

Kjell Nace (Library House)

Peter Shea (Amazon)

Deborah Warburton (Egon Zehnder)

Rachel Whitehouse (BACS)

Nick Young (Boxwood)

...for encouraging their companies to run

recruitment presentations at the Judge

Institute, attend the inaugural joint

Cambridge and Oxford MBA Recruitment

Fair or offer summer projects.

Offers of help and recruitment, or sum-

mer project opportunities, are greatfully

received by the MBA Careers team,

[email protected]

WITH THANKS FROM...MBA Team

Careers Service

Alumni Fund Update

Since its launch in May 2004, the Judge

Institute of Management’s Alumni Fund

has made a truly excellent start. Since

May we have raised £10,000 – our aim is

to double this by the end of the financial

year.

Where will the money go?

1 Attracting and supporting the

best students

We want to encourage recognition of

excellence through prizes, scholar-

ships, bursaries and financial assis-

tance to the most able students. We

want to recruit only the most out-

standing candidates, regardless of

their ability to pay.

2 Enhancing our faculty

In 1990, the School came into being

with 13 lecturers and one professor.

Today it has thirteen professors, 40

other members of tenured faculty and

is established in international league

tables. Progress in both is interde-

pendent and critical to sustain. We

want to establish three further posts in

the following:

• Professorship of Marketing,

Strategy and Innovation

• Professorship in Financial Accounting

• Professorship of Corporate Social

Responsibility

3 Improving our Learning Facilities

As we grow and the boundaries of our

work expand, our facilities must keep

pace. Students cannot learn without

facilities that give them proper access to

repositories of knowledge. Consequently

the Mezzanine Appeal was launched last

year and we are determined to raise the

balance of funds required to commence

construction1.

Didn’t my fees pay for this?

Income from fees enables the school to

operate successfully. However, there are

two reasons why fees alone cannot sustain

it indefinitely:

Government support for costs of running

the school is steadily shrinking – course fees

cannot rise if they are to remain competitive.

This is, and will continue to, create a growing

funding gap and we look to our Alumni and

friends to help.

Fees are intended to fund the School’s

operating costs as they exist today. They are

not intended to fund significant and innovative

changes, such as the Mezzanine Gallery.

Improvements like these keep us at the fore-

front of the global Business School market, but

require outside help to become reality.

We have another £10,000 to raise

before 30th April, 2005. Help us to achieve

this by filling in the giving form. Visit

http://www.jims.cam.ac.uk/alumni/fundrai

sing/fundraising_f.html for information on

how to give or call Miss Rossie Ogilvie at

the Development office on 01223 339810

(email: [email protected]). 1The Mezzanine Appeal will continue

alongside the Alumni Fund.

12 13

Welcome to the

Judge Institute of

Management Gift

Shop! We offer a

wide range of

branded, high

quality gifts at

affordable prices

– ideal as

memorabilia of your

time at the

business school or

to give to friends

and family.

Fleece top

Warm and soft – perfect for the win-

ter season!

Sizes XS to XL – black

£25.00

Polo shirt

Stylish and smart for men and

women

Sizes: S, M, L, and XL – black

£18.00

Baseball cap

Adjustable size – a great gift

for all ages

£8.00

Executive folder

Elegant leather folder – adds style to

all occasions

£37.00

Laptop bag

Essential for when you are out and

about

£22.00

Umbrella

Easy to carry – ideal for the handbag

or briefcase

£12.00

Desk set

Comprising the sleek chrome

desk clock and elegant glass

paperweight

Desk clock: £15.00

Paperweight: £7.50

Price for the set: £20.00

Business card holder

Sleek aluminium holder – the perfect

way to keep your cards tidy

£5.00

Mousemat

Featuring the beautiful panorama of

the Judge Institute of Management

£3.50

Executive rollerball

With engraved logo and presented in

a smart gift box

£8.00

Propelling pen

In elegant black and gold livery

£3.50

Two Cambridge MBA alumni recently

celebrated the success of Cambridge

Antibody Technology and AstraZeneca,

announcing a major strategic alliance for the

joint discovery and development of human

monoclonal antibody

therapeutics,

principally in the field

of inflammatory

disorders including

respiratory diseases.

Richard Mason

(MBA 9), Vice

President Business

Development, CAT,

and Jane Dancer

(MBA 2001), Senior

Manager Business

Development, CAT,

negotiated the

alliance for

AstraZenca to take a 19.9% equity stake in

Cambridge Antibody Technology – a total

investment of £75m. The innovative

partnership structure of the alliance reflects

the leading position of each company in

their respective fields and highlights the

growing importance of antibodies as

therapeutics. The alliance will be co-funded

and co-managed by the partners.

Professor Stefan Scholtes (who taught

both Jane and Richard during their MBAs)

worked with Richard on certain aspects of

the deal structure.

Iain Edmondson (MBA 1998) is working as

Project Manager – Sports Infrastructure for

the London 2012 Olympic Bid. He is

responsible for progressing plans for the

new sports venues needed for the Games.

One of the major projects he has been

involved with the planning for the Design

Competition for the Olympic Aquatic Centre.

He has also worked on developing the

Sporting Legacy Strategy for our Bid and is

working towards getting government

commitment to building venues irrespective

of whether the Games happen in London.

Having successfully

helped Cobra to

launch its US

operations over the

last year, Tom Flight

(Diploma 2002) has

recently joined the

Gap Inc Real Estate

Strategy Team in San Francisco, where he

is responsible for the West Coast and

Hawaii.

Vijay Chintamaneni

(MBA 1994) has

been appointed by

SPG Media Group plc

as Director to head

the Asia Pacific

operations for the

Group out of India.

The Group’s India subsidiary company, SPG

Media Pvt Ltd, successfully reached its first

anniversary in August 2004 and employs

over 60 staff – this number is expected to

grow to 115 staff by March 2005. The

company is focussing on expanding its sales

into Asia Pacific, Middle East and African

markets for its print, web and events

divisions.

Congratulations to Euanne Ng (MPhil in

Management Studies 1995) who has been

promoted to Associate Partner with

Accenture.

Let us know if any of your details change

so that we can make sure that we all

stay in touch.

GIFT SHOP

To place your

order visit:

www.jims.cam.ac.uk/

giftshop

Postage and packing

are not included in

prices listed here.

Movers and Shakers

Network is the official magazine of

Cambridge Alumni in Management

(CAiM), the alumni association of the

Judge Institute of Management.

Make it your Network by taking part

– contribute an article; suggest a

theme; submit a profile and get yourself

noticed!

Don’t forget to keep us up to date

with your contact details.

Send your ideas and updates to

[email protected]

Be a part of the

Have you recently been

promoted? Have you started a

new business?

If the answer is “Yes”, we want to

know about it! As a member of CAiM we

are proud of you and your achievements

and would like to help you to shout your

good news from the roof-tops.

Tell us your news and we may

include it in the next edition of Network.

We’re really keen to keep everyone up

to date with your success stories.

Send your news to alumni@

jims.cam.ac.uk using Professional

Development Update as the subject.

14 15

Have you got an idea for an article?

Want to get yourself noticed?

2005-02 network 16

Documents

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afternoon session

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