Bradbury Pestle Analysis
MBA Integrative Module
Sustainable Decisions and Organisations
N14M94
Semester 2 2012 – 2013
April 15 - 19 2013
Module Convenor: Simon Wright
Table of Contents
Teaching Staff
Module Outline and Reading List
Provisional Session Summary
Assessment and Criteria for Assessment
Session 1 Module Introduction
Session 2 Business Briefing: Sustainability at J Sainsbury PLC
Session 3 Sustainability and Business Strategy
Session 4 Stakeholders and Business Strategy
Session 5 Group work: First Steps
Session 6 Group work: First Steps (continued)
Session 7 Group work: Scenario Planning for Sustainability
Session 8 Group work: Scenario Planning for WW …show more content…
Session 9 Group work: Operational Scanning for WW
Session 10 Group work: Operational Strategies for WW
Session 11 Group work: Preliminary Integration of Strategy for WW
Session 12 Group work: Integration of Strategy for WW
Session 13 Group work: Finalise Strategy for WW
Session 14 Group work: Finalise and Submit Strategy
Session 15 Intervention
Session 16 Group work: Respond to Intervention
Session 17 Group work: Finalise & Submit Media Statement; Prepare for Events
Session 18 Media Conference
Session 19 Board Meeting
Session 20 Media and Board Feedback
Readings and Further Resources
MBA Integrative Module
Sustainable Decisions and Organizations
N14M94
Main Teaching Staff
Professor Jeremy Moon
Room B9c Business School North Building
Jeremy.moon@nottingham.ac.uk
Dr Wendy Chapple
Room B9d Business School North Building
Wendy.chapple@nottingham.ac.uk
Simon Wright
Room B7 Business School North Building
Simon.wright@nottingham.ac.uk
|If you need to make an appointment by phone, please contact Lesley Bukraba |
|(0115) 846 6976 (Internal 66976) |
Business Briefings
These will be presented by practitioners
Media Conference
This will be populated by journalists
Board Meeting
Presentation will be to Board members
Module Outline
The module aims to enable students to develop business and management skills and to capture an integrated view of their learning across their MBA programme.
It also builds specifically on Media Training and three Preparatory Sessions. It combines substantive lectures; ‘Business Briefings’ in the form of practitioner presentations pertinent to the Case; and experiential learning through a ‘live’ Case involving group work.
Key Words: Integrative Learning; Inter-Disciplinary Learning; Sustainability; Stakeholders; Entrepreneurial Creativity.
Reading List
Two relatively slim and readable books inform this module:
Freeman, R. Edward, Harrison, Jeffrey S. and Wicks, Andrew C. (2007) Managing for Stakeholders: Survival, Reputation and Success Yale University Press.
Stead, W. Edward and Jean Garner Stead (2009) Management for a Small Planet Greenleaf 3rd Edition (an earlier, more text-book style, version is Stead, W. Edward and Jean Garner Stead (2004) Sustainable Strategic Management ME Sharpe, Armonk New York, London England).
Further readings will be provided for each Session as appropriate.
|SDO 2012 – 2013 Session Summary (Provisional) |
|1 |Monday 15th April |Main Auditorium, National |Introduction to Module |
| |09.30 – 11.00 |Centre for School |What, why and how? Allocation of Groups; What is Sustainability?|
| | |Leadership** | |
|2 |Monday 15th April | |Shared Value and Stakeholder Value |
| |11.30 – 13.00 | |Porter and Freeman |
| | | |Why should business strategy include sustainability? How can |
| | | |this be done? |
|3 |Monday 15th April | |Business Briefing |
| |14.00 – 15.30 | |Stuart Wright, J Sainsbury PLC |
| | | |Sustainability in the Retail Sector |
|4 |Monday 15th April | |Group work |
| |16.00 – 17.30 | |Allocate Group Roles; Team-working plan; Strategy for |
| | | |strategy-making; Preliminary Stakeholder scanning |
|5/6 |Tuesday 16th April | |Business Briefing and Group Work |
| |09.30 – 12.30 | |Scenario planning and strategy |
|7/8 |Tuesday 16th April | |Group Work |
| |13.30 – 17.30 | |Scenario planning and strategy |
|9 |Wednesday 17th April 09.30 – | |Business Briefing and Group work |
| |11.00 | |Operational scanning |
|10 |Wednesday 17th April 11.30 – | |Group work |
| |13.00 | |Operational strategies |
|11 |Wednesday 17th April 14.00 – | |Group work |
| |15.30 | |Preliminary integration of strategies |
|12 |Wednesday 17th April 16.00 – | |Group work |
| |17.30 | |Integrate strategy |
|13 |Thursday 18th April | |Group work |
| |09.30 – 11.00 | |Finalise strategy |
|14 |Thursday 18th April | |Group work |
| |11.30 – 13.00 | |Finalise & submit strategy by 13.00 |
|15 |Thursday 18th April | |Intervention |
| |14.00 – 14.30 | | |
|16 |Thursday 18th April | |Respond to Intervention |
| |14.30 – 15.30 | | |
|17 |Thursday 18th April | |Submit Media Release by 17.00 |
| |16.00 – 17.30 | |Preparation for Media Conference and Board |
|18 |Friday 19th April | |Media Conference |
| | | |Each group has a 20 minute slot |
|19 |Friday 19th April | |Board Presentations |
| | | |Each Group has a 20 minute slot |
|20 |Friday 19th April | |Media and Board feedback, Refreshments |
| |14.00 – 15.30 | |All |
** Please note that this entire Module will take place at the National Centre for School Leadership at the south end of Jubilee Campus. For a detailed map, please go to
http://education.gov.uk/nationalcollege/national-college-nottingham-lcc-map.pdf.
• Assessment
The assessment consists of three Group tasks and one Individual task.
1. Group (50%)
• 1,500 word Strategy (30% - due 13.00 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk )
• 500 word Media Statement responding to the intervention (10% - due 17.00 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk )
• Managing Media Conference and Board Presentation (10%)
2. Individual (50% - 2,000 words due 16.00 20th May 2013)
Criteria for assessment
Group assignments (x 3)
1. Strategy Document (1,500 words 30%)
Justification of the strategy (10%); Integration of business relevant functions and underpinning disciplines (10%); and Coherence & Focus of the document (10%)
To be submitted by 13.00 hours Thursday 18th April 2013.
The Strategy Document should consist of four separate documents:
• Title page including Group name and team members
• 1 page Executive Summary
• Strategy Document (1,500 words)
• Appendices (make sure that these clearly reinforce points made in the Strategy Document).
The Strategy Document should be in a format suitable for presentation to the company board. It should not be in the form of an essay.
It should not simply be the sum of different departmental strategies. Rather, it should present an overall integrated strategy reflecting a long-run scenario plan. It should be supported by the different departmental components of that strategy. The full details of the departmental strategies can be included in Appendices.
There are plenty of on-line examples of how to write a strategy document. You will still need to decide which format suits your strategy. Further advice will be given in the module.
2. Media Statement in Response to Intervention (500 words 10%)
We will be looking for a justification, integration and coherence & focus of action in the statement. To be submitted by 17.00 Thursday 18th April 2013.
3. Media Conference and Board Presentation (10% or 5% per event)
This includes the Management, Presentation and Coherence of the Media Conference and Board Presentation.
Individual Assignment
4. Individual Reflection (50%)
Critically reflect on selected strategy (10%), group processes (10%); response to the intervention (10%); and your individual role (10%). Identify what you take from these experiences; what you would have done differently? (10%)
This report should be in an essay format and can include supporting documents.
The purpose of the individual coursework is to enable you to reflect on your learning from the coursework and the Company Case experience. This can include reference to:
• The challenges of integrating multi-disciplinary approaches to business and integrating business strategy; • Group dynamics and management, your role within the group and interactions with others, decision-making processes under pressure; and group development and coherence; • Real business experiences of public exposure through the media and defence of strategies from senior managers.
You might want to structure it by time or key stages (i.e. Strategy formulation and process; responses to interventions and the Media statement; Group formation and dynamics; Media and Board Events and event management).
Please do not use this essay to criticise others but to reflect on your experiences and how you might approach this differently in the future. The essay is due at 16.00 on 24th May 2013.
Session 1
Monday 15th April 09.30 – 11.00
Module Introduction
Introduction to the Case; Allocation of Groups
What is Sustainability?
In this session we will introduce the Module, its aims, activities and structure and we will clarify the assignments and assessment. We will introduce the Company Case, Wearing Well or Wearing Out? and allocate the groups. We will address the question, what is sustainability?
The Company Case
The Company Case ‘Wearing Well or Wearing Out?’ will be introduced; the full case will be circulated separately.
In essence Wearing Well is a long-standing UK retail chain which has recently been taken over by a private equity consortium. It has principally sold women’s clothing but also men’s clothing, men’s and ladies shoes and accessories, furnishing, appliances, and home accessories. The company is not considered to be performing well by the owners and they have commissioned a new management team (i.e. YOU in the different groups) to turn the company around.
You are asked to prepare an initial five year plan in the form of a Strategy Document and to consider how integrating sustainability into the strategy can add value to the company. You will also be asked to respond to an ‘intervention’ in the form of a Media Statement.
You will be required to explain and justify your initial strategy and the subsequent response in two ‘live events’ both on Friday 20th April:1. A Media Conference (supported by a Media statement that you will need to prepare)
2. A Board Meeting (supported by a Strategy Document that you will also need to prepare)
Groups
The class members will be organised into groups with whom they will address the Group Assignments (Strategy Document, Media Statement in Response to Intervention, Media Conference and Board Meeting).
Break out rooms will be allocated.
When class members are allocated to their groups, the groups will then need to decide and agree job roles / descriptions / responsibilities and assign these to group members. Each member will then be required to sign a ‘contract’.
What is Sustainability?
A general introduction to the theme of sustainability will be provided.
The key pillars of sustainability will be introduced:
1. Balance of social, environmental and economic criteria
2. Intra-generational justice
3. Inter-generational justice.
A systems approach is used to highlight the importance of sustainability and to understand the importance of sustainability to business.
Preliminary Reading
Senge, P (2009) ‘Sustainability: Not What You Think It Is’ MIT Sloan Management Review June
Michael Porter and Mark R Kramer (2011) ‘Creating Shared Value’ Harvard Business Review Jan – Feb 2011
See http://en.wikipedia.org/wiki/Sustainability.
Core Reading
Stead and Stead (2009) Chapters 1-4
OR
Stead and Stead (2004) Chapters 1-3 (Chapter 2 provided)
Dunphy Dexter, Andrew Griffiths and Suzanne Benn (2007) Organisational Change for Corporate Sustainability, New York: Routledge. Chapters 1 and 2 (Part 1),
Background reading on Sustainability
(All provided in the Module Booklet)
Assadourian Erik (2007) ’Acknowledgements,’ Vital Signs 2007-2008, 104-105, New York: WW Norton and Company.
Brown, Lester R. (2008) Plan B 3.0: Mobilising to Save Civilisation. New York: WW Norton and Company.
Donella H. Meadows, Dennis L. Meadows, Jorgen Randers, and William W. Behrens III. (1972) The Limits to Growth. New York: Universe Books
Ehrlich Paul R. and Ann H. Ehrlich (1990) The Population Explosion. New York: Simon and Schuster.
Elkington John. (1997) Cannibals with Forks. Oxford UK: Capstone Publishing Limited.
Hart, S and Milstein, M (2003) ‘Creating Sustainable Value’ Academy of Management Executive 17 (2) 56 - 69
Laszlo, C (2003) The Sustainable Company Island Press Chapter 1
Munasinghe, M (2009) Sustainable Development in Practice: Sustainomics Methodology and Applications Cambridge Chapter 2
Senge, Peter M (1990) The Fifth Discipline: The Art and Practice of the Learning Organisation. New York: Doubleday/Currency.
Wearing Well
CEO Agreement
Group
Role Description
Manage allocation of group roles and submit Manager Agreements
Manage decision processes for Group Strategy and Media Statement in Response to Interventions
Manage preparation for Media conference and Board presentation
Submit Group Strategy and Media Statement (according to deadlines and word lengths)
CEO Name
Signature
Module Lecturer (Simon Wright)
Signature
Date
Wearing Well
Manager Agreement
Group
Role Title
Role Description
Name
Signature
CEO Name
Signature
Date
Session 2
Monday 15th April 11.30 – 13.00
Shared Value and Stakeholder Value
This session will provide the opportunity to revise the concept of stakeholders and to apply it specifically to the question of strategies for sustainability.
Different frameworks for understanding stakeholders will be discussed and contrasted, highlighting the importance of understanding and managing stakeholder expectations in strategy formation for sustainability.
We will have virtual appearances by the Stakeholder guru, RE ‘Ed’ Freeman and by Harvard Professor Michael. E. Porter discussing the concept of ‘shared value’.
Core Reading
Michael Porter and Mark R Kramer (2011) ‘Creating Shared Value’ Harvard Business Review Jan – Feb 2011
Freeman, R. Edward, Harrison, Jeffrey S. and Wicks, Andrew C. (2007) Managing for Stakeholders: Survival, Reputation and Success Yale University Press.
See provided a short paper R.E.
Freeman (2008) ‘Managing for Stakeholders: Survival, Reputation and Success’ Darden Business Publishing, University of Virginia (note permission has been obtained for the use of this paper in this module).
Stead, W. Edward and Jean Garner Stead (2009) Management for a Small Planet Greenleaf 3rd Edition Chapter 7 provided
Session 3
Monday 15th April 14.00 – 15.30
Business Briefing: Sustainability in the Retail Sector
Stuart Wright, Head of Corporate Responsibility & Sustainability
J Sainsbury PLC
http://www.j-sainsbury.co.uk/responsibility
This presentation will highlight the current sustainability policies, practices and issues for J Sainsbury PLC, one of the UK’s largest supermarkets. The session will provide an opportunity to consider trends, opportunities and challenges from the perspective of one of the UK’s most innovative and successful retailers.
Stuart is responsible for the delivery of Sainsbury's 20 by 20 Sustainability Plan, a £1 billion initiative to drive corporate responsibility across a variety of stretching targets encompassing environmental, sourcing, communities, food & health.
Session 4
Monday 15th April 16.00 – 17.30
Business Briefing and Group work: First
Steps
Here you will begin your assessment of the Company Case and your preparation of your Strategy.
This will involve agreement about individual roles within the Group, integration and time lines, and about decision-making and strategy-making processes.
You should start your stakeholder scanning for WW.
Sessions 5 & 6
Tuesday 16th April 09.30 – 12.30
Business Briefing and Group work: First Steps
Here you will begin your assessment of the Company Case and your preparation of your Strategy.
This will involve agreement about individual roles within the Group, integration and time lines, and about decision-making and strategy-making processes.
You should start your stakeholder scanning for WW.
Sessions 7 & 8
Tuesday 16th April 13.30 – 17.30
Group Work: Scenario Planning for WW
This will enable you to apply the processes of scenario planning for sustainability (Sessions 5 and 6).
What sort of environment (supply, employees, market) and company do we plan for? What overall strategy should we follow? You may find that this overview gets reviewed as you explore operational realities and develop operational strategies.
Session 9
Wednesday 17th April 09.30 – 11.00
Business Briefing and Group Work: Operational Scanning for WW
Each operational manager should be scanning their area of responsibility: what is working? Why? How do the operations support / undermine the overall performance of WW?
This will enable you to apply the thinking about developing operational strategies for WW.
Session 10
Wednesday 17th April 11.30 – 13.00
Group work: Operational Strategies for WW
The process started in Session 8 should feed into the preliminary thinking about operational strategies.
You will need to think about the relationships between the results of the different operational scanning exercises and the fit – or otherwise – of preliminary operational strategies.
These will ultimately need to be informed by the overall strategy that you select.
However, also the overall strategy needs to take account of operational realities and to integrate operational strategies.
What do you remember from your Strategy modules?
Session 11
Wednesday 17th April 14.00 – 15.30
Group Work: Preliminary Integration of Strategies for WW
Here you will begin to integrate your operational Strategies; identify and address inconsistencies.
Do the operational strategies reinforce one another?
Does the overall strategy run through all the operations?
Is there a clear vision for WW?
Session 12
Wednesday 17th April 16.00 – 17.30
Group Work: Integration of Strategies for WW
Here you will begin to finalise your Strategy; identify and address inconsistencies: does the overall strategy run through all the operations?
Is there a clear vision for WW?
Is there an emergent strategy to secure the vision?
Session 13
Thursday 18th April 09.30 – 11.00
Group Work: Finalise Strategy for WW
Here you will begin to finalise your Strategy Document.
Is the overall vision and strategy clear?
Are these well supported in the operational strategies?
Are they well supported in evidence and in strategic processes captured in the Appendices?
Session 14
Thursday 18th April 11.30 – 13.00
Group Work: Finalise and Submit Strategy for WW
Here you will finalise your Strategy Document.
Is the overall vision and strategy clear?
Is it well supported in the operational strategies?
Is it well supported in evidence and in strategic processes captured in the Appendices?
Does the documentation meet the requirements for the module?
Submit Strategy by 13.00 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk.
The Strategy Document should consist of four separate documents:
• Title page including Group name and team members
• 1 page Executive Summary
• Strategy Document (1,500 words)
• Appendices (make sure that these clearly reinforce points made in the Strategy Document).
Session 15
Thursday 18th April 14.00 – 14.30
Intervention
Please attend Room TBC for details of the Intervention
Session 16
Thursday 18th April 2012 14.30 – 15.30
Group work: Respond to Intervention
Work on preparing the Media Statement in response to the Intervention.
Session 17
Thursday 18th April 2012 16.00 – 17.30
Group work: Finalise Response to Intervention; Prepare and Submit Media Statement
Prepare for Friday’s events
1. Finalise Media Statement in response to the Intervention.
Submit 500 word Media Statement by 17.30 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk.
2. Prepare for the Media Conference and Board Meetings tomorrow, Friday 19th April.
Session 18
Friday 19th April – see subsequent pages for exact timings.
Media Conference
Groups will have called the Media Conference to present their Statements in responses to the intervention.
Each group will need to manage the media conference, present their media statement and respond to media questioning. This will include making decisions about who to deploy in the Conference.
Each group’s media conference will be scheduled to last 20 minutes and you will need to decide how you want to use that time.
The media panel will consist of experienced journalists from a variety of media.
The Media conference will be videoed both to add to its reality and to provide a further learning opportunity to the groups.
5% of the Group Project assessment is based on the management, presentation and coherence of the Media conference.
Media Conference Members
Ellen Branagh
Ellen is regional reporter for the Press Association, one of the East Midlands team covering from Hertfordshire up to Lincolnshire. She covers everything in the area, from court to breaking news, and plenty of other fun stories.
Quentin Rayner
Quentin is chief news reporter for East Midlands Today and covers the big story of the day in the region. Quentin has worked for News 24 in London and as an anchor for East Midlands Today He has also worked on the Today programme; as a Westminster correspondent and a presenter on News 24.
Unfortunately Quentin has to leave at 3pm to read the news. Simon Butt (Corporate Relations Manager for the University o f Nottingham) will stand in for him with the final groups.
John Ware
John Ware joined the Panorama team as a reporter in 1986. He began his journalistic career as a reporter on the Droitwich Guardian, before moving to the Worcester Evening News.
He worked for The Sun in Belfast from 1974 to 1977 before becoming a researcher on World in Action. He was promoted to producer on the programme in 1981, leaving five years later to join the BBC.
Session 19
Friday 19th April - see subsequent pages for exact timings.
Board Presentations
Groups will have to make a presentation of their strategy to the private equity Board.
The Board is composed of senior executives with board level experience with leading companies.
The Board meeting will be chaired by the Chair of the Board of the private equity owners. Nevertheless each group will need to manage the board meeting, particularly in terms of how to make the presentation and how to respond to questioning. This will include making decisions about how to deploy different group members.
Each group’s Board meeting will be scheduled to last 20 minutes.
The Board meeting will be videoed to provide a further learning opportunity to the groups.
5% of the Group Project assessment is based on the management, presentation and coherence of the Board meeting.
Details of Board Members will be circulated.
Board Members
Adrian Hosford is a marketing professional, a campaigner for better interpersonal communication, and a corporate responsibility & sustainability expert with extensive private sector experience. Born in the west of Ireland, he holds a Masters degree from Trinity College in Dublin and is an AMP graduate from Harvard Business School.
The roots of his passion for communication were formed in his early career, working in a range of advertising agencies (Masius, McCann Erickson and Ketchum), in a range of roles (media, planning, research and account management) and on a range of brands, products and markets.
In the mid 80s, he moved to BT where his vision - "the power of communication to help create a better world" - inspired BT's overall brand positioning and was at the heart of BT's success in having a positive impact on society via its Corporate Social Responsibility (CSR) programme.
Working with the BT Board, Adrian led the company-wide CSR activity which motivated staff, improved customer loyalty, reduced CO2 emissions by 60% and made savings of millions of pounds which could then be invested by the company in building a better community.
David Pemberton is Director of Planning and Administration at Business in the Community. He is the member of the CEO’s team who is responsible for BITC’s two diversity campaigns, Opportunity Now and Race for Opportunity, plus the head office services teams in Finance, IT and Facilities. Between 2004 and 2008 he ran BITC’s regional operations in the East Midlands and Yorkshire & Humber. Previously David worked for Credit Suisse, PwC, Nissan, & Ford. His current external appointments are with Network Rail, the Campaign for Better Transport, and the ICCSR, Nottingham University Business School.
Steve Thomas is the Managing Director of Strategic Development at Experian. Steve joined Experian in April 2007 and is responsible for Strategic client sales, Strategy, central Marketing & PR in UK & EMEA and leads the UK vertical market initiatives including Public Sector and Insurance.He joined Experian following 18 years at IBM, where he served on the UK board as Vice President of the Communications and Industry sectors for UK, Ireland and South Africa. Prior to that Steve ran a number of technology, software and consulting businesses in the UK & EMEA.
Session 20
Friday 19th April 14.00 – 15.30
Media and Board Feedback, Refreshments
Members of the Media Conference and Media Panel will give general feedback on the Group presentations.
Media Conference and Board Presentations Timetable
Friday 19 April 0930 - 1600
|Time |Board Meeting |Media Conference |
|0930 | | |
|0955 |Group A | |
|1020 |Group B | |
|1045 |Group C |Group A |
|1110 |Break |Group B |
|1135 |Group D |Group C |
|1150 |Group E |Break |
|1215 |Group F |Group D |
|1240 |Lunch |Group E |
|1305 |Lunch |Group F |
|1330 | |Lunch |
|1400 |Feedback and |Feedback and |
|1530 |Refreshments |Refreshments |
| | | |
| | | |
| | | |
Further Resources
Resources on Sustainable Development
There is a plethora of other sources, readings and case-studies on the subjects of sustainability.
You will have to decide where to look.
In the meantime here are a few initial links:
Association of Certified Chartered Accountants http://www.accaglobal.com/general/activities/subjects/sustainability/
Chartered Institute of Management Accountants http://www.cimaglobal.com/Thought-leadership/Research-topics/Sustainability/
Chartered Institute of Marketing http://www.cim.co.uk/home.aspx
Chartered Institute of Purchasing and Supply http://www.cips.org/en-gb/resources/knowledgetopics/knowledgesummary/
Business in the Community http://www.bitc.org.uk/
Department of Business Innovation and Skills http://www.bis.gov.uk/policies/business-sectors/low-carbon-business-opportunities/sustainable-development
Forum for the Future http://www.forumforthefuture.org.uk/
Institute for Chartered Accountants for England and Wales http://www.icaew.com/index.cfm/route/156547/icaew_ga/en/library/links/environment__sustainability/environment_38_sustainability
Otto group Sustainability Report http://www.ottogroup.com/sustainabilityreport.html?&L=0
World Business Council for Sustainable Development - http://www.wbcsd.org/templates/TemplateWBCSD5/layout.asp?MenuID=1
Resources on Media Events
http://www.npaction.org/resources/WORC/pressconf12.pdf
http://advertising.about.com/od/publicrelationsresources/a/handlemedia.htm
http://communication.howstuffworks.com/how-press-conferences-work3.htm
http://www.docstoc.com/docs/28134997/How-to-Manage-a-Successful-Press-Conference
Note that the above resources are all prepared with a particular objective in mind. When using these resources don’t lose sight of your own organisational context and objectives.
Resources on Board Presentations
http://www.fripp.com/article.boarddirect.html
http://www.ehow.com/how_6019012_present-new-ideas-board-directors.html
Again, the above resources are all prepared with a particular objective in mind. When using these resources don’t lose sight of your own organisational context and objectives.
If you would like a hard copy of this or subsequent documents in an alternative format, or have other concerns around issues of access/disability please contact the Module Convenor or the School’s Disability Officer.
Sustainable Decisions and Organisations
N14M94
Semester 2 2012 – 2013
April 15 - 19 2013
Module Convenor: Simon Wright
Table of Contents
Teaching Staff
Module Outline and Reading List
Provisional Session Summary
Assessment and Criteria for Assessment
Session 1 Module Introduction
Session 2 Business Briefing: Sustainability at J Sainsbury PLC
Session 3 Sustainability and Business Strategy
Session 4 Stakeholders and Business Strategy
Session 5 Group work: First Steps
Session 6 Group work: First Steps (continued)
Session 7 Group work: Scenario Planning for Sustainability
Session 8 Group work: Scenario Planning for WW …show more content…
Session 9 Group work: Operational Scanning for WW
Session 10 Group work: Operational Strategies for WW
Session 11 Group work: Preliminary Integration of Strategy for WW
Session 12 Group work: Integration of Strategy for WW
Session 13 Group work: Finalise Strategy for WW
Session 14 Group work: Finalise and Submit Strategy
Session 15 Intervention
Session 16 Group work: Respond to Intervention
Session 17 Group work: Finalise & Submit Media Statement; Prepare for Events
Session 18 Media Conference
Session 19 Board Meeting
Session 20 Media and Board Feedback
Readings and Further Resources
MBA Integrative Module
Sustainable Decisions and Organizations
N14M94
Main Teaching Staff
Professor Jeremy Moon
Room B9c Business School North Building
Jeremy.moon@nottingham.ac.uk
Dr Wendy Chapple
Room B9d Business School North Building
Wendy.chapple@nottingham.ac.uk
Simon Wright
Room B7 Business School North Building
Simon.wright@nottingham.ac.uk
|If you need to make an appointment by phone, please contact Lesley Bukraba |
|(0115) 846 6976 (Internal 66976) |
Business Briefings
These will be presented by practitioners
Media Conference
This will be populated by journalists
Board Meeting
Presentation will be to Board members
Module Outline
The module aims to enable students to develop business and management skills and to capture an integrated view of their learning across their MBA programme.
It also builds specifically on Media Training and three Preparatory Sessions. It combines substantive lectures; ‘Business Briefings’ in the form of practitioner presentations pertinent to the Case; and experiential learning through a ‘live’ Case involving group work.
Key Words: Integrative Learning; Inter-Disciplinary Learning; Sustainability; Stakeholders; Entrepreneurial Creativity.
Reading List
Two relatively slim and readable books inform this module:
Freeman, R. Edward, Harrison, Jeffrey S. and Wicks, Andrew C. (2007) Managing for Stakeholders: Survival, Reputation and Success Yale University Press.
Stead, W. Edward and Jean Garner Stead (2009) Management for a Small Planet Greenleaf 3rd Edition (an earlier, more text-book style, version is Stead, W. Edward and Jean Garner Stead (2004) Sustainable Strategic Management ME Sharpe, Armonk New York, London England).
Further readings will be provided for each Session as appropriate.
|SDO 2012 – 2013 Session Summary (Provisional) |
|1 |Monday 15th April |Main Auditorium, National |Introduction to Module |
| |09.30 – 11.00 |Centre for School |What, why and how? Allocation of Groups; What is Sustainability?|
| | |Leadership** | |
|2 |Monday 15th April | |Shared Value and Stakeholder Value |
| |11.30 – 13.00 | |Porter and Freeman |
| | | |Why should business strategy include sustainability? How can |
| | | |this be done? |
|3 |Monday 15th April | |Business Briefing |
| |14.00 – 15.30 | |Stuart Wright, J Sainsbury PLC |
| | | |Sustainability in the Retail Sector |
|4 |Monday 15th April | |Group work |
| |16.00 – 17.30 | |Allocate Group Roles; Team-working plan; Strategy for |
| | | |strategy-making; Preliminary Stakeholder scanning |
|5/6 |Tuesday 16th April | |Business Briefing and Group Work |
| |09.30 – 12.30 | |Scenario planning and strategy |
|7/8 |Tuesday 16th April | |Group Work |
| |13.30 – 17.30 | |Scenario planning and strategy |
|9 |Wednesday 17th April 09.30 – | |Business Briefing and Group work |
| |11.00 | |Operational scanning |
|10 |Wednesday 17th April 11.30 – | |Group work |
| |13.00 | |Operational strategies |
|11 |Wednesday 17th April 14.00 – | |Group work |
| |15.30 | |Preliminary integration of strategies |
|12 |Wednesday 17th April 16.00 – | |Group work |
| |17.30 | |Integrate strategy |
|13 |Thursday 18th April | |Group work |
| |09.30 – 11.00 | |Finalise strategy |
|14 |Thursday 18th April | |Group work |
| |11.30 – 13.00 | |Finalise & submit strategy by 13.00 |
|15 |Thursday 18th April | |Intervention |
| |14.00 – 14.30 | | |
|16 |Thursday 18th April | |Respond to Intervention |
| |14.30 – 15.30 | | |
|17 |Thursday 18th April | |Submit Media Release by 17.00 |
| |16.00 – 17.30 | |Preparation for Media Conference and Board |
|18 |Friday 19th April | |Media Conference |
| | | |Each group has a 20 minute slot |
|19 |Friday 19th April | |Board Presentations |
| | | |Each Group has a 20 minute slot |
|20 |Friday 19th April | |Media and Board feedback, Refreshments |
| |14.00 – 15.30 | |All |
** Please note that this entire Module will take place at the National Centre for School Leadership at the south end of Jubilee Campus. For a detailed map, please go to
http://education.gov.uk/nationalcollege/national-college-nottingham-lcc-map.pdf.
• Assessment
The assessment consists of three Group tasks and one Individual task.
1. Group (50%)
• 1,500 word Strategy (30% - due 13.00 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk )
• 500 word Media Statement responding to the intervention (10% - due 17.00 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk )
• Managing Media Conference and Board Presentation (10%)
2. Individual (50% - 2,000 words due 16.00 20th May 2013)
Criteria for assessment
Group assignments (x 3)
1. Strategy Document (1,500 words 30%)
Justification of the strategy (10%); Integration of business relevant functions and underpinning disciplines (10%); and Coherence & Focus of the document (10%)
To be submitted by 13.00 hours Thursday 18th April 2013.
The Strategy Document should consist of four separate documents:
• Title page including Group name and team members
• 1 page Executive Summary
• Strategy Document (1,500 words)
• Appendices (make sure that these clearly reinforce points made in the Strategy Document).
The Strategy Document should be in a format suitable for presentation to the company board. It should not be in the form of an essay.
It should not simply be the sum of different departmental strategies. Rather, it should present an overall integrated strategy reflecting a long-run scenario plan. It should be supported by the different departmental components of that strategy. The full details of the departmental strategies can be included in Appendices.
There are plenty of on-line examples of how to write a strategy document. You will still need to decide which format suits your strategy. Further advice will be given in the module.
2. Media Statement in Response to Intervention (500 words 10%)
We will be looking for a justification, integration and coherence & focus of action in the statement. To be submitted by 17.00 Thursday 18th April 2013.
3. Media Conference and Board Presentation (10% or 5% per event)
This includes the Management, Presentation and Coherence of the Media Conference and Board Presentation.
Individual Assignment
4. Individual Reflection (50%)
Critically reflect on selected strategy (10%), group processes (10%); response to the intervention (10%); and your individual role (10%). Identify what you take from these experiences; what you would have done differently? (10%)
This report should be in an essay format and can include supporting documents.
The purpose of the individual coursework is to enable you to reflect on your learning from the coursework and the Company Case experience. This can include reference to:
• The challenges of integrating multi-disciplinary approaches to business and integrating business strategy; • Group dynamics and management, your role within the group and interactions with others, decision-making processes under pressure; and group development and coherence; • Real business experiences of public exposure through the media and defence of strategies from senior managers.
You might want to structure it by time or key stages (i.e. Strategy formulation and process; responses to interventions and the Media statement; Group formation and dynamics; Media and Board Events and event management).
Please do not use this essay to criticise others but to reflect on your experiences and how you might approach this differently in the future. The essay is due at 16.00 on 24th May 2013.
Session 1
Monday 15th April 09.30 – 11.00
Module Introduction
Introduction to the Case; Allocation of Groups
What is Sustainability?
In this session we will introduce the Module, its aims, activities and structure and we will clarify the assignments and assessment. We will introduce the Company Case, Wearing Well or Wearing Out? and allocate the groups. We will address the question, what is sustainability?
The Company Case
The Company Case ‘Wearing Well or Wearing Out?’ will be introduced; the full case will be circulated separately.
In essence Wearing Well is a long-standing UK retail chain which has recently been taken over by a private equity consortium. It has principally sold women’s clothing but also men’s clothing, men’s and ladies shoes and accessories, furnishing, appliances, and home accessories. The company is not considered to be performing well by the owners and they have commissioned a new management team (i.e. YOU in the different groups) to turn the company around.
You are asked to prepare an initial five year plan in the form of a Strategy Document and to consider how integrating sustainability into the strategy can add value to the company. You will also be asked to respond to an ‘intervention’ in the form of a Media Statement.
You will be required to explain and justify your initial strategy and the subsequent response in two ‘live events’ both on Friday 20th April:1. A Media Conference (supported by a Media statement that you will need to prepare)
2. A Board Meeting (supported by a Strategy Document that you will also need to prepare)
Groups
The class members will be organised into groups with whom they will address the Group Assignments (Strategy Document, Media Statement in Response to Intervention, Media Conference and Board Meeting).
Break out rooms will be allocated.
When class members are allocated to their groups, the groups will then need to decide and agree job roles / descriptions / responsibilities and assign these to group members. Each member will then be required to sign a ‘contract’.
What is Sustainability?
A general introduction to the theme of sustainability will be provided.
The key pillars of sustainability will be introduced:
1. Balance of social, environmental and economic criteria
2. Intra-generational justice
3. Inter-generational justice.
A systems approach is used to highlight the importance of sustainability and to understand the importance of sustainability to business.
Preliminary Reading
Senge, P (2009) ‘Sustainability: Not What You Think It Is’ MIT Sloan Management Review June
Michael Porter and Mark R Kramer (2011) ‘Creating Shared Value’ Harvard Business Review Jan – Feb 2011
See http://en.wikipedia.org/wiki/Sustainability.
Core Reading
Stead and Stead (2009) Chapters 1-4
OR
Stead and Stead (2004) Chapters 1-3 (Chapter 2 provided)
Dunphy Dexter, Andrew Griffiths and Suzanne Benn (2007) Organisational Change for Corporate Sustainability, New York: Routledge. Chapters 1 and 2 (Part 1),
Background reading on Sustainability
(All provided in the Module Booklet)
Assadourian Erik (2007) ’Acknowledgements,’ Vital Signs 2007-2008, 104-105, New York: WW Norton and Company.
Brown, Lester R. (2008) Plan B 3.0: Mobilising to Save Civilisation. New York: WW Norton and Company.
Donella H. Meadows, Dennis L. Meadows, Jorgen Randers, and William W. Behrens III. (1972) The Limits to Growth. New York: Universe Books
Ehrlich Paul R. and Ann H. Ehrlich (1990) The Population Explosion. New York: Simon and Schuster.
Elkington John. (1997) Cannibals with Forks. Oxford UK: Capstone Publishing Limited.
Hart, S and Milstein, M (2003) ‘Creating Sustainable Value’ Academy of Management Executive 17 (2) 56 - 69
Laszlo, C (2003) The Sustainable Company Island Press Chapter 1
Munasinghe, M (2009) Sustainable Development in Practice: Sustainomics Methodology and Applications Cambridge Chapter 2
Senge, Peter M (1990) The Fifth Discipline: The Art and Practice of the Learning Organisation. New York: Doubleday/Currency.
Wearing Well
CEO Agreement
Group
Role Description
Manage allocation of group roles and submit Manager Agreements
Manage decision processes for Group Strategy and Media Statement in Response to Interventions
Manage preparation for Media conference and Board presentation
Submit Group Strategy and Media Statement (according to deadlines and word lengths)
CEO Name
Signature
Module Lecturer (Simon Wright)
Signature
Date
Wearing Well
Manager Agreement
Group
Role Title
Role Description
Name
Signature
CEO Name
Signature
Date
Session 2
Monday 15th April 11.30 – 13.00
Shared Value and Stakeholder Value
This session will provide the opportunity to revise the concept of stakeholders and to apply it specifically to the question of strategies for sustainability.
Different frameworks for understanding stakeholders will be discussed and contrasted, highlighting the importance of understanding and managing stakeholder expectations in strategy formation for sustainability.
We will have virtual appearances by the Stakeholder guru, RE ‘Ed’ Freeman and by Harvard Professor Michael. E. Porter discussing the concept of ‘shared value’.
Core Reading
Michael Porter and Mark R Kramer (2011) ‘Creating Shared Value’ Harvard Business Review Jan – Feb 2011
Freeman, R. Edward, Harrison, Jeffrey S. and Wicks, Andrew C. (2007) Managing for Stakeholders: Survival, Reputation and Success Yale University Press.
See provided a short paper R.E.
Freeman (2008) ‘Managing for Stakeholders: Survival, Reputation and Success’ Darden Business Publishing, University of Virginia (note permission has been obtained for the use of this paper in this module).
Stead, W. Edward and Jean Garner Stead (2009) Management for a Small Planet Greenleaf 3rd Edition Chapter 7 provided
Session 3
Monday 15th April 14.00 – 15.30
Business Briefing: Sustainability in the Retail Sector
Stuart Wright, Head of Corporate Responsibility & Sustainability
J Sainsbury PLC
http://www.j-sainsbury.co.uk/responsibility
This presentation will highlight the current sustainability policies, practices and issues for J Sainsbury PLC, one of the UK’s largest supermarkets. The session will provide an opportunity to consider trends, opportunities and challenges from the perspective of one of the UK’s most innovative and successful retailers.
Stuart is responsible for the delivery of Sainsbury's 20 by 20 Sustainability Plan, a £1 billion initiative to drive corporate responsibility across a variety of stretching targets encompassing environmental, sourcing, communities, food & health.
Session 4
Monday 15th April 16.00 – 17.30
Business Briefing and Group work: First
Steps
Here you will begin your assessment of the Company Case and your preparation of your Strategy.
This will involve agreement about individual roles within the Group, integration and time lines, and about decision-making and strategy-making processes.
You should start your stakeholder scanning for WW.
Sessions 5 & 6
Tuesday 16th April 09.30 – 12.30
Business Briefing and Group work: First Steps
Here you will begin your assessment of the Company Case and your preparation of your Strategy.
This will involve agreement about individual roles within the Group, integration and time lines, and about decision-making and strategy-making processes.
You should start your stakeholder scanning for WW.
Sessions 7 & 8
Tuesday 16th April 13.30 – 17.30
Group Work: Scenario Planning for WW
This will enable you to apply the processes of scenario planning for sustainability (Sessions 5 and 6).
What sort of environment (supply, employees, market) and company do we plan for? What overall strategy should we follow? You may find that this overview gets reviewed as you explore operational realities and develop operational strategies.
Session 9
Wednesday 17th April 09.30 – 11.00
Business Briefing and Group Work: Operational Scanning for WW
Each operational manager should be scanning their area of responsibility: what is working? Why? How do the operations support / undermine the overall performance of WW?
This will enable you to apply the thinking about developing operational strategies for WW.
Session 10
Wednesday 17th April 11.30 – 13.00
Group work: Operational Strategies for WW
The process started in Session 8 should feed into the preliminary thinking about operational strategies.
You will need to think about the relationships between the results of the different operational scanning exercises and the fit – or otherwise – of preliminary operational strategies.
These will ultimately need to be informed by the overall strategy that you select.
However, also the overall strategy needs to take account of operational realities and to integrate operational strategies.
What do you remember from your Strategy modules?
Session 11
Wednesday 17th April 14.00 – 15.30
Group Work: Preliminary Integration of Strategies for WW
Here you will begin to integrate your operational Strategies; identify and address inconsistencies.
Do the operational strategies reinforce one another?
Does the overall strategy run through all the operations?
Is there a clear vision for WW?
Session 12
Wednesday 17th April 16.00 – 17.30
Group Work: Integration of Strategies for WW
Here you will begin to finalise your Strategy; identify and address inconsistencies: does the overall strategy run through all the operations?
Is there a clear vision for WW?
Is there an emergent strategy to secure the vision?
Session 13
Thursday 18th April 09.30 – 11.00
Group Work: Finalise Strategy for WW
Here you will begin to finalise your Strategy Document.
Is the overall vision and strategy clear?
Are these well supported in the operational strategies?
Are they well supported in evidence and in strategic processes captured in the Appendices?
Session 14
Thursday 18th April 11.30 – 13.00
Group Work: Finalise and Submit Strategy for WW
Here you will finalise your Strategy Document.
Is the overall vision and strategy clear?
Is it well supported in the operational strategies?
Is it well supported in evidence and in strategic processes captured in the Appendices?
Does the documentation meet the requirements for the module?
Submit Strategy by 13.00 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk.
The Strategy Document should consist of four separate documents:
• Title page including Group name and team members
• 1 page Executive Summary
• Strategy Document (1,500 words)
• Appendices (make sure that these clearly reinforce points made in the Strategy Document).
Session 15
Thursday 18th April 14.00 – 14.30
Intervention
Please attend Room TBC for details of the Intervention
Session 16
Thursday 18th April 2012 14.30 – 15.30
Group work: Respond to Intervention
Work on preparing the Media Statement in response to the Intervention.
Session 17
Thursday 18th April 2012 16.00 – 17.30
Group work: Finalise Response to Intervention; Prepare and Submit Media Statement
Prepare for Friday’s events
1. Finalise Media Statement in response to the Intervention.
Submit 500 word Media Statement by 17.30 hours Thursday 18th April 2013 in hard copy to MBA Office and electronically to Simon.Wright@nottingham.ac.uk.
2. Prepare for the Media Conference and Board Meetings tomorrow, Friday 19th April.
Session 18
Friday 19th April – see subsequent pages for exact timings.
Media Conference
Groups will have called the Media Conference to present their Statements in responses to the intervention.
Each group will need to manage the media conference, present their media statement and respond to media questioning. This will include making decisions about who to deploy in the Conference.
Each group’s media conference will be scheduled to last 20 minutes and you will need to decide how you want to use that time.
The media panel will consist of experienced journalists from a variety of media.
The Media conference will be videoed both to add to its reality and to provide a further learning opportunity to the groups.
5% of the Group Project assessment is based on the management, presentation and coherence of the Media conference.
Media Conference Members
Ellen Branagh
Ellen is regional reporter for the Press Association, one of the East Midlands team covering from Hertfordshire up to Lincolnshire. She covers everything in the area, from court to breaking news, and plenty of other fun stories.
Quentin Rayner
Quentin is chief news reporter for East Midlands Today and covers the big story of the day in the region. Quentin has worked for News 24 in London and as an anchor for East Midlands Today He has also worked on the Today programme; as a Westminster correspondent and a presenter on News 24.
Unfortunately Quentin has to leave at 3pm to read the news. Simon Butt (Corporate Relations Manager for the University o f Nottingham) will stand in for him with the final groups.
John Ware
John Ware joined the Panorama team as a reporter in 1986. He began his journalistic career as a reporter on the Droitwich Guardian, before moving to the Worcester Evening News.
He worked for The Sun in Belfast from 1974 to 1977 before becoming a researcher on World in Action. He was promoted to producer on the programme in 1981, leaving five years later to join the BBC.
Session 19
Friday 19th April - see subsequent pages for exact timings.
Board Presentations
Groups will have to make a presentation of their strategy to the private equity Board.
The Board is composed of senior executives with board level experience with leading companies.
The Board meeting will be chaired by the Chair of the Board of the private equity owners. Nevertheless each group will need to manage the board meeting, particularly in terms of how to make the presentation and how to respond to questioning. This will include making decisions about how to deploy different group members.
Each group’s Board meeting will be scheduled to last 20 minutes.
The Board meeting will be videoed to provide a further learning opportunity to the groups.
5% of the Group Project assessment is based on the management, presentation and coherence of the Board meeting.
Details of Board Members will be circulated.
Board Members
Adrian Hosford is a marketing professional, a campaigner for better interpersonal communication, and a corporate responsibility & sustainability expert with extensive private sector experience. Born in the west of Ireland, he holds a Masters degree from Trinity College in Dublin and is an AMP graduate from Harvard Business School.
The roots of his passion for communication were formed in his early career, working in a range of advertising agencies (Masius, McCann Erickson and Ketchum), in a range of roles (media, planning, research and account management) and on a range of brands, products and markets.
In the mid 80s, he moved to BT where his vision - "the power of communication to help create a better world" - inspired BT's overall brand positioning and was at the heart of BT's success in having a positive impact on society via its Corporate Social Responsibility (CSR) programme.
Working with the BT Board, Adrian led the company-wide CSR activity which motivated staff, improved customer loyalty, reduced CO2 emissions by 60% and made savings of millions of pounds which could then be invested by the company in building a better community.
David Pemberton is Director of Planning and Administration at Business in the Community. He is the member of the CEO’s team who is responsible for BITC’s two diversity campaigns, Opportunity Now and Race for Opportunity, plus the head office services teams in Finance, IT and Facilities. Between 2004 and 2008 he ran BITC’s regional operations in the East Midlands and Yorkshire & Humber. Previously David worked for Credit Suisse, PwC, Nissan, & Ford. His current external appointments are with Network Rail, the Campaign for Better Transport, and the ICCSR, Nottingham University Business School.
Steve Thomas is the Managing Director of Strategic Development at Experian. Steve joined Experian in April 2007 and is responsible for Strategic client sales, Strategy, central Marketing & PR in UK & EMEA and leads the UK vertical market initiatives including Public Sector and Insurance.He joined Experian following 18 years at IBM, where he served on the UK board as Vice President of the Communications and Industry sectors for UK, Ireland and South Africa. Prior to that Steve ran a number of technology, software and consulting businesses in the UK & EMEA.
Session 20
Friday 19th April 14.00 – 15.30
Media and Board Feedback, Refreshments
Members of the Media Conference and Media Panel will give general feedback on the Group presentations.
Media Conference and Board Presentations Timetable
Friday 19 April 0930 - 1600
|Time |Board Meeting |Media Conference |
|0930 | | |
|0955 |Group A | |
|1020 |Group B | |
|1045 |Group C |Group A |
|1110 |Break |Group B |
|1135 |Group D |Group C |
|1150 |Group E |Break |
|1215 |Group F |Group D |
|1240 |Lunch |Group E |
|1305 |Lunch |Group F |
|1330 | |Lunch |
|1400 |Feedback and |Feedback and |
|1530 |Refreshments |Refreshments |
| | | |
| | | |
| | | |
Further Resources
Resources on Sustainable Development
There is a plethora of other sources, readings and case-studies on the subjects of sustainability.
You will have to decide where to look.
In the meantime here are a few initial links:
Association of Certified Chartered Accountants http://www.accaglobal.com/general/activities/subjects/sustainability/
Chartered Institute of Management Accountants http://www.cimaglobal.com/Thought-leadership/Research-topics/Sustainability/
Chartered Institute of Marketing http://www.cim.co.uk/home.aspx
Chartered Institute of Purchasing and Supply http://www.cips.org/en-gb/resources/knowledgetopics/knowledgesummary/
Business in the Community http://www.bitc.org.uk/
Department of Business Innovation and Skills http://www.bis.gov.uk/policies/business-sectors/low-carbon-business-opportunities/sustainable-development
Forum for the Future http://www.forumforthefuture.org.uk/
Institute for Chartered Accountants for England and Wales http://www.icaew.com/index.cfm/route/156547/icaew_ga/en/library/links/environment__sustainability/environment_38_sustainability
Otto group Sustainability Report http://www.ottogroup.com/sustainabilityreport.html?&L=0
World Business Council for Sustainable Development - http://www.wbcsd.org/templates/TemplateWBCSD5/layout.asp?MenuID=1
Resources on Media Events
http://www.npaction.org/resources/WORC/pressconf12.pdf
http://advertising.about.com/od/publicrelationsresources/a/handlemedia.htm
http://communication.howstuffworks.com/how-press-conferences-work3.htm
http://www.docstoc.com/docs/28134997/How-to-Manage-a-Successful-Press-Conference
Note that the above resources are all prepared with a particular objective in mind. When using these resources don’t lose sight of your own organisational context and objectives.
Resources on Board Presentations
http://www.fripp.com/article.boarddirect.html
http://www.ehow.com/how_6019012_present-new-ideas-board-directors.html
Again, the above resources are all prepared with a particular objective in mind. When using these resources don’t lose sight of your own organisational context and objectives.
If you would like a hard copy of this or subsequent documents in an alternative format, or have other concerns around issues of access/disability please contact the Module Convenor or the School’s Disability Officer.