Category Archives: Business

Rishi Sunak’s retreat on climate policies is troubling

Last week UK Prime Minister Rishi Sunak announced the scrapping and watering down of several key climate targets. Academics Dr Pam Yeow, Reader in Management and Dr Becky Briant, Reader in Quaternary Science, share their thoughts in a blog. 

Planet Earth

We read with disappointment and concern the latest announcement from the UK Prime Minister, of the intentions to roll back climate positive strategies and priorities until 2035. This is unfortunate for both scientific and economic reasons. 

Over the past decade it has become increasingly clear that the impacts from climate change are being experienced at lower levels of change than previously projected. Most climate mitigation policies propose to keep warming below 2 degrees centigrade beyond pre-industrial averages and yet at current levels of warming (only 1.2 degrees), we are already seeing extreme weather events on an annual basis, from the wildfires that started in Canada in June and are still alight, to extreme heatwaves and wildfires in southern Europe and the Middle East this July, to significant hurricane disruption in the US in August, to multiple floods and landslides just this month, for example in Libya and Hong Kong. The facts of climate change don’t stop being facts when we choose to ignore them. 

Similar thresholds are being crossed in all areas of environmental degradation, with the reporting this month that six of the nine ‘planetary boundaries’ identified back in 2009 as ‘guard-rails’ beyond which humanity should not go if we want to live on a habitable planet have been crossed, meaning that Earth is now significantly outside of the safe operating space for humanity. For example, the disposability of single-use plastics, once hailed as a symbol of modernity with its low cost, convenience and durability has resulted in significant social and environmental concerns such as low recyclability rates and large volumes entering landfills and marine-based environments, leading to health concerns. Action is needed across the board to ensure our planet remains habitable; also to avoid the extreme costs associated with both clearing up and rebuilding after extreme weather events and taking care of those whose health has been damaged by the degradation of our environment. The issues involved are so intertwined that action on one will increase the likelihood of success on another. 

Globally, the only way to avoid the worst climate change scenarios is for all countries in the world to reach net zero emissions by 2050 and then to move to negative emissions. Reaching net zero by 2050 requires such a steep emissions reduction that emissions need to halve by 2030 in order to reach it, in what the United Nations (UN) have called ‘the decisive decade’. The UK’s previous policy commitments were barely able to bring the UK economy to net zero by 2050 anyway, but last week’s announcements move us even further away from success. Furthermore, given that the requirement is global and many countries are moving much more slowly to action, the UK has an ethical obligation as an early and substantial historical emitter to double down on climate action, not roll back. 

These announcements are particularly troubling because we had not so long ago led the field in taking environmental action, with the first statutory commitments in the 2008 Climate Change Act and a raft of strategies and policies over the last decade that addressed many, if not all, of the UN Sustainable Development Goals (SDGs) in addition to straight emission reduction commitments. For single use plastic waste for example, in 2017, the UN adopted an additional resolution in relation to SDG 14 (Life Below Water) that included an agreement to implement long-term and robust strategies to reduce the use of single-use plastics and microplastics (UN General Assembly, 2017). In 2022, a UN resolution was drafted to end plastics pollution. Meanwhile, the UK, alongside the EU, introduced similar measures around single-use plastics, including a 5p carrier bag charge which increased to 10p in 2021, and a ban on single use plastic items that included plates, trays, bowls, cutlery and food containers from October 2023. A plastic packaging tax generated £276 million in the first year of introduction (2023) and there were other consultations that took place, regarding the introduction of deposit return schemes in England, Wales and Northern Ireland.  

More industries than ever have now come aboard and engaged with the sustainability agenda, giving hope that concerted action might be possible. Many voluntary initiatives were introduced and taken on by organisations like the Waste and Resources Action Programme (WRAP) and the Ellen MacArthur Foundation which introduced concepts like the plastic circular economy and the encouragement of a reduction alongside recycling and reusing. The UK Plastics Pact have some of the world’s largest packaging producers, brands, retailers and NGOs signed up to a shared vision with targets of eliminating ‘problem’ plastics, increase the use of reusable or recyclable plastics and achieving 30% average recycled plastic in items (WRAP, 2022). Similarly, many companies have signed up to the UN’s ‘Race to Zero’. 

The UK government needs to recognise that environmental action and economic health are not mutually exclusive. We need a systemic framework of engagement, involving global, national and local groups, which occurs in the context of cross-party consensus and does not change. In addition to the environmental harm caused, chopping and changing government policy kills jobs and future investment. After the shock announcement this week, the car industry reacted furiously as they had agreed as an industry to work towards more environmentally friendly automobiles, contributing to an infrastructure of electric charging network as well as better performing fully electric vehicles. Other global leaders have also reacted with dismay at this turnaround and have urged the UK government to reconsider.  

We are clear that negative climate changes and environmental degradation are already taking place. It is imperative that governments work in tandem with industry, local governments and citizens towards priorities and strategies that help our planet thrive. We urge the UK government to take the lead again in creating opportunities for a greener planet and healthier and happier citizens.  

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Meet the Chevening Scholar: Awa Toure, from Mali

The first female from Mali to be granted a Chevening scholarship, Awa Toure joined Birkbeck to study MSc Management with International Business and Development as the sole recipient for the 2022 Chevening scholarship intake from her home country. Here we get to know more about her background, her hopes for the future, and her experiences of both Chevening and Birkbeck. 

An enriching path to Birkbeck 

At the age of 15 I left Mali to pursue my studies in Canada. In Montreal, known for its diverse population, I had the opportunity to attend the prestigious high school, College Jean de Brebeuf, and obtain a Bachelor’s degree in International Business from the Écoles des sciences de la Gestion from the University of Quebec. Living in such an international environment allowed me to interact with people from many backgrounds, broadened my horizons, fostered acceptance of different perspectives, and deepened my understanding of diverse cultures. Additionally, during my undergraduate years, I participated in the ERASMUS university exchange program in Madrid, Spain where I attended the Colegio Universitario de Estudios Financieros. Wanting to continue my path of enriching education, I decided to study MSc Management with International Business and Development at Birkbeck, to enhance my technical expertise and nurture my global network at a prestigious institution.  

With great aspirations also come great responsibilities  

I recognize that vicious cycles of internal and external systemic shocks can perpetuate poverty and hunger in a nation. I also recognize that this can be made worse by inadequate government systems and firmly believe that valuable and sustainable development solutions lie in the collaborative efforts of individuals, communities, and markets. So, yes, I aspire to become a powerful international businesswoman, but I also want to serve as a role model and make a positive impact in Mali’s journey towards economic independence and self-sustainability.  

When adaptability is a superpower 

I believe the role I play as a young female in bringing positive change to Mali, must be equally multifaceted as the challenges facing my nation. Understanding the complex and inter-sectoral challenges facing my home country and wanting to serve as well as do well for myself, I have become something of a polymath. My academic and professional experiences have married the disciplines of international business with social enterprise, communications, storytelling, gender rights development, digital access, and transformative justice. What matters most to me is understanding and platforming the trajectories of Malian economy, the stories of its communities, its women and girls, the able-bodied and ability impaired, the rural and urban, the old and young. When public systems fail, we must ask: how have they coped up until now? What do they need to survive and thrive? And how can we support communities in developing and maintaining their livelihoods outside of weak public structures?  

The role of Chevening in my aspirations 

Before applying to Chevening I was unaware of its existence.  During a heartfelt conversation with a friend, who coincidentally happens to be a former Chevening alumnus, we embarked on a discussion regarding the development trajectory of Mali. It was within this enriching exchange that my friend enlightened me about the Chevening program, expressing her conviction that it would be an impeccable match for my aspirations. And now, I find myself standing proudly as a member of this amazing community, to which I am eternally grateful.  

For anyone thinking about studying at Birkbeck: don’t hesitate!

The level of study and intellectual stimulation at Birkbeck has been truly outstanding, with engaging lectures, thought-provoking discussions, and a supportive learning environment. The faculty members have been highly knowledgeable and passionate, offering valuable insights and guidance at every turn. I enjoy every seminar I attend, and know that the learning outcomes from these will follow me for the rest of my life. If there’s anyone out there thinking of studying at Birkbeck, I would wholeheartedly encourage them to take the leap. Birkbeck also offers a flexible and inclusive learning environment, making it an excellent choice to pursue higher education while managing other commitments. I love the flexibility offered by the university to balance work, personal life, and academic pursuits and I am sure you will too. Do not hesitate! 

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Why the government’s ban on single-use items hasn’t gone far enough

Dr Pam Yeow, Reader in Management at Birkbeck, responds to the news this month that the UK government is banning single-use items, such as plastic cutlery, plates and trays.  

This month, the UK government announced further moves to reduce the consumption of single-use plastic. This latest move includes the ban of plastic items relating to takeaway food and drink such as single-use items like plastic cutlery, plates and trays.  

On the one hand, every effort counts, and therefore the potential for removal of 1.1bn single-use plates and 4.25bn pieces of cutlery is significant; however I’d suggest that this does not go far enough.  

Greater awareness and improved technology in this area has led to the creation and eventual establishment of sound alternatives to single-use cutlery and plates. For example, compostable paper cutlery and plates, bamboo and wood cutlery, and the encouragement of ‘bring your own’ (coffee cups and metal straws). These innovations have led to the normalizing of alternative options to single-use items. This can only be a positive move forwards.  

However, as with many of these decisions post-consultation on such proposals, this move to ban single-use cutlery and trays is not as comprehensive as it ought to be. The ban will not include plastic cutlery and plates from supermarkets and shops, just like the loophole in 2014 when the UK government first proposed the 5p charge on single-use plastic bags in England but imposed it on larger stores and supermarkets and not local takeaways and standalone shops, and eventually moved to the current guidance of “all retailers of all sizes must charge for single-use carrier bags”.  

Beyond efforts to change individual behaviours in recycling, reducing and reusing, current infrastructures are set up ways that are non-user friendly, meaning individuals in households are not able to embark on recycling, reducing or reusing single-use plastics as there is much inconsistency.  A recent study completed with Haringey Council highlights the tensions that exist between the council’s implementation of waste management and the experiences of residents.  

The climate emergency is accelerating and awareness amongst the general public is finally here. Many governments and industries are working towards goals like net zero and cleaner consumptions. However, there must be a coherent and consistent strategy that brings together individual behaviour change with structural and infrastructure reform.   

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“Working whilst studying has helped me financially as well as boosted my career”

Janos Bato, BSc Business student, aged 19, is working as an operations analyst whilst studying. In this blog, he delves into his experiences of working whilst studying at Birkbeck, how he found moving to London, and his ambitions for the future. 

Daytime freedom 

I wanted to find a university where I could have freedom in the day to work, and discovered Birkbeck, which was the perfect option. When I started my degree, I joined a property management company as an operations assistant, and have since been promoted twice within a year to my current role of an operations analyst. I’m developing analytical skills, problem solving, and time management skills through this role, which is setting me up well for the future. 

Funding my lifestyle 

Financially, working whilst studying has really helped me fund my lifestyle and education. I often use my earnings to buy new books and enrol on courses, for example in the last few months I’ve been learning about programming, and I’ve invested in books about how to set up start-ups. I’m heavily investing in learning about tech because it’s going to be a driving force in the future. 

Birkbeck set me up with a mentor from Goldman Sachs 

Being mentored by a senior person in such a prestigious company has taught me a lot about professionalism and how to advance my career. It was a six-month programme, but I’ve kept in touch with my mentor and have been to the Goldman Sachs office several times. It inspired me to apply to be a Birkbeck mentor and support someone else so I’m currently mentoring a first year Birkbeck student. I also signed up to be the Business course representative as I’m trying to gain as many experiences as I can. The academics are really helpful and encourage students to be interactive in classes, so I want to help this process and assist in creating a course that is shaped on the needs of students.

I found it easy to settle in London 

I moved to London in 2021 into student accommodation. I was surrounded by students from many different countries, and I found everything was on my doorstep. I always recommend studying abroad to others – it’s an amazing opportunity that provides you with new experiences and the chance to meet new people and learn about different cultures.  

London is a haven for learning about perspectives 

As London is such a metropolitan city, I’m gradually learning how other people view the world.  I was born in Hungary and went to an International School in Moscow for my A levels, so I’m used to living in different places. The more I travel, the more I learn. One of my goals is to not stay rooted in one country in the future. I always want to roam around and move from one place to another. 

My ultimate goal is to run my own business in the future 

My plan is to build a product or service that benefits society. For example, I think there’s a need for a social media platform where people can fact-check what’s true and what’s not, as well as access useful information that elevates them as professionals and individuals. But I don’t think I can really plan ahead too much as the business landscape is always changing. Once I’m in a position to start my own business, I’ll figure out what I’ll do then. 

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How can we be accommodating of neurodiversity in dance?

This is an interview with Professor of Organisational Psychology, Almuth McDowall, that appeared in One Dance Magazine UK.  

Jessica Lowe spoke to former classical ballet dancer, Almuth McDowall, Professor of Organisational Psychology at Birkbeck. Almuth specialises in diversity and inclusion, occupational health psychology and professional competence at work. 

In your experience and work, how might a neurodiverse dancer be experiencing dance differently to someone who is ‘neurotypical’?  

Can I start by clarifying what we mean by ‘neurodiversity’? The term originates from the work of hugely influential sociologist Judy Singer. Her writing argued to frame all human functioning as biodiversity, including how we think, feel and act. There are conditions (or neurominorities, or neurotypes) that make people different, such as autism, dyslexia, attention deficit hyperactivity disorder (ADHD) or mental health issues. Judy’s work encouraged everyone to look at strengths, not just deficits. I suspect that many dancers are ADHD-ers – hands up who was sent to dance school because they would not sit still? A dancer who has a different neurotype might be particularly good at experiencing the world in a sensory way – hearing music differently or more poignantly, having a real need to express through movement and not through words. 

From your own work, can you give some examples of how the dance sector can be thinking about, and accommodating neurodiversity? 

A good place to start is your own observations – how do you observe that dancers are doing their best work? What are good practices that help everyone? One of the features of a neurodivergent mind (although I don’t like this word too much!) is great sensory sensitivity. A cluttered, noisy studio where music mixes with voices can be distracting. A calm environment with good lighting benefits everyone. Regular breaks are important, too, as is giving people the opportunity to take solitary time out – their social batteries might be empty.  

Our research shows that there is a big gap between what people think neurodiversity is, and what it means in practice. Take the example of dyslexia. Most think that it’s about reading and writing difficulties. We find common challenges are forgetting things, self-organisation and managing stress levels. So, a holistic approach to dance and education is vital. We should ensure that dance educators and leaders have some knowledge and know when to consult professionals as appropriate. 

What advice would you give to those seeking to make their dance business, school, or organisation more inclusive and accessible for neurodiverse dance students or professionals? Where might somebody start? 

  • Engage a specialist for introductory training.  
  • Don’t make assumptions about why someone is not performing – forgetting a rehearsal time might not mean they don’t want to do it; perhaps their mind finds it hard to remember. 
  • Put genuine inclusion at the heart of your practice. What benefits neurodiverse dancers benefits everyone. 
  • Ensure that you canvass what people’s needs are and listen attentively. Commit to action plans and put these into practice. 
  • Remember your legal obligations – the Equality Act 2010 says that when someone reports a protected characteristic (and several neurodiverse conditions are recognized disabilities) then the environment must adapt to the individual. Not the other way around. 

In your experience, what might be some simple approaches that we as a sector could adopt to better accommodate people’s individual differences?  

Greater schedule flexibility, both formally and informally, paired with clear communication and considered scheduling of work. Often, rehearsal times are changed at short notice, and casting decisions announced with little lead time. Our research has shown that this needs careful consideration to make the sector more inclusive. 

What kinds of support are available for dancers who suspect they might be neurodiverse? 

It can be difficult as an adult to get a diagnosis, as waiting lists on the NHS are long. Think about a private diagnosis – might your employer or school even pay for this? An alternative consideration could be a cognitive assessment to profile your strengths and weaknesses. This is done by a psychologist. They can recommend onward referrals, and specialist providers will link in with government schemes such as ‘Access to Work’ (see link below). A few sessions with a specialist workplace strategy coach can be beneficial.  

I am less keen on some of the self-diagnostic tools out there (although we are developing a better one!) and please all be cautious with non-professional mental health advice on TikTok! 

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How studying in my 40s gave me much more than new knowledge and skills

Fabien Littel did an MSc in Organisational Psychology at Birkbeck. Here, in a blog post that originally appeared on his personal site in October, he talks about his experience studying whilst in his forties. 

Fabien sitting in front of an open laptop looking at the screen with a dog sitting on his lap.

It’s only been two weeks since I handed in my dissertation, the final step in completing my MSc in Organisational Psychology, at the end of a life-changing 2-year adventure. It’s only been two weeks, and it will be another good few weeks before I get my final results and know if I’ve been awarded the Masters. Still, I already know just how much I have learned and how I developed a new perspective on work, and life in general, which no grade won’t take away. I have often used the term “life-changing” to refer to this experience, very mindful of how cliché and over-hyped it may come across. It is however merely a fact: through these studies, my life has changed. I am now embarking on an academic path I would have only dreamt of a few years ago, and most importantly have developed the courage and confidence to understand, accept and express my individual beliefs and views on the world around me, and to move away from the comfort and convenience of general blind acceptance.

From jigsaw puzzles to research journals
Looking back at September 2020, why did I suddenly decide to get back to university? My light-hearted answer to this question is usually that, during the first few months of covid-19 lockdowns, I had developed a dangerous addiction to jigsaw puzzles, and needed to find something else to occupy my free time. This was only partly a joke; I had genuinely built a large collection of jigsaw puzzles, was on them before, after – and sometimes during – work

(I’d argue that it helped me focus my mind…), and they frequently invited themselves in my dreams too. Aside from that, I was increasingly interested in what motivates people to work, what makes them feel good about their job, and what might they feel more conflicted about. The pandemic played a part in this too, as companies had to take responsibility for their employees in a way they never had before, and many employees had opportunities to contribute, in one way or another, to the response to this crisis, and gain a new sense of purpose in the work they were doing. I started reading on the topic, and gradually felt that I wanted to develop some more in-depth foundational knowledge to shape my own thinking. From there on, it became a relatively quick process, and probably just a matter of days until I enrolled onto my MSc. Organisational Psychology quickly appeared like the most appropriate choice for my area of interest, and to build on my first Masters in HR by approaching work from a different angle. And the choice of university was quite straightforward too, once I had narrowed down the options for part time online learning. Birkbeck, which I ended up joining, stood out with its mission of supporting lifelong learning, designing classes for people who study alongside work, and for its longstanding expertise in organisational psychology – a choice I never regretted, quite the opposite.

Learning about yourself while learning about others
The nature of the course and what we were studying meant that it enabled us not only to learn about careers and organisational behaviours of others, but also to reflect on our own. And this started quite early on, as we looked at career development, or employee motivation. A large part of the learning was about reading required lists of weekly research journals and additional material in support of essays and other work. And we weren’t short of additional recommendations from lecturers.

One of the first ones I took up was to read Herminia Ibarra’s book Working Identity. It provides a perspective on the sense of identity attached to people’s careers, and importantly how a change of direction and transition in one’s career can help reinvent this identity, or how Ibarra calls it, “becoming yourself”. She describes a process consisting of experimentations and sensemaking to define your new self, and a long process of transition made up of small steps, taking place through the course of several years. The book is illustrated with examples which bring to life these experiments, and steps people have taken to lay the foundations of a new career, and indeed reinvent themselves. It was a fascinating read, which I did just as I was beginning to envisage what a different second half of my career might look like, therefore couldn’t help seeing it both as a complement to the course, and a self-development book for myself. From that perspective, it made a great difference to read it when I did; while I was at first concerned about this perspective on career transition as taking years, requiring deep-level self-reflection and experimentation (especially when feeling a certain sense of urgency for change), it helped me take a more measured and long term view on a process which I am still only just probably half way through, and helped me come to terms with the fact that you shouldn’t just expect to wake up one day with a clear view of where your career, and life more broadly, should go, but that it requires time and effort.

“Resistance is fertile”
From the very start of the MSc, we were told that one the main skills we should develop was our critical thinking, and that we needed to find our voice. At first, this might have seemed like a contradiction as we were also told to base our writing and arguments on existing research and scholar literature – so how can we be critical, and find our own voice, if we can only repeat what has been said before? It turns out we were vastly underestimating the spectrum of ideas and perspectives already out there, and still learning the art of taking existing views, organising them and building on them in a way that becomes deeply personal to you (an art I am still working on…). The most energising and stimulating side of the reading we were doing was to read papers with opposing views and paradigms, particularly those highlighting the shortcomings and challenges with what had been seen and applied as most mainstream theories for decades. This came through particularly in a couple of modules, including one looking at selection and assessment, led by an inspiring lecturer who was committed to providing insights on not only the widely accepted theories and processes, but also the challenges of racism and social injustice which came with them, including issues such as racial bias in cognitive ability testing, and perpetuation of social inequalities via practices mostly developed through the lens of white western men.

Her teaching took inspiration from Paulo Freire’s Pedagogy of the Oppressed, particularly in rejecting the “banking” view of education, whereby someone in position of power imparts the knowledge they are the custodian of, to others in a position of inferiority who are expected to receive and accumulate this knowledge. Instead, it advocates for co-creation of knowledge, which is something we experienced through this teaching. Of course, some concepts and ideas were presented and shared with us, however through discussions opened up by the lecturer, there was a clear acknowledgement and respect of everybody’s individual experiences, and how much these experiences contributed towards everyone’s learning, and provided much richer perspectives.

I was fortunate to also get the opportunity to join this lecturer, together with a couple of other students, in a collective writing project, which I hope to share more about in due course, and was for us an amazing way to bring co-creation to life, and constructively share and bring together our lived experiences and beliefs, in an environment of solidarity and support.

Becoming a truer version of myself
University, and studying in general, is a time for exploring, exchanging, and experimenting with ideas, developing your own thoughts and beliefs, your hopes for the world. Too often, for young people, this risks getting quashed when confronted with the reality of the corporate world. One of the benefits of experiencing this after twenty or so years working, observing the dynamics of corporations, getting satisfaction from achieving things and bearing the scars of burnout, is that it enables you to pause and revisit those twenty years with a little bit of distance, and some new perspectives. What it did for me, was to bring out views on the world of work, and systemic injustice or harmful phenomena, as well as hope for meaningful and fundamental change, which I would have briefly thought about and kept well hidden in the past. It gave me permission to think these ideas through, resist the sense of inevitability I had felt up until that point. Learning, reading and discussing new concepts such as neoliberalism, social constructionism, social Darwinism, moral disengagement, and many more, which wouldn’t have meant much two years ago, put names on what had only been until then passing thoughts, and opened up the door for even greater exploration, and knowledge that not only did others share similar thoughts, some had actually spent much of their careers defining and studying them.

Practically, unearthing and embracing these views throughout the MSc, together with conducting my research project on matters related to moral reasoning at work, contributed to me questioning in more depth my own contribution to the world through my work. This led to my decision to leave the defence industry (which I have talked about in an earlier article), and to find a way to continue on this academic path. “Following your dreams / passions” is an easy piece of advice often given, however remains a very privileged thing to do, when the reality of daily life and cost of living hits, and prevents many from exploring a path of their choosing. And so I do feel privileged that I was able to find arrangements I could put in place to enable me to follow this path further through starting a full-time PhD.

I am only a couple of weeks into my PhD with the University of Southampton, grateful, energised and excited about what the next three years will enable me to learn and do. And I remain very mindful that I wouldn’t have reached this point if it hadn’t been for the opportunity to conduct part-time studies online while working. Both the practicality of what Birkbeck had to offer, and the commitment and dedication of its staff to deliver a truly transformative learning experience, despite some of the challenges they may have faced in trying to safeguard this level of quality and acceptable conditions for themselves, is to be applauded. At times when careers are stretching longer and many people will look to transition part-way, enabling access to higher education to the working population should be seen for the powerful and genuinely life-changing impact it can have.

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“Who are we – and why are we here?” Corporate Purpose, and why it matters.

Profile of Prof. Sue KonzelmannProfessor Sue Konzelmann explores the history of corporate purpose and its potential to support small business growth.

Ever since the Limited Liability Act of 1855, UK companies opting for that status have effectively owned themselves, and in the process, acquired a legal identity of their own. This of course, begs the question of what sort of identity – or personality – that should be, an idea that underpins the concept of organisational branding, and the wider question of corporate purpose.

People who are obsessed with money, tick-box checking or espousing values that they do not – or cannot – live up to, tend to have rather limited popularity. It’s not so very different for businesses, with the likely effect of having a negative impact on customer retention and the ability to recruit the best talent, not to mention damaging effects on the environment in which they operate.

Corporate purpose encompasses many of the same questions; but it takes a wider perspective than organizational branding, including questions such as “what are businesses actually for; and how should they relate to society and the environment?”

Corporate purpose is not a new idea. The purposes of early companies were typically public, such as building cathedrals and universities and developing much-needed economic infrastructure including transportation and finance.  But by the turn of the twentieth century, for most businesses of the time, corporate purpose had shifted decisively from public to private.

Following the First World War, however, the question of whether companies should serve a public purpose was reawakened by the huge uncertainty accompanying a world depression, recurring financial crises, rapid social change, growing inequality and, of course, a devastating pandemic. If any of this sounds familiar, it’s hardly surprising that the question of corporate purpose is now firmly back on the agenda. It also strongly suggests that we didn’t get the answers right the last time we thought about it – and that we should do better this time round.

So, if it’s not about having a laser-like focus on money and doesn’t refer to window dressing, then what exactly is corporate purpose?

What it’s not may be easier to define. It’s certainly not a rigid ‘one size fits all’ approach; and perspectives often vary with role. The CEO of the world’s largest asset management company, BlackRock’s Larry Fink, for example, in his 2019 Letter to CEOs, suggested that:

“Purpose unifies management, employees, and communities. It drives ethical behavior and creates an essential check on actions that go against the best interests of stakeholders. Purpose guides culture, provides a framework for consistent decision-making, and, ultimately, helps sustain long-term financial returns for the shareholders of your company.”

In the same year, the Business Roundtable published its own perspective – a “new Statement on the Purpose of a Corporation”, signed by 181 CEOs. In it they declared that companies should serve not only their shareholders, but also deliver value to their customersinvest in employeesdeal fairly with suppliers and support the communities in which they operate.

What then does all this mean, and why does it matter to SMEs? Well, with confidence in both politicians and businesses shakier than it’s been in at least half a century, defining how your business fits in is a great way to maintain the confidence of your customers, people and the places where you operate. That will do long term sustainable development no harm at all. And with SMEs often being more agile than their larger corporate counterparts, as well as contributing massively to both employment and the UK’s economy, this is clearly an area where smaller businesses can take the initiative, and drive forward positive change.

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Securing the Future of the NHS. A Missed Opportunity? Or Dodging the Issue?

Dr Walter Beckert’s research examines patient choice and competition in healthcare. He reflects on the future of the NHS and the Tory Leadership candidates’ proposals to secure it.

The NHS is an almost universally revered institution in the UK. It is built on principles of social justice and equity, and arguably it embodies the nation’s social conscience.

But as the constraints under which the UK as a society and economy operates dynamically evolve — reflecting years of austerity, Brexit, the COVID pandemic, the cost-of-living crisis –, so do our experiences with the NHS, as a healthcare provider, as a system preventing people from poverty due to ill health, and as our collective capacity to care. It is difficult to make GP appointments, patients face long waiting lists for many elective and also urgent procedures, A&E units are often overwhelmed, and the system exhibits outcomes that are middling relative to health systems of similarly developed countries. There is also recent evidence of an accelerated drive of patients toward self-funding some of their medical treatments, as a means of bypassing the constraints in the system. The system’s public funding (10.2% of GDP in 2019) lags behind the levels seen in countries like France (11.1% of GDP in 2019) and Germany (11.7% of GDP in 2019), with austerity leading to cumulative underinvestment in the NHS and social care over decades.

This raises the question of whether this system in its current form is fit for purpose, constitutes value-for-money, and how it could gainfully be adapted and improved.

One avenue of ongoing gradual change has been the marketization of the system. That process introduced competition between NHS providers and also with private providers. It also decentralized the system, devolving budgetary and organisational powers to the local level. And it introduced an element of mixed public – private funding. Research (Beckert and Kelly, Health Economics, 2021) shows that publicly funded patients may benefit from privately provided capacity, albeit often in a less than equitable manner.

Mixed systems exist elsewhere, e.g. Australia and the Netherlands. And along some metrics their outcomes tend to outperform the NHS’s outcomes. However, the pre-pandemic performance within different funding models was more varied than performance across the models. The funding model itself is not the issue. What matters is the organisation of the system and the level of funding.

The contenders for the Tory leadership — and hence the next Prime Minister – so far have barely touched the NHS crisis, notwithstanding calls for an honest assessment by the head of the NHS Confederation and others, let alone have they advanced any concrete proposals for change that go beyond opaque elimination of bureaucracy. Liz Truss’s apparent commitment to reverse the recent National Insurance rise, intended to bolster the system’s funding position, appears to even aggravate the funding constraints.

But funding is just one element of a necessary national discussion of what we do and reasonably can expect from a healthcare system.  Healthcare systems only affect around 20% of our own health: The rest is due to a wider determinant set of health, including social determinants such as the level of poverty, unemployment, stress, etc. Short-term focussed policy debates typically offer headline grabbing quick fixes. They fail to acknowledge that healthcare – like education – is a long-term investment in health, the economy, and broader societal welfare.

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Five ways to focus your growth as a small business

Dr Pamela Yeow is Assistant Dean (External Engagement) in Birkbeck’s School of Business, Economics and Informatics and teaches on the Help to Grow: Management Programme. She shares five tips for SMEs to accelerate their growth.

People make your business, and this is even more true for small businesses, where people are your business. In the midst of the great resignation prompted by the COVID-19 pandemic, with more than half of businesses that are reporting a worker shortage unable to meet demands (ONS, 2021), it is getting increasingly difficult to find the right employees for the right positions.

While the idea of trying to grow your business in the midst of our post-Brexit, post-lockdown, cost of living crisis might seem daunting, there are steps you can take today to start moving in the right direction. Here are five suggestions on where to begin.

1. Authentic leadership

Leadership is crucial in all businesses. Positive leadership is not just for those right at the top of the tree, but relevant to all positions at all levels. People look to leaders for direction, for strategy, and for reassurance when things are uncertain. Employees want to know that they are respected and appreciated, and also heard. Consider how you can develop clear, consistent communications to support and reassure your teams.

2. Develop partnerships and networks

Partnerships, relationships and networks are important for business growth and development. It is important to continue creating and renewing industry relationships, but have you considered developing partnerships and establishing networks in the wider community? Universities and colleges, for example, can work with businesses to develop internships or knowledge transfer partnerships.

3. Knowing your strengths

Most of us cannot be everything to everyone (we do try!). Having a clear understanding of what your business stands for is always a strength. Try asking your colleagues what they think their strengths are. Sometimes these can come as a surprise to the senior leadership team.

4. Values and purpose

Increasingly, businesses are expected to have a clear purpose and employees are voting with their feet if their values aren’t aligned with their organization. Knowing your purpose and values enables employees to proactively relate and engage with the business.

5. Flexibility and agility

As a small or medium sized business, one major advantage is your agility and flexibility. With greater accessibility to senior management within SMEs, this means that staff can share new ideas quickly and embed new suggestions even quicker. Consider how accessible your team is today. How could you communicate to staff that you’re open to new ideas?

Keen to grow your business?

The Help to Grow: Management Programme is a 12-week course that offers 50 hours of practical business leadership and strategy training, with 1:1 business mentoring, peer-learning networks in a hybrid (face-to-face and online) format. This programme is specifically for business owners and senior leaders operating in small and medium sized businesses who want to grow.

Register for the Help to Grow: Management Programme and start creating a plan for your next stage of growth!

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Celebrating our Summer of Sport: In Conversation with Professor Geoff Walters

Headshot of Geoff Walters, Executive DeanWith the Lionesses roaring to victory in the European Championships and the Commonwealth Games in full swing, summer 2022 is set to be a fantastic summer of sport. We sat down with Professor Geoff Walters, Executive Dean of the School of Business, Economics and Informatics to discuss his research and teaching in sport management and the work still to do to promote diversity and inclusion in sport at all levels.

 

Tell us how you got into researching and teaching on sport management

I initially joined Birkbeck as a researcher in the Football Governance Research Centre in 2003, which at the time was at the forefront of research into the governance of the football industry and the supporters trust movement. Birkbeck was also the first to launch an MSc in Sports Management, so it was an exciting place to come and study for my PhD, which focused on the football industry. At that time, academic research on governance in sport, and the teaching of sport management, was in its infancy and so coming to Birkbeck was a great opportunity.

Can you give us an example of how research in this area has an impact on the world of sport?

My colleague Dr Richard Tacon and I started looking at organisational governance (boards) in 2010 and realised there was not a great deal written on this at the time. We have looked specifically at the UK context, trying to understand how policy shapes board roles, primarily in National Governing Bodies of Sport in the UK. Through sector-wide reports, in-depth case studies, workshops and training, we have helped to raise the level of public debate, improve organisational practice and more recently, through our involvement with the Diversity in Sport Leadership project with UK Sport and Sport England, contributed to greater diversity and inclusion within boards across many different sports.

Sport has traditionally been a male dominated industry – what more do you think needs to be done to increase inclusive leadership in sports?

There have been significant changes in the sporting sector due to the Sports Governance Code that was introduced in 2016. This mandated minimum gender diversity requirements on the Board of any organisation funded by UK Sport or Sport England. All funded bodies also have to implement a Diversity Action Plan. These changes have accelerated inclusion within the sector, which at board level, has historically lacked diversity. There are also things that we at Birkbeck are seeking to do. This year, we are committing to a pledge with Women in Football by hosting bi-annual career events for female students interested in the football industry alongside our annual Birkbeck Women in Sport ScholarshipNevertheless, there are still some parts of the sports industry (e.g. within professional team sports) where there is a lack of representation at board level. There is also a need for more understanding of power relations within sport (and sport organisations) and how they construct gender and race. These are important issues to address so that representation is not seen as merely a box that needs ticking.

How do you think sport can make a positive influence in society today?

I think sport is dichotomous. Yes, on the one hand it can make a positive difference to people’s lives, supporting their development or having health benefits for example. However, this requires joined up Government policy and not simply the usual platitudes about the role of sport without real commitment to supporting positive change. I think this goes for sporting events also – the legacy of the London Olympics for example has not really delivered on much of what it promised in many areas such as sporting participation and creating a healthier nation. Perhaps too much is expected of sporting events, but with competitive bids requiring a strong narrative and certain nations still using sport events as a way to exercise soft power or greenwashing/sportwashing, then the positive influence of sport events will remain a divisive topic.

Any final messages to our sports people over the next few weeks?

Good luck, and I hope you can replicate the success of the England Women’s team!

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