Reconnecting universities to their public purposes

11 February 201622 August 2019 Martin Vogel

This is the final post in our series looking at how our counter-consultancy approach meets the needs of higher education institutions. Here we explore how interdisciplinarity and external collaboration can revitalise the public value of universities.

Interdisciplinarity and external partnerships provide a foundation for universities to renew their public value. This is because they grow out of the genuine and distinct strengths of a particular institution and point to how it can make a unique contribution to addressing society’s challenges. But this contribution can be realised only if there is clarity about the institution’s public purposes: the generic ones it shares with other higher education establishments and the distinct one that arise out of its own particular circumstances.

The emergent route to fostering interdisciplinary collaboration in higher education

10 February 201622 August 2019 Martin Vogel

By Martin Vogel

networking

This is the third in our series looking at how our counter-consultancy approach meets the needs of higher education institutions. Here we explore the complex nature of university cultures and how we use conversation and reflection to mobilise distributed leadership.

Interdisciplinarity can address a university’s need for funds and a distinctive marketing proposition but also the individual academic’s need for compelling research opportunities. If each university has unique research strengths, these can be synthesised into interdisciplinary ventures which pursue approaches to research excellence that can’t be replicated easily elsewhere. This creates compelling reasons for funds, students and academics to gravitate to particular institutions. It counters a view of higher education as a largely undifferentiated, instrumental business with one which construes it as comprising diverse institutions each with intrinsic value and distinctive contributions to make to the world’s knowledge.

Interdisciplinarity and external partnerships: components of revenue generation and public value in higher education

9 February 201622 August 2019 Martin Vogel

By Martin Vogel

library

Over recent years, we have developed a focus on supporting academics and managers in universities who are trying to foster greater interdisciplinary working and greater engagement with external partners. This series of blog posts reviews our learning in this area and explores how our counter-consultancy approach is especially suited to resolving challenges that higher education institutions encounter in pursuing interdisciplinary objectives.

Interdisciplinarity and external partnerships are distinct but closely related areas for universities. While disciplines represent communities of practice that transcend the boundaries of any one university, the idea of disciplines also serves as an institutional heuristic that facilitates internal ways of organising. But in their pursuit of research outcomes that deliver tangible value to society, universities are finding that questions that range across disciplinary distinctions are increasingly salient. This is largely driven by the complexity and pace of change of the modern world. Governments and other funders of research are searching for solutions to big global challenges that are best approached through joined-up interdisciplinary enquiries. Funding is increasingly focussed around themes such as demographic change and wellbeing, food security or climate change. External partners too, caught up in this complexity, are bringing research questions that range across disciplinary distinctions.

How all organisations tend to the dysfunctional in their own way

24 October 201422 August 2019 Martin Vogel

By Martin Vogel

Taylorism: not without its ethical claims.

Book review: A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Organizations by Chris Grey.

A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Organizations by Chris Grey took me back to my roots in sociology. It was a welcome, if disconcerting, journey which made me question whether, even from my critical perspective, I’m too complicit with the orthodoxy of our age.

The book deconstructs the managerialist consensus that construes organisations as being somehow apart from society, and amenable to direction in whatever way managers consider to be “efficient”. Efficiency, in this worldview, turns out to be the right of senior managers/shareholders to optimise the running of the organisation in their own interest. It does not lack an ethical claim. Taylorism, for example, freed factory workers from the tyranny of the gang leader and offered a fair day’s pay for a fair day’s work. But it led to a perverted extreme by which, to quote one of Grey’s contemporary examples, it can seem rational and legitimate to require machine operators to urinate on the spot in their clothes on the grounds that allowing lavatory breaks is too costly.

The paradigm shift in action

10 October 201422 August 2019 Martin Vogel

By Martin Vogel

buurtzorg — Buurtzorg, a higher level of consciousness in organisational form

Book review: Reinventing Organizations by Frederic Laloux.

In the years since the financial crisis, we’ve honed a conviction here at Vogel Wakefield that the way most businesses and organisations are run is bust. Public distrust has been engendered not just by the financial crash but scandals in sectors as diverse as the health service, the media, supermarkets, the police and Parliament. Such is the depth of distrust that we envisage society eventually breaking decisively with the economic settlement of the past three decades. What the shape of the new consensus will be, who can tell? But the future surely entails profound changes for the way organisations are run. The public wants businesses to exercise greater stewardship of community assets and to operate in a more socially-oriented way.

If this vision sounds nebulous and, frankly, utopian, the exciting thing about Frederic Laloux’s book, Reinventing Organizations, is the detailed portrayal it presents of successful companies that are making real today the model of tomorrow. His view of the forces of change is broader than ours. Where we envisage this as a paradigm shift in contemporary capitalism, akin to that from social democracy to neo-liberalism thirty years ago, Laloux sees a fundamental shift in human development, the kind of shift that occurs as human consciousness develops. In this, he draws on the work of Piaget, Robert Kegan and, especially, Ken Wilber.

The shadow side of values

17 July 201322 August 2019 Martin Vogel

By Martin Vogel

shadow

Only about a decade ago, corporate values were all the rage. We lived in a world in which business was largely viewed as a force for good and corporations identified their success with the general wellbeing. Now, as we labour to fund the bailouts of the banks, we have a more nuanced view of business and the statements of values seem hollow.

But values remain potent. The public cares about them: not the values of PR spin but the actual lived values of organisations. Most of the corporate scandals of recent years became scandals precisely because they generated perceptions of values betrayed.

Antony Jenkins and the FIFO test at Barclays

18 January 201322 August 2019 Martin Vogel

By Martin Vogel

Many a year ago, when I was working at BBC News, leadership by acronym was very much in vogue. One department head who favoured a flamboyantly macho style enjoyed satirising the culture by describing his approach as the FIFO model.

The Vogel Wakefield blog is too polite a space in which to spell out the meaning of FIFO. Suffice to say the manager’s broad intent was along the lines of, “Kindly toe the line or consider finding employment elsewhere.”

I was reminded of this on reading the email to Barclays’ staff sent by the bank’s chief executive, Antony Jenkins, redefining Barclays’ purpose and values.

Jimmy Savile and tacit knowledge: what the past can teach us about the present

25 October 201222 August 2019 Martin Vogel

By Martin Vogel

savile

The Jimmy Savile scandal is a textbook example of wilful blindness. It viscerally underlines the necessity for leaders to free up tacit knowledge in their organisations.

The BBC is not alone in facing questions about how it allowed a predatory paedophile to conduct a career of child sexual abuse stretching over decades – apparently to the knowledge of colleagues around him. The NHS, the police, sundry care homes and approved schools among others also have to account for apparent failures in their duty of care. But the BBC holds a special responsibility, having provided the platform upon which Savile built his celebrity as a family entertainer and sustained his powerful influence over vulnerable people. Such is (or was) the trust in the BBC that the halo effect it conferred over Savile possibly encouraged others to drop their guard.

Murdoch talks values

24 August 201222 August 2019 Martin Vogel

By Martin Vogel

Elisabeth Murdoch’s MacTaggart Lecture at the Edinburgh Television Festival could have been cribbed from the Vogel Wakefield rule book.Discussing the phone hacking scandal that engulfed News Corporation last year, she demonstrated that at least one Murdoch sees the fundamental importance of alignment between values and behaviour in the family business. She said that News Corporation was “asking itself some very significant and difficult questions about how some behaviours fell so far short of its values.” And she took issue with the assertion by her brother James, at a previous MacTaggart lecture, that “the only reliable, durable and perpetual guarantor of independence is profit”. Not that she denied the importance of profit; rather, “profit without purpose is a recipe for disaster.”

Vogel Vault

Tag: corporate purpose

The emergent route to fostering interdisciplinary collaboration in higher education

Interdisciplinarity and external partnerships: components of revenue generation and public value in higher education

How all organisations tend to the dysfunctional in their own way

The shadow side of values

Antony Jenkins and the FIFO test at Barclays

Jimmy Savile and tacit knowledge: what the past can teach us about the present

Murdoch talks values