The Economist Intelligence Unit’s 2008 MBA rankings are in and there’s good news: Melbourne Business School’s MBA is now #26 in the world and still #1 in Australia.
This is quite an achievement because, when I joined MBS in 2006, it was ranked #88 in the world (though still #1 in Australia).
Read more about it in this MBS news article: MBS Ranking: Highest Ever for an Australian Business School.
The Student Representative Council (SRC) at Melbourne Business School (MBS) publishes a student magazine called The SouRCe and, as I recently discovered, anyone can now read this magazine because it’s available on the MBS website (in PDF format).
In 2007, photographer James Nachtwey won the TED Prize which awarded him $100,000 and “one wish to change the world”. His wish was:
I’m working on a story that the world needs to know about. I wish for you to help me break it in a way that provides spectacular proof of the power of news photography in the digital age.
On 3 October, Nachtwey’s story will break — both online and around the world. Melburnians can view his story at Federation Square while the rest of you should check the TED Prize Event Location page to see if it’s being shown at your location (it’s on in 16 countries). If not, you can always view it online: 
For more:
Thanks to the Deloitte Leadership Academy, all passengers flying aboard Qantas’ Airbus A380s will have free access to business courses — ranging from five-minute videos to 40-minute lectures — supplied by Melbourne Business School, Harvard Business School (including Harvard Business Review articles), Stanford Graduate School of Business, Macquarie Graduate School of Management, and the University of New South Wales.
Awesome.
For more:
CIO Magazine’s Sue Bushell has written an interesting article, called ‘Management 2.0? That’ll Be The Day‘, on the challenges that CIOs — and companies, in general — are facing with the advent of social media technologies in the workplace.
In his book, The Future of Management, Gary Hamel suggests that organizations today face a new set of business challenges that the existing management model does not match. The drone worker of yesterday is giving way to the engaged and vocal employee of today who expects a company culture that replicates the collaborative nature of Web 2.0 — in other words Management 2.0
The name Gary Hamel will, of course, be very familiar to anyone who has done any MBA and has studied the (frequently incorrectly-used) Core Competency concept.
The article is long but useful as it gives managers a lot to think about and hopefully look into:
Managers have a general sense of what Web 2.0 tools are — especially when it comes to applications they’re familiar with like YouTube, Facebook, or Linkedin. But they still struggle to understand these technologies, discover their real business value, address the risks and figure out how to best use them.
This, by the way, is where someone like me would come in: I know both management (theory and practice) and technology (uses and implementations) and can help senior management come up with an implementation of social media that enhances project management, decision making, and internal communication and collaboration.
The trick is that social media integration in an enterprise needs to be a long-term project and not something you hire a consulting firm to do for you in a few weeks. It needs to grow experimentally, possibly slowly, and from the ground-up. And while it will probably change a number of times as it develops — which means it’s not something you can really plan for in advance — you can start with a few basic governance rules (who does what and what everyone is in responsible for), some content guidelines (that cover privacy, security, and intellectual property), and a simple usage policy (like the two-word “be careful” policy that is often a good start).
Speaking of governance…
Challenges of the Multi-Generational Workforce
The discussion on how to manage a multi-generational workforce — which is an issue for many managers these days — reminds me of a blog post on banning Facebook that Toby Ward wrote on the Intranet Blog about a month ago:
Beware of Facebook! It will crush your productivity and hijack your employees!
[...]
Employees prefer to be treated as adults. Judge their performance and actions instead of counting their minutes spent doing “productive work.”
Trust me, the threat and problems stemming from a ban far exceed the embrace option. Prescient Digital Media’s Julian Mills last week highlighted the findings of one recent survey that warned of the perils of banning Facebook:
- 39% of 18 to 24 year-olds would consider leaving if they were not allowed to access sites like Facebook and YouTube
- A further 21% indicated that they would feel ‘annoyed’ by such a ban
- The problem is less acute with 25 to 65 year-olds, of whom just 16% would consider leaving and 13% would be annoyed
Of course “consider leaving” doesn’t mean they actually will leave but it does mean that they probably won’t join your company in the first place. Especially if they announce your blanket banning policy on the Facebook group about your company that you didn’t know existed.
I know that I, for one, wouldn’t want to join a company that bans sites like Facebook or doesn’t let you blog, read blogs, pay your bills, read the news, check your e-mail, or basically have a life outside work while you’re at work. Limiting YouTube usage makes a little more sense since there’s a bandwidth cost associated with online video but, even then, it shouldn’t be banned outright.
As Ward said in his article, companies shouldn’t be taking the Taylorist approach to management. Of course you’ll get employees who’ll take 30 minutes to make themselves a cup of coffee or spend an hour on Facebook every now and then — but that’s okay as long as they (a) get their jobs done, (b) don’t stop others from getting their jobs done, and (c) don’t use-up too many freely-provided company resources (like bandwidth or, for that matter, coffee).
I guess all I can conclude with is that, with the advent of social media and the existence of a multi-generational workforce…well, the next five years are going to be really interesting
