ESCP Europe

A Message from Lord Pickles and Lord Blunkett, followed by ESCP Europe's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from ESCP Europe is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Rt Hon The Lord David Blunkett, MP

Rt Hon The Lord Eric Pickles, MP

www.escpeurope.eu

1ESCP EUROPE |

BEST PRACTICE REPRESENTATIVE

London Campus Dean Simon

Mercado (right) pictured

with Executive President,

Frank Bournois (left) and UK

Chairman, Lord Gold (centre)

ESCP Europe London

campus

Originally established in 1819, ESCP Europe is widely

considered to be the world’s oldest business school, and

its founder, Jean-Baptiste Say, is said to have coined the

word “entrepreneur”. Chaired by Philippe Houzé, Président du

Directoire du groupe Galeries Lafayette, it has campuses in Paris,

Berlin, London, Madrid, Turin and Warsaw. The London School and

Campus, which is based in West Hampstead, has emerged as the

group’s largest business unit outside of France. Simon Mercado,

Dean of the London School and Campus, tells

The Parliamentary

Review

about the current market trends affecting business

schools and their commitment to remain a bridge between the

UK and Europe.

We are one school, but to have an impact on a European level, we must have

a scale and impact in each strategic location. Our job and function in London

is to translate an overarching strategy focused on high-quality education and

international leadership development into effective and locally attuned action. In

the current academic year, we have over 1,000 degree students across 16 degree

programmes and have been focusing intently on our teaching and academic

standards, which have been recognised by the UK’s Quality Assurance Agency.

This has certainly contributed to our THE

“UK Business School of the Year Award”

and a number of programme-ranking successes. In order to sustain this forward

momentum, we are working towards achieving independent degree-awarding

powers.

FACTS ABOUT

ESCP EUROPE

»Executive President and Dean:

Prof. Frank Bournois

»Dean of the London Campus:

Prof. Dr Simon Mercado

»Established in Paris in 1819

»Operating in the UK since 1973

»Based in London, Paris, Berlin,

Madrid, Turin and Warsaw

»Services: Business education

»No. of students: 5,000

(worldwide); 1,500 (UK)

»www.escpeurope.eu

ESCP Europe

THE PARLIAMENTARY REVIEW

Highlighting best practice

2| ESCP EUROPE

To support our student experience,

we have activated 25 student societies

on campus and are launching a new

series of programmes, tracks and

specialisations. In terms of alumni

relations and fundraising, 2018 was

a huge year, and we managed to

raise over £250,000 through both

UK-based donors and London-based

events. Beyond this, we are expanding

our Executive Education work, which

is already contributing a tenth of our

total annual turnover of £10 million

The series of specialisations, or areas

of excellence, we are strengthening

include creativity and innovation,

marketing, finance, entrepreneurship,

digital strategy and transformation.

This is complemented by the

development of strong specialist

expertise in the automotive sector,

creative industries, professional

services and energy. These areas are

reflected in our projects, research and

widerportfolio.

Five key priorities for business

schools

Moving forward, I have identified five

key priorities to ensure we remain at

the forefront of the business school

community. These are reflected in

our group strategy and in what we

are trying to do here in the UK. The

first of these is adapting to the digital

revolution, which is reforming the

entire business landscape. Those that

do not develop their digital capability

will fall behind or fail. We are at the

forefront of European schools through

our focus on digital leadership and

frontier technologies. This is based on

our research into the future of work

and industry and our new curricula

and pedagogy. Our new specialised

degrees in digital transformation, data

science and automation management

all focus on the key domains of future

business strategy. These pioneering

courses are creating leaders for a

digital age.

Tomorrow’s leaders will be both

entrepreneurs and intrapreneurs. The

best international business schools

are promoting a culture of innovation

and entrepreneurial action to ensure

graduates are prepared for the

“gig economy”. Our annual Jean-

Baptiste Say Entrepreneur Festival

has become an important vehicle for

start-ups and the creation of new

ventures. We have also developed

e-specialisations on some of our

biggest degreeprogrammes.

Another key trend is the development

of an open model of management

science in which management is placed

in its full socio-political context. Our

programmes are interdisciplinary and

are set within the humanist tradition

of management. Our London campus

has been the base for our bachelor

in management, which is leading the

way in bachelor’s education through

its combination of humanities,

management, science and languages.

The best business schools are also

investing heavily in education and

research that promotes stakeholder

value and greener business. Emergent

Professor Simon

Mercado, Dean of ESCP

Europe, presenting

at one of many ESCP

Europe events

Winning the

THE award

was a huge

step in the

right direction

and

represents a

vote of

confidence in

our approach

to education

“

3ESCP EUROPE |

BEST PRACTICE REPRESENTATIVE

topics have included: values-based

investment, corporate responsibility,

sustainability and ethics. We have been

linked to high-profile initiatives around

energy transitions and sustainable

transport, including a unique European

Electrical Vehicle Road Trip, which was

widely covered by the European press.

In Berlin, the school has introduced

a successful master’s in sustainability

management and, together, all of

our campuses are prioritising the

sustainable development goals of the

United Nations.

Finally, but by no means least, our

sector has become more integrated at

international level and more focused

on international learning and research.

We are at the very forefront of

this process with our unique multi-

campus model, international mindset,

and structures. All of our degree

programmes are based on rotation

across campuses and the school

stands as a true model of cross-border

education and mobility.

Raising our profile as a bridge

between the UK and Europe

In the UK, one of our primary

challenges is to promote a brand

that is well known in France but less

so in the international context. This

includes moving away from any early

image as a satellite campus of a French

grand école to recognition as a top

UK-based school with high brand

capital and impact. We are competing

at the top end of the market with

some extremely powerful schools

and so we must continue to build

our brand and differentiate ourselves

as part of a unique, pan-European

educational ecosystem. Winning the

THE award was a huge step in the

right direction and represents a vote

of confidence in our approach to

education: international values, cross-

cultural learning and immersion in

foreigncultures.

As an alternative and private provider,

we also have to navigate the UK’s

higher education framework. We are

aiming to reach a point where we

are not just recognised as a higher

education institution by the new Office

for Students but are also given direct

teaching degree-awarding powers. We

currently have this capability in France

and Germany and wish to extend this

to the UK.

Both our UK chairman, Lord Gold, and

myself, see this as a top priority.

Whatever the outcome of Brexit, we

are committed to our operations in the

UK and we will continue to operate as

a bridge between the UK and Europe.

Our status as a successful Anglo-

European school gives us an important

role to play. We will work to maximise

the opportunities for businesses and

individuals to benefit from these

close links and will work to manage

any challenges that arise. No matter

the circumstances, we will remain a

centre of expertise on Europe and

Europeanmanagement.

Whatever the

outcome of

Brexit, we are

committed to

our operations

in the UK and

we will

continue to

operate as a

bridge

between the

UK and

Europe

“

“Re-Thinking Europe”,

Brexit: Quo Vadis? Lord

Gold, Tony Matharu and

Simon Mercado

www.escpeurope.eu

This article was sponsored by ESCP Europe. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom.

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.

Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster