CBS Communications & Marketing November/December 2007
CBS Communications & Marketing November/December 2007
Julius Thomsens Plads
CBS – facts I
Founded 1917
Private institution (by FUHU)
Integrated in Danish University System 1965
Governed by University Act 2003
Data
Students: 15,000
Faculty: 450
External part-time faculty: 1,000
Administrative staff: 500
Budget: 780 mio. DKK
Modern buildings /campus, architecture and art
1989 Dalgas Have 1989 Dalgas Have
1999 Solbjerg Plads 1999 Solbjerg Plads
2006 ”Kilen” 2006 Kilen
2006 Porcelænshaven 2006 Porcelænshaven
CBS – facts II
Data (continued)
Faculties: 0 (until 2007: 2)
Departments: 14
Research Centres (incl applied management research): appr. 32
Programme structure: 3 years + 2 years + 3 years (Bologna)
Full-time programmes (CBS Undergraduate): 14
Full-time programmes (CBS Graduate School): 29
PhD: 7 research schools
Part-time programmes (CBS Post Experience): 15 (+ short courses)
Executive programmes (CBS Executive): 10
CBS International
Data
International degree students: > 1,300
Exchange students, incoming: > 1,000
Exchange students, outgoing: > 800
Cooperation agreements: > 350
International networks: CEMS, PIM, GLOBE,
Double Degrees, Øresund University
Programmes taught in English: 37%
English taugth courses: > 300
International Summer University Program (> 300 int’l students)
EQUIS accreditation; heading for AACSB and AMBA
FT rankings (CBS, MBA, MSc)
CBS Corporate Partners
CBS Strategy 2010
Vision
”CBS educates dynamic thinkers who are internationally competitive by virtue of their research-based knowledge, innovation abilities, cultural understanding and personal leverage.”
CBS aims to
be an internationally recognised business university at European top level;
offer world class research environments and programmes;
contribute new, pioneering knowledge which can be converted into innovation, competitiveness and value creation.
CBS Strategy 2010*
Strategic focus areas
International profile with national attachment
Partnership with business and society
Being a Learning University
The Learning University
Learning rather than teaching
Nurture of individual talent
Development of both professional and personal skills + cooperative skills
Stimulate curiosity, creativity and innovation abilities
*) Strategy 2010 currently under revision
CBS Strategy 2010
Diversity is the backbone of CBS’ strength
CBS Organisation
Mergers
Government globalisation plan – ”creating world class Danish universities”
Mergers 2006/2007
CBS ”standing alone” – national cooperation on a wide scale
International strategic alliances
Evaluation of present mergers in 2009
Sharper and more focused strategy
CBS – Outlook I
DK monopoly – easy to recruit in DK, close relations to business, high level of exposure in society
No threats from Nordic competitors
Diversity and the ability to utilise synergies of diversity is our strenght and unique characteristic globally
No clear / outstanding brand internationally
Mass education vs elite
Diversity vs core economics
New Management structure and organisation
Restricted possibilities of differentiation (University Act)
CBS – Outlook II
HR - Recruitment and retention
Attract high profile international faculty and competent administrative staff
Problems with Danish taxation; rigid job and salary structure
Facilities
Students House; Executive Center; Residence hall for int’l students
Lack of m2 (until 2015)
CBS – Outlook III
Dependancy on government funding (75%); Insufficient economic foundation
New ways of receiving government funding (education and research)
Attracting external funding – business community, research councils, EU
International marketing
Attracting students from outside EU/EEA (paying tuition fee)
Executive education; short term and tailor made postexperience courses for businesses
Alumni
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