Surrey Business School

Highlights

Launch of the Centre for Leadership and Decision Making

  • Tuesday 04 Oct. 2016

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Centre for Sustainable Enterprise Management, Research Day Series

  • Tuesday 18 Oct. 2016

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Surrey MBA - Live 2 Lead

  • Thursday 27 Oct. 2016

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Student Enterprise

The University of Surrey‘s supportive environment for young entrepreneurs is reflected in our membership of SETsquared, a collaboration of universities to support growth and success of new business opportunities through spin-outs, licensing and incubation.

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World class business incubation

Congratulations to Surrey’s SETsquared, named the best University business incubator in the world by UBI Global.

Find out more about SETsquared and Surrey Incubation.

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Discover our programmes

Ranked 2nd for Business and management in the Guardian University Guide 2017

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Who we work with

At Surrey Business School, we collaborate with a number of private, public and third sector organisations.

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Accreditation

Surrey Business School is accredited by both the Association to Advance Collegiate Schools of Business (AACSB) and the Association of MBAs (AMBA).

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Our blog

  • Join us for the Access to Business Funding Forum, Thursday 13 October 6-9pm at Surrey Business School. Organised by Surrey Business School, University of Surrey in conjunction with Surrey Chambers of Commerce.

    Interactive financial forum, with panel discussion and keynote speech, followed by networking and drinks reception. The event is targeted at companies of all sizes seeking external funding with a strong participation of a wide range of expert lending partners.

    A keynote address by Terry Toms, CEO of R & D Tax, will provide a broad overview of financing alternatives for innovation before focusing on two key areas— R&D tax credits and grant fund-raising.  Government initiatives such as Innovation UK provide grant opportunities but also have certain pitfalls while more than 16,000 SME’s have received £800 million as R&D tax credits as recently as 2014.  Why not your company too?

    The panel discussion will follow and cover key topics:

    • Growth finance- debt vs. equity
    • Alternative finance- platforms vs. bank
    • Innovation in financing products

    We will end the evening with a networking reception where participants can arrange 1-2-1 meetings to continue discussions with specific lending partners for the event. 

    Please contact Surrey Chambers of Commerce to book your place.

     

  • On Monday 19 September, the University’s Vice Chancellor, Professor Max Lu and Head of Surrey Business School, Professor Andy Adcroft welcomed business delegates from across sectors to officially launch Surrey Business School’s Business insights Lab. The Business insights Lab brings ideas and people together, putting the latest thinking into practice within the digital economy.  

    bil-launch

    Volatility. Uncertainty. Complexity. Ambiguity. ‘VUCA’ is the defining symbol of the Digital Economy.

    The Business insights Lab (BiL) is a unique resource that helps us – collaboratively – to define, interpret, and navigate the digital landscape: from obstacles to opportunities; from old habits to new models; from disruption to new connections; from confusion to clarity and effective prediction – finding solutions to an equation that is constantly in motion.

    The Times and Sunday Times Good University Guide 2016 praised the University of Surrey for being one of “the most innovative universities in the UK” and Surrey Business School’s Business insights Lab is innovation in action. CoDE was delighted to participate recently in an event to showcase and officially open the Lab, when the University hosted donors Alberto and Maria Verme, along with new Vice-Chancellor Professor Max Lu and guests from across academia and local industry, for a celebration, ribbon-cutting, lab taster-session, and Q&A.

    Since opening its doors in September 2015, the Lab has engaged with over 30 companies and over 400 students from across the University to deliver a positive learning experience. Designed to teach business skills for the Digital Age, the Business insights Lab draws together research, teaching, brokering and problem solving, tapping on our strengths across the University, to foster new business innovation strategies. In the BiL, we don’t just study theory; we shape and develop new practice through collaboration and experimentation.

    A constant stream of digital technology changes, optimised production practices, and flexible global delivery models has quietly turned into a revolution in business models, consumer expectations, and societal behaviours. The result: a ‘mash-up’ of sectors, issues, unexpected problems, and unlikely bedfellows – and a future that’s virtually impossible to predict.

    But Digital, paradoxically, also provides us with the tools to solve the problem. The solution at the Centre for the Digital Economy (CoDE) is what we call ‘collaborative discovery.’

    Our students problem-solve creatively, with unexpected partners, tackling ‘wicked problems’ in a changing landscape, and learning interactive skills and methods around innovation and entrepreneurship.

    How much do you know about the face of Digital Business? Get in touch with us if your business could use some insight about what’s coming next: sbs@surrey.ac.uk

     

    Kris Henley 

  • CoDE Blog Sept 2016

     

    Over the past few months at Surrey Business School’s Centre for the Digital Economy (CoDE) we have spent a great deal of time working with businesses from many domains who are looking to understand their capacity for new product creation, to develop their potential for innovative thinking, and to shorten the time from ideas into value. For the established organisations, the engagements often start with a simple question:

    Why aren’t more of our ideas getting off the drawing board and into our customers’ hands? There seems to be a blockage in our innovation pipeline

    Of course, every company and every domain is different. So we’ve looked at this problem from many angles, and come up with varying ways to frame the challenge and address the concerns. However, at the heart of the issue, we believe that there must be a fundamental shift in approach for organizations to successfully improve their innovation capacity. We often refer to this as adopting a discipline of Agile Innovation Engineering. That is, a measured, purposeful set of practices that demonstrate stakeholder value in short, time-boxed iterations.

    Key to an agile approach to innovation is embracing a culture of experimentation throughout the organization. Traditional ‘pipelined’ thinking for promoting new ideas, based on long-term lock-in of a complex business plan, must be replaced with a spirit of discovery, adaptability, and re-targeting made necessary by the buffeting any idea will receive in early customer feedback. As Mike Tyson succinctly put it, “Everyone has a plan until they get punched in the mouth!”

    It was with this in mind that I was particularly intrigued by a recent article by Michael Schrage in the Sloan Review promoting “Experimentation & Scaling” as the successor to “Research & Development” in large corporations.

    The main conclusions from the article look like a great summary of the kinds of lessons we have been learning as we develop Agile Innovation Engineering: blending design thinking, lean start-up practices, and agile principles in our corporate problem-solving engagements. To expand on Schrage’s key findings, innovation is enhanced when organizations:

    1. Resist the temptation to over-analyse before acting (“analysis paralysis”) and engage in a wide variety of low-cost experiments;
    2. Spend less time in the search for the “perfect” idea, and rather focus on finding interesting questions that lead to testable hypotheses;
    3. Use constraints (financial, technical, environmental, legal, etc.) productively to spur creativity and inventiveness;
    4. Bring increased transparency and interaction with stakeholders by inviting others to participate as early and often as possible in experiments;
    5. Explicitly balance priorities across internal and external stakeholders via open discussions;
    6. Emphasize the need to obtain insights into interesting questions above the detailed demands of product delivery that can sidetrack an experimental approach;
    7. Look for both strong and weak signals being received by carefully tracking the hypotheses being examined, the lessons learned, and the patterns of behaviour being observed;
    8. Treat all stakeholders with respect, engage in honest interactions with clients, and take the time to listen to all feedback.

    Adopting these ideas will help you move firmly in the direction of an Agile Innovation Engineering discipline in your organization.

    Happy experimenting!

    Kris Henley 

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Who we work with

At Surrey Business School, we’ve created an innovative and stimulating environment in which our academics, students and alumni work with international corporate businesses, SMEs and government, offering bespoke consultancy and applied education programmes. Here are just a few examples of some of the organisations we’re currently working with: