Surrey Business School



"Welcome to Surrey Business School. We offer business education and services that we believe are different.

"As well as cutting-edge research of world-leading quality, we focus on practice: how business is done."

Read the full introduction to Surrey Business School from Professor Andy Adcroft, the Acting Head of School.

Student enterprise

Discover the ways in which Surrey Business School is a leader in student enterprise.

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

Read more about our accreditations.

2nd for Accounting & Finance / 7th for Business Management - Guardian University Guide 2016

4th for Business - NSS 2015

Learn more about our key league table positions.

Entrepreneurship and innovation: a video series

Watch Professor Alan Brown, Associate Dean for Entrepreneurship and Innovation at Surrey Business School, tackle vital issues for businesses large and small in this series of short videos.

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Our PhD alumni

Our recent postgraduate research alumni are working in over 30 countries across the globe, creating a powerful alumni network and adding depth, breadth and strength to research and teaching.

Visit our postgraduate research page to learn more about our PhD alumni.

Business Insights Lab

Discover more about our Business Insights Lab, which brings academic research together with business and industry to put the latest ideas into practice.

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Featured news


Surrey students emerge the winners in Surrey Business School Activities Week

Two first year Surrey Undergraduates emerged victorious in an inter-university challenge that kick-started Surrey Business School’s highly successful Activities Week programme.

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Surrey marketing students selected for finals of national marketing competition

Postgraduate Marketing students from the Surrey Business School were selected to appear in the finals of an innovative competition launched by the Chartered Institute of Marketing called ‘The Pitch’.

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My Surrey Experience - Victoria Sillett, BSc Business Management and French

"French culture is something I have always been interested in and the combination with Business Management enables me to pursue a career in the international market."

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Surrey Business School pilots new employability workshop

The ‘Readiness for Work’ scheme offers advice from companies like Nestlé, Google, EY and Facebook.

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Surrey announces new research partnership to explore type 2 diabetes

Five-year collaboration with Eli Lilly and Company will explore health outcomes for people with the disease.

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Our Blog

  • ManagePlaces is a great example of the fertile atmosphere for cross-faculty, cross-sector start-up activity here on campus – and of how the Business School team are reaching out to support other disciplines as they navigate the digital economy.


    A digital success story

    ManagePlaces’ core product is a workflow management system for remote teams. The company was established by Aaron Mason in 2009. Aaron is a current Surrey PhD student, who also spent his undergraduate career at Surrey studying Computing and Information technology followed by MSc Internet Computing. ManagePlaces has been funded by the University through the Business Enterprise Student Support Scheme, and later incubated by the European Space Agency and SETSquared, as well as receiving government grant funding. Mason also has a track record of success with his previous start-up, a software-development company called Thoughtified, acquired in 2013 by a fraud detection company.

    For help with the ManagePlaces business model, Mason approached Surrey Business School’s Associate Dean of Entrepreneurship and Innovation Professor Alan Brown. Brown put together a team of Surrey MBA students to work intensively with Mason, providing the students with the ideal opportunity to focus on a real-world business challenge, and to work with a company on a meaningful analysis of the issues. ‘This outside perspective was extremely valuable,’ Mason reports, several months on. ‘It changed our direction, and opened up sales opportunities.’

    The timely opening of Surrey’s 5G Innovation Centre provided the next step for ManagePlaces. Applying to join as a Technology SME member meant Mason’s team could apply to access testbed facilities to test new technology. ‘Of course we welcome the prestige that the official Uni connection with 5GIC represents,’ affirms Mason, ‘but also, as our technology is based around mobile and data, it is an obvious link.’ ManagePlaces is seeking expert advice from 5G engineers, as well as a means to run a ‘simulation experiment’ in the 5G facilities. With conditional funding to develop an innovative travel application that makes use of ‘big data’ and ‘indoor positioning’, Mason is on the cusp of great industry interest in digitising the travel and retail experiences.


    The story of ManagePlaces spans business and engineering, innovation and entrepreneurship, Surrey Business School, and the 5G Innovation Centre – and it’s taking place at the heart of Surrey’s initiative to predict, comprehend and manage the challenges of the Digital Economy. This initiative is led by the Surrey Centre for the Digital Economy (CoDE); a major effort based at Surrey Business School focused on the impact of digital technology on businesses, the economy and society.

    Contact us to find out more.

    manageplaces logo

  • Surrey Business School’s Business Insights Lab reaches out to businesses of all sizes and descriptions who are trying to make sense of – and prosper within – the dizzying changes brought about by the Digital Economy. BiL brings together businesses, students, and leading academics to deliver tangible and effective solutions.

    In October BiL moves into a new space on the ground floor of Surrey Business School delivering the perfect environment for running live business experiments that will enable businesses to practice Agile Innovation strategies.

    New ways of thinking

    Agile Innovation is a new strategy for management thinking linked with digital innovation. It was developed to adapt to, and exploit, the growing opportunity to apply and test innovations almost simultaneously with their invention. Fast, nimble, creative and lateral, Agile is the only style of business development that moves in tandem with the digital economy.

    Agile Innovation processes give you a scientific method for navigation through the ‘fog’ of a future that’s possible to guess at, but impossible to predict: observe, hypothesise, test and recompute. But – importantly – at a speed that keeps innovation relevant.

    These business skills can then be transferred back to technical disciplines, fostering agile innovation across multiple industries such as e-health, e-commerce, smart energy, environmental monitoring and broadcasting. Research, data, and innovation stay flexible, and much more broadly applicable, across a whole new set of rules for how business operates.

    Delivering results

    Using these business methodologies, Surrey Business School recently ran a cross-faculty lab on product development for two businesses in the veterinary sector, focusing on commercialisation, and the offers and services around a new product. Along with an experienced Agile project manager and developer as a guest speaker, and a graphical facilitator capturing the vision and mapping innovation paths, the two-day initial workshop was packed with ideas and collaboration.

    Here are some of the issues tackled in the lab, the session took inspiration from the team’s extremely broad range of expertise:

    • How have the sweeping changes in the veterinary practices’ structure affected the way they innovate?
    • What is the role of innovation in a traditional industry?
    • How should a beneficial but innovative solution be introduced in order to maximise customer receptivity?
    • What variables influence the balance between Herd Welfare and Profit?
    • What is the role of the vet in education about new technology?

    A series of short presentations and exercises from business, social science and psychology perspectives gave participants different and unexpected ways of looking at the issues, and we took away a set of new questions, plus an experiment to test the next step forward.

    After a three week ‘sprint’, the group will come together again with a result – but will it be the solution pictured at the start?

    If you’d like us to help run some lab-style Agile treatments for your business, we can offer expertise across many sectors, plus genuine practical experience. To find out more please contact Kris Henley, k.henley@surrey.acuk +44 (0)1483 682619

  • The last 10 years has seen a sharp transformation of funding opportunities for small and medium-sized enterprises (SME’s).  A risk-tolerant market environment where financial leverage expanded borrowing opportunities has been replaced by a risk-adverse landscape with regulatory constraints and reduced lending appetite from traditional funding sources.  SME’s have been disproportionately affected.

    The fall-out from the financial crisis, though, also created new funding opportunities— partly out of necessity and partly out of technology.  It created strong demand for alternatives to replace or complement traditional sources of funding while the boom in crowdfunding led to the emergence of online-financing platforms.  Their key innovation is the ability to funnel funding from a diverse crowd of small and incremental investors to relatively small and discrete businesses in a cost-effective manner.

    For SME’s, this is like manna from heaven because they have a competitive advantage to raise small amounts of capital compared to larger companies.  Incremental funding is proportionately more significant while they can offer higher rates of returns to investors.

    Online financing platforms have also evolved to cover a range of funding needs.  Equity crowdfunding typically raises capital for start-ups but also for established companies prepared to sell equity; peer-2-peer lending offers long-term finance; while market-invoice lending can fund working capital needs.

    As these platforms grow further, traditional lenders will ultimately respond too by differentiating their products further or by competing directly.  Either way, SME’s win because they will have more choice.  However, their challenge will remain to find the right product from the right lender.

  • Eric Cantona leaps, feet first, into the crowd, is banned for 9 months and when he comes back the manager makes him club captain. Luis Suarez bites an opponent, for the third time, the third time, and then moves to Barcelona for £75 million.

    No-one said it was easy managing talented people but for some people, whose talent and achievement is obvious, you might make an exception. But, and this is a huge but, what do you do when the hardest person to manage has seemingly endless potential but hasn’t, as yet, actually achieved anything?

    Welcome to Generation Y.

    20 somethings. The selfie generation. Self-confidence that can be brittle. Ambitious and impatient. Live their lives on social media (some say they’ve been raised by technology). No respect for positions, no respect for hierarchies, no respect for lines of management. Don’t get it, won’t get it.

    But hugely creative and innovative. Maybe they are where the next big idea is coming from.

    Do you fight them? Socialise them? I’ve even heard one business talking about house training them. Get them to fit in around you, rein in their creativity.

    Or give them their heads. Wind them up, watch them go.  See what happens. The next big thing. Or the next big crisis?

    Try this one for size. Let them make up their own rules. Let them decide what is and isn’t acceptable. But remember two things:

    First, they’ll probably surprise you with how strict and challenging their rules are – you might not  be negotiating something more reasonable but working out how you support smart people to achieve lofty ambitions for them and you;

    Second, make sure you hold them to it. Conversations about behaviour and conduct need to start with their rules not yours.

    Guaranteed results? No. Easy to do? No. Still, as every Generation Y knows, if it wasn’t difficult, it wouldn’t be fun.


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

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