Surrey Business School


AOM Specialised Conference, Big Data and Managing in a Digital Economy

  • Wednesday 18 Apr. 2018

  • Friday 20 Apr. 2018

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Physical and Digital Market Places – Where Marketing Meets Operations

  • Wednesday 11 Jul. 2018

  • Friday 13 Jul. 2018

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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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Research news

Find out more about Eugene Sadler-Smith's research into Hubristic Leadership in Business and Management. 

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Find out what professional development we offer

Enquire now with Michelle Nsanzumuco

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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.

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International Student Internship Portal

We have launched our new global talent platform. Activate your personal global talent portal here to find internship, trainee positions, apprenticeships and graduate positions that are relevant to you from companies around the world.

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Latest news


A Step Forward for Sustainability at Surrey Business School

Surrey Business School is proud to join the United Nations Principles for Responsible Management Education (PRME). This represents a powerful commitment to advance the values of sustainability, responsibility and ethics in our teaching, research and thought leadership.

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The Hubris Project: Current Impacts & Potential Remedies of Hubristic Leadership in the World of Business and Management

At Surrey Business School The Hubris Project, led by Professor Eugene Sadler-Smith aims to understand the nature and causes of hubristic leadership (i.e. the excessive self-confidence, exaggerated self-belief and contempt for the advice and criticism of others which invites destructive outcomes) and how its potentially damaging effects on organisations and institutions might be anticipated and mitigated.

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Improving the Sustainability of the Extractive Industries in sub-Saharan Africa

Surrey Business School's Professor Gavin Hilson’s recent work illustrates how many of the problems associated with mineral extraction and processing in sub-Saharan Africa such as environmental degradation, child labour and health and safety concerns are directly a result of its operations being heavily confined to the informal economy.

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Our blog

  • Turns out, rugby in New Zealand is taught not by age group, but by size of the player.

    It makes a lot of sense for rugby. What can it show us about education? Why should students be grouped and taught by age, when aptitude and intellectual development are rarely defined so rigidly?

    Can digital learning find its true role in making education a more organic and dynamic concept, without set lengths or inflexible curricula? Time, after all, is fixed – but students are not.

    Digital learning is more and more a priority goal for higher education institutions. Digital learning is a reality, and business schools are probably late in adapting to this “new” form of learning. But what does it actually mean? What do we need to do to get it right and what are the challenges of providing a digital learning environment? What are the advantages and disadvantages? And what does this mean for the role of the lecturer?

    Surrey Business School’s CoDE (Centre for Digital Economy) attended a panel discussion on these questions and more in the Business Insights Lab recently, provided by Surrey’s Centre for Management Learning in collaboration with BAM MKE (Management Knowledge and Education) and SIG Knowledge and Learning.

    It was clear from the wide-ranging discussion that Digital cannot be considered a blanket approach, nor a panacea, in education as in any other industry; digital technology must be applied intelligently, with focus, and with an appreciation of each unique learning community and environment. Technology, in other words, must enhance the module’s objectives, not simply tick the Digital box – ultimately, pedagogy and learning design prevail.

    Not only that – we agreed we may need to ‘forget’ the term Digital Learning and remember instead that it is in fact ‘learning in a digital space’ that more accurately describes the issue; it is the space that makes the difference, but the learning itself, i.e. the cognitive ability, remains.

    Like all good debates, we ended up with more questions at the end than the beginning. Key issues to ponder included:

    • ‘What is it that digital can do that you can’t do in a classroom already?’
    • Can individual pockets of knowledge exchange begin to join up into larger online learning communities? ‘Almost like a small tribe’.
    • Lecturers need to be able to let go of the learning space, let go control.
    • The language of education is of a linear journey, with steps, outcomes, etc. Can we think of it more like the experience of music, with the exploration of ideas, feelings and themes?
    • What does a ‘learning conversation’ look like? Does digital enable us to all be learners together, rather than lecturer, student, etc? Can peer assessment play a role?
    • Can students be assessed on real-life experience? What is the role of traditional ‘credentialling’? Is the mark the key to opening the next door, or is it increasingly irrelevant?

    It sounds like a ‘wicked problem’ to us: a complicated issue, with lots of stakeholders, and many potentially competing opinions and priorities. But – that’s what makes it a conversation worth having, and joining. Digital isn’t going away – so how can Management Education, and learning more broadly, take control of its potential proactively, rather than reactively? What do you think?

    The panel featured:

    Simon Strong, Managing Partner of Download Learning Ltd, a revolutionary new digital Learning Transfer Platform

    Paul Hunter, PhD Student at Adam Smith Business School, University of Glasgow – Paul’s research focuses on cross-cultural aspects of online course delivery impact

    Michele Milner, PFHEA, Head of the Centre for Excellence in Learning and Teaching (CELT)

    University of East London

    Lisa Anderson, Senior Lecturer in Management Education at University of Liverpool, Management School

    Uzair Shah, Lecturer at Lancaster University, Management School, Department for Leadership & Management

    You can hear the podcasts of the discussions that took place during the workshop here.

    Click here for more on the themes that emerged from the panel discussion.

  • Automation. It’s a growing phenomenon that is driving business disruption globally, but in professional services it’s typically only accessible to large enterprises.

    All this is set to radically change.

    Surrey Business School’s Centre for the Digital Economy’s (CoDE) Professor Roger Maull and Dr Phil Godsiff have just won a grant from the Technology Strategy Board (Innovate UK) to develop AUTTO – a tool that turns the 20-50% of potential automatable activity into 2-5% of a professional’s time. With AUTTO, lawyers could free 23% of their time (approx. 60 days). And, with a growing number of the public not accessing the legal advice they need, the societal impact could be significant.

    The legal profession has been the slowest of the professional services to adopt digital transformation, wasting professionals’ time on less-skilled repetitive tasks instead of focusing on high-value and complex work that enables revenue generation and company growth.

    Why? Lawyers and professional services firms continue to find it easier, more cost effective and less risky to use expensive and overqualified people to complete routine work instead of automating their processes. This creates a barrier, preventing these SME professional services companies from maximising productivity, ensuring quality and consistency and delivering the best value for money for their clients (B2B or B2C).

    This project proposes to develop a solution that improves workflow efficiency through the AUTTO Micro-Automation Platform by addressing the real-time needs of SME legal and professional services — facilitating the automation of many short, low volume, repetitive processes that form 23% of legal work (40% across other professional services).

    Lead company ABS Technology is a young tech start up based in London; with this innovation, ABS are breaking the oligopoly that large organisations currently have on automation solutions — increasing industry wide productivity, improving competition and supporting the growth of SME businesses within the professional services industry.

    How? AUTTO is significantly cheaper to purchase and removes the cost of technology development, making automation possible at a viable cost in both time and money, with an expected payback period of less than one year.

    With economic, environmental and technological impact also in the mix, AUTTO is a disruptive software toolkit that’s going to turn the SME legal and professional world on its head. Will it be a smooth transition, or will these traditional sectors have a bumpy ride to modernisation? Stay in touch to find out what happens!

  • Surrey Business School’s CoDE (Centre for the Digital Economy) team were thrilled to be a part of the launch recently of ‘Distributed Ledger Technologies for the Public Sector: Leadership, Collaboration and Innovation’ hosted at the House of Lords by Lord Holmes of Richmond, an inspiring advocate for the immense potential of DLT to address intractable challenges in both private and public sectors.

    This report is in fact a follow-on from the groundbreaking Walport Report ‘Distributed Ledger Technology: Beyond blockchain’ — a continuation of that conversation, a reinforcement of the message, and a renewed call to action. As Lord Holmes explained, ‘We are here to put some increased energy, focus and collaboration around the potential of DLT.’

    CoDE’s Dr Phil Godsiff, a contributor (through the Whitechapel Think Tank) to this latest report as well as to the original Walport Report, was in attendance along with Dr Beth Kewell, Mike Brookbanks and Michelle Nsanzumuco – all of whom have been integral to the exploration of blockchain and DLT in research at CoDE and the wider Surrey Business School.

    Phil’s contribution to the body of DLT knowledge has encompassed conferencesarticlesblogs and panels; he is an unbiased ambassador for furthering this exploration and discovering DLT’s true place in harnessing the ‘wicked problems’of life in a complicated digital world.

    To quote from the foreword, ‘This [new] report seeks to re-energise and refocus UK government attention on DLT’s potential so that we can accelerate our own digital maturity, enhance the productive capacity of our business and benefit our citizens.’ The report goes on to present key recommendations, and to discuss the strengths, opportunities, weaknesses and threats around DLT across a number of sectors – crime, border control, taxation and health among them.

    In the end, ‘[c]learly DLT is not a silver bullet….[I]t is, however, a new multipurpose technology in the digital information toolbox, and one that is gaining a degree of traction across industries and business processes.’

    Jeremy Wilson, chair of the Whitechapel Think Tank, which sponsored the report, agreed with this view: ‘As part of the 4thIndustrial Revolution, no one can escape DLT….it is one of a number of technologies converging into a new operating system on the basis of data sharing, with all the implications and ramifications that suggests.’

    DLT is not going to go away; it’s set to transform transparency, provenance and trustThe CoDE team is at the forefront of this research; get in touch to find out more.

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: