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Ian joined the University as Dean of the Business School and Professor of Strategy in July 2012. He is currently a member of the Executive of the Association of Business Schools and was previously on the Executive of the British Academy of Management.
He is a graduate of The Australian National University (PhD, Research School of Pacific and Asian Studies, 1984) and the University of Wales, a Senior Fellow of the Advanced Institute of Management Research (AIM), an Academician of the Academy of Social Sciences (AcSS), and a Fellow of the Chartered Institute of Marketing (CIM). Ian conducts research in management teams to investigate the discursive leadership skills of senior managers, with the aim of improving their understanding of, and influence through, language skills.
Stephen Roper is Professor of Enterprise at Warwick Business School and Director of the Enterprise Research Centre.
Dr David Milne graduated in Physics from Heriot Watt University in 1965 completing his PhD at Bristol University in X-ray Optics in 1968. David has kept a keen interest in education and the commercialisation of research creating a strong interaction between the Edinburgh University and the electronics industry for which he was awarded an OBE in 1984. He received honorary degrees of Doctor of Science from Edinburgh and Heriot Watt and Doctor of Engineering from Bristol.
As Vice-President of the Royal Society of Edinburgh he led the Commercialisation Project with Scottish Enterprise which formed the basis for much of the subsequent government investment into technology transfer for company creation and growth in Scotland. Since stepping down from Wolfson he has become Chairman of the Edinburgh International Science Festival, and Chairman of the James Clerk Maxwell Foundation. Nick has over 30 years of corporate business experience in UK and overseas and has pursued a portfolio career since 1995 straddling private and the public sectors.
He served previously on the boards of Coats Viyella, Bank of Scotland (West) Board, Standard Life, Scottish Power, the Scottish Legal Aid Board and the Scottish Environment Protection Agency amongst others and also chaired Dynacast International, GAP Group, Stoddard International, the Institute of Directors (Scotland), Scotland the Brand, ScotlandIS, Scottish Networks International and the Glasgow School of Art amongst other companies and organisations.
Richard Harrison joined the Business School in 2013 as Chair in Entrepreneurship and Innovation.
Richard's research interests straddle the areas of entrepreneurship, innovation, leadership and strategy. He is founding co-editor of "Venture Capital: An International Journal of Entrepreneurial Finance" (Routledge). Glen provides specialist advice on the legal, financial and employee engagement aspects of setting up and running employee-owned businesses. An economist, has been strategic planner in the textile industry and investment manager and advisor, all in businesses worldwide.
Main interest is in the different ways that CEOs internationally develop strategies for their firms, and develop their operations in other countries.
Previously Senior Lecturer in charge of strategy and Associate Research Director at Manchester Business School, following lectureships at Buckingham, Warwick and Bath universities. Strategic investment decisions - integration of strategy and finance - drawing on over 300 company case studies in 21 countries - half in vehicle components, half in a more representative sample of good companies. Main Focus: Britain, Germany, US and Japan and all four BRIC countries - Brazil, Russia, India and China. Alessa Witt is an independent, early-career researcher who holds a PhD from the University of Edinburgh. Paul has extensive experience working with leaders and high potential talent throughout Europe, Asia, the Middle East and Africa and across a range of sectors, both corporate and franchised, including automotive, travel and tourism, leisure and hospitality, recruitment and staffing, retail, contact centres, on-line retailing, property, telecoms and financial services.
Donald Anderson started work as a Medical Scientist with the Scottish National Blood Transfusion Service. In 1999 he was elected Leader of The City of Edinburgh Council, a position he held until he stood down in the autumn of 2006 to stand for the Scottish Parliament. During Donald’s involvement in economic development, Edinburgh became one of the strongest city economies in the UK.
When the lean manufacturing craze hit the business world, businesses completely reinvented how they built things to be more efficient and productive.
Until recently, part of the reason many companies have been less than aggressive in improving their marketing and sales (M&S) capabilities is that it’s been so difficult for CEOs, CFOs, CMOs and business heads to assess them.
At BMA, design solutions are arrived at by a cultivated and experienced team of professionals. BENEFITS Bill Moore and Associates offers a long term career opportunity with growth potential, medical benefits, a 401(K) plan and profit sharing.
As a Digital Graphics Coordinator, Elden works with our Program Managers to ensure successful completion of complex digital graphics projects.


He was previously Director of Newcastle University Business School (2008-12) and Chair in Strategic Management at Lancaster University Management School (2001-08).
He has undertaken major research and consultancy projects with a number of multinational companies and collaborates with linguist Professor Ruth Wodak and Dr Winston Kwon at the University of Lancaster. In 1970 he joined the Wolfson Microelectronics Institute at Edinburgh University and became director in 1973. He holds an honorary Professorship at the University of Edinburgh and was a member of the University Court from 1998 to 2007.
He was a recipient of the IEEE Millennium medal in 2000 and the RSE Royal medal in 2012 for his contribution to electronics and industry in Scotland.
He is currently chairman of Social Investment Scotland, four private companies, two pension funds, an honorary professor at the University of Glasgow and a business angel and mentor. He has lectured in UK, Europe and Latin America on business and corporate governance, has been a visiting professor at Strathclyde University and is fluent in five languages.
He was previously Director of the Management School at Queen's University Belfast (2006-2012), where he was academic lead on the development of new Management and Postgraduate and Executive Education Centre facilities and initial Director of the Leadership Institute at Queen's (2012-13), the University's executive education delivery channel.
He has been involved in eleven employee ownership transitions thus far with another nine projects in the pipeline.
Advises managers and Chief Executives in Scotland, the Netherlands, France, Germany, Sweden, China, Italy and Finland on their international strategic development.
Particular focus is on who they involve in this development: their relationships with others. She has lived and has gained extensive academic and business experience in both Germany and Great Britain. He brings a level of creativity and innovation that is inspiring, energising and valued – and at the same time ensuring the delivery of real personal and business results. He was also a member of the Boards of the Edinburgh Festival Fringe and the International Festival. Most notably he led Edinburgh’s response to the hosting of the G8 Summit in Scotland and the call by Bob Geldof for a million people to march to Edinburgh. I have been for the last two years and truly value the event as well as the networking opportunities.
High-performing companies, on the other hand, take a more systematic and deliberate approach to investing in their institutional M&S capabilities based on a strategy that’s grounded in hard data. Our research shows that investing to build a carefully chosen group of M&S capabilities (“soft assets”), if done well, can yield massive return—as much as 5x to 10x the return on a “hard asset” investment, such as factory equipment. It is virtually impossible to fix something if you don’t know what’s wrong with it in the first place.
The premise was simple: Put together a pool of innovative design and manufacturing talent and provide clients with a total service at a national level. The results of the BMA business doctrine carried out by a collective talent pool have been tremendous.
Bill Moore and Associates is a multidisciplinary retail sign and environmental graphic design-build firm that works for prestigious and high profile national and regional retail clients.
Albany's small town atmosphere in direct proximity to cultural centers, such as Berkeley and San Francisco, offers the ideal context for the 21st century career.
This includes everything from city code research, budgeting and billing, technical drawings and artistic renderings, to site surveys and client presentations. He has also held positions at Durham, Glasgow and Manchester, and was an internal strategy consultant at Tesco PLC (1985-92).
Stephen joined Warwick in 2008 having previously been Professor of Business Innovation at Aston Business School.
He spun out the Institute in 1985 forming Wolfson Microelectronics Ltd an independent company of which he was CEO until retiring in 2007. Prior to that he held the Dixons Chair in Entrepreneurship and Innovation at University of Edinburgh, and has held senior academic positions at Aberdeen, Ulster and Queen's.
Before working with CDS, Glen held senior positions within sales, operations and general management.
He has spent over 30 years researching strategic approaches to globalisation, comparing 21 countries worldwide through extensive field research, in over 300 companies including particularly the automotive sector. From 1990 he was Convenor of Economic Development, a position he held until the Scottish Local Government Reorganisation in 1995, when he was elected to the City of Edinburgh Council.


The Council’s response was recognised by the Chartered Institute of Public Relations, with the award of their Grand Prix award in 2006. The venue was also excellent and provided the best lunch that I have ever had at a conference! We believe it’s time to apply that same level of scrutiny and commitment to how companies approach marketing and sales. Our research shows a strong correlation between above-market growth and the level of institutional capabilities in marketing and sales.
The problem is, however, that companies rarely calculate the ROI of building M&S capabilities. For that reason, developing transparency into M&S capabilities is so important, especially compared with best-performing companies. Our office resources and policies provide for an innovative, supportive and progressive working environment, while the opportunity to travel throughout the US consistently refreshes one's attitude and perspective. Working with the officers of the new company, they formulated the "Dress For Less" tagline and designed the logo that is still in use today.
Stephen’s research interests include small business development and policy, mid-market firms, innovation policy and evaluation and regional development. Laura started her Purchasing career as a Graduate at Polaroid after gaining a degree in Technology and Business Studies from Strathclyde University. Prior to this he worked in industry for over 10 years with British Aerospace and then GKN, Britain's two largest engineering companies.
Although these successful businesses are primarily found as part of the German Mittelstand, Alessa was one of the first to formally identify equivalents in Britain.
Donald was given responsibility for Economic Development in the new Council and in 1998 he left the Health Service to become a full time politician.
Too often, leadership looks at M&S as an expense rather than an investment in top-line growth.
Our eclectic, collaborative team is composed of architectural graduates, graphic designers and fine artists. BMA prototyped the sign program and has continued to provide the exterior signage for every Ross and DD's Discounts location nationwide since then, about 1,400 stores in all. Current projects focus on innovation and exporting, innovation and survival and institutional supports for open innovation. Few, however, apply the same rigor to their capabilities, or if they do, they only look at individual as opposed to true institutional capabilities, such as tools, methodologies, core processes and systems.
Bill Moore and Associates has been in the retail sign and design business for over 35 years. Twelve hundred plus stores later we look forward to continuing our role in Ross' success, by striving to earn and maintain this relationship everyday. The best-performing companies focus on building capabilities that are directly linked to specific growth and margin opportunities by instilling ROI discipline. The process requires a diagnostic that accurately reveals capability strengths and weaknesses with sufficient granularity and analytical rigor to allow companies to take action on the results. For example, a building-materials business found there was enormous value (~2 points of margin) available from improving capabilities in transactional pricing, sales, and local tactical marketing. One global chemical company set out to benchmark the value in its marketing, sales, and pricing functions through a diagnostic that focused on capabilities specifically.
Today, Skip and Alastair lead an organization that combines talent from the fields of graphic design, architecture and the sign industry. Historically, the company had found it hard to fund the investment required to build those capabilities, given that it was a large expense without a return in the same year. But when executives calculated the internal rate of return (IRR) of a serious and sustained performance-linked ‘investment’ to build those capabilities (e.g.
The exercise revealed, for example, that one business unit, while strong in delivering value, had to improve its strategic marketing capabilities to drive growth.



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