Interview with Olivier Oger, Dean of EDHEC Business School

Discover the interview in video.

This has been a successful year for EDHEC – a new campus, major international partnerships and the launch of its family business centre devoted to research and training. How do these new developments tie together?
They have in common our “EDHEC for Business” philosophy. All our activities must make a positive impact on businesses and management practice, whether by revealing talented people, developing new research areas or finding practicable solutions to issues. We believe that our contribution should be judged for its use to business and society at large.
Our new campus in Paris is emblematic of this approach. It regroups activities such as the European Apprentice Track and executive courses. It gives us another base from which to lever our historically strong relationship with our students and corporate partners, and for sharing our expertise and insight with a wider community.
It strengthens our ability to interact with the businesses in conferences, training and in developing a practical yet creative stance in public debate.

Are you developing the EDHEC Family Business Centre on this same basis?
The Family Business Centre is a promising initiative which has received support from several major European family firms.
It will be working closely with businesses to study their management practices, its aim being to identify and promote activities that are vectors for growth. We are convinced that these firms have a lot to teach us in the difficult times we live in. They play a fundamental role in local communities through their loyalty to employees, attachment to traditions and long-term view of the future.

EDHEC is once again where it is least expected. Are you always eager to stand out?
Our capacity to explore new avenues – not a goal in itself – might seem surprising for a hundred-year-old institution but what really makes the difference is our philosophy. Take our governance: EDHEC is an independent non-profit organisation. While other schools are looking for solutions in mergers or alternative sources of funding, we have a long-proven model in which businesses finance the research that inspires our teaching and training for both them and our students.
That is why we are always forward looking and ready to challenge ideas, whether our own or others. It ensures that we continue to innovate and offer relevant responses to our students and corporate partners. This year for example, we developed nearly a dozen true-life business cases on firms such as Uniqlo, Starbucks and Pixmania for a new course. Students then worked on these cases side-by-side with executives from the same companies. It was a huge success. We live in an ever-changing economy, an ever-changing world. Here at EDHEC, our place is to be of service to business and society by making the most of change. For this reason, we consistently challenge conventional ideas and actively encourage our students to do likewise.

How do the major partnerships you entered in 2012 fit with this strategy?
EDHEC’s most recent partnerships are with outstanding academic institutions or companies. This is a clear recognition of our international standing, confirmed by all our partners who say how much they appreciate our rigorous yet innovative approach.

Our new partnerships are with world-class establishments including Yale School of Management and Princeton University* respectively for executive education and research, both with EDHEC-Risk Institute; and universities such as Cambridge for academic programmes.

Major leading companies have continued to give through our Rising Talents campaign. Today, two thirds of our chairs are being financed by multinationals since our projects treat issues that interest them. Our expertise, especially in finance, is now highly esteemed all over the world.

EDHEC is doing well and has plans for the future. Has the economic situation had no impact then?
Regrettably, the tightening of the job market has hit young people hard—we’ve been working all-out to help our students find the jobs they want. What’s more, firms have become prudent with their financial support. However, they have continued to support us because our projects are in tune with their needs. I am proud that EDHEC has balanced its budget of roughly €80 million. Forty percent of this comes from companies, a larger percentage than at any other French business school.

I believe in EDHEC being independent in both its strategy and its financing, with alumni playing a role in its governance.

What are EDHEC’s main projects for 2013?
We will be opening a new academic track in Business Law and Management, again in response to growing business needs.

Our Nice campus extension of 6,500m2 will also be inaugurated. It demonstrates the success of the multi-campus strategy we launched twenty years ago. The new building has been designed to offer a new approach to learning, especially as regards individual work-space and the general needs of our students. It will be a testing ground for teaching innovations and will have an innovative learning centre where classical and on-line library facilities incorporate spaces for intensive individual and group study, for discussing or relaxing, etc. Above all, 2013 will be a year for reflecting, to prepare us for the future, strengthen our “EDHEC for Business” strategy, and consolidate our international presence. While technology, businesses and the economy continue to change, so will our teaching and programmes. EDHEC counts on being there - that’s my firm ambition for the school. In fact, we’re already well on our way to 2020 !
*Department of Operations Research and Financial Engineering