Tag Archives: Business Economics and Informatics

Professional tennis match-fixing allegations: What do they tell us about corruption in the sport?

This post was contributed by Dr Andy Harvey of the Birkbeck Sport Business Centre

On Tuesday 19 January, File on 4, a BBC Radio current affairs programme, revealed details of a BBC/Buzzfeed investigation into allegations of match-fixing in professional tennis, a story that had been trailed the previous days across global media outlets. The crux of the allegations was that sixteen players who had been ranked in the top 50 were suspected of taking part in fixed matches. Two of the suspects were alleged to be Grand Slam doubles winners. Almost as serious as the claims that senior players might have been involved in match-fixing was the suggestion that the tennis authorities had been given the details of those players but had suppressed the information. It is an allegation that the ATP, the men’s tour organising body, vigorously denies.

Tennis 1

In this blog I focus on two aspects of the claims in order to analyse them in terms of what we know already about match-fixing in general.

First, I look at a notorious match between Nikolay Davydenko and Martin Vassallo Arguello in 2007, asking how the way the fix is alleged to have taken place compares to what we know about how fixing is actually achieved. Second, I consider the sums of money that players claim to be offered to fix games and ask whether these sums add up in practice. It should be noted that there have already been questions raised elsewhere about the programme’s over-reliance of suspicious betting patterns as a sole indicator of match-fixing.

In short, betting irregularities on their own do not prove a fix has taken place.

The beginning: The Sopot incident

The starting point of the investigation into match-fixing in professional tennis was the 4th round match of a tournament in August 2007 in Sopot, Poland, between the Russian, Nikolay Davydenko, then the world number 4, and the much more lowly Argentinian, Martin Vassallo Arguello. It was game that Davydenko should have won easily but all the big money, more than £3 million with Betfair alone, was going on Arguello. Even when Davydenko was leading by one set, the bets, from a few accounts in Russia, kept coming on for Arguello. When Davydenko retired hurt in the third set, thus forfeiting the match, Betfair took the drastic step of voiding the bets and repaid the stakes due to their suspicions of fraud.

What should we make of this incident and what it says about match-fixing? As I see it, the incident is a big surprise in the way it played out and smacks of an amateur operation, if indeed there was any actual fix at all, something Davydenko denies, and for which an internal tennis investigation found no firm evidence.

Firstly, tennis is an easy game to fix without resorting to retiring hurt. Its unique competitive structure means that a player is still in with a chance to win a match until the final point is won. Games that ebb and flow dramatically within the space of a few points are essential to the appeal of tennis as a sport. It is perfect for fixing as a player can be one set and a break (or more) up but still go on to lose the match.

It is this pattern that the BBC programme exposed as most likely to attract suspicious bets, but which the betting monitoring systems that bookmakers deploy are adept at identifying. In the Sopot incident, perhaps the gamblers were unaware of the monitoring systems because it is naive to bet so heavily on the lower player to win as such bets will inevitably raise suspicions. More sophisticated fixers ensure that the weaker player loses the game, betting heavily on the favourite, as this would be a more normal bet. Fixers value certainty of outcome above all else. The price is of secondary concern.

Another priority for fixers is to be able to place bets in a way that does not arouse suspicions. For that to happen, they need to be able to hide their money among the rest of the punters cash. Unusually large sums going on a weaker player in a minor tournament simply does not add up. A possible explanation may be that they were able to persuade (by threat, bribe or other means) Davydenko, but not Aguello, to lose the match and so this was their only course of action in this case.

The great thing about tennis from the fixer’s point of view is that you only need to persuade one person to lose the game and your fix is on. Compare that to football where multiple people normally need to be involved and we can see how tennis is a prime target for fixers. But, according to the BBC/Buzzfeed investigation, it is Arguello who they claim to have voicemail recordings from his phone that allegedly link him to other possible fixed matches. All in all the Sopot incident is a strange one that raises more questions than it answers and does not fit well into a more expected pattern of match-fixing. My instinct is that it was simply a crude and unsophisticated attempt at a fix and perhaps that is why it was identified in the first place, as a more successful fix would not have been so easily spotted.

A history of fixing

Tennis 2A further interesting revelation from the programme was the amount of money that players claim to have been offered to fix a match. Or more pertinently, the disparity of offers that have been made. Before the programme had aired, World Number One, Novak Djokovic maintained that he had been offered £110,000 to fix a match ten years ago. In the programme, banned Austrian player, Daniel Koellerer stated he had been offered between $50,000 (approx £35,000) and $100,000 (approx £70,000) to throw matches. One way to assess if these figures ring true is to compare them to the amounts of profits that are said to accrue from fixing. The programme stated that a Russian group of gamblers won £250,000 from 5 games, while a Sicilian group won £650,000 from 12 games and a group from north Italy won the same amount from 28 fixed games.

If the profit figures are accurate then $50,000 – $200,000 (approx £35,000 – £140,000) to fix just one match would seem excessive. A number of possible explanations spring to mind. It could be that those being offered the bribe are exaggerating the amounts for some reason – perhaps to burnish their honesty credentials as they insist they turned it down without a second thought. Or, it could be that the offer was a lure by the fixer to attempt to corrupt the player who would find that the actual amount paid was significantly less, because once he is corrupted he is under the strict control of the gamblers to fix future games.

Either way, these figures stand in stark contrast to the €2000 (approx £1500) that a Spanish former player and coach, who wanted to remain anonymous, claimed was offered to one of his players to fix a match. The coach was also keen to emphasise that fixers try to create a climate of fear around players to do their bidding. Of course, if a fixer can obtain the result he wants without having to pay a player or official then that is the most profitable outcome.

Comparing fixing in other sports

If we take a known case of match-fixing in another sport, cricket, as an example, we might be able to make sense of these divergent claims. In the notorious case of the January 2000 Test match against England at Centurion Park, South African captain, Hansie Cronje persuaded his English opponents to take part in a fifth day contest by forfeiting an innings each after the middle three days of the Test had been washed out. According to Cronje’s testimony to the subsequent King Commission into corruption in cricket he was offered 500,000 Rand (approx £50,000) and a gift of his choice to fix the result. Having delivered the fix he was actually paid 50,000 Rand (approx £5,000) and a leather jacket.

The Cronje case suggests that the high sums alleged to be offered to Djokovic and Koellerer are probably no more than lures to draw a player in with promises of wealth that will not materialise. The €2000 mentioned by the Spanish coach is probably a truer reflection of the likely return that a player could expect on a single fixed match in an ordinary tournament where the betting market would not be large enough to conceal large sums of money.

Related to the possible sums of money on offer to fix games, is the earnings of those players. While those at the very top of tennis are all multi-millionaires, it is not necessary to go too far down the ladder to see how earnings fall off very quickly below the elite group. Take the case of the current world number 220, Michal Przysiezny, who reached a highest ranking of 57 in 2014. According to official ATP statistics, after turning pro in 2001 his career earnings over the past fifteen years have amounted to $1,305,000 (approx £940,000), or about £63,000 per year. The ITF, the tennis governing body, estimated that in 2013 the average expenses (excluding coaching fees) were $39,000 (approx. £27,000) per year, and that the break even ranking for men (i.e. the point where income equals expenses) was 336 on the men’s tour.

The economics are plain to see: earning a living simply by playing tennis is hard to do. Such circumstances are ripe for exploitation by fixers who claim to offer easy money to those struggling to get by. Addressing the inequity of rewards in tennis should be a priority for the tennis authorities. It is an objective that some players at the top, including Roger Federer, believe is necessary to protect the game from corruption.

In summation…

The allegations concerning match-fixing in tennis are serious, and it is true there have been many rumours circulating around the game for a number of years. However, without more compelling evidence to show that fixes have definitely taken place that go beyond mere suspicious patterns of betting and anecdotal stories from players as to how much they were offered to throw games, we should remain cautious before drawing firm conclusions as to the extent of corruption in the game.

But caution should not be read as complacency and the tennis governing bodies, who have been accused of paying insufficient attention to the potential problem of fixing in the sport, should now ensure that resources are prioritised to protect a sport that captivates its followers through its compelling gladiatorial competitive structure.

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About the author

Dr Andy Harvey has undertaken research into match-fixing in sport for a number of years and is currently working with professional footballer associations on strategies to protect the sport against fixers. He has published articles on match-fixing and has appeared numerous times on television and radio to discuss match-fixing in sport. He can be contacted by email at andrew.harvey@bbk.ac.uk

Social is Beautiful

Birkbeck/SOAS contribution to Global Entrepreneurship Week reveals value of small-scale enterprise

For seven days each November, Global Entrepreneurship Week (GEW) celebrates the people and activities that turn ideas into enterprises. During the week, around the world, events large and small enable individuals to network, learn from experts, meet possible collaborators, and “explore their potential as self-starters and innovators” who can “launch start-ups that… drive economic growth and expand human welfare”, as the GEW website explains.

Asami Miyamoto (pictured right) of Asami Language Services takes part in a Speech Mentoring session

Asami Miyamoto (pictured right) of Asami Language Services takes part in a Speech Mentoring session

For GEW 2015, which ran from 16 to 22 November, Birkbeck teamed up with the School of Oriental and African Studies (SOAS) to present a wide range of events. One achievement of this partnership was to draw attention to small-scale enterprise and the possible social value of entrepreneurship – the “human welfare” part of GEW’s description: an important focus, alongside images of high-tech Silicon Valley start-ups attaining vast commercial success, which the word “entrepreneurship” may first bring to mind.

This social role was the focus of a talk by Hugo Sintes Pons, Enterprise Development Programme (EDP) Manager, Oxfam GB, on Monday 16 November in SOAS’s Khalili Lecture Theatre, presented by Birkbeck/SOAS. The subject for the evening was “Solving Inequality: Supporting Entrepreneurs Where It Matters Most”.

Hugo’s Oxfam web entry, says the EDP “promotes and invests in early-stage agricultural enterprises that promote economic opportunities”. Its web page explains the EDP “helps many thousands of people – especially women – to work their way out of poverty”. The programme invests “where others don’t go and where the potential for social impact is highest” by providing “expertise from a board of successful businesspeople” as well as loans and grants to build “sustainable businesses”.

Looking at the EDP, the evening offered a view of top-down assistance (capital and expertise) encouraging bottom-up empowerment. By seeking potential entrepreneurs in communities that lack resources, the programme’s aim was to enable local, small-scale entrepreneurship as a vehicle for the poor and disenfranchised to generate initiatives and some wealth and influence for themselves.

In this approach, micro, small and medium enterprises (MSMEs) specifically could benefit. In developing countries, enterprises are often “micro” and informal. SMEs have been labelled the “missing middle” as their financial needs ($5,000 to $2 million) are too large for microfinance lenders, but too small for banks or other investors. Both MEs and SMEs may therefore require forms of support that other institutions cannot offer but that the EDP can draw attention to or consider.

The EDP also sees women specifically as essential to development, and support for their enterprises can help women achieve more influence in otherwise male-dominated societies, and can create wider economic opportunities.

A question-and-answer discussion followed the talk, and the evening also considered ongoing issues facing the EDP and how it was adapting to circumstances and with experience to improve the tactics, strategy and targeting of support.

Issues raised included dealing with low or slow success rates; high costs and challenges for rural enterprises (distance, electricity supply, volatile markets, uncertain climate); difficulties in obtaining business advice; cooperatives versus private limited enterprises; women-friendly versus women-owned businesses; managing relationships with multiple stakeholders, including philanthropists providing time and money; and moving from a market approach towards an enterprise approach.

The event also introduced the audience to the Global Social Entrepreneurship Network (on Twitter @GlobalSEN). Supported by the Cabinet Office, this platform works with social entrepreneurs around the world, pooling their learning, models and expertise.

Overall, the talk was an excellent starting point for GEW 2015 at Birkbeck and SOAS.

GEW Bazaar

Small-scale and social enterprises led by women were also prominent at the Bazaar in the SOAS junior common room on 18 November, a Birkbeck/SOAS version for GEW of an event that SOAS holds roughly once a month.

At the event, SOAS Student Enterprise Officer Issy Schmidt explained that the Bazaar exemplifies the college’s enterprise provision, offering a platform to entrepreneurial students and alumni, and invited external entrepreneurs and small-scale enterprises.

The partnership also found a venue for an event involving a project that perhaps epitomises entrepreneurship’s welfare role: on Tuesday 17 November, Birkbeck’s Clore Management Centre hosted the launch of the book Yeshialem Learns About Fistula, by SOAS student and founder of the Women’s Health Organization International, Habiba Cooper Diallo.

This children’s book, about a medical condition that can result from childbirth, is of great social rather than commercial value, and publication required considerable entrepreneurial ability from the author. Together, Birkbeck and SOAS played a part in promoting this book, in providing a platform for a project that perhaps represented an aspect of these colleges’ partnership in promoting social enterprise for GEW 2015.

Businesses at the Bazaar included Women Worldwide, founded by director Susan Ma, in October 2014 as a platform to sell products made by women, “supporting these women to earn a living through craft, and not through charity”.

On display were an enticing range of creams, jewellery and other beautifully handcrafted items sourced globally, and Susan saw her company as addressing a need that extends beyond developing countries: “It’s for women all over [the world]… We’ve got women who are refugees here… It’s about trying to create opportunity through trade, and for women to be able to take their own direction in life and make their own choices – and money helps that.”

She also considers a wider economic argument for women’s empowerment: “One projection I have heard is that if we empowered all women in the world today, its economy would increase by $30 trillion.” That’s almost twice US GDP in 2014.

Susan was one of the day’s external participants. An invitation to speak at a careers event led to the Bazaar and involvement in Student Hub internship schemes.

Another enterprise at the Bazaar was the henna stall run by economics students Khadeeja Shahid and Sharmeen Shani. Besides raising money for the Sindh Institute of Urology and Transplantation, the two entrepreneurs were helping to extend henna’s cultural reach in London – and generate male as well as female interest in a form of body art reassuringly less permanent than tattooing.

Social anthropology student Tayler Ulmer has brought her family’s baking from back home in Chicago to SOAS, giving others the chance to try it at the Bazaar. Did she see herself as a global entrepreneur? “Sure,” the Bazaar had given her a taste for business….. and for London “I love it here… It’s very diverse – just a great experience… I think I want to live here – as long as I can make my own food!”

Starting a business

For those inspired to turn ideas into business, perhaps by events during GEW, Enterprise Club at Birkbeck on Wednesday 18 November offered some important insights on first steps.

The evening’s facilitator, Ben Leon, founded executive coaching and consulting company Bravo Lima, and has extensive experience in many areas of business, particularly travel.

Points addressed included planning – strategy on one page – and realistic schedules divided into timeframes of six months, three months and one month, with the customer at the centre of the strategy.

Highlighting examples from his own career as well as case studies of other businesses, Ben indirectly discussed what Michael Porter and Mark Kramer, in a Harvard Business Review article, call “creating ‘shared value’ – generating economic value in a way that also produces value for society by addressing its challenges”. Doing this could help start-ups build a virtuous cycle of recommendations and advocates.

Reflecting Birkbeck’s student diversity, international differences were discussed, ranging from policy, regulation, and tax complexities around starting new businesses in France, to attracting international trade to Brazil, and ecommerce in Georgia.

The discussion identified various resources. For business mentoring, Birkbeck has Enterprise Pathways, Mentoring Pathways, and the Work Readiness Programme. Outside Birkbeck there are the Institute of Directors’ 99 Programme and student membership, Meetup, London Small Business Centre and general interest events on Eventbrite.

For business services there are Upwork or Fiverr to find freelancers to work with, firms like Veale Wasbrough Vizards for start-up-specific legal services, Escape the City to seek like-minded people looking to change career, and Worthwhile for those seeking to start a career with social impact.

Concluding, Ben warned that start-ups could be rewarding but hard work. While those concerned with intellectual property rights and protecting ideas would have to take care with what and how to communicate, the speaker outlined the benefits of sharing the burden by taking advice, sharing ideas and meeting others with complementary strengths.

Speed Mentoring: Key Note Speaker

Dr Harveen Chugh (pictured right) leads a Speed Mentoring session

Dr Harveen Chugh (pictured right) leads a Speed Mentoring session

The Speed Mentoring event on 19th November in the Court Room of Senate House, was the perfect opportunity for entrepreneurial students to get some one-to-one expert advice on a whole range of subjects. The Key note speaker was Dr Harveen Chugh, who recently established her own entrepreneurship consultancy business working with universities, start-ups and the government.

During her speech, Harveen suggested that starting an enterprise was down to the passion and desire of the individual, and firmly believes that there is an entrepreneurial personality with specific traits. These traits include creativity, being innovative, a risk-taker and an idea-generator. Entrepreneurial individuals could be motivated by money, ambition, or not having any fear of failure.

She also pointed out that more enterprise support is available now than ever before, with last year seeing a record-breaking 581,713 start-ups in the UK, which meant it ranked 4th most entrepreneurial country in the world, and the most entrepreneurial in Europe.

Harveen drew attention to Accelerators, which can speed up the process of launching businesses and typically take equity for seed funding to help finance the start-up. She highlighted the importance of selecting an Accelerator which has the most relevant network of contacts. She also emphasised the proximity of London’s own Tech City: with so many experienced entrepreneurs so close, it is incredibly helpful to get involved at the silicon roundabout. As she pointed out, it is the third-largest technology start-up cluster in the world after San Francisco and New York City.

Harveen highlighted the importance of being prepared to be able to discuss a new start-up with anyone at any time, as funding can come from anywhere. Harveen also encouraged students to organise sale meetings in order to experience the process and take feedback on focus areas.

She concluded by drawing attention to an important attitude shift, where it is now ‘cool to fail’ in business. Many employers see the passion and courage necessary for establishing a start-up as positive attributes. There are also now more opportunities available for entrepreneurially-minded individuals within organisations to lead and develop projects.

Her final words encouraged her audience to go out, take the risk, and enjoy it!

Speed Mentoring Sessions

Harveen’s speech was then followed by 1-2-1 speed mentoring for students with 11 specialist entrepreneurial mentors, allowing students the opportunity to discuss their enterprise ideas and gain valuable advice and insight into starting their own business.

The mentors were:

  • Dr Harveen Chugh, Entrepreneurship Consultant
  • Natalie Campbell, Founder of ‘A Very Good Company’; Director of ‘Kensington Creates’
  • Vivi Friedgut, Founder of ‘Blackbullion’
  • Asami Miyamoto, Founder of ‘Asami Language Services’
  • Ben Leon, Managing Partner of ‘Bravo Lima’
  • Frederique Prevost, Founder of ‘Aware Square’
  • Nishal Desai, Co-Founder of ‘Imin’
  • Ilma Ibrisevic, Business Development Associate at ‘Balloon Ventures’
  • Naqiyah Sultan, Founder, ‘Kashka’
  • Yasmin Desai, Founder of ‘thestartupgirl.co.uk’
  • Anisah Osman Britton, Founder of ‘Allia.io’

“There was a wonderful buzz in the room for the Enterprise Speed Mentoring event. As a mentor, whilst the 1-to-1s with the students were short and intense, I was impressed with their level of preparedness for the sessions and their engagement.  The incredible richness of diversity of business ideas the students brought to the table was inspiring, and the feedback received was the most rewarding.”

Ben Leon, Managing Partner, Bravo Lima

Tea & Cake Drop In.

This was an opportunity for students to drop in and gain specific one to one advice related to their business ideas or enterprises provided by Claire Renwick, Student Enterprise Manager, SOAS.

Advice included:

  • Branding
  • Funding
  • Marketing
  • Target Market
  • Networking

The event was an opportunity for students at all stages of their enterprise journey to have an honest chat regarding their business idea in a relaxed and welcoming atmosphere.

The way ahead

Together, Birkbeck and SOAS presented a variety of exciting events during GEW 2015. The experience offers an enticing prospect for future collaborations. Please visit Enterprise Pathways for upcoming opportunities.

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Sport Business Centre public seminar considers value of strategic thinking

This post was contributed by Nick Eisen, Business Engagement Reporter, Birkbeck School of Business, Economics and Informatics

Image courtesy of Andy Watson-Smith under CC via Flickr.com

Sport can play an important role in the UK’s health and prosperity. To fulfil that role the many different elements of UK sport must find a strategy around which to unite – and through which to engage individuals and organisations at all levels, local, national and international.

This message emerged in a public seminar organised by the Sport Business Centre in Birkbeck’s School of Business, Economics and Informatics.

Entitled public Affairs in Sport and Business: How to Influence the Influencers, the seminar took place on Monday 26 October at the British Medical Association (BMA) in Tavistock Square.

The evening was a forum for panellists and audience, including prominent representatives from various sports, to debate a subject given added urgency by the impending government spending review on 25 November, when cuts in many areas are likely, emphasising the challenge the sports community faces in communicating and gaining support to enable the contributions sports can make to society.

The event also demonstrated the Sport Business Centre’s role as a hub and meeting point for academics, students, industry professionals, members of the public and others, where they can discuss and develop ideas, initiatives and ongoing working relationships.

On the panel were:

What is public affairs?

The session began with a definition of terms (from Ben Andersen-Tuffnell). Public affairs were seen as the management of an organisation’s interaction with stakeholders, particularly regarding reputation or policy goals, which can set a tone for debates that may decide legislation the organisation must navigate if it is to prosper.

An effective public affairs strategy requires careful planning: identifying stakeholders, many of which may have conflicting interests, from local and regional to national and international levels; considering the influences upon and of each stakeholder (the loudest voices are not always the most influential); and tailoring bottom-up and top-down approaches to suit different circumstances and communicate the message.

That message has to be well prepared for different audiences, succinct, with clear aims and vision, and based on evidence. In turn, the process of communication has to be similarly well-planned and responsive to circumstances.

Tactics versus strategy

When the seminar considered this outline in terms of sport, the sector was seen to have prioritised tactics over strategy, short-term survival over long-term goals, one possible reason being the comparative difficulty in measuring the return on investment of a public affairs strategy with a 20 or 30-year view, the benefits of which might be easier to acknowledge than to quantify.

In pursuit of that longer-term view, an observation from the floor found support for the idea that sport could look to the House of Lords, recognised as a valuable source of expertise and experience (such as that of Paralympic Champion Baroness Tanni Grey-Thompson or of Olympic Champion and Ambassador, Olympic Legacy, Lord Sebastian Coe), where the status of members has allowed debates to take longer-term perspectives and to offer more space for alternative views, less wedded to party politics and the short-term funding cycles of governments and the House of Commons.

Baroness Grey-Thompson and Lord Coe are just two of UK sport’s powerful supporters; and the seminar noted the sector’s considerable assets, in the form of celebrated, popular events and individuals, to help promote an overall strategy – even more important now, with fundamental change to sports funding expected after November’s government review and with the Rio Olympics in 2016.

To implement such a strategic goal the need was to emphasise the value of sport in promoting physical, emotional, intellectual, social, environmental and economic wellbeing via widespread participation in activities that could help provide positive alternatives to antisocial behaviour and nurture happier, healthier individuals. The positive profile of elite sport could be used to help increase such participation. The emphasis was therefore on top-level sporting excellence as a means to an end rather than end in itself.

Looking beyond the DCMS

Given that vision of sport as contributing to various aspects of health, the sector could focus on its relevance to many different areas apart from the obvious ones, and on establishing relationships with government departments other than the Department of Culture, Media and Sport (DCMS), important though that is. The Department of Education is one of those other departments, with 80% of Sports Leaders UK’s remit focusing on working with schools and colleges, including helping young people use sport to develop leadership skills that can then be applied in work and other areas.

Another cited example was the Department of the Environment, Food and Rural Affairs, as the sports-related concept of active travel such as walking or cycling could be jointly promoted as reducing pollution from cars or buses and benefiting the environment as well as individuals’ health; and that link between appropriate sporting activity and health immediately suggests joint initiatives with the Department of Health and the NHS.

In terms of specific schemes, the role of Manchester City and its Etihad Campus project in regenerating a large area of Manchester was cited (by Dominic Goggins) as another example of sport’s wider social role. The regeneration is in turn set to reward the football club, with new links to local organisations and even China, following the inclusion of the campus on the Chinese itinerary for the country’s recent state visit.

State of play

While Etihad showed what could be achieved, it was also seen to exemplify the prominence of individual projects compared with an absence of an overall sports strategy, with projects existing in “silos” rather as part of a coordinated whole. Individual groups might have strategies, but not sport as one sector.

The seminar debated that, in this respect, sport differed from the arts, to which it looks by way of comparison, because sports bodies have not had to combine their efforts before, (funding changes are likely to alter this), and because it has only become professional recently, relative to sectors such as the arts.

So if there was a national sports strategy, what might it look like? The seminar debated that the strategic goal could be to help make Britain the most physically active nation in the world by 2020-2025. In this, members of the panel noted that the Sport and Recreation Alliance, the umbrella body for the national governing bodies of sport, might be able to play a more strategic role.

However, the feeling was that to embark on this would require a shift towards strategic thinking that may have started but still has a long way to go, that this start has come too late to be effective in the coming spending review, and that political support for such a strategy is currently low.

The UK’s gap between sporting vision and implementation was seen as significant and there was an observed need to learn from missed opportunities. In this context, while London 2012 was seen to show what coordination across many groups over a clear strategy could achieve, that success was partial.

For example, could the 500,000 people who had signed up in 2005 as volunteers for London 2012 have been given more training and involvement in sport in those seven years pre-2012, especially given UK sport’s reliance on volunteers?

Also related to 2012, an audience member remarked that the Olympic pool in Stratford was expensive to use and largely empty, with a school having to fundraise to pay for slots, rather than gaining central support and encouragement to use the pool.

Opportunities and challenges

The panellists’ presentations and subsequent question-and-answer session moved at a rapid pace, covering a great deal of ground in the allotted time and providing an initial platform for thought-provoking ideas.

The fact that the distinguished headquarters of the BMA was the venue for this Sport Business Centre event reflected the role of sport in promoting health and the grounds for cooperation between different bodies in promoting sport.

Overall, there was a sense that Britain’s sporting achievements offer inspiring opportunities to promote public health, and that the country faces considerable challenges in creating an environment to grasp those opportunities.

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Universities and entrepreneurship: Achievements and challenges

This post was contributed by Nick Eisen, reporting on business engagement for Birkbeck’s School of Business, Economics and Informatics

Karan Bilimoria

Karan Bilimoria

Support for entrepreneurship in UK universities has come a long way over the past 30 years, according to Lord Bilimoria, CBE, DL, Founder of Cobra beer.

He was speaking with Joanna Bourke, Professor of History at Birkbeck and Fellow of the British Academy, in a conversation that comprised this year’s Lord Marshall Memorial. The discussion was titled, “The Role of Higher Education Institutions in Developing Enterprising Students: The life, career and considerations of Lord Bilimoria of Chelsea, CBE, DL”.

What emerged from their conversation were specific ways in which universities can help those with entrepreneurial potential develop tactics and strategy as well as ideas to take to market.

Hosted by the Department of Management, part of Birkbeck’s School of Business Economics and Informatics (BEI) and held annually since 2013, the lecture series commemorates Lord Colin Marshall, former Chairman of Birkbeck’s Board of Governors (2003-2010) and Chief Executive then Chairman of British Airways (1983-2004). Speakers are invited on the basis of their achievements in academia, public service or commerce, and began with Willie Walsh, Chief Executive of International Airlines Group (made up of British Airways and Iberia), followed by David Bernstein CBE, Chairman of the British Red Cross.

Entrepreneurship as vital economic driver

Professor Bourke’s deft questions drew out Lord Bilimoria’s passion, optimism, concerns, observations and reminiscences about entrepreneurship through reflections on his experience and stories from his life, from precociously talented student to continent-spanning business leader and voice for enterprise in the House of Lords.

Lord Bilimoria noted that entrepreneurship, once widely regarded in the UK as unworthy of academic or professional attention, is now seen as a vital economic driver: “We’re behind the curve but… we’re catching up.”

Illustrating this trend, he cited Cranfield’s Business Growth Programme; the popularity of student entrepreneur societies at Cambridge and Oxford; and initiatives such as Cambridge’s Centre for Entrepreneurial Learning, and Enterprise Tuesday, where members of the University’s community could learn about activities including raising finance, business planning and marketing, hear speakers, enter a competition and earn a certificate. He was also positive about the commercialisation of ideas from university research into business.

Birkbeck’s contributions here include continuous development of its enterprise offering for students and activities in the Department of Management, the expansion of which into the Clore Management Centre and into Stratford testifies to the Department’s rapid growth and achievements.

In addition, nearly 200 years of innovating to adapt study to working lives helps Birkbeck develop its own spirit of practical enterprise and nurture that spirit in its students and their projects, as does the University’s openness to considering partnerships and joint initiatives with other organisations.

Lord Bilimoria: Lifelong learning for entrepreneurship

With his impressive background in education and training, Lord Bilimoria could be seen to personify the value of lifelong learning for entrepreneurship. He qualified as a chartered accountant with Ernst & Young (EY) – a profession that, he noted, requires its members to undertake continuing professional development (the kind of development, perhaps, that could also benefit entrepreneurs in taking their ideas to market); he graduated in law from Cambridge, and is an alumnus of the Cranfield School of Management, London Business School and Harvard Business School.

As well as keeping up with fresh approaches and theory, he also found direct, practical benefits through such learning. On the Cranfield Business Growth Programme (“where every participant was a fellow chief executive founder entrepreneur”) he described how he would have two notepads: one for taking notes from the class; the other for jotting down ideas gained through the teaching and through talking with his classmates; and that he would take those ideas back to his business.

He also spent nine years on the Harvard course (“I’m a slow learner!”) and has returned repeatedly for refreshers to keep up with changes.

Asked if, looking back, he would do anything differently, he replied: “I regret not having done a proper doctorate.” Perhaps he would like to remedy that at Birkbeck,Tricia King, the University’s Director of External Relations, suggested good-humouredly.

Entrepreneurs themselves, as well as their ideas, require development and, as Chancellor of University of Birmingham, Lord Bilimoria has focused on teaching, introducing the Teacher of the Year Award, with winners chosen by students. Here the entrepreneurial quality of innovation has proved important in the selection of nominees: “When you read the citations… you see… they think outside the box.”

This sentiment is verified by the Birkbeck Excellence in Teaching Award (BETA), this year won by Dr Wendy Hein of the Department of Management for her innovative and inter-disciplinary teaching.

Asked about diversity, Lord Bilimoria emphasised the value of different perspectives that different backgrounds and cultures can bring, acknowledged much remained to be done, particularly in terms of gender diversity, and rigorously questioned an immigration policy that inhibits institutions from attracting and retaining the most talented staff and students and prevents them from contributing to wider UK society.

This event also illustrated something Lord Bilimoria was clearly too modest to say himself: that universities can provide platforms from which achievers could inspire potential achievers – even towards insights that perhaps only experience can offer.

Many such insights emerged from Lord Bilimoria’s own story. He learned about focus by observing his father: “Clear desk, clear mind”.

He experimented with different ideas, developing the idea for Cobra Beer, and went into business, experiencing the moment of choosing: “Ideas are one thing, action is another… To take that risk, that leap is the first decision…”

Working on the business taught him about partnership: “I teamed up with a business partner… you can’t do it alone…”

When a chance encounter introduced him and his partner to the biggest brewer in India, he also learned about luck, which he defined as “when determination meets opportunity – If you’re determined you’ll see the opportunity, otherwise the opportunities pass you by.” He added: “Luck is something they don’t teach you [at] business school; there are no case studies on luck.”

His determination also served him well when running the enterprise from his home in a small flat (which taught him about every aspect of the business), when spotting opportunities to bounce back from mistakes and from events such as the 2008 financial crisis, and perhaps when seeing the determination in the applicant who was to become a legendary salesman for the business.

Lord Bilimoria’s approach was to hire the best accountants, designers, public relations and advertising agencies and treat them as part of the team, inviting them to annual general meetings (AGMs): “As we grew we realised… we would need to leverage in terms of bringing in advice, because there were very few of us… How could we get people to advise us but treat us as more than just a client?… I remember once overhearing a senior member of the advertising industry and a senior designer saying: ‘I’ve never been to a client AGM before in my life.’”

During the intimate discussion in the Keynes Library other areas were touched upon including the role of philanthropy and the support of  Lady Bilimoria throughout the entrepreneurial journey.

In a moving personal tribute, Lord Bilimoria then said a few warm words about his late friend and mentor, Lord Colin Marshall, his kindness, generosity and sense of humour.

Birkbeck students and staff can watch the full video online (ITS username and password required)

Pictured left to right: Professor David Latchman CBE, Master of Birkbeck; Lady Lynne Heather Bilimoria, Lord Bilimoria of Chelsea, CBE, DL; Professor Joanna Bourke, FBA; and Professor Philip Powell, Pro-Vice Master (Enterprise and Innovation) and Executive Dean of the School of Business, Economics and Informatics

Pictured left to right: Professor David Latchman CBE, Master of Birkbeck; Lady Lynne Heather Bilimoria, Lord Bilimoria of Chelsea, CBE, DL; Professor Joanna Bourke, FBA; and Professor Philip Powell, Pro-Vice Master (Enterprise and Innovation) and Executive Dean of the School of Business, Economics and Informatics

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