All posts by sukanlayasawang

How Social Media is Changing Ireland’s Climate Debate

Theme: Circular Economy, Sustainable Consumption and Supply Chains

"Torc waterfall, co. Kerry, Ireland #photo #photography #iphone #iphone5s #iphoneography #ireland #landscape #travel #outdoor #nature #sky #clouds #lake" by Giuseppe Milo (www.pixael.com) is licensed under CC BY 2.0. To view a copy of this license, visit https://creativecommons.org/licenses/by/2.0/?ref=openverse.When we think of climate action, we often picture scientific reports, parliamentary debates, or public protests. Increasingly, however, debates over climate policy occur on social media. Research led by Dr. Paul Wagner reveals how platforms like X (formerly Twitter) are transforming the way organisations and individuals try to influence climate politics.

The Players in Irelandʼs Climate Game

Dr. Wagner’s research identifies two main groups shaping Irelands climate policies:

The Insiders: Political parties, government agencies, and powerful sectoral interests like agriculture and energy. These groups dominate traditional policy-making spaces and often advocate for incremental change.

The Outsiders: NGOs, labour unions, and progressive political parties. They challenge the insiders, pushing for stronger climate commitments and more equitable solutions.

While these groups are well-established in formal politics, their engagement in climate policy debates also extends to social media, where individuals associated with these organisations tend to form more issue specific coalitions.

Social Media: The New Advocacy Platform

Social media has become a useful tool for advocacy, allowing both individuals and organisations to try to shape public opinion.

In general, organisations tend to be cautious when using their official social media accounts, sticking to formal and informative messaging. In contrast, individuals and sub-groups associated with organisations are much freer to express bold opinions, often building alternative coalition and acting as vocal champions for their causes.

Take Ireland’s agricultural sector, for example. Despite being the country’s largest emitter of greenhouse gases, the sector hasn’t been obliged reduce its emissions as much as other less polluting sectors. Dr. Wagner’s research shows how individuals and groups within the sector use social media to amplify one another’s messaging, with a view to influencing both public opinion and policymakers. This online activity is both an alternative to and a complement of their traditional lobbying efforts.

Nested Coalitions: A New Discovery

One of the most fascinating findings from Dr. Wagnerʼs research is the concept of “nested coalitions.” These are smaller, more active groups within larger coalitions that operate independently on social media. For instance:

Environmental NGOs often reshare each other’s posts, presenting a united front advocating for stronger climate action.

The agricultural sector uses a similar strategy but focuses on defending its own sectoral interests .

These digital alliances highlight how social media fosters new forms of collaboration and influence, often unseen in traditional policy spaces.

What Does This Mean for Climate Action?

Dr. Wagnerʼs study sheds light on the growing importance of digital advocacy:

Social media is a Game-Changer: Policymakers need to recognize that online activity is being used by policy actors to shapes narratives and policy debates.

Individuals Matter: Social media empowers individuals and smaller groups to challenge or reinforce the strategies of larger organizations.

Understanding the Full Picture: Elective climate action requires understanding not only formal coalitions but also the informal, digital ones shaping public opinion.

Why This Matters to Everyone

This research isn’t just about Ireland – it’s about how advocacy works in the digital age. Social media is where the battles over our policy are being partly fought. Whether its climate change, Brexit, or any other issue, the ability to influence public opinion and policy has never been more accessible.

As Dr Wagner’s research shows, the power of coalitions – both formal and digital- are being used to shape climate policy debates. For anyone passionate about making a difference, it’s a reminder that every post, share, or like can be part of a movement for change.

Irelands story is a call to action: to understand, engage, and harness the power of social media in shaping the policies that will define our future.

Read full article here

A Healthier NHS for a Healthier Future

Theme: Circular Economy, Sustainable Consumption and Supply Chains

Imagine a world where hospitals not only heal the sick but also protect our planet. This is the ambitious goal of the UK’s National Health Service (NHS). For years, the NHS has been a cornerstone of the community, providing healthcare to everyone. Now, they are taking on a new challenge—how to integrate ethics and sustainability into every aspect of their work. Research led by our CBISS member, Dr. Michael Fascia, and his colleague, dives into how the NHS can rise to this challenge, ensuring that their practices benefit both people and the environment.

Ethics in Healthcare Ethics in healthcare isn’t just about making sure patients are treated well. It’s also about respecting their privacy, getting their consent before treatment, and making sure everyone gets fair access to healthcare. The NHS is working hard to ensure that these ethical standards are upheld, but they also recognize that there’s more to be done, especially when it comes to being kind to the environment.

Going Green in Healthcare The NHS is one of the biggest organizations in the UK, and like any big organization, it leaves a big footprint on the environment. From the energy used in hospitals to the waste produced, the NHS has a significant impact on the planet. That’s why the NHS has made a bold commitment: to reduce its carbon emissions to zero by 2040. This means they’re aiming to cut down on the pollution they produce, reduce waste, and use more sustainable resources.

Practical Steps So, how is the NHS planning to achieve this? They are taking a variety of steps:

  1. Recycling and Waste Reduction: The NHS is introducing advanced recycling programs and finding ways to reduce the waste they produce. For example, some hospitals are now recycling up to 45% of their waste.
  2. Energy Efficiency: Hospitals are being upgraded with energy-efficient technologies. Simple changes, like switching to LED lighting or installing solar panels, are helping to cut down on energy use.
  3. Sustainable Sourcing: The NHS is also looking at where they get their supplies. By choosing products that are made sustainably, they can reduce their environmental impact even further.

Challenges Ahead Of course, this transformation isn’t easy. The NHS is a huge organization, and changing the way it operates takes time, effort, and money. But the benefits are clear: not only will these changes help protect the environment, but they will also improve patient care. For example, reducing pollution can lead to better health outcomes for everyone, especially those with conditions like asthma.

The Bigger Picture The NHS’s journey towards sustainability isn’t just about cutting emissions or reducing waste; it’s about setting an example for the world. By showing that a large healthcare system can operate ethically and sustainably, the NHS is paving the way for others to follow.

In conclusion, the NHS is on a mission to not only care for our health but also to care for our planet. It’s a big challenge, but with every step they take, they’re helping to create a healthier future for all of us.

Understanding Financial Crises: How Risks Spread Between Banks

Theme: Enterprise Data Intelligence & Analytics

When a financial crisis strikes, unexpected and severe events—referred to as “tail risks”—can rapidly spread from one bank to another, endangering the entire financial system. This spread of risk, known as “systemic risk,” occurs when issues in one bank trigger a chain reaction, leading to problems in other banks and potentially causing a widespread financial collapse. Our CBISS member, Associate Professor Sujoy Bhattacharya, delves into this critical topic, exploring how these risks develop and what can be done to prevent them.

 

Why Does This Happen?
Systemic risk is driven by two main things: how risky individual banks are and how connected they are to each other. For example, if one bank fails, it might owe money to other banks or be involved in shared investments, leading to a domino effect. Issues like liquidity problems (not having enough cash on hand), failing partners, or sudden market changes can all cause this risk to spill over to other banks.

To prevent this kind of contagion, it’s important to not only focus on individual banks but also to understand how they’re connected to each other. This helps identify potential threats that could bring down the entire system.

The Challenge of Predicting Risk

Predicting these risks is challenging because they don’t always follow a simple pattern. Traditional methods of risk assessment assume that changes are consistent and predictable, but in reality, small problems can quickly become big ones. This makes it hard to measure and manage these risks effectively.

To get a better handle on these risks, we need more flexible approaches that can adapt to changing conditions. However, with more flexibility comes the challenge of understanding exactly how different factors contribute to the overall risk. Advanced, data-driven models can help with this, offering clearer insights into how risks are connected.

How Technology Helps Manage Financial Risk

Recent research has introduced new ways to assess and manage systemic risk. For instance, some methods focus on identifying the most important factors that contribute to risk. This helps regulators and banks better understand which risks are the most dangerous and how they might spread.

Other approaches use network models to see how risk spreads between banks. These models can show which banks are the most vulnerable and how much risk they bring to the entire system. For example, during economic downturns like the COVID-19 pandemic, certain banks in Europe were found to be more at risk, especially in southern regions.

Technology like machine learning is also playing a big role in managing risk. For example, a method called LSTM (Long Short-Term Memory) can help predict how risks will spread within the financial system. This technology is particularly useful for analyzing complex financial data, like transactions over time.

In one study, researchers used LSTM to look at how risks from banks in the United States might affect banks in Japan. They found that during major events, such as the 2011 tsunami or the COVID-19 pandemic, risks were more likely to spread between these banks. Larger banks, with more assets, were especially at risk of both receiving and spreading these problems.

What Does This Mean for the Future?

Going forward, there’s an opportunity to improve these risk models even further by including more financial factors and using more advanced technology. As these tools get better, banks and regulators will be able to more accurately predict and manage risks, helping to prevent future financial crises.

In short, understanding and managing how risks spread between banks is crucial to keeping the financial system stable. By using advanced tools and focusing on how banks are connected, we can better protect our economy from the dangers of financial crises.

For a full research article please visit here

Understanding Local Climate Change Governance in Ireland: A Closer Look

Theme: Circular Economy, Sustainable Consumption and Supply Chains

In the face of the global climate crisis, understanding how local communities tackle environmental issues is more important than ever. Ireland, with its unique challenges and innovative solutions, serves as a compelling case study. Our CBISS member, Dr Paul Wagner, along with his colleagues, has delved deep into this topic, uncovering fascinating insights about local climate governance in Ireland.

Their research highlights the diverse groups involved in local environmental policymaking, the beliefs driving their actions, and how they interact with national organizations. This blog post offers a simplified overview of their findings, providing a glimpse into the intricate world of local climate action in Ireland.

The Growing Need for Local Action

Since the Rio Declaration in 1992, citizen participation in environmental issues has been recognized as crucial. However, responses to climate change have been inconsistent, with some states struggling to address the problem effectively. Non-state actors—like community groups and NGOs—have stepped up, often leading the charge in mobilizing public opinion and creating innovative solutions.

Why Ireland?

Ireland presents a unique case for studying local climate governance. Despite a poor record on climate action compared to other European countries, Ireland has seen a rise in public participation through initiatives like the Citizens’ Assembly and the Environmental Pillar. These platforms have enabled local groups to voice their concerns and influence policy.

Who’s Involved?

Our study surveyed 112 local groups that are part of Ireland’s Public Participation Networks (PPNs). These groups are typically small, volunteer-driven, and often based in rural areas. They focus on a range of environmental issues, with climate change being a top priority alongside environmental education, biodiversity, and land use.

What Drives These Groups?

The groups we surveyed hold strong pro-ecological beliefs, emphasizing the interconnectedness of humans and nature. This worldview drives their activism and shapes their approach to participating in policy discussions. They believe in the potential for an ecological crisis and the importance of sustainable living.

How Do They Participate?

Most groups prefer non-confrontational methods to influence policy. They participate in forums and engage in lobbying rather than organizing street protests. This insider strategy suggests a willingness to work within formal institutions to achieve their goals.

Interaction with National Organizations

Local groups often look to national environmental NGOs for information but rarely collaborate on projects or participate in forums organized by these larger bodies. This limited interaction may reduce the overall impact of local advocacy efforts, as stronger connections could enhance their influence on national climate policies.

Take Home Message

Local climate governance in Ireland is marked by active, small, volunteer-driven groups committed to environmental sustainability. While these groups have embraced formal avenues for influencing policy, there’s room for greater collaboration with national organizations to amplify their impact. Understanding these dynamics is crucial for developing more effective climate policies that reflect the concerns and values of local communities.

As we continue to study these patterns, it’s clear that local action remains a vital component of the broader fight against climate change. By fostering more robust connections and understanding the unique motivations of local groups, Ireland—and indeed the world—can move closer to achieving meaningful climate action.

For a deeper dive into this research, read the full article by Dr. Paul Wagner and colleagues: Full Article on Taylor & Francis.

Can We Trust AI to Drive Sustainability Forward?

Theme: Enterprise Data Intelligence & Analytics

In today’s world, decision-makers in both government and business are under a lot of pressure to tackle big sustainability issues. AI, or Artificial Intelligence, promises to help by making it easier to handle large amounts of information, fill in data gaps, make better decisions faster, and automate time-consuming tasks. But despite these benefits, many people are still hesitant to rely on AI for making important decisions, even when AI has been shown to be more accurate than human judgment in some cases.

What Our Research Looked At

Our research, led by our CBISS member, Dr Ben Sebian, aimed to find out why decision-makers are wary of using AI, especially when it comes to sustainability. We used a mix of surveys and interviews to gather insights from people in government, businesses, and international organizations.

What We Found Out

  1. Need for Understanding and Trust: People don’t want to use AI tools they don’t understand. They need to know how these tools work to trust them.
  2. Involvement in Design: Decision-makers are more likely to use AI tools if they had a hand in creating them. Being part of the design process makes them more comfortable with the technology.
  3. Focus on Support Tasks: Many decision-makers prefer AI for automating less critical tasks, like gathering the right data. This frees up their time to focus on the more important aspects of their work.
  4. Direct Help with Decisions: There’s a strong interest in AI that can directly help make better decisions by providing relevant information and insights.

Working Together is Key

The study shows that to make real progress in sustainability, we need to involve various groups of people. A combined effort ensures that AI solutions are practical and accepted by everyone.

Using AI to help solve sustainability challenges is a big, complex task. But by building trust, involving decision-makers in the design process, and focusing AI on supportive tasks, we can make it easier for everyone to adopt this technology. Dr. Ben’s research sheds light on how we can overcome these hurdles and use AI to create a more sustainable future.

A Thought to Ponder:

As we move forward, the real question isn’t just about whether we can trust AI, but how we can shape and guide AI to become a reliable partner in our quest for sustainability. How do we balance the incredible potential of AI with our need for control and understanding? Can we afford to let go of some control to achieve greater good, or will our need for understanding and involvement always hold us back? The future of AI in sustainability depends not just on the technology itself, but on our willingness to adapt and collaborate with it.

Unlocking Success in Agile Project Management for IT Projects

Theme: Business Innovation and Future Workforce
Business Team” by Startup Stock Photos is marked with CC0 1.0

In the ever-evolving world of IT, Agile project management has become a game-changer. It’s all about being flexible, working in small bursts, and constantly adapting to new information. But what does it take to make an Agile project truly successful? Let’s dive into the key factors that can make or break your next IT project.

1. A Clear Vision and Defined Goals

Why Vision Matters

Imagine setting off on a road trip without a destination. That’s what a project without a clear vision feels like. A strong vision ensures everyone knows the project’s purpose and what success looks like.

Setting the Right Goals

Goals should be SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. This ensures the team stays on the right track and delivers valuable results continuously.

2. Engaging Stakeholders

Keeping Everyone in the Loop

Regularly involving stakeholders—those who have a vested interest in the project—ensures the project meets expectations. Open lines of communication prevent surprises and build trust.

Managing Expectations

Agile is all about embracing change. Keeping stakeholders informed about progress and changes helps manage their expectations and keeps the project on course.

3. Building a Strong Team

Skilled and Ready

The backbone of any Agile project is a team that knows its stuff. Ensuring team members have the necessary skills and knowledge is crucial.

Empowerment Equals Success

When team members feel empowered to make decisions and own their work, they’re more motivated and productive. Autonomy fosters creativity and innovation.

4. Communication is Key

Staying Transparent

Good communication is the glue that holds an Agile team together. Regular meetings and updates ensure everyone is on the same page and can quickly address any issues.

Leveraging the Right Tools

Using tools like Jira, Trello, or Slack can enhance communication and keep the project running smoothly. These tools help in tracking progress and solving problems efficiently.

5. Iterative Development and Improvement

Small Steps, Big Results

Agile thrives on working in small, manageable pieces. This iterative approach allows for constant reassessment and adjustments, keeping the project flexible and reducing risks.

Never Stop Improving

Regular feedback sessions and retrospectives help the team learn and improve continuously. This culture of ongoing improvement leads to better performance and results.

6. Customer First Approach

Focusing on Value

Agile projects are designed to deliver what the customer needs. Regular involvement and feedback from customers ensure the final product is valuable and meets their needs.

Flexible Planning

Plans should adapt based on customer feedback and changing priorities. This ensures the project stays relevant and aligned with what customers truly want.

7. Proactive Risk Management

Spotting Risks Early

The earlier you identify risks, the better. Agile encourages frequent risk assessments and proactive management to keep the project on track.

Quick Adaptation

The flexibility of Agile allows teams to respond swiftly to unexpected challenges, minimizing their impact on the project.

8. Maintaining a Sustainable Pace

Avoiding Burnout

A sustainable work pace is crucial to avoid burnout. Ensuring the team works at a steady, manageable pace keeps morale high and productivity steady.

Timeboxing for Efficiency

Using fixed time periods, like sprints, helps maintain a regular workflow and ensures consistent delivery of work increments.

Take-Home Message

Agile project management offers a flexible and responsive approach that can significantly enhance the success of IT projects. By focusing on clear goals, stakeholder engagement, team empowerment, effective communication, iterative improvement, customer-centricity, proactive risk management, and maintaining a sustainable pace, you can ensure your projects are not just completed, but completed successfully.

For a deeper dive into the critical success factors in Agile Project Management, especially tailored for IT projects, check out the insightful chapter by CBISS member Dr Aartee (Geshwaree) Huzooree . This chapter explores the unique challenges of IT projects and provides actionable recommendations based on a comprehensive analysis of recent literature.

Read more about the findings and actionable recommendations in Aartee’ chapter here

The Growing Divide in Good Work Across the UK: Insights from the 2024 Good Work Time Series

Theme: Business Innovation and Future Workforce

Our CBISS member, Dr Elena Papagiannaki, has made significant contributions to the 2024 Good Work Time Series report from the Institute for the Future of Work (IFOW). This comprehensive study provides a detailed look at the quality of work across England, Scotland, and Wales, revealing substantial regional disparities and the profound impact of technological advancements on job quality.

What is Good Work?

Good work is more than just employment; it involves fair pay, reasonable working hours, job security, opportunities for personal growth, and a sense of community. The Good Work Time Series report tracks these elements across 203 local authorities in England, Scotland, and Wales from 2009 to 2023, highlighting the changes and trends over time.

Regional Disparities: A Closer Look

England

In England, the disparities in access to good work are stark. Regions like the South East and London lead with higher median pay and more professional job opportunities. However, areas such as the East Midlands and the North East face significant declines, with increasing job polarization and fewer high-quality job opportunities. This suggests that existing policies may not be effectively addressing the needs of all regions​.

Scotland

Scotland has taken a more balanced approach to job quality, managing to maintain a more equitable distribution of good work. Targeted policies focusing on inclusive growth and community wealth building have helped Scotland achieve better outcomes in job quality and regional equality compared to other parts of the UK​.

Wales

In Wales, the divide between urban and rural areas is particularly evident. While cities like Cardiff show better performance in job quality, rural regions struggle. The Welsh government has been proactive, implementing initiatives to improve job quality and reduce disparities, including investments in skills development and support for local businesses​.

The Role of Technology

The report highlights the significant impact of technological transformation on job quality. The Disruption Index, introduced alongside the Good Work Time Series, offers insights into how AI and automation are reshaping the job market. These technologies present opportunities for creating high-quality jobs but also pose risks of increasing inequalities if not managed properly​.

Food for Thought

As we reflect on the findings of this report, it’s crucial to consider what good work means to us personally and within our communities. Are we experiencing fair pay, reasonable working hours, and opportunities for growth? How do technological advancements in our workplaces impact the quality of our jobs?

Moreover, the regional disparities highlighted in this report prompt us to think about the effectiveness of local and national policies. Are they truly addressing the needs of all regions? What more can be done to ensure that everyone, regardless of where they live, has access to good work?

By contemplating these questions, we can better understand the challenges and opportunities ahead. Let’s use this knowledge to advocate for policies and practices that promote equitable and high-quality job opportunities for all.

For a deeper dive into the report and its findings, you can access the full document here.

Navigating the Nexus: Remote Work Impact on BYOD Knowledge Workers

Theme: Business Innovation and Future Workforce

In the contemporary realm of work, the landscape is shifting, with remote work emerging as a dominant force. Our CBISS memebers, Dr. Melina Doargajudhur, Dr. Zuberia Hosanoo, and Dr. Aartee Huzooree,  embarked on a quest to unravel the intricate relationship between remote work and the work outcomes of constantly connected Bring Your Own Device (BYOD) knowledge workers.

Remote work, once a niche practice, has now permeated across industries and organizations globally, catalyzed by the COVID-19 pandemic. Its prevalence underscores its relevance in contemporary work culture, particularly for BYOD knowledge workers who blur the lines between work and personal life through their reliance on personal devices.

Drawing upon the theoretical lens of the Job Demands-Resources theory, Drs. Doargajudhur, Hosanoo, and Huzooree crafted a research model to explore the multifaceted effects of remote work on this specific group of employees. Their model synthesizes key constructs to delineate the nuanced impacts of remote working on BYOD users, recognizing the dual nature of remote work as both a potential source of strain and a platform for resource accumulation.

Through their exploration, they uncovered a tapestry of challenges and opportunities faced by constantly connected BYOD knowledge workers. From the strains of balancing work and personal life on the same device to the allure of newfound flexibility, each aspect added depth to their understanding of this evolving narrative.

Their research not only delves into the academic discourse but also offers actionable strategies and recommendations tailored to enhance the remote work experience for constantly connected BYOD knowledge workers. From advocating for ergonomic workspaces to championing digital literacy initiatives, their efforts aim to cultivate a remote work environment that nurtures productivity, well-being, and job satisfaction.

As their research reaches its conclusion, Drs. Doargajudhur, Hosanoo, and Huzooree’s work stands as a beacon of insight, guiding organizations and policymakers towards informed decision-making in the ever-changing landscape of work. Their research not only sheds light on remote work’s impact on BYOD knowledge workers but also underscores the transformative power of research in shaping the future of work.

To access a full article is here : https://www.igi-global.com/gateway/book/327369

Horizon Europe: A Principal Investigator’s Reflections on Bidding for and managing Horizon projects

CBISS Events

Wednesday 8th May 2024 12.30-13.30

CRL 2/05 Edinburgh Napier University, Craiglockhart Campus, 219 Colinton Rd, Edinburgh, EH14 1DJ

Securing funding through Horizon Europe is an intricate journey that demands strategic navigation and comprehensive understanding. As the flagship research and innovation program of the European Union, Horizon Europe offers unparalleled opportunities for groundbreaking projects across various domains. However, effectively competing for these grants requires more than just a compelling proposal; it demands a holistic approach that encompasses strategic planning, consortium building, and a keen understanding of the evaluation criteria. This presentation delves into the intricacies of Horizon Europe bidding from the perspective of a Principal Investigator (PI).

Speaker Bio:

Dr Nicholas Vasilakos is Associate Professor in Sustainable Business Economics and Public Policy at the University of East Anglia. He is also a faculty member of the Tyndall Centre for Climate Change Research, faculty member of the Responsible Business Regulation group at Norwich Business School, a member of the International Association for Energy Economics and the British Academy of Management, and Senior Fellow of the Higher Education Academy. Over the last 20 years Nicholas has held a number of research appointments in top UK-based and international research organisations and universities, including among others, the University of Birmingham, King’s College London and the World Bank. Nicholas has substantial experience in engaging with industry and government organisations alike to help them achieve their long-term objectives.

Nicholas’s research focuses on the nexus of social justice, net zero and sustainable development. More specifically his recent work has explored: (1) the effects of regulation and regional/national policy frameworks on innovation and market behaviour; (2) the effectiveness of policy intervention on issues relating to climate policies, economic activity and distribution of wealth.  Nicholas’s work has been cited by various government and inter-governmental organisations, including the US Treasury, the World Bank, the United Nations and the OECD. Nicholas has authored several articles on these subjects in leading economics- and policy-related journals. He received the 2012 Campbell-Watkins Energy Journal best paper award from the International Association of Energy Economics.

Over the years, Nicholas has raised over 20 million euros in research income (about half of it in the last 6 years – both as Principal Investigator and Co-Investigator). His research on climate impacts, climate services and adaptation to climate change is supported by the European Commission (most recent grant agreements 776868 and 101081377 ).   

Navigating the Business Side of Football: Insights from a Unique Management Programme

Theme: Innovation in Management Education

This is not a course about football as most people think about the sport. We don’t discuss tactics or matches but view football clubs as complex businesses. Players are seen as employees but also as assets. Player contracts are amortised over time but the person may be a cultural architect or assassin. Most fans are customers but not all are. Not all customers are fans as the products on offer vary from match attendance, club TV packages, event space in stadiums as well as players sold to competitor clubs.

Confused? That’s a perfectly healthy place to start as in this programme. You need to be ready to challenge everything that you thought you knew about football.

The step into a management role is difficult in most industries as your technical expertise may help you solve some problems but not many. You move from a large independent role into an interdependent one, where your ability to build a network is crucial for your survival. You tend not to make that difficult transition in public but you do in football. Relatively few new managers survive a full season in their first job and half of those leave the game completely afterwards.

Scottish football has a long tradition of producing skilled technical coaches but this course focuses on the challenges of managing part of a complex organisation. It has been said that playing football is relatively simple. Players focus on their own game and they are given the information they need for the next challenge. Overnight, a person can go from making sure that they turn up at the right place at the right time to being responsible for 20-25 people turning up at the right place and time. In some cases, dealing with those who do not arrive as scheduled. If you take on management or coaching responsibilities at the same club where you played, you leave the safety of the players’ WhatsApp group. Those who were friends are now your players who you may need to leave out of the team. You are now required to deal with the players, coaches, other staff and the businesspeople at the club. Very quickly new managers realise that there is a gap between responsibility and authority. You do not only have to manage a team of players but learn to manage ‘up’ and ‘across’ within the organisation. Within a small part-time club, you may have a much broader range of responsibilities that at one of the high-profile clubs.

Dr Stevie Robertson is the architect of the programme and draws on a unique set of experiences as leader in IT projects, long-time involvement in Edinburgh Napier University football club across a range of roles and his doctoral research into the business strategies with Scottish football. Stevie has a wide range of teaching experience, including commercial workshops, to draw on. The course was originally designed to be face to face but quickly moved to a virtual delivery during Covid. The decision was been taken to keep the virtual sessions as it makes it possible to recruit players across the country. It also allows players to take part when playing for their national team.

The course is funded by the players’ union in Scotland (PFA Scotland) and Scottish Union Learning so attendance is restricted to their members. The course runs from August to March (30 weekly sessions) and numbers are restricted to a maximum of 15 to encourage discussion. The academic content is used as a discussion focus to allow the participants to share their own ideas and experiences.

Participants are drawn from all 4 professional men’s leagues and the top division in the women’s game. Without name-dropping, many of the participants are household names. The women who have taken part have played around 250 matches (and counting) for Scotland between them and all have played in the Champions League. Many of the men who have participated

have played international football, including at the World Cup, have captained teams in national Cup Finals, some have scored winning goals in those finals. Many have played in England while others have experiences in other countries. Players have won leagues, been relegated and others have experienced clubs in administration. While those stories and experiences remain in the rooms where they were shared, they do broaden the knowledge of others especially the delivery team.

Stevie is able to use his broad business knowledge to facilitate on most of the sessions but the experience of James MacDougal makes the session on Football and the Law makes for an excellent session. We also make use of the experience of Luke Shanley from Sky Sports to explore the role of the media. It is one of the most enjoyable sessions and easily the longest. All students are required to formally present solutions to problems using theory as a base. Many have found this beneficial. Where possible, this is done in person in the Board Room at Craiglockhart.

The benefits of participation within the course can be seen in the number of participants who are moving successfully from playing to post-playing roles. There are several participants in Manager and Assistant Manager roles in full-time clubs. Others are continuing to develop their leadership skills in elite academies across Scotland. Some of those involved have moved into roles outside of football as the course is designed to help those who are looking to move away from careers with a little more security. An informal mentoring network has grown over the years, and this allows us to gauge impact of the sessions as well as develop the material for the future.

When you ask Stevie if this works, his reply tends to be “That’s not for me to say. When I go to a Scottish Cup Final and I’ve worked with both managers, then I’ll know it’s worked.”

The programme is being shortlisted for the Herald Higher Education Awards for outstanding business engagement in universities! The Herald Scotland Higher Education Awards is a prestigious annual event that celebrates excellence and innovation in higher education throughout Scotland. It provides a platform to acknowledge exceptional achievements, contributions, and initiatives within the academic community.