Meet our Advisory Board - Dr Steven Michael OBE

At Huddersfield Business School, we’re passionate about providing our students with inspirational and innovative industry knowledge to enhance their learning experience. Huddersfield Business School’s Advisory Board plays a crucial role in supporting this by guiding the School with industry recommendations, curriculum development, research and general advice about directions and trends from their industry. 

Our Advisory Board is made up of leading industry experts who hold various senior positions within businesses and the public sector. The Advisory Board aims to strengthen our School’s links with industry and professions to provide input into the academic and strategic direction of Huddersfield Business School. 

As part of our Meet the Advisory Board feature, you’ll be introduced to all our Board members here at Huddersfield Business School and learn how their professions and networks have impacted the School’s strategic direction. 

In our first blog, you’ll hear from Dr Steven Michael OBE, who was Chair of the Advisory Board from 2016-2022. Steven has played a pivotal part in the overall success of the Advisory Board and has helped shape and develop the Advisory Board to where it is now. 

Please can you tell us a bit about yourself? 

My name is Steven Michael and I’ve lived in West Yorkshire for 22 years, after originally moving from the North East. I’ve been working in the health service for almost 40 years, starting as a mental health nurse in 1985. After joining the health service, I progressed through various clinical and managerial roles to where I became Chief Executive of South West Yorkshire Partnership Trust, a position I held from 2007-2016. South West Yorkshire Partnership Trust delivers mental health and community services to Calderdale, Kirklees, Wakefield, and Barnsley. 

Aside from that, I’ve also occupied several regional and national roles in the health service. I’ve been a regional director as well as both a member and chair, of the National Mental Health Network of the NHS Confederation which aims to promote excellence in mental health services. 

Since I retired from full-time work in the NHS six years ago, I’ve occupied various chairing roles in the charitable sector, as both non-executive and chair. 

In 2014, I was honoured to be awarded an OBE for services to healthcare in the Queen’s Birthday Honours. In 2020, I completed my Doctorate in Business Administration (DBA) here at Huddersfield Business School. My thesis looked at the strategy and business model design for healthcare innovation in complex human systems.

In my spare time, if there ever is any, I like to walk with friends, and I’m really interested in the arts and 1970s cinema.

What made you want to join Huddersfield Business School’s Advisory Board?  

I’ve been part of the Advisory Board since soon after its inception in 2010. Chris Cowton, who was the former Dean of Huddersfield Business School, asked if I wanted to join and I thought it would be a good idea. I also felt I could bring a contemporary management perspective from the public sector. I had a passion for evidence-based management which is rooted in my MBA experience in the 1990s.

What impact have you had on the Advisory Board, and what impact has it had on you? 

Professionally, the Advisory Board has allowed me to build bridges from a business perspective to the public sector. Being able to bring my knowledge and professional background to Huddersfield Business School and demystify some of the concepts around the public sector has allowed the School to see how they can add value to the work of the NHS. 

Personally, I hope I’ve been supportive to Professor Jill Johnes, Dean of Huddersfield Business School. I will be stepping down as Chair of the Advisory Board in the new year but have really enjoyed my working relationship with Jill over the past six years and advising her both in terms of the strategy and development of the School. 

Throughout my time as Chair, I’ve also really enjoyed encouraging other members of the Advisory Board to contribute and have worked with Jill to ensure that the right industry people are part of the Board. It’s been a real pleasure. 

What contributions have you made to the Advisory Board or Huddersfield Business School?

There have been a few areas where I’ve made contributions to Huddersfield Business School. I have supported the School with its accreditations, which are particularly important as they increase recognition of the School on a global level and have a direct impact on improved employability of graduates. I was actively involved as a panel member in the Association to Advance Collegiate Schools of Business (AACSB), an accreditation that is widely considered the highest level of accreditation for business schools. I was also an active member on the panel for the Small Business Charter (SBC), an award for the UK’s world-class business schools that play an effective role in supporting small businesses, local economies and student entrepreneurship. 

I’ve also contributed to updating the curriculum for courses such as the Master of Business Administration (MBA), and Doctor of Business Administration (DBA) through bringing people in from my network to support and advise Huddersfield Business School when curriculum is in development, which I think has been helpful.
 
Finally, I’ve supported opportunities, particularly post-Brexit, such as the UK Community Renewal Fund, which aims to support people and communities in need across the UK to pilot programmes and new approaches through changed funding sources. One opportunity was the partnership between The University of Huddersfield, Wakefield Council and Spectrum People, which was a new project that helped businesses recover from the COVID-19 pandemic. My link with the project was with Spectrum People as I am their current Chair. The project led to numerous students from Huddersfield Business School taking on a placement at the charity. 

How do you think the Advisory Board can influence Huddersfield Business School’s curriculum and the student experience?

I’ve seen that when curriculum development is under consideration, the Advisory Board are consulted for views, and opinions to enable road testing before being introduced in the School. Through this, we’re able to see if it resonates with the different industry sectors represented on the Board. I feel this has been really positive and it means that any curriculum development is grounded in contemporary management practice and that feels like a really important development for me. 

Final thoughts?

I think that anybody who is engaged in management knows that responsibility is the golden thread that has to weave through all leadership development.