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enhance their careers. This imbal- ance has hampered the evolution of strong university brands. A Changing Landscape There has been progress since the 1999 signing of the Bologna Accord, which creates compatible quality stan- dards for education throughout Europe. In particular, the academic framework is becoming more permeable and specialist bachelor's and master's degree programs are gaining importance. Skills that were taught only at vocational schools are now covered at universities that offer dedicated courses of study in areas such as hospi- tality management. This means that students who previously might have opted for vocational training are more often pursu- ing higher education qualifications. They're also taking advantage of the greater flexibility that has resulted from the post-Bologna emphasis on continuing education. In addition, the educational landscape is being changed by the growth of business schools world- wide. Top schools from the U.K., the U.S., Spain or France build strong partnerships with domestic institu- tions, market themselves in Germany, or even set up campuses here. Thus, German university brands are increasingly familiar to international businesses. The Bologna process is also encouraging the growth of master's-level management programs by targeting key groups of prospective students: those who already hold bachelor's degrees in engineering; those who have equiv- alent vocational qualifications; and those with strong medical, scientific, or technical backgrounds. Nevertheless, much remains to be done. Currently, Germany is the eurozone's powerhouse, with a reputa- tion for innovation and technology transfer. Many Ger- man businesses—especially the family-owned small and medium-sized companies ("Mittelstand")—have built successful international operations with the help of highly skilled, immensely loyal employees. Researchers could learn a wealth of management lessons by studying exist- ing practices in German companies. Unfortunately, there has been no systematic, in- depth analysis of German management models, so no detailed benchmarking standards exist. If we want to change this state of affairs, German educational insti- tutions must contribute to a greater understanding of German management techniques. In doing so, these schools also will position themselves to compete effectively with their international peers. A Sovereign Remedy I believe that German business education will only reach a desirable level of interna- tional recognition if there is collaboration among government agencies, academic institutions, and industry. State and federal governments could work together to establish a competitive environment for universities, in terms of students, faculties, and funding. Schools could be evaluated based on performance measures such as graduates' job offers or research citations. Members of the academic sector could make an impact by placing strict limits on the amount of time their professors give to off-campus teaching or consult- ing. Instead, schools should give faculty incentives to build institutional brands. At the same time, German universities should involve themselves more deeply with the international community of business schools. Not only would this cause international schools to take a closer look at German management practices, it also would encourage German universities to develop their own ideas and concepts. Companies operating in Germany could demand that young managers learn cutting-edge industrial practices, which would require business schools to engage in more detailed research. Through their commercial connec- tions and their partnerships with international business schools, German universities would become the source of solutions for German and international corporations. I believe that all parties—governments, schools, and corporations—should collaborate on a vigorous market- ing campaign that communicates the value of German business and education. International observers believe Germany's economic success stems from its engineering prowess, and they cite well-known brands such as Sie- mens, SAP, Daimler, and Bosch. However, excellent man- agement practices contribute greatly to their success. Germany is already a market leader in so many industries. I believe that it could be a leader in the field of business education as well. Udo Steffens is president of the Frankfurt School of Finance & Management in Germany. He also holds a chair in business administration at the school. BizEd September/October 2012 65 VGL/AMANAIMAGESRF/GLOW IMAGES