pearson and palf The Mutating Giant Carolina Junemann and Stephen J Ball june 2015 This paper draws in part on a Leverhulme Trust research project: Philanthro- py, Education Policy and Governance. It is based on a review of literature, ex- tensive internet searches, interviews with Pearson and PALF executives includ- ing Michael Barber, Katelyn Donnelly and others, attendance at PALF events, and participation in the PALF Edupreneurs competition in Johannesburg in 2014 (a copy of the Draft Project Report can be obtained from
[email protected]) Page 3 Introduction Pearson and palf: The Mutating Giant Introduction Originally founded in 1844 by Samuel Pearson as a building company, Pearson is today the world’s largest education com- pany with usd7.9bn revenue in 2014 and an impressively large business portfolio including textbooks, testing and assessment products, online learning and software solutions, and custom- isable and integrated services. The company currently operates in over 80 countries and has over 40,000 employees. Over the last 10 years Pearson has been involved in a process of re-invention, leading to its re-branding in 2014 as a ‘learning’ company with a vision, summed up in the strapline ‘always learning’, and with the aim of contributing to “the very high- est standards in education around the world”(1. This transfor- mation process has encompassed not just a growing focus on the education business, but also a continuing adaptation and re-direction to faster-growing opportunities and, especially since 2012, to what it calls ‘proven’ service-oriented models. As described in its Annual Report 2012 (Pearson plc, 2012, p.