Dean Eric Johnson, (Ralph Owen Dean and Bruce D. Henderson Professor of Strategy)
A new year’s resolution for healthcare IT executives – develop a real security plan. http://t.co/t5JQSiJ6vs— M Eric Johnson (@DeanEricJohnson) 31 Décembre 2013
...In a research article that went to press in December, my co-authors and I show just how important planning is...
Based on our analysis (Dean Eric Johnson and co-authors), we argue that policymakers should focus on providing guidelines designed to help healthcare organizations achieve operational maturity regarding IT security rather than simply imposing single-solution compliance requirements. Similar to teaching a person to fish, regulations should encourage organizations to actively develop and maintain their own action plans rather than providing check-box requirement lists.
Rencontre "Croissance partagée Afrique/Chine/France" à l'Assemblée nationale - http://t.co/aynZfBsBy4— Edouard Husson (@edouardhusson) December 16, 2013
Croissance Partager Entre Afrique Chine Europe (PEACE): émerveillement naïf devant la redécouverte du multilatéralisme— Edouard Husson (@edouardhusson) December 16, 2013
Croissance Peace (PDF, 11 pages) in English
English as the lingua franca of higher education? - University World News: http://t.co/wrHnmlBpOh— Santiago Iniguez (@SantiagoIniguez) November 24, 2013
2,300 students making up one of the University of Liege's eleven faculties. 1,300 undergraduate students, more than 1,000 students studying for a Master or an Executive Degree outside working hours, and 70 doctoral students;
Apple co-founder Steve Wozniak will be speaking at today’s Fall Convocation ceremony http://t.co/oguZERsS3l— Elon Local News (@ElonLocalNews) October 3, 2013
Dean, Love School of Business @ Elon University. I tweet on issues relating to business with a focus on strategy, globalization and ethics.
THE FIRST business schools were founded in the US around the beginning of the 20th century. A century later, management education became truly globalised when the 2009 Financial Times ranking of MBA programmes included three European and one Chinese in the top 10.
A year later, first place went to the London BusinessSchool, unseating Wharton, which had alternated the top laurels with Harvard. In the same year's executive MBA ranking, six of the top 10 programmes were European or offered jointly by US and European schools.
US schools' loss of hegemony has been also highlighted by the increasing flow of American MBA students studying abroad...
Delmas Wins Inaugural Research Impact on Practice Award, 19th September 2013
Demonstrating that Think in the Next affects real-world management issues, Magali Delmas, professor of management at UCLA Anderson and the UCLA Institute of the Environment, and her collaborator, University Paris-Dauphine’s Sanja Pekovic, have won the 2013 inaugural Research Impact on Practice Award. The award, presented by Ontario-based Network for Business Sustainability at Western University’s Ivey Business School and the Organizations and the Natural Environment Division of the Academy of Management, recognizes the researchers’ work on environmental management systems.
It turns out, companies that adopt environmental systems have a 16 percent higher labor productivity rating than firms that don’t.
"Adopting green practices isn't just good for the environment," Delmas told UCLA Newsroom. "It's good for your employees and it's good for your bottom line. Employees in such green firms are more motivated, receive more training, and benefit from better interpersonal relationships. The employees at green companies are therefore more productive than employees in more conventional firms."
The study, based on a survey of 5220 French firms, was published September 10, 2012 in the online version and the February 2013 issue of the Journal of Organizational Behavior.
Sep 16, 2013, Wall Street Journal, The Experts
Do you think companies spend too much time searching for groundbreaking innovations at the expense of incremental advances?
LEE NEWMAN: The search for the big ideas and the push for incremental improvements are not mutually exclusive, and in fact in many companies these two forms of innovation are pursued by different types of people and by different teams with quite different competencies.Read More »
Dalian, People’s Republic of China, 11-13 September
Meeting the Innovation Imperative
The Annual Meeting of the New Champions is the foremost global business gathering in Asia. Also known as the “Summer Davos”, the Meeting creates a unique opportunity for exchange between leaders from top-ranked multinationals and chief executive officers of dynamic and fast-growing companies, including key decision-makers from government, media, academia and civil society.It will bring together more than 1,500 participants from 90 countries to share strategies and solutions and discuss global issues and risks...
Press release CEIBS, September 4, 2013 – Four CEIBS professors will participate next week in a WorkSpace Session at Summer Davos in Dalian. Entitled Achieving Global Success in a Chinese Way, it is the first time that CEIBS has partnered with WEF organisers to develop a WorkSpace Session. CEIBS has had a steady presence at WEF over the years, and in January 2012 became the first Asian business school to do an IdeasLab session at Winter Davos
...“There is no better way of understanding the workings of corporate life and how competition really takes place and how society is affected by business,” says Paul Danos, dean at Dartmouth College’s Tuck School of Business and board member at General Mills (GIS)...
Feature rticle - Attracting the best faculty - What does it take to bring top-notch faculty to your business school? Four deans share the methods they use to hire great talent. By Sharon Shinn, September/October 2013
Deepak Chopra, Founder, The Chopra Center for Wellbeing
Narayana Murthy, Founder and Chairman Emeritus (has returned), Infosys Limited
Nitin Nohria, Dean, Harvard Business School
Fareed Zakaria, Author, journalist and Host of CNN’s “GPS”
I’ve heard some talk lately about how technology will disaggregate higher education. The vision is that the likes of Khan Academy and Coursera will allow students to pick and choose courses and learning experiences to construct their own higher education—thus, it is asked, “why do we need colleges, universities, and dedicated faculties?” The Valhalla of limitless choice and student-driven learning presages an education built “piece-wise:” a little of this and a little of that pulled from a vast smorgasbord of providers at little or no cost to the student. What could possibly be wrong with that?
· A piece-wise education can be less than the sum of its parts.
At the center of business education today, says Bill Boulding – dean of Duke University’s Fuqua School of Business – lies a paradox. “There’s more of an opportunity to make positive changes through business than ever,” he says. “Business will be the transformational engine of the 21st century. Yet business leaders have never been held in lower regard than they have today. That means we have an incredible opportunity: how do we produce leaders who will be trusted and who can make the changes we need in the world?”...
The Arthur and Toni Rembe Rock Center for Corporate Governance is a joint initiative of Stanford Law School and the Graduate School of Business at Stanford University. The Center was created to advance the understanding and practice of corporate governance in a cross-disciplinary environment where leading academics, business leaders, policy makers, practitioners and regulators can meet and work together. The Center is led by outstanding Faculty with active collaboration from its Advisory Board.
June 20, 2012
Fellow at the Rock Center for Corporate Governance Vivek Wadhwa is mentioned by the Wall Street Journal's Matthew J. Slaughter in the following article on the need to attract more high-skilled immigrants to the United States.
President Obama thrust immigration back into the spotlight last week with his executive order halting deportations for certain young illegal immigrants. In the context of America's jobs crisis, however, this is the wrong immigration issue to focus on. Our most pressing immigration problem marched across platforms at American colleges and universities in recent weeks—skilled foreign-born graduates whom we do not adequately incentivize to stay and work here.
At the Tuck School's graduation ceremony this month, I proudly read the names of 277 M.B.A. graduates. The Tuck class of 2012 was 35% foreign-born, representing countries from Australia to Zimbabwe. Many of these graduates chose Tuck over peer schools abroad because they aimed to apply their world-class U.S. education in the U.S. labor market. The same is true across academic fields. Today nearly 42% of all U.S. doctorate-level science and engineering workers are foreign-born.
These five graduates exemplify the worrisome reality that America's attractiveness is waning for talented immigrants from dynamic countries. In the past decade, the share of doctoral-degree recipients in science and engineering from China and India who report definite plans to stay in America has been falling. A recent survey by Duke University researcher Vivek Wadwha found that 72% of Indian immigrants who returned to their home country said that opportunities to start their own businesses were "better" or "much better" there than in the U.S. For Chinese immigrant returnees, the figure was an alarming 81%.
May 11, 2012
Rock Center Fellow Vivek Wadhwa discusses how visa hurdles and other obstacles on the road to permanent residency are forcing many foreign Silicon Valley...
May 11, 2011
Professor Dan Siciliano spoke to Dave Jamieson of the Huffington Post on whether Chipotle will offer higher wages for documented workers now filling the...
27 June, 2013
VIEWPOINT: IMD President, Dominique Turpin, analyses the issues and forces that are buffeting business schools in an article recently published in EFMD’s ‘Global Focus’:
It is clear that four major forces will shape the future of business schools over the next five, ten or 20 years. The first issue concerns public funding. This is becoming more difficult to obtain as governments have less money to spend, at least in some parts of Europe. As a result some schools are having to merge, as we have seen already in France for example.
The second issue is demographics. Europe and Japan in particular face the challenge of an ageing population. When you want to predict the future, the only sure thing is that tomorrow you will be older than today. Similarly, you only have to look at demographics to know that some countries are going to face problems...
V interesting new column in Wall St Journal by Lee Newman of IE, definitely a thinker to watch http://t.co/QD4SgP99WJ— Thinkers50 (@thinkers50) July 25, 2013
"Rotman Professor Elected to Leadership of Academy of Management". - DeansTalk, April 11, 2013
Toronto – A senior professor at the University of Toronto’s Rotman School of Management has been elected to the governance rotation of the Academy of Management, which with more than 18,000 members in 110 countries, is the largest organization in the world devoted to management research and teaching.
What does politics in the United States have in common with that of declining empires of ages past? Too much, argues Glenn Hubbard. The Columbia Business School dean and former adviser to President George W. Bush and would-be president Mitt Romney makes the case in his new book (written with economist Tim Kane), called “Balance: The Economics of Great Powers from Ancient Rome to Modern America.” He sees long-simmering failings in the American political system, and the economic policies that result, as risks that ultimately endanger the nation’s standing in the world. He discussed why he is not, despite it all, a declinist, in a recent conversation with Wonkblog. This is a lightly edited transcript.
Glenn Hubbard is the dean of Columbia University's Graduate School of Business and the former chairman of the President's Council of Economic Advisers. He is a frequent contributor to Business Week, The Wall Street Journal, and The New York Times, as well as PBS'sThe Nightly Business Report and American Public Media's Marketplace. He lives in Manhattan with his wife and two sons.
Tim Kane is the chief economist of the Hudson Institute in Washington, DC and former senior economist at the Joint Economic Committee of the U.S. Congress. He is a veteran U.S. Air Force officer. He lives in Vienna, Virginia with his wife and four children.
Apple CEO Tim Cook spoke to students and alumni at Duke University's Fuqua School of Business in April 2013. Cook earned his MBA from Fuqua and returned to the school for his 25th reunion. Cook talked about intuition, collaboration, ethics, breaking the rules, how to lead, and leaders who inspire him in conversations with Dean Bill Boulding.
(Apple’s Tim Cook’s delivers commencement speech at Duke’s Fuqua School of Business, National Monitor June 3, 2013)
Glenn Hubbard, dean of Columbia School of Business, says business schools around the nation are trying to deal with the high cost of getting an education and discusses how online education will complement, not replace, classroom learning.
Dean, NYU Stern School of Business, economist & author of TURNAROUND, Third World Lessons for First World Growth
In his new book, Turnaround: Third World Lessons for First World Growth (Basic Books, 2013), Brookings Nonresident Senior Fellow Peter Blair Henry, dean of the NYU Stern School of Business, explores how large developing countries—China, India and Brazil—and even smaller ones have broken free from previous periods of poverty and turned their economies into engines of growth, using policies often thrust upon them by advanced nations who now seem unwilling to heed their own recommendations. The book uses case studies to demonstrate how the policy pendulum in emerging economies now swings in the direction of prudence and self-control, and how with similar discipline, the First World may yet recover and create long-term prosperity for all its citizens.
On March 15, Global Economy and Development at Brookings hosted a discussion of Turnaround and whether advanced economies can learn lessons from the emerging world on how to spur economic growth. Henry gave a short presentation on his book, followed by a panel discussion. Panelists included Uri Dadush, director of the International Economics program at the Carnegie Endowment for International Peace, and Brookings Senior Fellow Domenico Lombardi. Lesley Wroughton, senior correspondent for Thomson Reuters, moderated the discussion.
Historic tipping point: advanced nations less economically impt in 2013 than poor/middle-income countries http://t.co/WMd43PnRnz— Peter Henry (@PeterBlairHenry) June 5, 2013
Zeger Degraeve does not hang around. It is little more than a year since the quietly spoken Belgian left Europe for Australia to become dean of Melbourne Business School (MBS), but in that time he has certainly proven his credentials as a decision-making guru.
He has revamped the MBA and executive MBA programmes, increased the faculty of the business school by 20 per cent and resolved the long-standing governance conflict that divided the University of Melbourne and MBS....
Read about the thoughts and opinions of the Dean of the Australian School of Business in the media.
Business school deans have an expansive and complex role—yet many newly minted deans discover that the experiences they acquire while climbing the ranks of academia or industry do not adequately prepare them for their new responsibilities.
In 2012, Deloitte’s University Relations Program interviewed 20 business school deans about their transition experiences and piloted a transition lab to help them frame critical priorities, evaluate their organizations, and develop a strategy to advance their agenda while remaining mindful of their myriad stakeholders. In an attempt to help business school deans effectively transition into their new roles, this paper synthesizes key findings from our interviews, our labs, and related experiences on executive transitions and business school strategy.
It’s no secret that recent crops of college graduates have been more risk averse than some of their predecessors. They’re more likely, for instance, to go for the job they could get rather than the one they want. And who could blame them? The uncertain economy hasn’t given young people much room to explore their passions and try out different ways of working, different ways of being a professional.
At the AACSB ICAM 2013 Conference, Elaine Eisenman, Dean of Babson College, and Kai Peters, Chief Executive of Ashridge Business School, set out some of the main issues in executive education today. Peters described the period as being one of the“most Schumpeterian times for executive education” and business schools in general. The presentation entitled “The Ideal, the Real, and the Deal” first dealt with some of the key misconceptions concerning education...
There is no magic formula for turning somebody into a consummate manager. Good managers are made over time, based on the systematic exercise of good habits and routines, and through the accumulated experience of their sector and their relationships.
To reach the heights of management excellence requires discipline and hard work. It is not achieved simply through the passage of time.
Nevertheless, universities and business schools can help lay the foundations for this process by providing a more integrated and rounded education to current and future managers.
The extreme specialisation developed in universities in the past has been criticised because of its undesirable consequence, namely ‘silo syndrome’, whereby academics deal only with colleagues in their subject and students gain only narrow perspectives on practical and theoretical knowledge.
Universities can combat this by restoring the value of the humanities in the tradition of American liberal arts colleges. Making the humanities a core part of all degrees will cement the learning experience and develop open-minded and well-rounded graduates.
I also believe that good management is not just about implementing good managerial techniques. It is about leading people, understanding collective behaviour and developing a strategic vision.
These managerial skills are genuinely related to the humanities, which is why I support the integration of different management disciplines within the context of the social sciences and the humanities.
Our experience at IE University shows that including humanities courses in management programmes enhances the whole learning experience. We have introduced subjects and sessions dedicated to the humanities in all programmes, from the bachelor in business to the MBA programme and executive education.
Ours is a two-pronged goal. On the one hand we hope to include management studies within the broad spectrum of the social and human sciences, with the aim of highlighting the inter-connectedness of the models, concepts and theories of a range of disciplines, thus leading to a better understanding of the social role of business.
The aim is also to create well-rounded managers – enlightened and cultivated directors who have a working knowledge of the arts and history of their own and other cultures, thus better enabling them to lead multicultural teams.
We believe that studying history enables directors to take better business decisions based on an understanding of the experiences of the past. Similarly, an understanding of the history of art can strengthen students' powers of observation and perception, which in turn enables them to take more reflective or considered decisions, thereby offering a counterbalance to the action-oriented approach of most directors.
In addition to revisiting the role of humanities in management programmes, we need to find new ways of identifying talent that go beyond conventional forms of intelligence.
One of our biggest challenges for the future is to come up with alternative ways of identifying diverse talent, and consequently developing the means to bring out the best in students. This will significantly expand the pool of potential applicants to business schools and other higher education institutions while helping these centres identify the candidates that are right for them.
Moreover, we need to develop new teaching methodologies and approaches to learning that bring out the entrepreneurial and innovation skills of management students, along with their interpersonal and leadership skills.
This is without doubt the next major challenge with regard to teaching in business schools, and in order to meet it we will have to work closely with educationists and psychologists. Such an approach will also have a tremendous impact on our students and on management in general.
First, it will amplify the pool and profile of potential applicants to business school programmes, attracting those entrepreneurial candidates who were previously reluctant to start along or quick to exit the academic path. But second, and most importantly, it will make management programmes become transformational experiences suited to each student's specific form of intelligence.
Opening up the curriculum to the humanities while developing new teaching methods for identifying individual aptitudes presents promising new horizons.
I believe that the changes outlined here are essential not only for the future relevance of business schools, but also for business graduates who look forward to becoming entrepreneurs or to joining the current challenging jobs market.
* Santiago Iñiguez is president at IE University and dean of the IE Business School in Madrid. His last book, The Learning Curve: How business schools are re-inventing education (Palgrave, 2011), explains the changes being undertaken in the sector worldwide. This article is based on a presentation he gave at the “Going Global” conference earlier this month.
In the interview below, we chat with Roger Martin, strategy expert and dean of the Rotman School of Management at the University of Toronto.
We touch on a number of subjects in this interesting interview, including Bill Ackman, innovation, corporate responsibility, executive compensation, and how to pick out great companies. Martin is the coauthor of Playing to Win, a new book focusing on strategy written with former Procter & Gamble CEO A.G. Lafley.
A full transcript follows the video....
Brendan Byrnes: Hi, I'm Brendan Byrnes and I'm joined today by Roger Martin. Roger is the coauthor of Playing to Win, and also the dean of the University of Toronto's Rotman School of Management. Thanks again, it's good to see you.
Roger Martin: It's good to be back.
Get to know your planetary boundaries
Our planet's boundaries are environmental lines such as ozone depletion, ocean acidification and climate change that we cannot safely cross if we want human life to survive on earth
The planetary boundaries concept refers to nine limits to human impact on the life of the planet. When transgressed, these limits will trigger a cascade of ill effects, putting human life and civilization in peril and irreversibly altering the viability of habitats for virtually every species on Earth. By remaining within these limits, life can go forward.
The Stockholm Resilience Group, a group of academics based at Stockholm University, has quantified the levels at which decline in various processes and systems accelerates precipitously and dangerously: these include climate change, biodiversity loss, bio-geochemical change, ocean acidification, conversion of wilderness to cropland, freshwater consumption and ozone depletion...
Alison Kemper teaches management at York University in Toronto, Canada, and has worked with the Michael Lee-Chin Institute for Corporate Citizenship since 2005
Roger Martin is dean of the University of Toronto's Rotman School of Management and is academic director of the school's Michael Lee-Chin Family Institute for Corporate Citizenship. His research work is in integrative thinking, business design, corporate social responsibility and country competitiveness. His most recent book is Fixing the Game.
Does business school cost too much? Is it really worth it?
Ask the dean of the most expensive MBA program in the world and not surprisingly you’ll hear a strong argument for why Stanford is worth every penny of the record $185,054 estimated cost of its two-year, full-time MBA program.
Garth Saloner, dean of Stanford Graduate Business School since September of 2009, argues that MBAs can easily recoup the costs in hefty starting salaries, generous bonuses and a boost in lifetime earnings. But Saloner maintains that not every aspect of an MBA education can be quantified, and the intangibles can amount to a life-changing experience...
Steve Salbu, dean of Georgia Institute of Technology's Scheller College of Business, says he is the only openly gay dean at a top U.S. business school. As a result, he feels a duty to speak out for openness and equality for lesbian, gay, bisexual and transgender students and professionals...
When Princeton professor Anne-Marie Slaughter published an essay in The Atlantic titled, "Why Women Still Can't Have It All," in July 2012 (most popular article of all-time of The Atlantic), she touched a nerve across generations and among both men and women, setting off a renewed public debate on women's progress and work-life balance.
Slaughter recently visited campus as a guest lecturer in the Authors@Wharton series and spoke directly to the people who she says inspired her to write the piece: this generation's students. In an interview for Knowledge@Wharton with Stewart Friedman, Wharton practice professor of management and director of the Wharton Work/Life Integration Project, Slaughter, former director of policy planning for the U.S. State Department, shares what it was like to draw back the curtain on her life as someone perceived to "have it all," and why she passed up the promotion of a lifetime to be with her family. She also suggests how companies can make life better for both women and men, and what society collectively must do to support the next generation.
An edited transcript of the conversation follows...