Ron Adner uses Kodak as an example of disruption in the digital age. "Companies that learn the right lesson from Kodak’s failure — that learn to approach their competitive strategy with a wide lens that captures ecosystem dynamics — will be more likely to respond effectively to this new generation of disruptive challenges. Those that don’t risk suffering Kodak’s fate."
Vijay Govindarajan comments on his new book, Three Box Solution: A Strategy For Leading Innovation. “I have distilled a framework that shows how businesses—and their people—can take concerted action in three time horizons at once: Executing the present core business at peak efficiency (Box 1); avoiding the inhibiting traps of past success (Box 2); and building a future, day by day, through a process of strategic innovation (Box 3).”
Highlights that Tuck was recently ranked by U.S. News & World Report as one of the top 10 business schools whose graduates saw the highest average signing bonuses in 2015.
Sydney Finkelstein discusses how companies need to reevaluate their approach to mentorship—from occasionally checking in, to a consistent presence. Finkelstein says, “Sticking to outdated and potentially limited thinking when it comes to developing talent won’t cut it anymore.”
Quotes Ella Bell Smith about a report that found black women have always been leaders and/or have always aspired to leadership positions. “What it means to be a woman, a feminist, in the black community, is very different from what it means to be a woman in the white community. Rosa Parks is part of my lineage. Because black mothers raise their daughters to understand the shoulders we stand on, we have a different sense of who we are, what we can take on, and what we can survive.”
Professor Vijay Govindarajan (VG) won the prestigious McKinsey Award for the best paper in the Harvard Business Review in 2015. He received the award for his paper, “Engineering Reverse Innovations,” co-authored with MIT Mechanical Engineering Professor Amos Winter. This is the second time VG has received the McKinsey Award.
Mentions the participation of Tuck faculty members this past weekend at an NFL symposium to evaluate the Rooney rule, in an attempt to give women a chance to interview for front office positions—including head coach. “If you think outside the NFL, a lot of major organizations have announced similar efforts to extend something like the Rooney rule. Here’s an opportunity for clubs to adopt this as a best practice, and we are excited about the opportunity to have some more thoughtful dialogue with the clubs,” says Robert Gulliver, the NFL’s chief human resources officer.
Paul Argenti contributes to an article about how the use of Twitter has shifted over the last ten years, allowing ordinary people to find fame and hold on to it in a way that is shaping our culture. "Everybody can be a media company. Anyone can control the flow of information. You can interact with people you otherwise wouldn't have access to."
Paul Argenti comments on how companies that voice support for gay rights tend to look after employees’ rights. “I think it’s kind of a no-brainer. You most likely have a non-discrimination policy in place, why wouldn’t you support it publicly by acting in favor of what most people would agree to anyway?”
Quotes Deirdre O'Donnell on how nine out of 10 Tuck MBAs who want to work in investment banking are eyeing tech teams. "There's a lot of innovation and deal flow in this sector. It's the sexy business right now. But there's a huge logjam."
Cites an article co-authored by Vijay Govindarajan about how hospitals in the U.S. should be able to adopt elements of the high-quality, low-cost healthcare model of Narayana Hrudayalaya—a hospital system in Bengalaru, India.
In U.S. News and World Report’s annual rankings of the best business schools, Tuck jumped up a spot to #8—tying with the Yale School of Management. Tuck is ranked #1 for employment three months post-graduation among the top ten schools, #2 for highest average starting salaries including bonus, and #8 overall in the management category.
Highlights the study, “The Cross-Section of Expected Stock Returns,” co-authored by Kenneth French, "which proposed that along with the market factor of beta, exposure to the risk factors of size and value explain the cross section of expected stock returns."
In an opinion piece, Dean Matthew Slaughter says that the four leading presidential candidates are wrong to say foreign trade hurts America.
Kevin Lane Keller writes, “I’m all about percentages and a balanced approach: mix and match, integrate, innovate and stay relevant, make sure the product experience is the core, understand customer diversity.”
Mentions the paper, “How Firms Respond to Business Cycles: The Role of Firm Age and Firm Size,” co-authored by Teresa Fort, which finds that young companies were disproportionately affected during the 2006-2009 financial crisis, but still remained a positive source of net employment growth.
Cites research by Kenneth French and co-author Eugene Fama on how to evaluate smart-beta ETFs and how investors can incorporate these ETFs into their portfolios. “Their work shows that stocks that possess certain factors—primarily small size and value—tend to beat the market over the long term.”
Highlights the 3-Factor Model of investment returns that was introduced by Kenneth French. "What matters is not just our overall stock/bond split, but also our portfolio's orientation to small vs. large stocks and value vs. growth companies.”
Vijay Govindarajan says, “There is a need for an institutional framework and incentives; without an eco-system, individuals cannot innovate.”
Dean Matthew Slaughter notes, "There is a constellation of policies that raise the likelihood that companies and individuals in the private sector can really be innovative."
Diego Ferro T’93 discusses Argentina's first bond sale since the nation reached a deal to settle a dispute with creditors and look at investment opportunities in Brazil. “The challenges that they are facing are large. The economy is in relatively weak shape in terms of high inflation and serious fiscal deficit,” says Ferro.
Chris Trimble suggests creating small, full-time clinical teams to reform and deliver superior care for specific patient populations.
Cites a study by Kenneth French in discussing “high expectations for pint-sized firms.”
Vijay Govindarajan says the New England Patriots provide a superior example of how to get "Box One" of his "Three Box Solution" framework right by leveraging resources to maximize results.
Tuck is ranked as one of the top 10 business schools in a sneak peek at U.S. News & World Report's 2017 Best Graduate Schools rankings. The actual rankings will be available on March 16.
Eighteen percent of Tuck graduates in 2015 were hired by three consulting firms. “There is strong demand from students and from [consulting firm] recruiters,” says Jonathan Masland.
Peter Fisher discusses the tendency of central bankers to focus on the macroeconomic impact of monetary policy, while lacking sufficient acknowledgment of the likely impact on financial stability, and in turn the resulting deflation they struggle to cure.
Quotes Anant Sundaram in an article about using financial incentives to meet environmental objectives in the corporate world. Sundaram argues that empirical evidence about the subject is very difficult to obtain. "But the fact is that very good, very influential companies are thinking about this," he says.
Highlights Leonard Greenhalgh and the work he has done at Tuck to improve programs for minorities, entrepreneurial women, and Native Americans. “The Tuck School began serving minority entrepreneurs in 1980 to foster economic progress in communities that had faced historical discrimination. Greenhalgh taught in the inaugural class,” Deseret News reports.
Continued coverage on Tuck Executive Education’s new distance learning partnership with EMERITUS Institute of Management. The Singapore-based startup will offer executive education programs at three top business schools—Tuck, MIT, and Columbia—called SPOCs (small private online courses). Currently EMERITUS has nine courses, three from each school, and the topics cover leadership, negotiation, innovation, finance, and marketing.
Highlights Vijay Govindarajan and his "Three Box Solution"—a simple and compelling formula for staying relevant. The Republican party has neglected to utilize Govindarajan’s theory, argues Forbes reporter Stephen Wunker.
Mentions Tuck in an article on the “MBA Aims Achieved” section of the 2015 Financial Times Global MBA Rankings, which asked alumni the extent to which their alma mater fulfilled their goals. Poets and Quants highlights a four percent increase in satisfaction for Tuck alumni from 2001 to 2016.
Dean Matthew Slaughter comments on the latest jobs report. “The one big downside in today’s jobs report was poor wage growth,” he said. “In fact, hourly wages fell a little bit because the work week shrank a little bit. Weekly wages fell by even more and that continues to show that we are creating too few of the high-paying, high-wage growth jobs that we really need.”
Highlights Tuck Executive Education and their approach to global leadership using a consortium method—allowing for an exchange of ideas and insights between individuals from other companies—alongside their renowned professors.
Highlights Tuck Executive Education in an article about the new distance learning partnership between EMERITUS Institute of Management, a Singapore-based startup, and executive education programs at three top business schools—Tuck, MIT and Columbia—called SPOCs (Small private online courses).
Mentions Tuck in an article about more MBA graduates gravitating toward jobs in product management. TripAdvisor Inc. is highlighted as a company that has recently recruited from Tuck and MIT.