“The class comes to Hanover after working for 256 different employers over the past year, with experiences ranging from managing sales for Google to leading platoons in Afghanistan,” writes Poets & Quants in a feature story highlighting twelve students from the Class of 2019.
An article about GE’s recent struggles quotes Vijay Govindarajan. With shares sliding 37 percent in 2017, many have expressed concern about the company’s ultimate future, but Govindarajan maintains the outlook isn’t entirely bleak.
Quotes Dean Matthew Slaughter in a piece about the recently proposed tax code reform, which would cut the corporate tax rate. One of the arguments for the cut is that companies will invest their increased profits to create better paying jobs, but Slaughter says the reality isn’t that simple.
Quotes Paul Argenti in an article about the affect Saudi Prince Alwaleed bin Talal’s recent arrest could have on Four Seasons Hotels Inc., of which Alwaleed is a part owner. Argenti says the Four Seasons brand is strong enough to weather the controversy.
Daniel Feiler discusses his recent study exploring the intersection of uncertainty, choice, and expectation. Feiler says understanding your implicit bias regarding the choices you make doesn’t mean you should avoid choosing the best possible alternative, but merely manage your expectations.
Profiles five students from the Class of 2019: Aimee Dennett, Christopher Ramos, Oinatz Uribe, Sam Bristol, and Seval Harac. The students were asked a variety of questions including why they chose Tuck, the highlight so far from their first year, and what they’re looking forward to.
Sydney Finkelstein argues that companies should hire in groups rather than a single person at a time. “By hiring preformed teams, companies can welcome in several individuals at once who already are part of a different kind of team culture,” he writes.
Quotes Paul Argenti in an article about the difficulties of messaging after tragic events, a situation Las Vegas finds itself in following the mass shooting on October 1. Argenti says organizations need to carefully consider messaging or risk consequential mistakes.
Quotes T’18s Bianca Goins, Jodine Gordon, and Sadé Lawrence about the benefits diversity conferences offer MBA students. Gordon says one of the advantages is the opportunity to get a glimpse of company culture.
Ella Bell Smith discusses the lack of women in high-level executive positions and how women of color, particularly African-American women, are impacted and what can be done to change the trend.
Explains the term “reverse innovation” coined by Vijay Govindarajan. Reverse innovation refers to the growing practice of businesses designing products for emerging economies and then adapting them for developed economies, as opposed to focusing on the developed markets first.
Quotes Sydney Finkelstein in an article about what millennial workers value in a workplace. Finkelstein says businesses need to realize that being a stepping stone isn’t a bad thing.
An article about Amazon's rise in popularity among MBAs quotes Abe Levy T’18. An intern at Amazon this summer, Levy is considering a return to the company upon graduation, mentioning the work-life balance of his Amazon co-workers.
Daniel Feiler discusses his forthcoming paper exploring how choice affects expectations. Feiler says people have a tendency to be overly optimistic about the choices they make and that being more realistic could lead to greater satisfaction.
Sydney Finkelstein shares his thoughts on how companies can better retain millennial workers. The key, he writes, is not to focus on retention, but the intensity of on-the-job learning and growth.
Quotes B. Espen Eckbo in an article about the forthcoming overhaul of Norway’s sovereign wealth fund. Eckbo says there is an argument to be made for removing the fund’s management company from the purview of the Norwegian central bank.
An article about how to avoid the trappings of conventional wisdom quotes Dean Matthew Slaughter. In order to find unconventional solutions to problems, Slaughter advises business leaders to schedule regular reflection time into their calendars.
Luke Anthony Peña, executive director of admissions and financial aid, discusses what separates Tuck from other top business schools. “We take a position on the kind of leadership our graduates will practice,” he says. “We believe in confident humility, empathy, and judgement as core aptitudes of wise leadership. Everything happening at the Tuck School embodies that mission.”
An article about the response Netflix received for a recent cease-and-desist letter it sent quotes Kevin Lane Keller, E.B. Osborn Professor of Marketing. Keller says brand-building can happen anywhere, and that’s how companies should approach everything they do.
Quotes Sydney Finkelstein, who says one of the core characteristics of strong leaders is to be morally grounded. “All leaders set an example for others to follow, and first must be a strong and meaningful moral compass.”
Cites research by Kenneth French that found shares in companies with low capital investment returned six times as much as those with high capital investment since 1963.
Features Dr. Gilbert Welch, adjunct professor of business administration. Welch studies cancer patterns and trends and has found that expansive early detection screenings can lead to unnecessary treatment.
A story about the government halting the potential sale of a U.S. semiconductor firm to Chinese venture capitalists, citing national security concerns, features Dean Matthew Slaughter. Slaughter says the concerns are valid as information technology permeates more industries.
Professor of corporate communication Paul Argenti shares his ideas on how to re-frame email and make it a tool that works for us, instead of a nuisance that dominates our time.
T’19s Orlando Gómez, Darryn Lee and Katie Donovan are mentioned in a teaser of Poets & Quants' forthcoming “meet the class” series.
In an article about companies with the most dissatisfied customers, Praveen Kopalle says cable and satellite television providers often fail to satisfy because the quality of service is not on par with what customers are paying.
Sydney Finkelstein writes that companies must craft compelling mission statements, but avoid grandiose claims they can’t back up, for risk of alienating millennials.
Eesha Sharma explains that one important factor shaping people’s decisions to incur debt is borrowing context, which often falls into two categories: “How to pay” decisions and “Whether to buy” decisions.
“Expats have an important advantage in that they are not burdened by the past; they can come up with unique solutions,” says Vijay Govindarajan in an article about leadership changes at Infosys.
"This type of turmoil creates uncertainty, and investors hate uncertainty," Sydney Finkelstein says of the challenges facing Uber. "This is also why venture capitalists are leading the battles here to figure out what to do and are pitted against each other because they know this thing could unravel."
Vijay Govindarajan talks about President Trump’s recent clash with top CEOs. “American CEOs did the right thing by standing up against hatred, bigotry and racism,” he says.
Kevin Keller opines on Hyatt Hotel’s latest advertisement which celebrates the chain’s history of inclusion. Keller says more brands are likely to push messages of unity in the coming months.
Sydney Finkelstein says business leaders must weigh the risks of denouncing Trump or steering clear of controversy. "You can't just sit on the sidelines if you are a leader. That is an abdication of your responsibility."
Quotes T’18s Stephiney Foley and Alen Amini regarding the upcoming Tesla case competition at Tuck. “Tesla is one of the most innovative and disruptive companies out there. We have already seen tremendous interest from the universities we have reached out to participate,” says Foley.
Paul Argenti talks with NPR about CEOs that removed themselves from President Trump’s business council following the events in Charlottesville. Argenti explains that millennials are concerned about ethics and responsibility in ways previous generations haven’t been, and that CEOs need to heed that fact.
Sydney Finkelstein pinpoints where former Google software engineer James Damore went wrong. “Was taking Google to task in the way Damore did ultimately a productive act? Did the memo recognize that successful managers look to widen talent pools, not restrict them? Did it appreciate that competitive advantage depends on people more than anything else? The answer, I would suggest, is a clear ‘no,” writes Finkelstein.