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.
Hans Brechbühl responds to survey findings of business and IT leaders that digitize physical products. Fewer than a quarter of respondents cited managing and securing customer data as a major challenge. Brechbühl says that could mean that companies don’t understand how big the issue is. “Who owns the data, and who has the right to do something with it—these are issues to resolve in addition to worrying about securing it.”
Monique Alves T’17 and Emma He T’17 are featured on Poets & Quants “100 MBAs to Watch," a list originated from "Best & Brightest" nominations. Alves says that her favorite part about business school was learning about her classmates outside of the classroom over hockey games, small group dinners or while traveling. Emma He notes that her favorite course the was her Onsite Global Consulting project. "It gave me the opportunity to distill and contextualize all leadership lessons learnt in the classroom," she explains.
Leadership lessons from Gail Goodman T'87, a small business advocate, one of which is to "keep innovating." Goodman explains, "It actually starts with making sure everyone knows they're paid to think and to innovate. It all starts with an attitude: what else cool can we do?"
Cites comments by Kenneth French made during a recent Freakonomics podcast about Main Street investors losing money by purchasing actively managed funds. "The notion that we can all get rich by trading actively just doesn’t make any sense whatsoever," says French.
Quotes Paul Argenti in an article about Monsanto’s efforts to marshal scientists in defense of its product and combat research at odds with its own. “The unfortunate reality is that if you are sponsoring research, you are immediately creating credibility problems,” Argenti says.
Eesha Sharma discusses FOMO and borrowing to fund experiences, a focus of her recent research. "What’s really interesting is what kind of psychological process is contributing to this effect," says Sharma. "As you begin to think about an experience more and more, you think about the time, the place. The experience gets conceptualized by these contextual factors that make it really challenging to say, 'I can let go. I can pass this up.”
John Fyfe Marshall T’92 argues for business leaders to remain curious. "To thrive in a time of change, the curiosity trait is moving from anomaly to necessity. Leaders will need to shift their perspective and understand that the fundamental — in fact, the only — role of every business is not as a process to be managed or a product to be produced, but rather as a ceaseless problem-solving machine. For leaders with relentless curiosity, the opportunities are boundless," writes Marshall.
Kenneth French discusses stock picking and the revolution in low-cost index investing. “The notion that we can all get rich by trading actively just doesn’t make any sense whatsoever. Every time somebody wins, somebody loses even more,” French says. He agrees that the growing appetite for index funds does seem to have picked up speed.
Mentions Tuck in article about recruiter rankings of business schools, based on U.S. News & World Report’s annual survey. Recruiters rank schools on a simple 1 (marginal) to 5 (outstanding) scale. Tuck is among the top schools with a 2018 recruiter assessment score of 4.2.
The "Fama-French Three-Factor Model" created by Kenneth French is referenced in an article about a new computer program that predicts which “Game of Thrones” characters will die. “Naturally, as all stock-market investors know, computer models are limited in their ability to understand an irrational world. Indeed the most widely followed ‘model’ for predicting stock-market returns, built by Eugene Fama and Kenneth French, is constantly being revised,” writes MarketWatch.