Quotes Christopher Sinclair T’73, CEO of Mattel, in an article on challenges that many interim CEOs face. The Wall Street Journal writes, “Mr. Sinclair said his Mattel board experience gave him ‘a sense of things, but you don’t have a really deep understanding’ before becoming the company’s temporary top boss.” Sinclair recalled, “I don’t think there were too many hours of sleep in those first 45 days.’’
Sydney Finkelstein says, "I found that superbosses share a number of key personality traits. They tend to be extremely confident, competitive and imaginative. They also act with integrity and aren't afraid to let their authentic selves shine through."
Cites a report written by Alex Russell T’15, Center for Digital Strategies fellow, released last year on several plausible business applications for virtual reality headsets, including training, computer-aided design in manufacturing, and enterprise communications.
Constance Helfat on the possibility that Twitter's 140 character limit could soon get longer, and the possible reactions of Twitter users. "I remember when Amazon first went beyond books. There was a big hoo-ha among their users. It worked out fine."
Sydney Finkelstein says it may be better for companies to help their talent move on to a different company after five to 10 years. “You are able to capitalize on those relationships over the long-term, and you become known as a talent expert or magnet.”
Quotes Aine Donovan about public shaming online and on social media. "The whole notion of the Internet is speed, and speed often is the enemy of reasoned discourse. There's a worldwide epidemic happening right now of a lack of civility."
Jonathan Masland comments on the increasing number of MBA grads migrating toward sharing economy and fintech industries.
Andrew Palmer T’94, co-founder and CEO of Tamr, says “Sure, I’m getting paid to play with software all day, and I love solving hard computer problems, but what inspires me every day are the young people. I love seeing them do the things no one thought they could do. Many people don’t realize young people are doing a lot of the heavy lifting that makes the world go round.”
An excerpt from How Physicians Can Fix Health Care: One Innovation at a Time by Chris Trimble, on four ways an innovation can improve health care delivery.
Quotes Chris Trimble on new health care innovations being less costly in the U.S. "The thing that makes me most optimistic is how often I'm seeing health systems make big commitments in this direction. If we keep seeing that, the next question is: Will physician innovators step up and do this kind of work? Will leaders support them?"
Tuck was recently ranked ninth in the annual "Ranking of the MBA Rankings" compiled by MBA50. The annual ranking combines the results of all the rankings of the last 12 months by regions of the world.
Quotes Sydney Finkelstein from his newest book Superbosses on what makes a particular CEO a superboss. “They didn’t just build organizations; they spotted, trained, and developed a future generation of leaders. They belong in a category beyond superstars: superbosses.”
Provides a brief introduction to Superbosses, a forthcoming book by Sydney Finkelstein on business personalities who are nurturing a new generation of leaders.
Paul Argenti says, "The pressure is so great among companies to avoid offending individual groups that they end up offending everyone."
Phil DeGisi T’09, head of marketing at CommonBond, paid off his $150k debt from Tuck in just over 5 years.
Highlights Nicole Burns T’17, as one of 10 women to watch in the Class of 2017.
Cites Sydney Finkelstein's remarks on what Jack Dorsey needs to do to be successful as CEO of two companies. "To make something like this work, you have to have a world-class team around you. Effective leaders delegate."
Sydney Finkelstein, the Steven Roth Professor of Management, offers his input for a list of CEOs who made the most egregious errors in 2015.
Article quotes Tom Arnold T'91, head of the Americas real estate group at the Abu Dhabi Investment Authority (ADIA), which has become one of the world's largest property owners.
Tuck is highlighted as one of 10 business schools where students entered with average GMAT scores of at least 715.
Peter Fisher spoke about the affect of the Fed's announcement on markets, the mechanism of the short-term rate hike and what "lift off" really means.
Chris Trimble argues, “Here in the United States, we need to find ways to deliver higher quality care at lower cost. Why wouldn’t we look for inspiration to nations around the world that have struggled with minimal resources for decades.”
Mentions Tuck as one of 10 schools to watch in 2016. The article highlights Dean Matthew Slaughter’s vision for Tuck ‘to prepare wise leaders to better the world’ by increasing students global engagement with programs such as TuckGO.
John Vogel’s focuses on how to make smart philanthropic donations during this holiday season. He recommends looking for the United Way symbol on organization websites and using sites such as the Vermont Community Foundation.
Highlights Tuck as one of the recently ranked top MBA programs in the world by Business Insider where students earn an average base salary of $110,000 or more post-graduation.
Cites a working paper in which Pino Audia analyzed Pentagon press briefings from 2003 to 2006 to see how their content changed when public support of the war shifted.
Tuck is ranked 8th in Business Insider's sixth annual ranking of the world's best business schools. Business Insider examined the 60 perennially top-rated institutions that offer MBA programs and evaluated them based on the most recent data available on five metrics: reputation, average starting salary after graduation, job-placement rate, average GMAT score, and tuition and fees.
Peter Fisher says, "I think we could see the U.S. economy as a whole do okay. But we could see the corporate sector not do so great, because the cycles are out of sync. Margins already had their run. This is one of the problems of the Fed having extended what they've done so long."
Sydney Finkelstein says, "Collaboration and creative exploration were two of the keys to what helped translate the vision of George Lucas into a series of era-defining films, and technologies.”
Quotes Vijay Govindarajan on Mahindra & Mahindra Ltd.’s purchase of Pininfarina, an Italian design house. “Italian design has flair, an element of style that makes these cars so desirable, just for their sheer design. Mahindra has an opportunity to succeed globally with frugal engineering and world-class styling. That could be a game changer.”
An opinion piece by Sydney Finkelstein on the history of George Lucas’ Skywalker Ranch, an epicenter of filmmaking’s digital revolution during the 1980s and 1990s (and today).
Kevin Keller says, "I'd be surprised if they're walking away from the 'good neighbor' tagline—that agent system is their business model and how they operate. But they may rethink how they want to express that."
Quotes Colin Blaydon on the recent $13.9 billion acquisition of Keurig Green Mountain Inc. by JAB Holding Co., a privately-held fund. Blaydon says, “Any take-private transaction has to be seen as a strong valuation or it will be vulnerable to shareholder lawsuits, or even be in danger of not attracting sufficient current shareholder support to complete the transaction.”
Cites an article in Barron's quoting Jonathan Lewellen on purchasing value stocks when the US Fed is expected to raise interest rates. Lewellen stated, "The short answer is that value stocks seem to outperform growth stocks during periods when the federal-funds rate is increasing, mostly because growth stocks do relatively poorly."
Cites Forbes’ most satisfied business school graduates survey that ranks Tuck second noting that over 70% of alumni contributed to the school’s annual fund. Poets and Quants highlights that Tuck is the only program besides Darden to rank in the top five in all three satisfaction measurements.
Dean Matthew Slaughter weighs in on the lockout struggle Allegheny Technologies employees from the United Steelworkers workers’ union are engaged in over benefits and healthcare. Slaughter says, “The example of Allegheny technologies is very representative of how these global companies connected to the world through international trade investment really are the canaries in the coal mine for the competitive pressures and the creative destruction that globalization creates.”