By Andrea Estey
A scholar-athlete leaves a fresh trail of sprinting records
Excerpts from BU Today:
R. J. Page explodes out of the starting blocks, his muscular arms pumping the air, straining for every inch of gain. It takes him 10.52 seconds to cover the 100-meter dash, but for the sprinter who’s been twice named Most Outstanding Track Performer at the America East Outdoor Championships and once at the Indoor Championships, it seems like a very long 10.52 seconds.
“People always say the 100 or 200 is so short, but for those of us running, it’s really not,” says Page (CAS’13, SMG’13). “It’s even tougher for us sprinters because the technical aspect is a lot more important than the 800 or the mile. I’m thinking constantly about holding my form, no matter how tired I get, and racing as strong as I can.”
Page has set several BU track and field team records: he holds the best time in the 200-meter dash (21.21) and shares with teammates the record for the 4×400 meter relay (3:08.41) and the 4×200 meter relay (1:24.24), among others. The speed, he says, begins with a mental effort to get in the zone.
Page’s impressive performance is not limited to what his legs can do. He is graduating with a double major, in economics and business administration and management, and has a GPA of 3.49.
“I’ve been challenged here like I’ve never been challenged before,” he says. “Everyone here is smart, and they bring a lot to the table, working with them, studying with them, so I’ve learned a lot from everything the University has to offer.”
Boston University School of Management Named 7th in Finance Among Undergraduate Schools by Businessweek
Rank advances from 23rd last year
Boston University School of Management placed 7th in the 2013 Bloomberg Businessweek “Best Undergraduate Business Schools for Finance” ranking, an advancement of 16 spots from last year.
The ranking is based 100% on student response to a Bloomberg Businessweek survey of seniors at universities across the country focused on curriculum, content, and student experience. The survey was conducted as part of the 2013 “Best Undergraduate Business Schools” ranking. Finance is the first specialty ranking to be released, with more to be released in the coming weeks.
This ranking further demonstrates the exceptional level of satisfaction students have for their experiences at the School, particularly within finance course offerings and career preparation. The ranking comes after the School recently placed 18th in the country for overall student satisfaction, the highest ever placement for the School, and the School’s overall ranking of 23rd, the second highest in the School’s history.
Tells students: “Don’t take the first job that comes along”
Excerpts from BU Today:
David Barger, JetBlue president and CEO, liberally mixed humor and candor throughout an hour-long discussion last week at the School of Management about JetBlue’s success in an airline industry replete with bankruptcy, mergers, and acquisitions.
Barger was greeted by a standing-room-only crowd for the SMG Dean’s Speaker Series, where he and Kenneth Freeman, SMG’s Allen Questrom Professor and Dean, discussed Barger’s career path, his leadership style, and the future of airlines. Students were invited to ask questions during the second half of the session, and two lucky participants earned a pair of free tickets.
In a nod to the packed room, Freeman remarked, “We have full capacity utilization, which is great in the airline industry.”
Barger, who helped found JetBlue 14 years ago, was the latest guest in the speaker series, which has brought to campus industry stars like Adam Bryant, New York Times senior editor for features, Ed Weiss, general counsel of the Boston Red Sox and Fenway Sports Group, and Dannon CEO Gustavo Valle.
The open secret to JetBlue’s success isn’t strong financials or having the best seats or airfares—although the company has them, Barger said. “At the end of the day, that can all be replicated,” he said. “It does come down to the human equation. It’s our frontline crew members who are making the difference.”
When Freeman opened the discussion to students, some wanted to know about the industry’s future (expect better in-flight entertainment, faster check-in, and satellite-based cockpit navigation), his day-to-day life (“Do you want people to leave the room now?”), and his most beneficial college experience (his political science courses at the University of Michigan).
But on the tip of everyone’s tongue was: what advice does Barger have for job seekers?
“Don’t take the first thing that comes along,” he said. “Look for places that stretch you, if you want to be stretched. Make sure that they stretch you.”
Photos by Kalman Zabarsky via BU Today
Fifteen teams competed in first-of-its-kind event hosted by SMG
A team of MBA students from The Fuqua School of Business at Duke University won first place in the Grand Business Challenge in Digital Health, sponsored by Merck and hosted by Boston University School of Management on March 21-23, 2013. The event was also sponsored by Microsoft and the MS·MBA Association.
Formerly the International Technology Strategy Case Competition, the two-day event challenged teams of MBA students from the world’s leading business schools to offer their ideas on how Merck could leverage information technology to transform global healthcare and create value for the world. Unlike a traditional case competition, the Grand Business Challenge allowed for networking and cross-team collaboration, utilized a live case, and allowed each team to focus on one of four tracks of digital health: individual, interconnected, information, and international.
On the first day of the event, each team presented their ideas on challenges in one of the four tracks of digital health. A panel of industry judges selected a winning team from each track to compete in the final round of the Grand Business Challenge the following day.
The Fuqua School of Business (pictured above) was awarded first place for their MercKIT solution, a mobile, cloud-based health clinic kit equipped for front line diagnosis and the treatment of infectious diseases. The team also won the Audience Choice Prize.
The second place team from the University of Southern California, Marshall School of Business, developed a patient-centered mobile phone platform, customizable by country and culture, to engage patients in their health and bolster growth in emerging economies.
Boston University School of Management placed third for their concept, the Adhero platform. Using existing digestible sensor technology embedded on pills, the platform would collect data on medication adherence, provide rewards or reminders to patients, and send data back to providers. Fourth place team University of Calgary Haskayne School of Business proposed an online portal that would facilitate information and a sense of community between customers, payers, producers, and providers.
Teams also had the opportunity to win grants from Microsoft BizSpark to further develop their ideas on digital health. The Microsoft BizSpark Challenge winners were teams from IPADE Business School – Mexico, Neeley School of Business, Anderson School of Management, Tepper School of Business, and a team with members from Joseph M. Katz Graduate School of Business and Kenan-Flagler Business School.
The fifteen participating teams were:
- Boston University School of Management
- Carnegie Mellon University Tepper School of Business
- Cornell University Samuel Curtis Johnson Graduate School of Management
- Duke University – The Fuqua School of Business
- El Instituto Panamericano de Alta Dirección de Empresa (IPADE Business School – Mexico)
- Hong Kong University of Science and Technology Business School
- Indian School of Business
- Seoul National University Business School
- Texas Christian University Neeley School of Business
- University of Arizona Eller College of Management
- University of Calgary Haskayne School of Business
- University of California, Los Angeles (UCLA) Anderson School of Management
- University of North Carolina Kenan-Flagler Business School
- University of Pittsburgh Joseph M. Katz Graduate School of Business
- University of Southern California Marshall School of Business
Gift brings alum’s Campaign donations to BU to $10 million
Excerpts from BU Today:
Growing up during the turmoil of World War II, Frederick Pardee began dreaming of peace among nations and a better human condition. The School of Management nurtured his vision; he studied Lewis Mumford, the famous historian of technology and cities, who Pardee says inspired him as “a dreamer of the future.” After graduating in 1954 and a stint in the Air Force, he took a $7,500-a-year economist’s job at the nonprofit RAND Corporation, where the number crunching he learned at BU served him well as he analyzed social, political, and economic problems.
He segued into a lucrative career running an apartment building management firm in Los Angeles. But Pardee (SMG’54, GSM’54, Hon.’06) never forgot the past, and he was captivated by the possibilities of the future, which explains in part why he gave money to establish the University’s Frederick S. Pardee Center for the Study of the Longer-Range Future in 2000. Now, as part of the Campaign for Boston University, the University’s first comprehensive fundraising campaign, he has given another $7 million to support the center’s work and global education at BU, boosting his total donations to the Campaign to $10 million.
“I was very appreciative of the fact that BU provided me with a scholarship,” Pardee says. “My time at BU would have been much more difficult had I had to work between classes.” The Pardee Center fulfills his aspirations for his legacy, he adds, because “global human progress is what I’m interested in.”
The most recent gift brings Pardee’s lifetime contributions to the University to almost $20 million, says Glenn Vivian, director of planned giving at Development and Alumni Relations. “That puts him on a list of some of our strongest supporters.”
Pardee, a native of Bolton, Mass., brought a rigorous work ethic with him to BU, where he studied summers and carried extra courses to earn a bachelor’s and a master’s degree at the same time. He has been similarly generous to RAND, donating money for an analogue to the Pardee Center and for RAND’s graduate school in public policy—which was renamed the Frederick S. Pardee RAND Graduate School.
Boston University School of Management Named a Top 25 Undergraduate Program in Bloomberg Businessweek Ranking
Recruiter Survey Rank Advances to 20th
March 22, 2013 – Boston University School of Management placed 23rd overall in the 2013 Bloomberg Businessweek ranking of United States undergraduate programs. The School placed among the top 25 programs in 4 of the 5 ranking categories, and experienced several strong gains.
The School’s Student Satisfaction ranking rose 8 spots to 18th overall, while students continue to be highly sought after by employers, represented by an advance of 9 spots to 20th overall in the Recruiter Survey rank. Both are the highest placements in these categories the School has ever received.
The Bloomberg Businessweek ranking is based on the following elements: Student Survey Results (30%); Recruiter Survey Feedback (20%); Academic Quality Measures (30%); MBA Feeder Rank (10%); and Starting Salary (10%).
This strong ranking reflects continuing gains in the external recognition of the quality of the School of Management’s undergraduate program and its graduates, and increased student satisfaction.
Dean joins exclusive group of thought leaders tapped for in-depth online discussions
The Wall Street Journal recently launched an online portal called The Experts, an “exclusive group of industry and thought leaders who will engage in in-depth online discussions” through video chats and short online posts in response to timely questions.
Fellow featured thought leaders include Siemens CEO Eric Spiegel, Professor Rosabeth Moss Kanter of Harvard Business School, and Bernard Yeung, Dean of the National University of Singapore Business School.
Dean Freeman recently responded to the question, “What do you see as the most important thing leaders can do to spur innovation at their institutions?”
Leaders need to make it acceptable for employees to challenge the status quo in their companies. We very often become so committed to sustaining our current book of business that we consider activities that are not directly linked to it to be a distraction. Create skunk works to enable creativity and new ideas. Provide seed funding and protection for those that think unconventionally. Reward failure and learn from it.
Dean Freeman also weighed in on the query, “Do you think companies spend too much money hiring ‘superstar’ CEOS from outside their ranks?”
The issue isn’t about cost, it is about capability. The board’s primary role is selection and evaluation of the CEO. Each company situation and each CEO is different. Providing a one-size-fits-all solution as suggested by the study makes no practical sense. Lack of talent is a common complaint in virtually every company. Every board should ensure that a strong pipeline of internal candidates for CEO succession is in place, and at the same time consider external candidates when it is time to put a new CEO in the role. Select the candidate with the best collection of skills to perform the role, keeping in mind that we know much more about the leadership characteristics of internal candidates than those coming in from the outside, even those that are viewed as “rock stars.” Pay competitively in every instance, keeping a singular focus on the CEO that has the highest probability of successfully creating long-term value. The performance of the leader selected is what will count most–setting the strategy, creating the culture and achieving exceptional results–not whether they came from inside or outside the company.
John Ryan, President of the Center for Creative Leadership
Watch Ken Freeman, Allen Questrom Professor and Dean at Boston University School of Management, as he interviews and explores vital issues in leadership with John Ryan, President of the Center for Creative Leadership, former Chancellor of the State University of New York, former Superintendent (President) of the US Naval Academy, and US Navy Vice Admiral (retired).
Controversy surrounds Best Buy’s and Yahoo’s decisions to abolish working at home
Excerpts from BU Today:
Last week, Best Buy became the second Fortune 500 Company to announce recently that employees would no longer be allowed to work from home.
Best Buy’s decision came on the heels of an announcement by Yahoo CEO Marissa Mayer that employees of the struggling internet company could no longer work remotely.
Yahoo—and now Best Buy—are bucking the corporate trend toward more workplace flexibility. A recent Census Bureau report found that 13 million people, or 9.4 percent of U.S. employees, worked at home at least one day per week in 2010, compared with 9.2 million people, or 7 percent of workers, in 1997.
BU Today spoke with Kathy Kram, Richard C. Shipley Professor in Management and a School of Management professor of organizational behavior, about the potential benefits and negative consequences of a work-from-home ban for a company like Yahoo and its employees.
BU Today: First Yahoo and now Best Buy have generated enormous controversy over their decision to no longer allow employees to work from home. Do you think other CEOs will follow?
Kram: It sounded like an unusual move, and the reactions to it, although it’s early, have been mixed. I think other CEOs will wait to see what the impact and unintended consequences are of such a policy.
What are some of the negative effects Yahoo might face by requiring all employees to work on site?
My prediction is it could have a negative effect on retention, hiring, and morale. I don’t know if the new policy would have enough benefits in terms of fostering innovation to outweigh those costs.
Younger people are much more inclined to want an integrated life, where being at the workplace doesn’t dominate their existence, and so the option to work at home is highly valued. The most negative effects would be in the early stages of people’s careers, when they are having families. Potential hires might see Yahoo as a less desirable employer.