Publication Sales Agreement 40015801Publication Sales Agreement 40015801

EverydayHeroesJacques Ménard is one of several Ivey alumniwho have received the Order of Canada. Page 26

Ivey in Asia: Five years later Page 16

F E AT U R E S16 Ivey in Asia: Five years laterIn September 1998, the Cheng YuTung Management Institute, Ivey’spermanent Hong Kong campus,opened with great fanfare. Today,the School’s Asian initiative is wellestablished and we’re getting readyto launch an innovative MBA pro-gram. Join us for a look back andforward, and meet four Ivey alumniwho are thriving in Asia.

26 Honoring Canada’s BestThe Order of Canada medallion isshaped like a snowflake to reflect

the uniqueness ofeach recipient ofCanada’s highestaward. Jacques

Ménard, GordonOsbaldeston and JonGrant are among

the unique Iveypeople who havereceived theirbadge of honor.

Editor in Chief Glenn Yonemitsu, MBA ’89 Editorial Board Bob Beauregard, MBA ’62, alumnus, StephanieBrooks, HBA ’93, Executive Development, Angela Chapman, Exec’00, Advancement, Michael Needham, MBA ’68, Advisory Board,Ed Pearce, Marketing and Communications, Rob Way, Marketingand Communications, David Weiner, MBA ’85, IAA Board, GlennYonemitsu, MBA ’89, Advancement.Managing Editor Pat Morden Design/Production Karin CullitonProduction Co-ordinator Eva Takacs Contributing Writers Pat Morden, Max Morden, Alykhan Alidina, Asheefa Sarangi, and Terri GartonResearch Peter McKinley

intouch is published by the Department of Advancement atthe Richard Ivey School of Business,The University of WesternOntario, London, Ontario, Canada, N6A 3K7.

@intouch is a regular e-newsletter that provides updates on the School between issues of the magazine. Seewww.ivey.uwo.ca/intouchintouch welcomes input from all alumni for letters to the editor, articles or ideas on themes. Please send all addresschanges to Advancement, Richard Ivey School of Business, TheUniversity of Western Ontario, London, ON, Canada N6A 3K7,via e-mail to alumni@ivey.uwo.ca or over the World Wide Web at www.ivey.uwo.ca/alumni. Copyright 2003 – Richard IveySchool of Business. Reproduction in whole or in part withoutpermission is prohibited.Cover Photo Spyros BourboulisAdvertising Sales Eva Takacs, Ivey Advancement (519) 661-4145

32 Expanding the Boundariesof Knowledge Thanks to Corus Entertainment and ShawCommunications, Ivey has been able to enhance two areas ofresearch – women in management,and family businesses.

34 Close to the Heart Does Rick Robertson’s blood run green? It seems possible. The three-timeIvey grad is Director and a passion-ate supporter of the unique IveyHBA program.

D E PA RTM E N TS4 Doing Business Catch up onwhat’s happening around Ivey,including an overhaul of the MBA

curriculum, a new continental sec-tion of the Executive MBA and more.

9 Alumni News and EventsWine tasting in California, a high-powered conference in London,young alumni in Toronto – are youmissing something?

37 Notes from Near and FarWhere are they now? Doing amazing things in locations acrossNorth America and around theworld. Catch up on all the latestfrom your classmates.

48 Alumni Speak From Dubai,a refreshing perspective on war,tolerance and hope.

INSIDEINTOUCHF A L L 2 0 0 3

34RICK ROBERTSON,

HBA ’75, MBA’84, PHD ’87

4

Doing BusinessThe School in the World

learning methodology. “This is an op-portunity for executives outside On-tario to participate in the Ivey experi-ence,” says Professor Paul Bishop,MBA ’64, Director of Ivey’s EMBA pro-gram. “In a compressed period, it of-fers the same content, the same in-tensity and the same number ofcontact hours as the other sections.”

It’s expected that many membersof the class will fly in from westernCanada and else-where in NorthAmerica, travel-ing Wednesdaya ft e r n o o n a n dreturning homeSunday night, int i m e f o r w o r kt h e n e x t d a y.B i s h o p h a s a l -ready receivedenthusiastic sup-por t from Iveyalumni in Alber-ta. “Based on their own experiencesat Ivey, they are very positive aboutthe School, and they’ve given us somevery good ideas.”

The modular residential programoffers unique benefits, Bishop be-lieves. “The major learning for peo-ple with this level of experience isfrom one another,” he says, “andthey have to be in a classroom to-gether to do that.” Ivey Spencer Con-ference Centre is the ideal facility –comfortable, efficient and purpose-built for executive learning. Be-tween sessions, members of the

Ivey launches Executive MBA Continental sectionPUT 40 SEASONED SENIOR MANAGERS INa room together with a top professorfor four days and what do you get?Lively discussion, shared experiences,new ideas, and lots of learning.

That’s the concept behind Ivey’snew Continental Executive MBA. InMarch 2004, students from acrossNorth America will begin meetingonce a month for four consecutivedays from Thursday to Sunday at theIvey Spencer Conference Centre inL o n d o n . T h e y w i l l g r a d u a t e 1 6months later, at the same time asstudents in the Mississauga anddowntown Toronto sections of theIvey Executive MBA.

The Continental section will becomparable to the other sections inevery way. Like them, courses will bedelivered by full-time faculty, usingthe same face-to-face, case-based

class will stay in touch with one an-other and with faculty members us-ing state-of-the-art software.

The four-day modules will helpstudents fit the program into busyexecutive and family schedules,while allowing them to immersethemselves in learning during theirtime at Spencer. Another plus is thatstudents will be geographically di-verse, bringing a truly continental

perspective toclassroom dis-cussions.

For Ivey, then e w s e c t i o nmeans access toa pool of highquality studentsthat would oth-erwise be out ofre a c h . Fo r t h es t u d e n t s , i tmeans access tot h e Ex e c u t i v e

MBA ranked tops in Canada and 11thin the world by the Financial Times ofLondon. Says Bishop: “Ivey has of-fered MBA and executive learningprograms for more than 50 years. It’swhat we do best.”

Don Johnson receives Purple and White awardDONALD K. JOHNSON MBA ’63 WASnamed a recipient of the 2003 UWOPurple and White Award this spring,in recognition of his philanthropicinterest in the University and vol-unteer contributions to the commu-nity. Johnson, Vice Chairman ofBMO Nesbitt Burns, has been aleading advocate of personal andcorporate philanthropy.

Among his many contributions tothe Ivey Business School, Johnson re-cently made a $1.3 million gift to reno-vate the Ivey Spencer Conference Cen-tre, home to Ivey’s innovative ExecutiveDevelopment Programs. In recognitionof the gift, the north wing of the build-ing has been named the “Donald K.Johnson Executive Wing.”

Johnson has also taken his mes-sage of philanthropy to the federal

NEW JOINT HBA AND KINESIOLOGY PROGRAMThanks to a new concurrent program in kinesiology, Ivey students can nowobtain an HBA degree with a focus on sport management.

The new program joins a number of existing concurrent degree pro-grams in which an Ivey HBA can be combined with a degree in Engineer-ing, Law, Medical Sciences and Media, Information and Technoculture.

HBA Director Rick Robertson is looking to develop more concurrent programsdown the road. “These offerings will draw students who are committed to a par-ticular area of study but also have a strong interest in business,” he says. “It’s anapproach that’s both attractive to students and attractive to employers.”

IVEY SPENCER CONFERENCE CENTRE

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I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

Students partner withSalvation Army in IveyClient Field ProjectWHEN EMA ZHAO, MBA ’03, CAME TOLondon, Ontario as an international stu-dent, she did not expect to be visitingshelters and talking to the homeless.

As part of the Ivey Client Field Project,she and four other international studentsprepared a report for the Salvation Armythat concluded that homelessness in Lon-don is a growing problem and one thathas a major economic impact on the city.

The report showed a strong correla-tion between homelessness and healthconditions, mental illness,the correctional justicesystem, and tourism andrecreation. The studentsalso argued that the busi-ness community has a so-cial and economic respon-sibility to get involved.The Salvation Army plansto use the research togain support in address-ing the issue in London.

Zhao and her team,Mary Ma, Richard Chen,

government, convincing it that achange in the tax laws would helpcharities raise more money. Thanksto his vigorous lobbying efforts, the

government has dropped the capi-tal gains tax on gifts of securitiesby one-half.

Johnson provided leadership inthe School’s successful $75 millioncampaign, and serves on the School’sAdvisory Board as Chair of the De-velopment Committee. He is alsoChair of the Council for Business andthe Arts in Canada and sits on theBoard of the Toronto General andWestern Hospital Foundation.

NEW MBA CURRICULUM INTRODUCED

of eight 7-week terms,grouped into themes thatmirror the business deci-sion-making process. Thefirst two terms focus onhoning people and quantita-tive skills. Then it’s on to

formulating strategy and under-standing basic business process-es. In terms five and six, the per-spective is international and thefocus is on implementation.Terms seven and eight add depthand focus by offering a wide ar-ray of electives. At key pointsthroughout the program, thereare integrative events and activi-ties designed to make all thepieces fit together. “At everystage of the program, students

not only learn the subject mat-ter, but also know why they arelearning it, how it integrateswith other aspects of the pro-gram, and how to apply it tobusiness decision-making,” saysDeutscher, a member of the Cur-riculum Review Committee.

Although much has changed,Deutscher says the heart of theprogram remains constant.Learning continues to revolvearound real-world business casesand takes place in small learningteams and lively classroom ses-sions. “We have remained true toour strengths,” Deutscher says,“developing collaborative leadersand sharp decision-makers whounderstand the real world.”

“Curriculum review occurson a continuous basis atIvey, but once every decadeor so, we ask ourselves afundamental question:‘Would this be the MBA pro-gram we would design if wewere starting from scratch?’”

That’s how Professor TerryDeutscher describes the motiva-tion behind a major curriculumoverhaul that is currently beingimplemented. With input fromalumni, recruiters, students andfaculty members, the programhas been updated and restruc-tured to reflect the new reali-ties and needs of today’s busi-ness world.

The revised program consists

Steven Zhou and Weiyuan Xu, all MBA’03 grads, found it a very valuable experi-ence to take the skills they learned at Iveyfrom the classroom to the community.“The people we talked to were very re-ceptive and responsive,”says Zhao, who isnow working in investor and public rela-tions with Citigate Dewe Rogerson in Bei-jing. “As international students, we wereglad to be a voice in the community.”

The Ivey Client Field Project is thelargest and longest-running programof its kind in Canada, helping to assistcompanies and provide students withan exceptional learning experience.

DON JOHNSONRECEIVES PURPLEAND WHITEAWARD FROMUWO PRESIDENTPAUL DAVENPORT

IVEY CLIENT FIELDPROJECT TEAM THANKEDBY SALVATION ARMY

6

Doing Business

Larry Tapp addressesThe Empire Club ofCanadaIN A SPEECH TO THE EMPIRE CLUB OFCanada in Toronto on May 29, formerIvey Dean Larry Tapp warned aboutthe crisis brewing in how Canadian

b u s i n e s sschools arefunded andg o v e r n e d .“To thrive ore v e n j u s ts u r v i v ea m i d t h ec h a n g i n gco n d i t i o n sin which ourb u s i n e s s

schools in Canada operate requiresthat they be continuously alignedwith the changing needs of the con-stituencies that they serve: their stu-dents, alumni and employers of theirgraduates,” he stated.

Tapp focused on four key issuesfacing Canadian business schools:the needs to focus our financial re-sources on centres of excellence, tochange the place of professionalschools within the university envi-ronment, to build stronger links tothe corporate community, and to de-velop our own definition of successand measure ourselves against it.

Under Tapp’s leadership Ivey ex-panded into Asia, gained interna-tional stature, and led the way inthe deregulation of Canadian busi-ness schools. He retired at the endof June.

Natalie MacLean raises a glass to finewine writing

IVEY GRADS HAVEwon many aw-ards for produc-ing fine wine,b u t N a t a l i eMacLean, MBA’ 9 2 , i s n o wwinning themf o r w r i t i n gabout it . Al -

ready the recipient of a number ofprestigious awards for drink writingand journalism, her e-newsletter NatDecants was recently named one oft h e t h r e e b e s t f o o d a n d w i n enewsletters in North America at theJames Beard Awards. She has alsojust been named the World’s BestDrink Writer at the World Food Me-dia Awards in Australia.

Nat Decants is a highly entertain-ing e-newsletter that helps its read-ers make choices from restaurantwine lists and liquor stores, matchwine with food, and chuckle over thelighter side of wine. “The newsletterfocuses on the culture of drink: whatgoes on around the glass, rathert h a n s i m p l y w h at ’s i n i t , ” s ay sMacLean. “I make wine recommen-dations, but they’re usually in thecontext of an article that looks atsome broader issue.”

MacLean invites Ivey grads to signup for her free newsletter, whetherthey are experienced wine lovers or

just looking to cultivate their tastes.“Wine drinking is one of those sen-sory pleasures that you can pick upat any time of your life,” she says.

To request Nat Decants or to getfurther information, email NatalieMacLean at natdecants@rogers.comor visit www.nataliemaclean.com.

Professors named toacademic appointmentsTHREE IVEY PROFESSORS HAVE RE-iceived important academic appoint-ments in recognition of their academiccontributions.

David Sharp has been appointed tothe Donald F. Hunter Professorship ofInternational Business (a MacleanHunter endowment), for a period ofthree years. The award was establishedin recognition of the country’s need toimprove and expand international busi-ness education in Canada.

Charlene Nicholls-Nixon has been ap-pointed to the ERA Fellowship in Entre-

IVEY CYCLISTS RIDE FOR MS

“Ivey people tend to be really active and like a challenge.”Erica Courtis, second year HBA student, is explaining why she and Professor Car-

ol Prahinsky decided to organize a team of Ivey cyclists for the 150-kilometre ridebetween Grand Bend and London to raise money for Multiple Sclerosis. TeamIveyconsisted of 12 people, representing staff, faculty, and MBA and HBA students. Theyjoined about 600 other cyclists for the event.

The first leg of the ride began in Grand Bend and ended in London with a din-ner and dance. The next day the cyclists completed the trip, raising in total about$325,000 for the Multiple Sclerosis Society.

The event fostered both individual and team building skills. The members ofTeamIvey started together and then formed up at the end, cheering in theirteammates. “I was impressed with how the different pieces of Ivey came togeth-er,” says Courtis,“and how we represented ourselves.”

Besides the money they raised for MS, TeamIvey won an award for the best-de-signed team jersey. Distinctive for its Iveygreen, the jersey prominently displayedthe School’s logo and the last words of itsvision statement: to contribute to the so-ciety in which we operate. Courtis saysthat the jerseys, designed by one ofthe HBA students, attracted a lot ofattention. “We were quite a forceat the bike tour. Everywhere wewent people asked us about theSchool.”

I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

preneurship for athree year term.The Fellowshipresults from agenerous dona-tion by the ERAFoundation tosponsor the de-velopment of in-novative researcha n d t e a c h i n gmaterials in thearea of entrepre-neurship, with afocus on technol-ogy and biotech-nology.

Chris Ander-son, MBA ’98,P h D ’ 0 2 h a sbeen appointedto the MBA ’91Faculty Fellow-

ship for a period of one year. The pur-pose of the Fellowship is to recognizeIvey’s commitment to recruit and sup-port outstanding new faculty memberswho demonstrate leadership in teach-ing and research.

Ivey’s Search for the “Most Inclusive Workplaces in Canada”What are the ingredients for a workplace that feels open, welcoming, and supportive for a demographically and cultural-

ly diverse group of employees? The Ivey Business School is starting an intensive, longitudinal research program designed toanswer that question. We invite employers to partner with us to identify a set of best practices in the area of workplaceinclusivity. Inclusivity means the ability of an organization to develop a culture which allows all members of a diverseemployee group to contribute fully to organizational success and participate fully in organizational life while fulfilling theirown career goals and maximizing their personal growth.

The first stage of this initiative will involve developing a set of benchmarks against which employers can assess their ownworkplaces. The benchmarking process will involve interviews and discussions with business leaders across Canada to iden-tify what companies are doing and the keys to successful implementation. When we’ve identified a set of benchmarks, wewill invite employers to complete our application process for possible inclusion on the Ivey List of Most Inclusive Work-places in Canada. Employers of all sizes and in all industries are eligible to apply. We anticipate sending out these applica-tions in mid-2004.

If you would like to become involved in Ivey’s Inclusivity Benchmarking Process, please contact Alison M. Konrad, Professor of Organizational Behavior and

Corus Entertainment Chair in Women in Managment at akonrad@ivey.uwo.ca or (519) 661-3215.

Carol Stephenson, new Dean of the Ivey BusinessSchool, made a strong pitch on behalf of Ivey studentsat a recent recruiter fair at the Fairmont Royal York

Hotel in Toronto on August 14. The theme of the day wasDedicated support, focused results, and Ivey’s career man-

agement team was on hand to provide recruiters withan overview of services to help them recruit candi-

dates to fit their organizations’ specific goals.

DEAN GATHERS WITH RECRUITERS IN TORONTOFROM TOP:DAVIDSHARP, CHARLENENICHOLLS-NIXON,CHRIS ANDERSON

OVER 150 IVEY ALUMNIGATHERED ONSEPTEMBER 27 IN HONGKONG’S TONY CHINACLUB TO CELEBRATE THE2003 ASIAN ALUMNIREUNION AND MEETIVEY’S NEW DEAN CAROLSTEPHENSON. GUESTSWERE INVITED TO DRESSIN TRADITIONAL CHINESECOSTUME. JOSEPH HO,EMBA ’02 AND RACHELLEUNG, HBA ’02,CAPTURED THE “BESTDRESSED” AWARDS. ROSSCHAN, EMBA 2003, ANDRACHEL LEUNG, HBA2002, HOSTED THE EVENTAND JOHN BENITZ, EMBA2003, LED THE AUCTION,WHICH GENERATEDALMOST HK$70,000 TOSUPPORT STUDENTAWARDS FOR IVEY’SHONG KONG PROGRAMS.

2003 ASIAN ALUMNI REUNION

8

• Global Alumni Webcast featuringSteve McDonald MBA ’83, CEO TDWaterhouse GroupDonna Bozowsky MBA ’91 took over

as the new Ivey Ambassador in Aus-tralia in mid-May 2003, when formerAmbassador Karen Boehnke HBA ’92,MBA ’97 and her husband KevinPeesker were transferred back to Toron-to. Donna moved to Australia in 1997and married Melbournian Tony Principethe following year. Donna has providedconsulting services to and workedwithin the financial services industry.

Thanks are also due to Stefan Wis-niowski, one of the Club’s foundingmembers, for his continuing leadershipand support. Stefan and his family havelived in Sydney since 1995. He runs hisown strategic consulting business,Phoenix Group.

The Club is an excellent pointof contact for Ivey grads in Australiaand provides ass istance to Ivey students looking for summer intern-ships down under. For more informa-tion, contact Donna Bozowsky atDBozowsky.MBA1991@ivey.ca

2000, the Club has had several events,including an event in January 2002 heldat the Canadian Consulate, thanks toGoldhawk and visiting staff memberCathy Vitkauskas, Associate Director, Ad-vancement. The Club has providedgrads with great opportunities to net-work with fellow alumni, and keep upwith what’s happening at the School.

In April 2002, the Club hosted Shee-lagh Whittaker, Executive Vice Presi-dent, Federal Government, EDS Aus-tralia. Whittaker spoke on “StrategicPartnerships: Canada and AustraliaCompared.” The event was well re-ceived by attendees and provided agreat opportunity for learning and net-working. Recently, the Club celebratedWestern’s 125th anniversary in style byjoining the Australian Alumni Club for aharbor cruise and buffet dinner withUWO President Paul Davenport.Other key events include:• Christmas in Australia event held at

the Quay West Hotel• Canada Day 2002 celebrations,

co m p l e t e w i t h p a n c a ke s a n dmaple syrup

ALTHOUGH AUSTRALIA IS ON THE OTHERside of the world, Aussies and Canuckshave a lot in common, and it’s a countrywhere Ivey alumni are making a mark.

Greg Goldhawk, MBA ’81, Consul andSenior Trade Commissioner, CanadianConsulate General, came forward in July2000 to volunteer to become Australia’sfirst alumni ambassador at the launchof Ivey’s Ambassador Program. Almost100 alumni live in Australia, and since

A R E G U L A R F E ATU R E I N T R O D U C I N GI V EY A LU M N I A S S O C I AT I O N C LU B S

Clubfile

Australia

A REGULAR FEATURE INTRODUCING MEMBERS OF THE IVEY ALUMNI ASSOCIATION BOARD OF DIRECTORS

VolunteerfileKishore Sakhrani’s memories of his Ivey MBA can be summed upin three short phrases:“I survived, I persevered, I overcame.”

Sakhrani remembers the challenges of the program, the senseof accomplishment as things gradually became easier, and theclose friendships that developed with others going through thesame intense experience. At the end of the day, he emerged withsome very clear lessons, including “The first solution to a problemisn’t the best one,” and “Being empathetic to people is the rightthing to do, both personally and in business.”

After graduating from Ivey, the Hong Kong native joinedCitibank Canada, then moved to Burns Fry. Meanwhile, his wifeElizabeth Thomson remained in Hong Kong managing her busi-ness, ICS Trust Company Limited. When their son arrived in 1990,Sakhrani returned to Hong Kong to join her. He now manages theinternational trade department and investment managementbusiness, working with a wide variety of clients and industries,from banking in Mongolia to gold exploration in the Philippinesand importing DVDs to Israel.

W h e n I v e yopened its HongKong operation in1997, Sahkrani sawan opportunity tog i v e b a c k t o t h eSchool. Today he ischair of the AlumniDevelopment Committee, which has set a goal of raising HK$1 million from alums this year. “Ivey isn’t a Canadian schoolany more,” he says.“It competes in an international arena againstschools that have extensive endowment funds. If we are going tosucceed, alumni must take a more active role in fund raising andproviding input to management.”

Sakhrani believes Ivey is doing the right thing in expanding itsinvolvement in Asia. “The world’s centre of gravity is moving toAsia and there is a tremendous opportunity for Ivey to assist indeveloping a cadre of well-trained managers. This technologytransfer is essential if Asia is to develop its resources effectively –and I’d like to see Ivey at the forefront.”

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I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

Upcoming EventsVi s i t w w w. i vey. u w o. c a /a l u m n i /CURRENTEVENTS.htm for details on allupcoming alumni eventsNov 12 Vancouver; Nov 13, Edmonton;Nov 14, Calgary. Dr. Jeffrey Gandz willpresent “Developing Potential Leadersin Your Organization”Nov 19 IAA/Calgary holds their monthly“Cocktail Connections” for local alumniand friends of the SchoolNov 28 Canada’s Most Powerful WomenSummit hosted by Women’s ExecutiveNetwork and the Richard Ivey School ofBusiness,Westin Habour Castle,TorontoDec 2 IAA/Calgary to host receptionwith Dean Carol StephensonDec 4 IAA/Vancouver to host receptionwith Dean Carol StephensonDec 17 IAA/Calgary holds their monthly“Cocktail Connections” for local alumniand friends of the SchoolFeb 9 HBA Contact – Host an HBA 1 stu-dent at your office for a dayMarch 5-6 IAA/London, Ontario ispleased to present the third AnnualIvey Cup tournamentApril 15 IAA/Ottawa hosts annual HighTechnology DinnerMay 18 IAA/London Ontario to host the2004 Ivey Conference “Leading from theEdge” to be held at the Richard IveySchool of BusinessJune 2 IAA/Hong Kong to host Ivey atthe Races

Ivey Conference 2003attracts top businessleadersWITH THE IVEY CONFERENCE, THE LON-don Ontario Alumni Chapter has creat-

ed a signature event that reflects theworld-class reputation of the School.The full day offering was presented inpartnership with the London EconomicDevelopment Corporation and the IveyBusiness School, and took place at theHilton London on May 27. The themewas “Leading Business Through Chal-lenging Times.”

The Ivey Conference grew out ofthe Ivey Regional Economic Develop-ment Conferences of 2001 and 2002,which focused on economic develop-ment issues and strategy in the Lon-don area. Despite the success of thisevent, the London Chapter decided togo a step further this year and createa high quality experience that wouldattract senior executives from a muchbroader market.

Conference organizers John MillarLLB/MBA ’93 and Lesley Cornelius, Exec.’97 and ’02 were very pleased by theturnout at the Conference and the se-niority of those in attendance. Morethan 120 people participated, with 20from the Toronto area. “There was areal buzz in the room,” says Millar,president of the Chapter. “People wereactively engaged in asking questions,and they were clearly getting informa-tion that filled a need.” The next dayMillar was told by a chairman of a pub-lic corporation that he had already im-plemented one of the ideas.

The event featured an exceptionallineup of speakers, who looked at boththe theoretical and practical sides ofleadership, with a focus on ‘the peopleparadigm’ and issues of governance.They included Michael McCain, HBA’79, President and CEO, Maple Leaf

Foods, Larry Tapp, Dean of the School,Murray Dalziel, Group Managing Direc-tor-Global Practices, Hay Group, StellaThompson, Co-founder and Principal ,Governance West Inc., Beverly BehanHBA ’81, Exec. ’00, Senior Consultant,Mercer Consulting, LLC, Helen Hand-field-Jones MBA ’90, Handfield JonesInc., and Jeffrey Gandz, Director Ivey Ex-ecutive and Leadership Programs.

The London Chapter is now plan-ning the next Ivey Conference sched-uled for May 18, 2004. Millar believesit’s important for the London Chapterto run a high quality business confer-ence. “As the home Chapter of theSchool, we want to create an event thatwill be a valuable incentive for Iveyalumni to come back to London,” hesays.“We also want to give local alumnian opportunity so they can remain ac-tively involved with the School.”

Southern California toasts the spring inSanta Barbara wineA LOVELY SATURDAY AFTERNOON INhistoric Santa Barbara. A popular des-tination restaurant. Great wines fromthe surrounding countryside. A stim-ulating speaker with a strong Iveyconnection.

It was a recipe for success for theIvey Alumni Association’s SouthernCalifornia Chapter, which held a spe-cial event featuring Professor BobNourse, MBA ’64, former CEO of theBombay Company, on May 17. Morethan 30 alumni and friends attendedthe event at the Wine Cask Restaurantand Wine Store.

The event was planned under theleadership of Don Anderson, MBA ’70by a strong committee that includedLaura Erskine, MBA ’97, Bruce FagenMBA ’00, Bob Lee, MBA ’77, Len Keiller,MBA ’74, and John Marshall, MBA ’97.

Lee says the idea behind the eventwas to find something that alumni ofall ages would enjoy. Given the dis-tances and endemic traffic problemsof Southern California, work-weeklunch and dinner events are difficultto plan, so the decision was made tobook a Saturday afternoon. The orga-nizing committee used Evite, an elec-

MICHAEL MCCAIN HBA ’79

Alumni News & EventsAcross Canada and around the world, Ivey alumni are getting together and having a great time.

tronic invitation system, and PayPal, afee-for-service secure Internet pay-ment system, to notify and registerparticipants.

“The setting was beautiful, the wineselections were excellent, and the com-pany was terrific,” says Lee of the event.Adds Anderson: “Bob gave a very inter-esting presentation about his originalventures with the Bombay Company,and shared with us some of the recentchanges at Ivey, including our newDean.” Attendees who were interestedin finding out about the Nourses’ latestentrepreneurial activity could visit Pa-pilio, a boutique recently opened byBob’s wife Alex in downtown SantaBarbara. A draw for bottles of SantaBarbara wine and Ivey merchandizerounded out the afternoon.

Anderson says that the event markeda “turning point” for the Chapter, whichhad previously planned occasional pubnights or cocktail hours.“We’ll probablytry to do one or two planned eventseach year now, plus continue our infor-mal pub night network gatherings,” hesays.“We have such wonderful potentialvenues in southern California – Disney-land, Universal Studios, great museumsand art galleries, sporting events, restau-rants on the beach.” Lee says he will cer-tainly want to be involved in futureevents. “Whenever I can share sometime with fellow Western grads any-where, I make the effort to soak up thatexperience. We are a long way fromhome, so these opportunities don’tcome along very often.”

Strengthening Toronto’s Young Business Community by Asheefa Sarangi, HBA ’01IN JANUARY 2003, THE IVEY ALUMNI AS-sociation/Toronto Chapter (IAA/Toron-to) formed a sub-committee, formallyknown as the Recent Alumni Commit-tee (RAC), solely committed to helpingpromote social and business relation-ships among recent Ivey graduates.This group was founded as a result of acurrent Ivey initiative that is focusedon building a more cohesive alumninetwork through the creation ofstronger ties with recent alumni. Thegoal is to reduce the number of “lost”alumni as well bridge a gap in thetypes of services offered for Ivey grad-uates living in Toronto, which are oftengeared for older, more established in-dividuals.

Under the direction of Co-Vice Presi-dents, Dave DeNoble, HBA ’99, andAsheefa Sarangi, HBA ’01, the group hasreally begun to flourish. “We’re learn-ing”, says DeNoble. “The first fewevents have given us the opportunityto test the waters and find out whatsort of services people really need us toprovide. It’s tough to start up a servicelike this and get 100% participationright away when a good part of ourtarget market has gotten used to nothaving a support network like thisavailable to them, but we’re makinggreat progress. Our main concernsright now are just getting the word outthat we exist and creating a solid basethat we can build on going forward.

WINNING TEAM (L TO R) JOHN JINN, MBA ’88, BOB FORSYTH, MBA ’03JAMIE BOYLE, MISSING: COLIN EDWARDS, MBA ’01

SOUTHERN CALIFORNIA WINE TASTING EVENT:ANDREW SLOAN, MBA ’03,DON ANDERSON, MBA ’70,STEPHEN HUGHES, HBA ’84AND MBA ’88, SHODY CHOW,MBA ’69, ANGELINE CHOW

HOSTS FOR THE EMBA ’02 GET-TOGETHERIN JUNE AT LABATTS HEAD OFFICE: (L TO R)

NEVILLE CORBETH, FAREED ANSARI AND MIKE ARAI

PAST EVENTS

B.C. CHAPTER GOLF TOURNAMENT

LEFT: HAPPY FOURSOME (L TO R) BEN THOMAS , HBA ’96, ROB MITCHELL,MBA ’79, DAVE CHAPMAN, MBA ’94 AND NEIL SCHATZ, MBA ’85

EMBA ’02 GET-TOGETHER

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c h a n g e t h at , ” s ay sSarangi. “Toronto’sbusiness communityis so small that every-one’s paths are boundto cross at some point,so why not help facili-tate it sooner ratherthan later? This is es-p e c i a l l y i m p o r t a ntgiven the poor stateof the job market overthe past few years.There are an increas-ing number of newgrads that have hadan extremely difficultt ime f inding work.M o s t j o b s a r e n o t

publicly advertised so if you aren’tconnected, you’re potentially missingout on some great opportunities.There are also recent grads out therein need of a career change, career ad-vancement, mentoring, or compan-ionship, who either lack a solid con-

The potential is great; and otherschools are following suit because theytoo recognize the need for an organiza-tion like ours.”

Since the Committee’s inception,there have been three tremendouslysuccessful events. In March, RAC host-ed a “bar night” at Fez Batik in Toron-to, which was attended by approxi-mately 200 recent alumni. RAC’s firstannual golf tournament was held inJuly at Streetsville Glen Golf Course inMississauga. The winning foursomewas a group of HBA 1999s (Kevin Snel-grove, Sean Ryder, Scott Foster, and Ja-son Grouette).

Most recently in August , RACplayed a key role in the organizationof the 1st Annual Business SchoolAlumni Social, the H2O Boat Cruise,which saw four of the top businessschools in Canada partnering with theYoung Professionals of Canada in aneffort to bring recent entrants intoToronto’s business community togeth-er in an informal environment. Twohundred and fifty recent graduates ofIvey, Queen’s Business School, RotmanSchool of Management, SchulichSchool of Business, as well as mem-bers of the Young Professionals ofCanada attended the event.

“Currently, there isn’t a cohesivenetwork in place in Toronto that busi-ness people in their early 20s to mid-30s can easily draw on to meet simi-lar-minded individuals. We’d like to

tact base or aren’t comfortable withthe art of networking just yet. To behonest, it isn’t always easy to meetnew people given the hectic lifestylethat many of us lead. That’s whyevents like these are so fitting. It’s afairly minimal time commitment formaximum opportunity.”

Current members of the executivecommittee of the Recent Alumni Com-mittee, IAA/Toronto are: Asheefa Saran-gi, HBA ’01, Dave DeNoble, HBA ’99, Car-rie Lee, HBA ’02, Dan Chapman, HBA’02, Hilary Homer, MBA ’01, and NicoleTurnbull, MBA ’02.

RAC would like to thank all of its vol-unteers to date; your assistance hasbeen invaluable in helping the Com-mittee get on its feet. A couple ofunique events are in the works for falland winter and the group is alreadystarting to think about expanding itsservices. Contact Dave DeNoble at dde-noble.hba1999@ivey.ca or AsheefaSarangi at asarangi.hba2001@ivey.ca ifyou’re interested in getting involved.

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VOLUNTEER COMMITTEE:(L TO R)... ALL HBA ’01MIKE LAZAROVITS,ALY RAHEMTULLA,ASHEEFA SARANGI,STEVE SCARROW

IVEY SOCCER TEAMIvey Alumni from the Toronto area organized a men’s competitive soccerteam for the 2003 summer season. The fun will continue during the winterindoor season and will pick up again in summer 2004. The team is alwayslooking for talented new recruits who share a love for the game. Interestedalums can contact Will Aldridge, MBA ’02 at 416-815-1546.

1 DEFINITELY MORNING PEOPLE AS IVEY’SHOMECOMING CELEBRATION KICKS OFF ON SATURDAY MORNING, TAL VILENSKI, MBA ’98, (L),AND JACQUES BRETON, MBA ’78, SHARE A LAUGH OVER BREAKFAST. THE PREVIOUS DAY, MANY ALUMNIENJOYED A SPECIALLY DESIGNED EXECUTIVEDEVELOPMENT PROGRAM AND GOT TOGETHER ATCLASS WELCOME RECEPTIONS.2 UNDER THE BIG TOP GORDON SANDFORD, HBA ’93,WITH HIS WIFE, CHRISTINE, AND SON ENJOY THE AMBI-ENCE IN A HUGE TENT ERECTED OUTSIDE THE SCHOOLFOR THE FAMOUS EVENT IN THE TENT ON SATURDAYMORNING. IN ALL, 21 REUNION CLASSES CAME TOGETH-ER TO CELEBRATE FOR THREE UNFORGETTABLE DAYS.3 WEARING THE MARK DAVID WALKER, MBA ’58,ENTERS INTO THE SPIRIT BY GETTING AN IVEY TATTOOAT REGISTRATION.4 AND BABY MAKES THREE STEVE MCDONALD, MBA ’83,WITH HIS WIFE JENIFER AND DAUGHTER MARGARET,TAKE IN THE EVENT IN THE TENT. MCDONALD WAS ONE OF TWO RECIPIENTS OF THE IVEY DISTINGUISHEDSERVICE AWARD FOR HIS MANY CONTRIBUTIONS TO THE SCHOOL. IN ADDITION TO THE DISTINGUISHEDSERVICE AWARDS, THE ALUMNI FACULTY SERVICEAWARD FOR 2003 WAS PRESENTED TO RICK ROBERTSON,HBA ’75, MBA ’84, PHD ’87.5 A SPECIAL MOMENT DEAN CAROL STEPHENSON (L)JOINS DAVID TAIT, MBA ’89 IN PRESENTING THE IVEYDISTINGUISHED SERVICE AWARD TO ANNE BIRKS AND KIM BIRKS, WIFE AND DAUGHTER OF BARRIE BIRKS,MBA ’73. BARRIE, A STRONG IVEY SUPPORTER AND VOLUNTEER, DIED IN AUGUST 2002 AT THE AGE OF 53.6 FUN FOR ALL AGES A YOUNG PARTICIPANT IS TRANS-FORMED AT THE FACE-PAINTING BOOTH.7 A REALLY BIG CHEQUE THE MBA AND HBA REUNIONCLASSES PRESENT DEAN STEPHENSON, WHO WAS EXPERIENCING HER FIRST IVEY HOMECOMING, WITH A

CHEQUE FOR $2.5 MILLION. IT REPRESENTS THE TOTALAMOUNT RAISED BY ALL REUNION CLASSES IN THEMOST SUCCESSFUL CLASS CAMPAIGN IN THE HISTORYOF THE SCHOOL.8 WE’RE HERE! MEMBERS OF MBA ’98 MAKE THEIRPRESENCE KNOWN AT THE EVENT IN THE TENT.9 GETTING TO KNOW YOU DURING THE SCHOOL OPENHOUSE, BILL ALGUIRE, HBA ’58, (L), AND JOHN SLOAN,HBA ’58, MEET NEW DEAN CAROL STEPHENSON.10 CELEBRATING 30 GREAT YEARS THREE MEMBERS OFTHE MBA CLASS OF ’73, (L TO R): JEAN YVES LEBLANC,LOUIS LAGASSE, AND ELLIOT LIFSON, SHARE MEMORIES.11 FLY AWAY WITH ME THE CROWDS GATHER FOR THECOCKTAIL RECEPTION AT THE DIAMOND AIRCRAFTHANGAR ON SATURDAY EVENING. THE RECEPTION WAS THE PRELUDE TO THE “BELIEVE IN THEUNBELIEVABLE” DINNER DANCE, ATTENDED BY ARECORD 680 ALUMNI AND GUESTS.12 HIGH SOCIETY KEN MARK, HBA ’98 (L), CHATS WITHPROFESSOR PAUL BEAMISH, HBA ’76, PHD ’85, ANDDAVID AGER, MBA ’93, AT THE IVEY SOCIETY RECEPTIONAT DIAMOND AIRCRAFT ON SATURDAY EVENING.13 A SPECTACULAR OPENING HIGH ABOVE THE GUESTS,REBECCA LEONARD PERFORMS “CARMEN IN RED SILK,”THE OPENING ACT AT THE “BELIEVE IN THEUNBELIEVABLE” DINNER DANCE.14 PROUD TO BE IVEY WADE HENRY, HBA ’93, JUGGLESHIS CLASS COMPOSITE PHOTOGRAPH WHILE RIDING A UNICYCLE! HENRY IS A PROFESSIONAL ENTERTAINERWHO RETURNED TO CELEBRATE HIS TENTH REUNIONAND WOW THE CROWD AT THE DINNER DANCE.15 LUNCH BUNCH THE HBA ’53 CLASS GATHERS FOR A SPE-CIAL PHOTOGRAPH AT THE GOLDEN ALUMNI LUNCH,HELD ON SUNDAY AFTERNOON AT SPENCER CONFERENCECENTRE. MORE THAN 90 ALUMNI AND FRIENDS ATTEND-ED THE LUNCH, A FITTING ENDING TO IVEY’S BIGGESTAND BEST EVER HOMECOMING WEEKEND.

An “Unbelievable”

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Alumni ContactsFor general information,please contact Terri Garton,Alumni Relations519-661-3729tgarton@ivey.uwo.cawww.ivey.uwo.ca/alumni

H O N G K O N GJoe Attrux, EMBA ’00Sector Group, JCMP Ventures Inc.852-2620-6289jattrux.mba2000@ivey.cawww.ivey.uwo.ca/alumni/hongkong.htm

L O N D O N , U . K .Paul Heydon, HBA ’90, MBA ’99Media Team, Capital Markets and Advisory, Commerzbank Securities0207-469-3753PHeydon.mba1999@ivey.cawww.ivey.uwo.ca/alumni/londonuk.htm

L O N D O N , O NJohn Millar, LLB/MBA ’93President, Attaché Group Inc.519-652-6898 x265jmillar.mba1993@ivey.cawww.ivey.uwo.ca/alumni/londonon.htm

I V E Y A L U M N I A S S O C I AT I O NL O N D O N , O N TA R I O C H A P T E RPO Box 1461, Stn. B,London, ON N6A 5M2

M O N T R E A L , P QRichard Quesnel, MBA ’00Investment Advisor, Private ClientDivision, BMO Nesbitt Burns514-428-0888rquesnel.mba2000@ivey.cawww.ivey.uwo.ca/alumni/montreal.htm

N E W Y O R K , N YClare Cheng, MBA ’94Account Supervisor, Medicus New York212-468-3361ccheng.mba1994@ivey.cawww.ivey.uwo.ca/alumni/newyork.htm

O T TA W A , O NHoward Mains, MBA ’91 Vice President, Tactix GovernmentConsultants613-566-7053HMains.mba1991@ivey.cawww.ivey.uwo.ca/alumni/ottawa.htm

S I N G A P O R EChet Choon Woon, MBA ’94Business Development, Akroo65-6273-6968cwoon.mba1994@ivey.cawww.ivey.uwo.ca/alumni/singapore.htm

T O R O N T O , O NJeffrey Chaplin, HBA ’67President, Jeffrey Allan & Associates Inc.416-366-5333 jchaplin.hba1967@ivey.ca

Peter Caven, MBA ’75President, Peter Caven Executive Search Inc.416-960-0028wcaven.mba1975@ivey.ca

ChaptersAlumni Chapters develop meaningfulprograms and activities that provideopportunities for alumni in their areato network with one another and tostay in touch with the School.B R I T I S H C O L U M B I ABrian Phillips, MBA ’75Vice President, Phllips, Hager & North1-888-880-5588bphillips.mba1975@ivey.cawww.iveybc.com

I V E Y A L U M N I A S S O C I AT I O N B . C . C H A P T E R604-216-7305 iveybc@ivey.ca

C A L G A R YJim Wahl, MBA ’82Principal, Wahl & Associates403-247-9411jwahl.mba1982@ivey.cawww.ivey.uwo.ca/alumni/calgary.htm

N O R T H E R N C A L I F O R N I ABrent Remai, MBA ’93Strategic Planning Manager, Enterprise Systems Group, Hewlett-PackardCompany408-447-4359bremai.mba1993@ivey.cawww.ivey.uwo.ca/alumni/ncalifornia.htm

S O U T H E R N C A L I F O R N I ADon Anderson, MBA ’70Managing Director, Harvard CapitalCompany805-969-9339danderson.mba1970@ivey.cawww.ivey.uwo.ca/alumni/scalifornia.htm

E D M O N T O N , A BBob Treidler, MBA ’96Senior Manager, KPMG780-429-7300rtreidler.mba1996@ivey.cawww.ivey.uwo.ca/alumni/edmonton.htm

I V E Y A L U M N I A S S O C I AT I O NT O R O N T O C H A P T E R2121 Argentia Road, Suite 404,Mississauga, Ontario L5N 2X4905-858-7993TorontoAlumniOffice@ivey.cawww.ivey.uwo.ca/alumni/toronto.htm

W AT E R L O O R E G I O NMichael Deane, HBA ’79Barrister, Casselli, Levesque & Deane519-725-2929 mdeane.hba1979@ivey.cawww.ivey.uwo.ca/alumni/waterloo.htm

I V E Y A L U M N I A S S O C I AT I O NW AT E R L O O R E G I O NPO Box 2592, Postal Station B, Kitchener,ON N2H 6N2

Ambassador ProgramThe Ivey Ambassador Program consistsof enthusiastic and committed alumniand friends of the School who havedemonstrated leadership in geographicleadership in geographic regions withsmaller concentrations of Ivey alumni.A F R I C AMavis MacCarthy, MBA ’96233-21-761152mmaccarthy.mba1996@ivey.ca

A R I Z O N APaul Hawkins, MBA ’94480-585-5523phawkins.mba1994@ivey.ca

AT L A N TA , G ABill Robertson, MBA ’66678-385-5001wrobertson.mba1966@ivey.ca

AT L A N T I C C A N A D AJim White, HBA ’74, MBA ’75902-798-5997 jwhite.mba1975@ivey.ca

A U S T R A L I ADonna Bozowsky, MBA ’9161-2-9818-7678dbozowsky.mba1991@ivey.ca

B A H A M A SAlec Wright, MBA ’72242-557-9376awright.mba1972@ivey.ca

B E I J I N G , C H I N ASteven Zuo, MBA ’978610-8179-6129 szuo.mba1997@ivey.ca

B E R M U D AAly Lalani, MBA ’82441-293-5718 alalani.mba1982@ivey.ca

B O S T O N , M AAndrew Fortier, HBA ’99617-859-1559afortier.hba1999@ivey.ca

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M I S S O U R IDennis Ayden, MBA ’65314-361-5084 dayden.mba1965@ivey.ca

M O S C O W , R U S S I APaul Burton, MBA ’797-095-787-1111 pburton.mba1979@ivey.ca

T H E N E T H E R L A N D SBrenda Fischer-Campbell, MBA ’8231-30-693-0134bfischer-campbell.mba1982@ivey.ca

N E W O R L E A N S , L ALiz Yager, HBA ’85504-891-2298 eyager.hba1985@ivey.ca

N I A G A R A R E G I O N , O NBill De Wolf, HBA ’71, EMBA ’95905-937-1552 wdewolf.mba1995@ivey.ca

T H E P H I L I P P I N E SSameer Raina, MBA ’03632-8126695 sraina.mba2003@ivey.ca

P I T T S B U R G H , P AAnoop Sinha, EMBA ’01412-854-3814 asinha.mba2001@ivey.ca

P R A G U E , C Z E C H R E P U B L I CPaul Boucek, HBA ’8100-420-602-661-961pboucek.hba1981@ivey.ca

R E G I N A , S KTracey Bakkeli, MBA ’91306-585-0974tbakkeli.mba1991@ivey.ca

R E P U B L I C O F Y E M E NNeil McCormick, HBA ’79nmccormick.hba1979@ivey.ca

S E AT T L E , W AMarkus Foerster, MBA ’98206-954-8060mfoerster.mba1998@ivey.ca

S H A N G H A I , C H I N AMark Brown, MBA ’9586-21-6301-1803mbrown.mba1995@ivey.ca

S O U T H C A R O L I N ATove Rasmussen, MBA ’92843-383-7256trasmussen.mba1992@ivey.ca

S P A I NMike Lazarovits, HBA ’01mlazarovits.hba2001@ivey.ca

S T . L U C I ADouglas Rapier, MBA ’78758-457-7777 mrapier.mba1978@ivey.ca

Jennifer von Briesen, MBA ’94781-861-7700 x1903jvonbriesen.mba1994@ivey.ca

B R A Z I LCarlos Barbosa, MBA ’7355-11-5579-8805cbarbosa.mba1973@ivey.ca

B U E N O S A I R E S , A R G E N T I N ASean Twomey, MBA ’8254-11-4313-7107stwomey.mba1982@ivey.ca

B U F F A L O , N YRene Krist, MBA ’93716-745-7390 rkrist.mba1993@ivey.ca

C H I C A G O , I LPerry Lea, EMBA ’00630-922-8606 plea.mba2000@ivey.ca

C O L O R A D ORonald Singh, MBA ’75719-576-7064 rsingh.mba1975@ivey.ca

F R A N C ERichard Laville, MBA ’8549-30-9700-5243rlaville.mba1985@ivey.ca

G E R M A N YSteven Otto, HBA ’9249-30-4403-1622sotto.hba1992@ivey.ca

G O L D C O A S T, F LGregory Korneluk, HBA ’75561-997-5528gkorneluk.hba1975@ivey.ca

I N D I A‘G.K.’ Krishnamurthy, MBA ’8691-80-8418276gkrishnamurthy.mba1986@ivey.ca

I S R A E LMark Fischer, HBA ’99972-3-684-2520mfischer.hba1999@ivey.ca

J A P A NGage Tanabe, MBA ’02gtanabe.mba2002@ivey.ca

K O R E ADaniel Lee, MBA ’03822-599-9258 dlee.mba2003@ivey.ca

M A L AY S I A‘G.K.’ Krishnamurthy, MBA ’8691-80-8418276gkrishnamurthy.mba1986@ivey.ca

M I A M I , F LJuan Deshon, HBA ’99305-231-6566jdeshon.hba1999@ivey.ca

S U D B U R Y, O NColleen Gordon-Boyce, MBA ’91705-561-0932cgordon.mba1991@ivey.ca

S W E D E NPetra Borg, HBA ’0046-8-672-7913 pborg.hba2000@ivey.ca

S W I T Z E R L A N DNorman Karrer, MBA ’9741-1-825-1080nkarrer.mba1997@ivey.ca

TA I W A NNick Teo, MBA ’96886-2-2734-7523 nteo.mba1996@ivey.ca

T E X A SArnie Kuchinsky, MBA ’76972-465-4371akuchinsky.mba1976@ivey.ca

T H U N D E R B AY, O NRob Vanderwees, HBA ’85807-346-1785rvanderwees.hba1985@ivey.ca

T R I N I D A DJeffrey Chung, MBA ’98868-657-7135 jchung.mba1998@ivey.ca

U N I T E D A R A B E M I R AT E SAly Alidina, HBA ’01971-50-499-2134 aalidina.hba2001@ivey.ca

V I C T O R I A , B CChris Graham, MBA ’80250-370-4130cgraham.mba1980@ivey.ca

V I R G I N I AMarc and Lena Trudeau, MBA ’00804-364-3529 ltrudeau.mba2000@ivey.ca

W A S H I N G T O N , D . C .Marcelo Lessa, MBA ’94301-365-4657 mlessa.mba1994@ivey.ca

W H I S T L E R , B CRandy Jang, MBA ’77604-932-1105 rjang.mba1977@ivey.ca

WINDSOR, ON & DETROIT, MI REGIONSebastian De Meel, MBA ’01248-761-8465 sdemeel.mba2001@ivey.ca

W I N N I P E G , M BRichard Kennedy, MBA ’00204-940-1078rkennedy.mba2000@ivey.ca

Y E L L O W K N I F E , N TLarry Adamson, HBA ’70867-920-3179ladamson.hba1970@ivey.ca

FOR THE MOST UP-TO-DATE LISTING, CHECK WWW.IVEY.UWO.CA/ALUMNI/CHAPTERS_AMBASSADORS.HTM

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THE SCHOOL’S BOLD STRATEGY FOR GEOGRAPHIC EXPANSION HAS EXCEEDED ALL EXPECTATIONS. NOW WE’RE GETTING

READY TO OFFER YET ANOTHER INNOVATIVE PROGRAM. MEETSOME OF THE FACULTY MEMBERS WHO MADE IT HAPPEN, ANDFOUR GRADS WHO ARE MAKING THEIR OWN MARKS IN ASIA.

IVEYIN[ ]

ASIA

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in Hong Kong. The School offers a topranked Executive MBA and numerousExecutive Development programs, isthe world’s largest producer of Asia-Pa-cific based cases, and is in the processof launching an innovative new MBAprogram. A lot has been accomplishedin a very short time, thanks to the hardwork of Ivey faculty and staff and thestrong support of alumni. And there isstill much untapped potential.

One of the cornerstones in Ivey’sAsia strategy was to formalize theSchool’s research and case writing ac-tivities in Asia through the establish-ment of the Asian Management Insti-t u t e . Wi t h A s s o c i at e D e a n Pa u lBeamish at its helm, the Institute hasmoved forward quickly, encouragingIvey faculty to get involved in casewriting in Asia and employing severalfull-time case writers to support theprocess. The School now has some 300Asia-Pacific cases, more than any oth-er business school in the world, andmore than 300 Ivey cases have beentranslated into Asian languages. Since1998, the Ivey name has appeared ondozens of books and case collectionsfor the Asia-Pacific region. Year afteryear, the School takes the top prizes atthe regional Asia-Pacific Case WritingCompetition.

IN 1995, IVEY ASSOCIATE DEAN LARRYWynant, MBA ’72, and Paul Daven-port, President of the University ofWestern Ontario, spent two weeksvisiting alumni in Asia.

During a meeting with a graduate inHong Kong, she turned the tables byasking them, “What are you doing tohelp us here? Why isn’t Ivey in Asia?”

The question resonated with the twomen and dovetailed with the thinking ofsenior leadership at the School. Ivey al-ready had a foothold in Asia. In the mid-80s, the Canadian International Devel-opment Agency matched Ivey withTsinghua in Beijing, one of China’s topuniversities, and under the leadership ofProfessors Joe DiStefano, Paul Beamish,HBA ’76, PhD ’85, and Bud Johnston, HBA’54, MBA ’57, a close relationship had de-veloped. Beamish, DiStefano, and col-leagues Harry Lane, Peter Killing, TomPoynter and others had built Ivey’s repu-tation for rigorous research in issues ofglobalization. Newly appointed Dean Lar-ry Tapp was committed to internationalexpansion. A task force was formed and astrategy began to take shape.

Eight years later, Ivey has an estab-lished campus and growing reputation

AMI has also offered case teachingand case writing workshops in Beijing,Singapore, Hong Kong, and Shanghaiand built strong partnerships with sev-eral institutions in the region, includingthe School of Economics and Manage-ment at Tsinghua and the NanyangBusiness School in Singapore. “Ivey isincreasingly recognized as the sourceof current decision-oriented case stud-ies on Asia Pacific,” says Beamish. “Andthe large body of research emanatingfrom Ivey about Japanese Foreign Di-rect Investment continues to providean important counterpoint to the dom-inant body of research regarding Amer-ican firms.”Wynant says AMI has had asignificant influence on business edu-cation throughout the region.“Schoolsin Asia have traditionally been moreacademic and conceptual in nature,”he says. “Ivey’s approach, with the casemethodology and faculty who are veryfocused on practical skills, is very differ-ent, and we’ve caused other institu-tions to change what they’re doing.”

While AMI geared up, Ivey was alsodeveloping a physical presence andteaching programs in Hong Kong. Thegenerous support of Henry Cheng, HBA’71, MBA ’72, LLD ’97, was critical in cre-ating a state-of-the-art teaching facilityin the Hong Kong Convention and Exhi-bition Centre. Joe DiStefano and hiswife Lynne moved to Hong Kong andtogether planned the state-of-the-art7,000-square-foot Cheng Yu Tung Man-agement Institute. DiStefano alsoworked tirelessly to build awareness ofIvey in Hong Kong’s business commu-nity. While the facility was under con-struction, he worked from a hotel roomto recruit the first 23 students of theIvey Hong Kong Executive MBA.

As Associate Dean Executive Pro-grams, Larry Wynant had been involvedin Ivey Asia from the beginning. In 1999,as DiStefano’s term as Director came toa close, he decided to take a morehands-on involvement, and he and wifeJessie moved to Hong Kong.“It was,” hesays, “a wonderful opportunity to go tothe next step and execute on a strategythat I had helped to create.” With thegroundwork done, his job was tostrengthen and expand Ivey’s base in

FIVEYEARSONONCE IVEY DECIDED TO EXPAND INTO ASIA, THINGS HAVE HAPPENED VERY QUICKLY

PHOTOS: (FROM TOP)LARRY WYNANT, PAUL BEAMISH,KATHLEEN SLAUGHTER

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Asia, ensure the sustainability of the pro-gram, and look for new opportunities.

Today, Ivey commands about one-third of the market for Executive MBAsin Hong Kong, competing directly withKellogg’s joint program with the HongKong University of Science and Tech-nology. Operating at capacity, the pro-gram attracts about 50 students a year.Wynant is delighted that the class isso diverse, representing 12 to 15 differ-ent nationalities and increasingly at-tracting students without a strongCanadian connection.

Wynant also brought to HongKong his expertise in short-term ex-ecutive development programs. Since2000, Ivey has developed relation-ships with nearly 30 companies, of-fering custom-designed or “consor-tium” short programs. Consortiumprograms bring several companies to-gether to create a custom programthat reflects the issues they are facingand encourages their employees tonetwork with one another. This fall,Ivey will offer a consortium programfor the first time in Beijing. In addi-tion to winning Ivey entrée into com-panies like HSBC, Mattel and Reebok,executive development programshave boosted revenues and helpedbuild the Ivey brand in the region.

The rationale for the new MBA pro-gram is simple, says Wynant. “The EM-BA market is very small, so in terms ofawareness, we’re barely making a dentin a city of seven million. But if you

add 50 students in an MBA program,as well as the 500 in executive devel-opment, you start to achieve criticalmass. And after all, this is a word ofmouth business.”

The new program, scheduled tostart in January, is geared to youngmanagers with four to five years of ex-perience, often at a crossroads in theircareers. It will be offered on weekendsand weeknights over a two-year peri-od, allowing students to continueworking full-time. During second year,the class will spend a residency periodat Ivey’s London, Ontario campus, andstudents will also have the chance totake one full semester of their secondyear in London.

By the time the program is in fullswing, Wynant will have handed overthe reins to Professor Kathleen Slaugh-ter, who moved to Hong Kong lastspring with her husband, Ron. She, too,has a longstanding interest in Ivey Asia,having taught at Tsinghua in 1991, onevery EMBA class since the Hong Kongcampus was established in 1998, andon several executive development pro-grams throughout Asia. The position ofAssociate Dean and Executive Directorwas an opportunity for Slaughter to ex-tend and deepen her involvement, andto enjoy life in one of the world’s mostexciting cities. The mandate, she says, isclear:“Expand the program. Increase ourproduct base. Get better known in HongKong.” She adds: “It’s great to have theinternational rankings, but we’ve got toget out there and meet more peopleand get into more companies.”

Ultimately, she sees China as thenext objective for Ivey. “It’s the mostrapidly expanding market in theworld,” she says. “It may not be readyyet, because there are caps on tuitionand so much government red tape toget established there. But we’re defi-nitely looking at expanding into Chinain the next three years.” Already theSchool is actively recruiting in south-ern China, a one-hour commute fromHong Kong.

Looking back, Wynant is proud ofthe strategy he helped to createeight years ago. The School’s profile isgrowing throughout Asia. Ivey’s ac-

tivity in Asia has helped its interna-tional reputation, and enriched itsCanadian programs with new teach-ing materials. More than 40 per centof the School’s faculty have taughtin Hong Kong, significantly increas-ing their global exposure. “The strat-egy was right,” he says. “Now weneed to be even more ambitious. IveyHong Kong represents about 10 percent of Ivey worldwide – that has togrow. We have to be bigger in Asia tohave real impact.”

I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

THE ASIAN MANAGEMENT INSTITUTEA commitment to excellenceAMI was launched six yearsago under the leadership ofAssociate Dean Paul Beamish,with a mandate to generateapplied research, create muchneeded Asian-related busi-ness cases, provide case writ-ing and teaching skills to oth-er Asian business schools,and create strong partner-ships with organizations atthe forefront of Asian busi-ness. The initiative receivedstrong support from theRichard Ivey Foundation andthe Lee Foundation. Today:• Ivey has more than 300Asia-Pacific business cases• More than 300 Ivey caseshave been translated intoAsian languages• The Ivey name has ap-peared on 63 Ivey-editedbooks and case collectionsfor the Asia-Pacific region• More than 200 teachers inChina have received casemethod training from Iveyfaculty• For the past four years, Iveyhas captured top honors atthe Regional Asia-Pacific CaseCompetition, organized bythe Management Develop-ment Center of Hong Kong

20

He finished grade 13 in Toronto, andthen took a degree in mathematics atYork University. While working atYork as a teaching assistant, he com-pleted a degree at Ryerson Polytech-nical Institute in film. “At the time Iwanted to explore different kinds ofopportunities,” he says.

With his strong mathematicalmind, he was naturally drawn to thesecurities industry. In 1984 he joinedDavidson Partners Inc (which latermerged with Midland Walwyn) ,where he supervised the company’sactivities in derivatives. He also be-came the mastermind of the compa-ny’s entrance into Pacific Rim mar-kets, and supervised the trading ofHong Kong equities.

In 1990 Lam joined Thomson Ker-naghan & Co. Ltd as Vice Presidentand Director – Corporate Finance.While continuing to build NorthAmerican business in Asia, he be-came an expert in industries such asoil and gas, communications, mining,manufacturing and technology. He’scurrently a director of both Net-ThruPut Inc. and NetThruPut (Asia),affiliates of Enbridge. NetThruPutruns an Internet-based crude oil trad-ing system.

In 1997 Lam joined HSBC Securi-ties Canada to help its clients expandinto the burgeoning Asian market.HSBC Group is an international bankheadquartered in London, England,with offices in 79 countries. It beganin 1865 as the Hongkong and Shang-hai Banking Corporation to financethe growing trade between Chinaand Europe. “The strength of thebank is to combine local knowledgewith a world bank perspective,” ex-plains Lam.

Once Lam finds the right invest-ment opportunities for his clients,his challenge is to bridge the cultur-al gaps. It’s a challenge he particu-larly enjoys. “To do a joint venturesuccessfully you have to know eachother well,” he says. “North Ameri-cans and Asians have different per-spectives on values and manage-

SHARPEYES

DANIEL LAM, EMBA ’00, FOUND THE FIRST EMBA CLASS IN HONG KONG A GREAT LEARNING EXPERIENCE FOR EVERYONE

in both North America and Asia. Witha twelve-hour time difference, theonly way to stay continuously intouch is to work 22-hour days.

Lam grew up in Hong Kong, butwhen he was 18 he decided to uprootand continue his studies in Canada. CONTINUED ON PAGE 24 >>

MOST PEOPLE DON’T ENJOY THE LONGflight between Toronto and HongKong, but for Daniel Lam it’s a wel-come chance to catch up on his sleep.As Vice President and Director of HSBC Securities Canada, Lam identi-fies business opportunities for clients

[ ]

WHEN LIZ O’NEIL WAS IN PRIMARYschool, she spent a year living in Eng-land.“It was a far cry from rural Ontario,”she says,“and the most amazing oppor-tunity to live a new lifestyle and meetpeople from different backgrounds.”Theexperience opened her eyes to theworld, and she hasn’t shut them since.

O’Neil grew up in Ontario’s farthestsouthwest corner. Her father was aphysician turned mushroom grower,and her first experience of businesswas working with him during the sum-mers. But from the time of her year inEngland, O’Neil was on the lookout foropportunities to experience different

cultures and countries. She went onexchanges to France during highschool, then took a summer job inQuebec City during university.

After completing a degree in eco-nomics and French at Western, O’Neilwanted something more practical. Thenext logical step was an HBA at Ivey.Once again, she seized the opportunityto experience the world, spending aterm on exchange in Belgium.

When she completed her HBA, shemoved to Toronto and began workingin the advertising industry. Soon shehad made a place for herself in therapidly developing world of digitalcommunication strategy. “It was reallya hot, fast-paced field to be in at thetime,” says O’Neil. “It was also possibleto work hard and come out on top, be-cause there were no rules.” Much asthe work appealed to her, she still han-kered for a more international career.Eventually, that hankering led her backto Ivey and the one-year MBA Directprogram. She chose to work with Pro-fessor Kathleen Slaughter, whose inter-ests in cross-cultural communicationfit with O’Neil’s own.

The MBA presented yet another in-ternational opportunity – the LEADERteaching program in the former SovietUnion conducted each year in May. Thenight before O’Neil left for her three-week teaching assignment in Ekaterin-burg, she received a call from Slaughter,suggesting that she apply for the job ascase writer in Ivey’s joint program withNanyang Business School in Singapore.By the time she returned from Russia,O’Neil was leaning toward Europe asher next destination, but a meetingwith Gigi Wong and Paul Beamish ofIvey’s Asian Management Institutechanged her mind. “The more I foundout, the more excited I got. Europe isvery well-established but Asia is reallyon the move – a region that is develop-ing and changing.”

O’Neil arrived in Singapore in Octo-ber 2002 and was warmly welcomedby her colleagues in the Asian BusinessCase Centre at Nanyang. The Centre’smandate is to write cases, develop case

I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

OPEN TO ASIA

LIZ O’NEIL, HBA ’95, MBA ’02, HAS ALWAYS WANTED TOWORK INTERNATIONALLY. NOW, SHE’S GETTING HERCHANCE AS A CASE WRITER FOR IVEY IN SINGAPORE.

CONTINUED ON PAGE 24 >>

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22

prospect of an international career. In2000 that opportunity came when shewas asked to become CEO of the compa-ny’s operations in Hong Kong. Sun Life hasa long tradition in Hong Kong, where itopened up its first branch 112 years ago.With De Silva’s appointment,the companybecame focused on creating a bigger pres-ence in Asia, particularly in the fast grow-ing markets of India and greater China.

When De Silva first arrived in HongKong, she was amazed by the frenzyand activity in the city. “Every day feltlike the day before Christmas in Cana-da,” she says. Surprised by the conges-tion, she was also impressed by thecity’s efficiency, entrepreneurial ener-gy, and emphasis on education.

One of her first contacts in Hong Kongwas Joe DiStefano, then the Director ofIvey Asia, who invited her to sit in on anIvey EMBA session. The case under dis-cussion was set in Toronto, and focusedon a manager whose direct and frankmanner had resulted in poor perfor-mance from a top employee of Chinesebackground. The debate was lively andsometimes heated. At one point a HongKong Chinese student said to a student ofWestern background: “What is it withyou Westerners? You can’t talk to peoplethis way.” Fresh from her faux pas in therestaurant, De Silva listened with fascina-tion. “For the next six months, I second-guessed every thought and communica-tion,”she says.“It was quite paralyzing!”

While De Silva was learning the cul-tural nuances, she also was learning tonavigate the waters of a fast-paced andcompetitive economy. Sun Life Finan-cial Hong Kong has tripled its volumesince 2000, and hopes to triple it againby 2005. One of her challenges in sucha diverse economy is to competeagainst foreign companies that aregoverned by the regulations of theirhome countries, often different fromCanadian regulations.

De Silva also joined the CanadianChamber of Commerce, the fourthlargest international Chamber in the city.Here she received a warm welcome andfelt right at home. Now as president ofthe organization, she is committed to

ONE OF THE FIRST THINGS THAT JANETDe Silva did when she took up her posi-tion as CEO of Sun Life Financial HongKong was take her staff out to lunch. Aswas her practice in Toronto, she tookalong a business agenda for discussion.Her staff was horrified. Lunch in HongKong is a time for relaxation andfriendship, not a place for agendas.“Myboss told me that I would have to learnto be a ‘nice female Asian leader,’” saysDe Silva. “In other words, I needed totone it down a bit.”

Hong Kong is a long way from DeSilva’s roots in Kitchener Waterloo, On-tario. She learned the value of hardwork from her parents, and in highschool she worked part-time for Cana-da Trust. She began university at WilfridLaurier, but then decided to accept ajob with Clarica Life (now Mutual Life).

CANADA“D’EH”?

JANET DE SILVA, EMBA ’94, IS ENJOYING THE FAST-PACEDECONOMY OF HONG KONG AND ENCOURAGING CANADI-AN BUSINESSES TO GET INVOLVED

Her intention was to continue her edu-cation part-time, but that idea wasdropped as she became more and moreinvolved in the company.

After ten years with Clarica, she de-cided it was time to resume her formaleducation. Although she considered go-ing back to finish her undergraduatedegree, she felt that Ivey’s EMBA pro-gram would give her the chance tomeet people with similar interests andexpose her to other industries, whileallowing her to continue working. Theprogram resulted in some close friend-ships and a real boost to her confi-dence. It also taught her a great way toapproach business problems. “To thisday, I think about business issues in theframework of a case,” she says.

De Silva joined Sun Life in 1996, at-tracted among other things by the CONTINUED ON PAGE 24 >>

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23

I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

WHEN SHIGE MAKINO WAS AN MBAstudent at Japan’s Keio University inthe late 80s, he decided to go on a for-eign exchange. Although he had neverheard of the Ivey Business School, heh a p p e n e d t o p i c k u p o n e o f i t sbrochures. Of the many he looked at,Ivey’s was the only one to depict stu-dents and professors with smiles ontheir faces. It made a big difference forsomeone who had never spoken Eng-lish or been outside the country. “I feltthat it must have a very friendly, colle-gial culture, one that was open to for-eigners,” he says.

Makino began his exchange bygetting totally lost at Pearson Inter-national Airport and finding himselfunable to explain where he was go-ing. When he finally arrived at Iveyhe encountered many smiling faces,but he couldn’t understand whatthey were saying. He also discoveredthat Ivey students work very hardand the professors expect a lot. Butin the end he was “very, very happy”that he had chosen Ivey. “I was veryimpressed with the quality of peo-

Japanese joint ventures to determinehow ownership affected both perfor-mance and length of survival. The the-sis was nominated for the Best Disser-tation Award at the Academy ofManagement in 1996.

Along with his research, he andBeamish collaborated in a number ofcase studies that took them to Japan.Here Makino enjoyed his cultural advan-tage over his Canadian-born supervisor,and the reversal of roles. “In Japan, I wasking,” he laughs.“I was the teacher.”

After his PhD, Makino considered re-turning to Japan, but instead accepteda position with the Department ofManagement of the Chinese Universityof Hong Kong. Attracted by the reputa-tion of the university, Makino was alsodrawn by the opportunity to witnessat first hand the turnover of HongKong to the Chinese. There was anotherlure – Hong Kong’s international cui-sine, which he feels is among the bestin the world.

Makino currently teaches strategicmanagement, international businessand management theory. He is chair-man of the PhD program and in chargeof MBA curriculum development. He al-so sits on the editorial board of six peerreviewed academic journals, and heheads up the Japanese Association ofHong Kong Studies, a group of Japan-ese professionals and academics thatmeets monthly.

Because Makino belongs to a com-peting institution, he’s not actively in-volved in the Ivey Business School inAsia. Still, he continues to collaboratewith Ivey researchers on strategies forinternational expansion, a field of re-search in which Ivey is a world leader.He’s also a heavy user of Ivey cases in hisclassrooms, and has taught at Ivey Asiaas a guest lecturer. “The reputation ofIvey is very high in Hong Kong,” he says.

Makino believes his Ivey experiencehas given him a broad global perspec-tive. He tells his students that busi-ness today in effect means interna-tional business. “One of the greatestthings about Ivey is its internationalmind,” he says. “The School looks forinteresting business issues every-where in the world.” ■

SMILINGFACES

ALTHOUGH PART OF THE COMPETITION IN HONG KONG,SHIGE MAKINO, PHD ’95, STILL MAINTAINS CLOSE TIES TO IVEY

ple – both students and professors,”he says.

One of his Ivey professors, struckwith the work and thought that hadgone into a research project, suggestedthat Makino think about an academiccareer. He had never considered it be-fore, but when he returned to Keio, hisMBA thesis supervisor suggested thesame thing. His supervisor had ob-tained his PhD at Stanford Universityunder the direction of Adrian Ryans,who had recently become Ivey’s newDean.“My supervisor told me that withRyans as Dean, Ivey would become oneof the very best business schools in theworld,” says Makino. Buoyed by his ownpersonal experience, Makino decidedto return to Ivey to do his PhD.

Again, Makino found it tough slog-ging at first. As an exchange student, hehad been treated as an “internationalguest,” but as a PhD student he receivedno preferential treatment. For the firsttwo years he found himself in a perma-nent state of exhaustion from lack ofsleep. In the third year of the program,he came under the wing of ProfessorPaul Beamish. “Paul treated me like aresearch partner, not as a student, andhe was extremely patient and support-ive,” he says. “It was then that I startedenjoying my life as a PhD student.”

Makino’s thesis focused on interna-tional joint ventures. In the typical IJV,foreign firms provide technology andknow-how, and local partners providemarket access. But there are a numberof different ownership models, andwith Japanese firms, the traditional oneis not always the first choice. In his the-sis Makino studied a large sample of

[ ]

24

methodology and act as a distributioncentre for Asian-based cases. Her role isto work with professors at both schoolsto write Asian-based cases and to workwith NBS professors to incorporate cas-es into their curricula during her one-year contract.

O’Neil was just getting her feet wetwhen SARS hit Asia. The response ofthe Singapore government was swiftand by some standards, draconian. Trav-el was restricted and movement in andout of the country was carefully moni-tored. “People stopped going to shop-ping malls and taking taxis,” saysO’Neil. “Business tanked and nobodyreally wanted to talk to strangers.Everyone was busy having their tem-perature taken twice a day and moni-toring the escalating price of facemasks.” For her, it was an opportunityto see “big government” in action. “Itwas a bit frustrating, but also interest-ing to see it in motion.”

As the SARS situation eased, she wasable to resume traveling and move for-ward more quickly with case develop-ment. She has completed six cases andhas several more in development.“It’s avery flexible position,” she says. “I’m

ment, and I help them to under-stand these differences.”

That’s one of the reasons he de-cided to enroll in the first class ofthe Ivey Hong Kong Executive MBAprogram in September 2000, with22 other students. He had alreadytaken an executive developmentcourse at Western, so he was famil-iar with the School’s case methodapproach. He was also a friend ofHenry Cheng, whose gift of $5 mil-lion paved the way for the program.Lam felt that the program wouldhelp him broaden his contacts, andgive him new insights into interna-tional business. “I’m always lookingfor new ideas,” he says.

It was exciting being part of abrand new program, he says. “Wecreated our own guidelines as wewent along. Everybody – professorsand students – was learning on thejob.”

Lam is a strong supporter of theIvey initiative in Asia, and is opti-mistic about the start of the newMBA program. He’s a member of IveyAsia’s Development Committee,whose role is to grow the School bybuilding contacts and raising funds.Lam believes that Ivey has an excel-lent brand in Hong Kong, as well as astrong and committed alumni baseupon which to grow.

Lam is proud that his daughterFarica joined the Ivey HBA programin September. During the summershe taught natural science in Namib-ia, Africa, as a volunteer. Like her fa-ther, she’s interested in pursuing acareer in international business.

A l t h o u g h h i s t rave l b e t w e e nToronto and Hong Kong allows himlittle leisure to go to the movies,Lam believes that his education infilm at Ryerson improved his pow-ers of observation. “You can learn alot by watching what people arebuying in malls, or even by observ-ing traffic jams,” he says. “To spotoppor tunities you need to havesharp eyes.” ■

raising the profile of Canadian businessand encouraging Canadian companies totake advantage of the great opportuni-ties in Hong Kong and southern China.

The Chamber recently ran a specialpost-SARS Canada Day event to cele-brate Hong Kong getting back to busi-ness. Canadians are stereotyped inHong Kong as ending their sentencesin “eh,” so the occasion was dubbed“Canada D’EH”. It was held in Lan KwaiFong, part of a four block area of restau-rants and bars that are nearly all ownedby Canadians. Molson beer was onhand, along with cowgirl dancers and aCanadian jazz band.“We wanted to getsome coverage and tweak the noses ofsome Canadian cities by saying that Lan

willing to talk to anybody about any-thing, in the hopes of finding an inter-esting business situation to writeabout.” Case writing, she says, is an ide-al entrée. A few days after meetingwith a well-known entrepreneur inThailand about a case, she noticed thesame man being interviewed on CNN.“I thought, ‘Wow, this man gave me anhour and a half of his time – how fan-tastic is that?’”

O’Neil says it only makes sense forIvey to be active in Asia, where it’s possi-ble to watch as economies emerge andevolve.“You can see new business mod-els being formed, tested, practiced andchanged,” she says. “The rate of changehere is very fast. It’s important to bewhere the action is.” O’Neil has been im-pressed by the impact Ivey is makingthroughout Asia. While interviewingMBA applicants in Beijing and Shang-hai, she was struck by their knowledgeof and high regard for the School.

O’Neil hopes to extend her contractfor at least six months, but says thatshe is looking forward to becoming amore active participant in the businessworld. “Every time I turn around thereare interesting opportunities,” she says.“It’s important to keep your eyes andyour mind open to whatever mightcome along.” ■

>> LAM CONTINUED FROM PAGE 20 >> O’NEIL CONTINUED FROM PAGE 21

Kwai Fong is truly the bar and restau-rant capital of Canada,” she says.

De Silva is also a member of the IveyAsia Advisory Board, and a strong sup-porter of Ivey’s vision. “Ivey is one ofour real high profile success stories outhere,” she says. The Canadian Chamberof Commerce named Larry Wynant, As-sociate Dean, Ivey Asia, as Entrepreneurof the Year in 2001.

Although De Silva finds that HongKong does not allow a lot of time forleisure, she and her husband Yves Therienenjoy the opportunity to sample whatshe describes as “some of the world’smost interesting travel destinations.” Re-cently they adopted a year and a half oldAsian boy, Jake. Instead of cutting backon their travel, De Silva is looking for-ward to taking Jake with them. “He’s go-ing to be a world traveler,” she says. ■

>> DE SILVA CONTINUED FROM PAGE 22

26

WHEN GORDON OSBALDESTON MBA ’53,LLD’84 was doing his MBA at Ivey, hisroommate, impressed by the lifestyleof Canadian trade commissionersabroad, took the Civil Service exam. Itwas a Saturday morning, and Osbalde-ston, who had nothing better to do, de-cided to tag along.

As it turned out, he got a job and hisfriend didn’t. Thirty years later, Os-baldeston crowned a meteoric risethrough the civil service by becomingCanada’s top mandarin and servingwith three prime ministers.

Osbaldeston grew up in Hamiltonand completed a BComm at the Uni-versity of Toronto. He started his careerwith the renowned advertising agency,J. Walter Thompson, but quickly real-ized that he would need an MBA toreach the upper echelons of the mar-keting world. He met with Ivey’s Dean,Lloyd Sipherd, who agreed to let himcomplete his MBA in 12 months.

Honoring

BRIA

N H

ILLIE

R

Canada’sBEST

IVEY IS WELL REPRESENTED IN THE AUGUST RANKS OF THE ORDER OF CANADA. MEET GORDON OSBALDESTON AND TWO OTHER OUTSTANDING GRADUATES WHO HAVE RECEIVEDTHE COUNTRY’S HIGHEST RECOGNITION

Osbaldeston says that Ivey gave himthe practical skills he needed. “Torontowas heavy on economic history andtheory – you read Adam Smith and thatsort of thing. But it’s very hard to applyAdam Smith in its pure form. Comingto Ivey, I developed a very real confi-dence that I could take a problemapart, find out what the core of the is-sue was, array alternatives and developa plan of action – and I could do it onone page.”

Osbaldeston never really planned tomake the civil service his career. Hetook a job as a Foreign Service Officer,intrigued by the opportunity to mar-ket Canada abroad. Posted to Brazil,Chicago and Los Angeles, he returnedto Ottawa in 1964. In 1968 he becameDirector General of the Consumers Af-fairs Branch of the Department of Con-sumer and Corporate Affair and even-tually, Assistant Deputy Minister. It wasin that department that he made some

of his most significant contributions.“We brought in bilingualism and themetric conversion, introduced far moretransparency in marketing, and intro-duced innovative legis lat ion onweights and measures, bankruptcy,and hazardous products legislation. Iwouldn’t be surprised to find thatthere are tens of thousands of childrenwho never went to the hospital be-cause of the hazardous products legis-lation. In human terms that gives methe most satisfaction.”

From there it was on to the Trea-sury Board, Industry, Trade & Com-merce, Economic Development andExternal Affairs, and in 1982, the topjob as Clerk of the Privy Council.“What kept me interested and fo-cused,” he says, “was that every time Iturned around, I had a new challenge.If the work had ever got boring, Iwould have left.”

Serving as Clerk of the Privy Councilwas “a real privilege,” says Osbalde-ston. The Clerk plays three key roles,serving as Deputy Minister to thePrime Minister, Secretary to Cabinet,and head of the Public Service. “Every-thing going to the Prime Ministerwent through me,” he explains. Os-baldeston briefed the PM, gatheringan array of information he needed tomake his public policy pronounce-ments, and organizing the develop-ment of policy against the objectiveshe set out. It was also his job to guideand mould the work of the public ser-vice to be in support of the govern-ment’s policy. “And of course,” he adds,“to avoid some of the administrativedisasters that seem to have beenprevalent recently!”

Osbaldeston served Pierre Trudeau,John Turner and Brian Mulroney asClerk. But by the end of 1985, aftermore than 30 years in public service,he knew it was time to do somethingdifferent. While he was planning hisnext career move, he met with BudJohnston, then Dean at Ivey, who en-couraged him to consider teaching atthe School. Johnston wrote him a let-ter, suggesting what he might do andoutlining briefly the terms of employ-ment. Osbaldeston called back to say

he was interested and suggestingthat Johnston draft a contract for hisreview. “Bud replied, ‘Gordon, that let-ter is the contract.’ So that’s how weworked it out – basically a handshakedeal. Bud was true to it, plus 10 percent.” Obaldeston began by teachingand writing four days a week, leavinghim time to develop an active con-sulting practice. Gradually, he spentless time at Ivey and more in his ownbusiness.

Osbaldeston’s message to Ivey stu-dents was simple but compelling:“Don’t spend any more time on busi-ness-government relations than whatcontributes to your bottom line.” Hebelieves, however, that this issue hasmore impact on the bottom line thanmost managers think, and that tradi-tional distrust of government some-times blinds business to the oppor-t u n i t y f o r m u t u a l l y b e n e f i c i a lpartnerships. In an increasingly inter-national business environment, hesays, business-government partner-ships are more important than ever.The recent BSE and softwood lumberissues clearly illustrate why. “In aglobal environment, you’ve got topartner with government, and if thatpartnership is not a strong, viable andtrustworthy one, you won’t makemuch progress.”

Today, Osbaldeston is an activemember of six corporate boards, andone not-for-profit board, Let’s Talk Sci-ence, a university-based organizationwith a mandate of fostering interest inscience with primary and secondaryschool students.

Osbaldeston was named an Officerof the Order of Canada in 1981 andraised to the level of Companion in1997, in recognition that he “has servedhis country with distinction and in-tegrity.” His first response, he admits,was surprise. “I’ve been on the Adviso-ry Board of the Order, so I’ve gonethrough all the applications, and Iknew the competition out there.” As acareer public servant, he says the hon-our has special significance. “Being ap-pointed to the Order was a matter ofsatisfaction and pride, and remains soafter many years.” ■

> NO TWO ALIKE <Gordon Osbaldeston remembers attendingan Order of Canada investiture at which aworld champion billiard player was honored.During the party following the ceremony,Osbaldeston commented on the splendidevent.“It is quite a night,” the man agreed,“but I’m sorry that my grandmother isn’there.” Osbaldeston asked why.“Because mygrandmother raised me, and she always saidwhen I was going out to the pool hall that I’dnever get anywhere!”

The badge of the Order of Canada isshaped like a snowflake to reflect the unique-ness of each member. From artists and busi-ness people to educators, musicians and ath-letes, a diverse group of more than 4,000people have received the Order.

Created in 1967 to celebrate Canada’s cen-tennial, it was designed as an egalitarian anduniquely Canadian award to replace knight-hoods bestowed by the British government.The Order confers no special privileges andbrings no monetary rewards, and any Canadi-an may nominate a candidate for considera-tion. The Governor-General makes theappointments based on the recommenda-tions of an Advisory Council. Appointmentsare announced twice a year, around NewYear’s Day and Canada Day, and three investi-ture ceremonies are held each year.

The motto, Desiderantes meliorem patriammeans “They desire a better country,” andOsbaldeston, an advisor to and former mem-ber of the Advisory Council, says that remainsa key criterion for appointment. The Council,he says, looks at two aspects of a person’s life– his or her professional career and volunteerinvolvements.“Those are two ways to expressexcellence. The ideal candidate is someonewho is well-rounded, has wide interests andis seen as outstanding by several differentcommunities.” He says the Order process isnot open to political interference or activelobbying:“Nobody has ever pushed their wayin.” Ultimately, each nominee is reviewed inrelation to other nominations reviewed atthe same time.

The Order has three levels – Member, Offi-cer and Companion. Up to 146 Members and64 Officers are appointed each year. Up to 15Companions are appointed each year, andthere can only be 165 living Companions atany given time.

Osbaldeston says the Order has achievedits goal of honouring great Canadians, who-ever and wherever they are.“The Order isn’tjust about celebrities. It’s about everydayCanadians who do extraordinary things.”

29

I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

ees were motivated, our customers likedwhat we said, suppliers wanted to supplyus and investors liked us.”

During a canoe trip in the wilderness ofTemagami, Grant and his wife Shelaghfound themselves in an area where old-growth forests were being logged. “I gotup in the morning and was standing onthe beach when all of a sudden I couldhear these big machines starting up.Everytime one started up, a loon would cry.”The following week, he was scheduled tospeak at a Conference Board meeting inToronto on business and the environment.Leaving his prepared script behind, hespoke passionately about this experiencein Temagami.Quoted in the Globe & Mail,Grant soon found himself at the heart ofthe logging controversy.This led to a stintas Chair of the Ontario Round Table onthe Environment and Economy,an adviso-ry board to the Premier that produced sev-eral significant reports. He has also servedas a Trustee of the World Wildlife Fund,onthe Advisory Board of the Erivan K. HaubProgram in Business and the Environmentat York University, as a Commissioner ofthe Canadian Polar Commission andCanadian delegate to two Circumpolar Af-fairs Ministerial Conferences, and as amember of the Independent Review Com-mittee of the North American Agreementfor Environmental Co-operation.

In 1994,Grant was approached to helpstart the Canada Lands Company,a crowncorporation created to sell off public lands.The timing was right:he was 60 and readyto leave Quaker. The project was success-ful, returning $250 million to the Federalgovernment and fostering the creation ofa wide range of much-needed housing.At the end of his second three-year termGrant left the job with some serious con-cerns about political involvement. But hedidn’t speak out publicly until January2002,when he read that Minister AlfonsoGagliano had flatly denied playing anyrole in the hiring of one of his organizersby the Company. Grant felt he could nolonger remain silent. The resulting furorthrust him into the public eye for months,and brought about Gagliano’s transfer. Itwas a difficult time, but what sustainedGrant was the support of ordinary Cana-dians across the country.“One night, two

A Man ofPrincipleJON GRANT, HBA ’59, DIDN’T ASK FOR THE NOTORIETY OF THE GAGLIANO AFFAIR, BUT HE DIDN’T TURN AWAY FROM IT EITHER

DURING THE FIRST WEEK OF THE Gaglianoaffair, Jon Grant, the man who spoke outabout political interference at the Cana-da Lands Company, came home feelingtired and discouraged. His wife Shelagh,sensing his mood, asked, “Are you sureyou’re doing the right thing?” Grant saidhe was. “Then we’ll go on together,” shesaid. A moment later she added, “Thereare 10 phone calls from reporters thatyou’ll have to return.”

It was, perhaps, a defining momentfor Grant.Throughout a highly successfulcorporate career, he has always been amaverick, ready to speak up for his some-times unconventional beliefs.

Grant admits that he was more inter-ested in sports than academics in highschool, but that all changed when he ar-

rived at Ivey for his HBA.“I realized that Ihad to do something very quickly if I wasgoing to get on in life, so I pulled up mysocks. University was a wonderful expe-rience for me.” After graduation, hejoined General Foods, gaining experiencewith several food companies before mov-ing to Quaker Oats in 1974. He was ap-pointed President and CEO in 1976, andafter a successful 15-year tenure, becameChairman and CEO in 1991 and Chairmanof the Board in 1993.

The job at Quaker took him to thesmall city of Peterborough, Ontario,where his perspective on businesschanged. Invited to join the board of St.Joseph’s Hospital shortly after his arrival,he remembers finding himself at the firstmeeting seated between the Mother Su-perior and the head of the electricalunion, an avowed Communist. He quick-ly realized that in a small community,you mix with everybody.“We had a com-munity of friends and associates thatcrossed all kinds of economic, social, po-litical and cultural barriers,” he says.“As aresult, you develop a feeling for thingsthat is perhaps not as conventional asyou might in the big city.”

One of the unconventional feelingshe developed was that business has aresponsibility toward the natural envi-ronment. Under his leadership, Quakerlaunched a number of environmental ini-tiatives and he made an interesting dis-covery. “Everything worked when wetalked about what we were doing for theenvironment,” says Grant. “The employ- CONTINUED ON PAGE 31 >>

MANY OF TODAY’S IVEY STUDENTS WILLunderstand how Jacques Ménard feltwhen he arrived at the School for hisfirst year in the MBA program. “I hadborrowed my tuition from the bank,”he says, “so I was condemned to suc-ceed! There was no way I could think ofgoing back home without havingpassed year one.”

Ménard had nothing to worry about.He did well at Ivey and went on to a bril-liant career in the securities and bankingindustry. He also became an indefatiga-ble volunteer who has made significantcontributions to his community.

Born in Chicoutimi, Ménard grew upin Montreal and attended College Ste.

Marie and Loyola College, both Jesuit-run institutions. But his goal from anearly age was Ivey. After a year in mar-keting at the Ford Motor Company, hecame to the School in 1968. It was hisfirst time living outside Quebec and theexperience gave him a broader perspec-tive on Canada. “I learned how largeCanada is, but also how small. Our coun-try is a collage of relationships and peo-ple that come from different parts ofCanada yet share the same values.”

Ménard’s father was a bank execu-tive and his brother had just started acareer as a stockbroker, so it was naturalfor him to gravitate toward the financialservices industry. His summer job be-

tween first and second year was with asmall investment firm in Montreal, andhe became a stockbroker when he grad-uated. “I felt,” he says, “that the bestgeneralist job going in the business wasas a salesman, where you get to under-stand and appreciate every product andservice the firm has to offer.”

Ménard has always tried to be anagent of change. “I’ve tended to gravi-tate to where I can move the needle,”he says. “Managing the status quo isnot something that turns me on.” Hejoined Burns Bros & Denton in 1972,which merged with Fry Mills Spenceto create Burns Fry in 1976 and withhis partners, built the firm into Cana-da’s largest independent securitiesfirm at the time. Along the way, heoversaw many interesting deals, in-cluding an innovative IPO for a Quebecfood co-operative, Metro Richelieu, in1987, and the re-financing of the Mon-treal Expos through a consortium of 13companies in 1991. In 1994, the firmwas successfully merged with NesbittThompson and today Ménard is Chair-man of BMO Nesbitt Burns. “To as-sume leadership responsibility in anindustry as exciting as the securitiesindustry is, in itself, exciting,” he says.In 1999, he also became President ofBMO Financial Group, Quebec, leadingan organization that employs 4,500people in some 160 branches.

Along the way, Ménard gave his timeand expertise generously to a wide vari-ety of community organizations. Heserved a five-year term (1996-2001) asnon-executive Chairman for Hydro-Que-bec and contributed firsthand to theturnaround of the Canadian utility. Dur-ing his term as President and then,Chairman of the Board of Trade of Met-ropolitan Montreal from 1989 to 1991,

JACQUES MÉNARD,MBA ’70, HAS FORGEDA SUCCESSFUL CAREERIN THE FINANCIAL SERVICES INDUSTRY BYBELIEVING IN PEOPLE

30

A Baker’sDozen

SPYR

OS B

OURB

OULIS

he enjoyed the opportunity to engage inpublic debate on policy issues, increasinghis confidence and speaking ability. In1991, he was recruited as co-Chair of theMontreal Annual Centraide (United Way)Campaign.The campaign raised a recordamount for the time. Since 2001, he hasbeen involved as co-Chair of a $100 mil-lion capital campaign for Sainte-JustineHospital, the most important motherand child University hospital in Quebec,which is undergoing a $400 million re-development program. Ménard has re-cruited a powerful campaign team of25, and hopes to have the fundraisingcompleted by spring 2004, thanks inpart to a major leadership contributionby BMO Financial Group.

Ménard believes passionately thatcommunity work adds meaning and val-ue to professional life, and he encour-ages young managers to get involvedearly in their careers.Working in the vol-unteer sector fosters creativity, he says,“because you have to do a lot with verylittle.” It also hones leadership and moti-vational skills, and tests your values. “Ihave had almost as much joy and satis-faction from my volunteer involvementsin some instances as from my profes-sional life,” he says, “and it has endedup helping me professionally too. I’vemet so many people and tested leader-ship approaches that I’ve carried backinto my business life.”

Ménard says he was surprised, hum-bled and deeply honored to be named a

Member of the Order of Canada in 1995.“When you are waiting to hear yourname called by the Governor-Generaland you hear about the lives of dozensof great fellow Canadians – unsung he-roes who have done tremendous thingsin their own communities and businesslives – you ask yourself,‘Why am I here?’”He was promoted to Officer in 2000.TheOrder is not only an honor, says Ménard,but also a prod.“When you’ve been rec-ognized by the community in such afashion, it gives you a yet greater spiritof responsibility toward your fellow citi-zens.The bar goes up, and you can’t eversay ‘I gave at the office’.”

Looking back, Ménard says that hisexperience in the MBA program helpedhim develop a positive and optimisticapproach to business that has sup-ported him ever since. “Ivey taught methe importance of finding commonground with everyone you meet, andthat the basic premise of any relation-ship is that people are of good faithand want to succeed.”

Ménard’s advice for a meaningfuland successful life is simple yet power-ful: “Don’t look back – life is too short.Never give up. In a business transaction,always leave something on the table forthe other guy. As to personal relation-ships with partners or colleagues, giveeveryone a baker’s dozen – a little morecredit than they might expect, or per-haps even deserve. It’s a smart invest-ment that you never regret.” ■

fisherman who’d just come in from fishingoff the coast of Newfoundland called me.Another night it was a couple of loggersfrom the West Coast.”

When Grant returned from a holidayin the spring of 2002, he found a cardasking him to pick up a registered letterat the post office. Convinced that it wassomething relating to the Gagliano af-fair, he ignored the request until he re-ceived a second card. The waiting letterwas his invitation to become an Officerof the Order of Canada.“It was,” he says,“the last thing I ever expected.” Granttakes his appointment as clear proof

that the Order, at least, is free from po-litical influence.

Today, Grant remains deeply involvedin the business world, as Chairman of theBoard of CCL Industries, a major interna-tional packaging company, Vice-chair ofAgricore United, Canada’s largest graincompany, and a member of the Board ofAXA Insurance.He also maintains a leader-ship role in environmental issues, as Chairof the Nature Conservancy of Canada andChair of the Canadian Canoe Museum.

Of his experience in the national po-litical spotlight, he now says simply: “Idon’t think anybody is every comfort-able with that kind of notoriety. It hap-pened. I responded.” ■

>> GRANT CONTINUED FROM PAGE 29

IVEY ALUMNI AND FRIENDS APPOINTED TOTHE ORDER OF CANADA

> Judd Buchanan, MBA ’55> Andre Galipeault, Exec. ’85

> Peter Godsoe> Geno Francolini, HBA ’54, LLD ’84

> Jon Grant, HBA ’59> Ken Harrigan, HBA ’51, LLD ’94

> Richard M. Ivey, HBA ’47, LLD ’79> Carol Johnston

> Maureen Kempston Darkes> Louis Lagasse, MBA ’73

> John LeBoutillier, MBA ’70> Harrison McCain> Wallace McCain

> Jacques Menard, MBA ’70> Earl Orser, LLD ’91

> Gordon Osbaldeston, MBA ’53, LLD ’84> Alf Powis

> John Risley> Doreen Sanders

> Alan Scales, HBA ’58> JR Shaw

> Ron Southern> Frank Stronach> Maurice Strong

> J. Allyn Taylor, LLD ’81> David Black Weldon, HBA ’47, LLD ’89

> Vic Young, MBA ’68

If we missed your name, please letus know at alumni@ivey.uwo.ca

32

The Corus Chair reflects the com-pany’s emphasis on women in its ownmanagement ranks. Unlike much ofcorporate Canada, 50 per cent of theCorus board and 40 per cent of its se-nior management team is female. “Ifeel that kind of balance is impor-tant,” says Shaw. “As a company, wewant to ensure that women have aplace in management, not just in ourcompany but elsewhere.” Women arealso an important audience for thecompany, especially since its purchaseof the women’s specialty channel,WTN (now W).

Shaw is delighted that the newChair is held by Professor Alison Kon-rad, who recently arrived at Ivey fromTemple University in Philadelphia.“She’s really enthusiastic and moti-vated,” says Shaw. “This area of re-search is clearly a passion for her.”

Konrad, a social psychologist, hasspent most of her career looking atissues of gender and diversity. Oneof her recent research projects lookedat data about job attribute prefer-ences across the U.S., and showedthat, contrary to popular belief, thereare relatively minor differences inp r e f e r e n c e s b e t w e e n m e n a n d

“YOU HAVE THE PULL OF YOUR CAREERand the pull of your family. Both areimportant and sometimes they seemdiametrically opposed. It’s all aboutbalance, choices and trying to do thebest in both worlds.”

I n a fe w w e l l - c h o s e n w o r d s,Heather Shaw, MBA ’87, sums upone of the unique challenges facedby women in management. Work-life balance will be a focus of Ivey’snew Chair in Women and Manage-ment, established with financials u p p o r t f ro m S h a w ’s co m p a ny,Corus Entertainment Inc. Corus andits sister company Shaw Communi-cations are also supporting the JRS h a w P r o fe s s o r s h i p i n Fa m i l y -owned Businesses at Ivey.

When she talks about balance andchoices, Shaw speaks from experi-ence. A mother of two young daugh-ters, she is chairwoman of Toronto-based Corus Entertainment, owner ofspecialty channels such as YTV and W.She was named to Canada’s Top 40under 40 in 1998, and won the Busi-ness Woman of the Year award forCalgary in 2002.

Shaw says her time at Ivey gaveher important critical and analyticalskills that have been useful in her ca-reer, but the lessons that really stuckweren’t on any curriculum. “Workingin learning teams, you figure out howto resolve conflicts, work as a teamand get to the end result,” she says.“ Ivey is a lot of hard work, andthrough the experience I learned theimportance of balance, relationshipsand having a support network.”

women. In another study, Konradlooked at the connection betweenhuman resource management sys-tems and women in senior manage-ment in U.S. companies.

Now she’s looking forward to ex-tending her research in the Canadiancontext. She is currently applying fora major research grant to identifybest practices in gender and diversi-ty in medium and large-sized Cana-dian companies. The study will gath-er data about employment, peoplemanagement systems such as com-pensation and training, and employ-ees’ perceptions of inclusion and em-p o w e r m e n t . “ W e k n o w w h a tcompanies are trying,” says Konrad,

“but we need to validate whichpieces actually work.” Ultimately,she wants to establish a centre thatwill gather this data on a biannualbasis and publish its findings as a“Canada’s Most Inclusive Work-places” listing.

Konrad is also developing a sec-ond-year elective course on gender

Expanding theboundaries ofknowledge

Development

Corus Entertainment andShaw Communicationssupport exciting newresearch initiatives

HEATHER SHAW, MBA ’87, (LEFT) AND ALISON KONRAD

I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3

As the daughter of Shaw Com-munications founder JR Shaw, shealso takes a personal interest in theProfessorship established in his ho-nour. She recognizes that familybusinesses, which play a key role inthe Canadian corporate world, raiseunique management issues. “Thereare,” she says, “a lot of dynamicsthat don’t relate to the businessbut can have a dramatic impact onits success.”

Eric Morse, who holds the ShawProfessorship, agrees. He points outthat at least 45 per cent of Cana-da’s GDP can be accounted for byfamily-owned enterprises, and morethan half of Canada’s workforce isemployed in family companies .“They’re a significant driving forcein Canada, but nobody has really

and diversity in the workplace. Shehopes to play a part in attractingmore women into the MBA pro-gram, which has traditionally beenmale-dominated. “We need to takea look at the climate in our class-rooms, the overall culture of theSchool, and our approach to mar-keting and selection,” she says. “Bygetting more women into our class-es, we’ll be getting more women in-to the power elite.”

That’s a goal Shaw strongly sup-ports. “More women leaders in Cana-dian corporations will improve theoverall quality of leadership,” shesays. “Women and men look at thingsdifferently, and you need both per-spectives for the ideal mix. We wantto motivate women to set their sightsto the highest level attainable.”

looked at how large and complexfamily businesses work.”

He is currently doing research onwhy succession planning often failsin family businesses, and on hownon-family members can work bestwithin a family-owned company. Heis developing a family enterprise cen-tre at Ivey that will provide executiveeducation programs and conduct fo-cused research.

For Heather Shaw, the opportunityto support Ivey, both as an active mem-ber of the Ivey Advisory Board andthrough financial contributions, is wel-come. “It’s appropriate to give back,”she says, “especially to an organizationthat helped me out. We are delightedto invest in a school that has the re-sources and quality to take the ball andrun in both these important areas.” ■

34

and Gordon at its Kitchener office,which had just been taken over by RonGage. Gage, who eventually becamechair of Ivey’s Advisory Board, has beenan important figure throughoutRobertson’s career, providing adviceand help along the way. Robertson ob-tained his CA, and at the same time re-ceived an offer to teach at Wilfrid Lau-rier University. He took the job so hecould answer an important personalquestion.“I wanted to know whether itwas teaching I liked, or whether it wasjust Western.” It turned out to be both,and he decided to return to Ivey to dohis MBA and PhD.

After completing his PhD and tak-ing on a full time teaching position atIvey, Robertson decided on a bold move– to stake out his own territory in tax,an area not taught in the School. Toprepare the way he enrolled in thethree-year CICA in-depth tax course,and took some doctoral courses in the

University of Waterloo’s PhD tax pro-gram. He also worked with Clarksonand Gordon for a year as a full time se-nior tax manager. “I believed, and stillbelieve strongly, that if you’re going toteach something, you should havedone it,” he says.

Robertson has become a very popu-lar instructor in tax and accounting inboth degree and executive educationprograms. When asked about his teach-ing, he says he has an advantage – hegenuinely finds tax and accounting fas-cinating because of the way it affectspeople’s decisions. “When studentswalk into my courses, they say ‘heavenhelp me, this is accounting.’ But whenthey see my enthusiasm, they begin toperceive it differently.”

Robertson’s combination of real-world and academic experience has led

AT THE END OF LAST TERM, RICK ROBERT-son gave the HBA students a rousingpresentation on what it means to be anIvey alumnus. As an HBA grad himself,it’s a subject that’s very close to hisheart. “Ivey had an enormous positiveeffect on me,” he says. His experienceled to a unique career in academics andbusiness, and a lifelong commitmentto the Ivey Business School.

When Robertson was 12 years old,his father gave him 25 shares in Cana-dian Breweries. An odd choice, perhaps,but for Robertson it was the first stir-rings of an interest in finance. He be-gan McMaster University in engineer-ing but then decided to switch tocommerce. After his second year he ap-plied to the Ivey HBA program. On hisfirst day of class, feeling very much likean outsider, he asked himself: “Whowas the idiot who made the decision tocome here?” But after figuring out thatothers felt the same insecurity, he hun-kered down and really began to enjoythe experience.

In his final year he began to thinkseriously of a career in finance, butteaching also intrigued him. He re-ceived offers from both Clarkson andGordon and Western’s Business 257course. When he told Clarkson aboutthe teaching offer, his contact said itwas a great opportunity and he wouldbe foolish not to accept it. He did, andthis marked the beginning of both histeaching career and a relationship withthe accounting firm (now Ernst &Young) that thrives to this day.

After he finished his two years ofteaching, Robertson joined Clarkson

to a number of policy making and advi-sory roles. He is a Fellow of the Instituteof the Chartered Accountants, and hasbeen actively involved as a board mem-ber of the organization, now serving asChair of the Audit Committee. He cur-rently sits on the board of ADB SystemsInternational, and until its recenttakeover, was a director of StackpoleLtd. Of his experience at Stackpole, Ricksays,“It was a tremendous learning ex-perience to be involved in the excite-ment of a takeover from the inside.”

Also active in research, Robertsonand colleague Ross Archibald, HBA ’58conducted a 14-year survey of pensionplans in Canada for the Financial Exec-utive Institute, which resulted in pre-sentations across the country. One ofthe key things they studied was thefunding level of pension plans, now ahot topic in the accounting field.

Robertson has played an importantadministrative role in the School, first

as Director of the School’s public exec-utive education programs and then itsHBA Program. He has served as HBA Di-rector for the past five years, a chal-lenging time as the program expandedand dramatically increased tuition. Un-der his stewardship, the program hasbeen successful in attracting high qual-ity students who share both a desireto learn and a penchant for leadership.

The Ivey HBA is unique in Canada –it consists of two years of general uni-versity studies, followed by two yearsof intense business education. Manystudents want to go into business rightafter high school, but Robertson feelsfrom his own experience that a timefor discovery and self-development isimportant. “Business requires a broad-er set of skills than things like account-ing and marketing,” he says.“University

Proffile

As Director of the HBA program,Rick Robertson, HBA ’75, MBA ’84,PhD ’87 is a strong believer inattracting well-rounded students

Close to the Heart

“If you’re going to teach something,

you should have done it.”

ing a number of concurrent programswith law, engineering, health sciences,medicine, media, information and tech-noculture, and kinesiology. “This ap-proach is consistent with where uni-versities are going, and with what themarketplace wants,” he says.

Robertson tells his students thatIvey alumni are the most critical assetin the long-term success of the School.To build alumni support, he is an ac-tive member of the Ivey Alumni Associ-

is an ideal place to acquire those skills.”The Academic Excellence Opportu-

nity Program, which offers outstandinghigh school students conditional ad-mittance after two years of university,has been a big draw for the School overthe past few years. But Robertson is al-so looking for exceptional students intheir first two years at other universi-ties, to make them aware of the bene-fits of combining their interests withan HBA. He is developing and promot-

ation Board of Directors, and for thepast five years he has co-hosted theHomecoming Event in the Tent. Thisyear he was named recipient of the2003 Alumni Faculty Service Award.

Robertson also reminds his studentsthat the value of their degrees is en-hanced by the fortunes of fellow alum-ni. “We all share in each other’s suc-cess,” he says. “Whenever an alum issuccessful, then some of that success isgoing to rub off on me.”

I v e y I n T o u c h M a g a z i n e | F a l l 2 0 0 3BR

IAN

HILL

IER

grossly inequitable distribution ofwealth throughout the world. Povertyof wealth often feeds poverty of edu-cation and skills, resulting in idle handsand fuming minds. Idle hands, fumingminds, plus the loss of hope are thetrue and real sources of terrorism. Theworld’s situation will not change untilpeople – educated young people inparticular – start to take an interest inthe problems of the undeveloped andunder-developed world. Unfortunate-ly, the only weapon of mass destruc-tion we have yet to eliminate is igno-rance; for ignorance fuels hate amongthe poor and indifference among rich,causing division amongst mankind.

Being positioned in Dubai – a bur-geoning commercial centre in the Mid-dle East with proximity to India, Cen-tral Asia, and Africa – I have theopportunity to work with and learnfrom many individuals affiliated withAKDN – the Aga Khan DevelopmentNetwork (www.akdn.org). My en-counters with people working in socialand economic development, and myown experience working in communitygovernance and human development,have led to my deep conviction thatgreater international security andglobal peace cannot be achieved bywar or threat, nor by simply turningaway. It can only be achieved throughthe spread of goodwill, the spread offinancial and human resources, thegenerosity of means and time of the

I’VE LEARNED THAT SOMETIMES NOT getting the job you want can be thebiggest blessing in disguise.

During HBA II, I think the pressure orrather the utter obsession with ‘gettinga job’ can be detrimental to one’s health.As we herd ourselves like sheep throughthe narrow doors of career manage-ment, competing for only a handful ofjobs, do we ever stop to ask the TaskMaster,“Do I really want to be a consul-tant or an I-banker? Is there not more tolife than the acquisition of wealth?”

Rather than drown in anguishabout not making the grade or bomb-ing the interview, explore a little –learn about the world’s problems andtheir causes, and consider what youcan do to help.

Through my own research and re-flection, I have observed that much ofthe world’s problems are rooted in the

more fortunate, educated and privi-leged in a combined international ef-fort to assist those in need – thosewho cannot help themselves.

In addressing the ’96 GraduatingClass of Princeton University, His High-ness Prince Aga Khan said: “Our oblig-ation is to have a social ethic whichfunctions for the benefit of the poorand which gives them a reason to be-lieve in the future.”

Attention Young Ivey Leaders: Yourbright minds and able hands are need-ed out there. Find your place in the ser-vice of mankind. There is no shortageof jobs for those who have the heartand will to serve the poor, the weak,the illiterate, the aged, and the less for-tunate. God bless. ■

Alykhan Alidina is Executive Offi-cer, Ismaili National Council forthe U.A.E. He can be reached ataalidina. hba2001@ivey.ca. Hewrote most of this article prior tothe U.S. invasion of Iraq.

The School in the World

Spreading the Vision of Hope

Alumni Speak

“In the troubled times in which we live, it isimportant to remember, and honor, a visionof a pluralistic society. Tolerance, opennessand understanding towards other peoples’cultures, social structures, values and faithsare now essential to the very survival of aninterdependent world. Pluralism is no longersimply an asset or a prerequisite; it is vital toour existence.” (Source: www.akdn.org)

by Alykhan Alidina,HBA ’o1

DO YOU HAVE SOMETHING TOSAY- an issue that's close to yourheart, an unusual experience oran interesting idea? InTouch wel-comes submissions to the AlumniSpeak column. This is your spaceto air your views – outrageous orotherwise – to trade ideas, or sim-ply to share a good story with fel-low graduates. For more informa-tion, please contact the Editor atalumni@ivey.uwo.ca