the weatherhead collection | book 2: BOLD

weatherheadcollectionCase Western reserve University Weatherhead School of ManageMent | book two: bold

Feature Stories

Intellectual Leaders: Faculty Journal Editorships .............................................. 08

Sustainability + Design = Massive Innovation ....................................................18

Just Arrived :: Timely Advice ............................................................................ 34

in this issue

Columns

Introduction ...................................................................................................... 02

Weatherhead by the Numbers ......................................................................... 05

Events & Happenings ........................................................................................07

Weatherhead in the News .................................................................................12

When I Grow Up . . . (by Nidhi Syan) .................................................................16

Faculty in the Field ........................................................................................... 22

By Department ................................................................................................. 29

The World Is My Text Book (by Emily Garvey) ................................................... 32

Organizational Alignment = More Mileage for Dealer Tire ................................. 40

Donor Focus .....................................................................................................42

Alumni on the Move ......................................................................................... 46

Bridge Back ......................................................................................................52

weatherhead collection | Case Western Reserve University | Weatherhead School of Management | book two: bold 01

Book Two We explore how our faculty, students, and friends are conducting essential research and pioneering practical applications based on our School themes of Sustainable Enterprise and Manage by Designing. The results are bold programs, innovations, and principles that are serving as models for business and society as they navigate the pressures of today’s ever-changing global climate.

Bold Dictionaries tell us that to be bold is to be brave, daring, courageous, confident, and self-assured. At the Weatherhead School of Management, we believe that being bold is more than simply displaying these traits. It is a willingness to take risks, assert vision, and create opportunity despite the obstacles–and perhaps even because of them. b ld

b ld

“Weatherhead is a

place to learn both

in and outside of the

classroom. It is traveling

to Brazil with a class of

30+ strangers, exploring

a different business

culture, and coming

back with 30+ friends.

Weatherhead, to me,

is a place to continue

challenging myself in

new ways.”

Valbona BushiMaster of Accountancy Candidate

Class of 2009

“Weatherhead represents a vehicle through

which I am able to have a positive impact on

society through the provision of life-changing

learning experiences. Being a faculty member at

Weatherhead provides me with an opportunity

to work with individuals and organizations of all

types, who are drawn to the school because of its

reputation. I am particularly proud to be a member

of the Weatherhead Executive Education team. It is

a pleasure to work with such a capable, committed

and collegial group of individuals.”

Melvin L. SmithAssistant Professor Department of Organizational BehaviorFaculty Director, Executive Education

Weatherhead by the Numbers 7 Academic Departments 71 Full-Time Faculty 74 Full-Time Staff 1,327 Students 3 Undergraduate Degree Programs 6 Masters Degree Programs 4 Doctoral Degree Programs 15 Endowed Chaired Professors 4 Editors of Academic Journals

#3 Organizational Behavior Department (Financial Times, 2008 – Global)

#13 Undergraduate Microeconomics Program (BusinessWeek, 2009 – U.S.)

#24 Undergraduate Accountancy Program(Public Accounting Rankings, 2009 – U.S.)

#30 Undergraduate Business Program(U.S. News & World Report, 2009 – U.S.)

#39 Undergraduate Business Program(BusinessWeek, 2009 – U.S.)

#50 Full-Time MBA(The Economist, 2008 – U.S.)

Top 50 Part-Time MBA Program(BusinessWeek, 2007-2008 – U.S.)

#53 Full-Time MBA (Financial Times, 2009 – U.S.)

#57 Full-Time MBA (Beyond Grey Pinstripes, 2007-2008 – Global)

Jon FullerProfessional Program Director

“Weatherhead is a global community

where we challenge conventions, push

boundaries, and create new thinking on

the significant management issues of today

and tomorrow. It is a place that encourages

our students and faculty to have the courage to

be true leaders. They are in a position to impart real

benefit to, not just the business world, but to society

as a whole. It’s a true privilege for me to be able to

help facilitate and support their work.”

05

weatherhead collection book two: bold | spring 2009

The Weatherhead Collection is published by the External Relations Department for the alumni, students, friends, faculty, and staff of the Weatherhead School of Management, Case Western Reserve University.

Case Western Reserve UniversityWeatherhead School of Management10900 Euclid AvenueCleveland, Ohio 44106weatherhead.case.edu

Rebecca MurphyEditor

Marla ZwinggiAssistant Editor

Emily DrewEmily GarveyNidhi SyanContributing Writers

Mohan ReddyDean of the Weatherhead School of Management andAlbert J. Weatherhead III Professor of Management

Sonia WinnerAssociate Dean for External Relations

polkadotpeeps ltd.Design

We welcome your comments at [email protected].

events& happenings

June1 | Summer Classes Begin

1 | Executive MBA Open HouseMeet faculty, current students, and alumni to learn more about our EMBA program.

2-5 | 2009 Global ForumTake part in “Manage by Designing in an Era of Massive Innovation,” a three-day interactive summit using Appreciative Inquiry to jumpstart the application of design thinking in management education.

8-15 | Weatherhead Welcomes the Rotterdam School of Management As part of our summer exchange partnership with the Rotterdam School of Management, 30 of their graduating MS – Business Administration students will visit Cleveland for an international project examining the similarities and differences between corporations in the United States and the Netherlands. During the trip, three Weatherhead faculty members will serve as advisors to the group.

9 | Executive Education“Mastering Cross-Cultural Communication” with Craig Storti

11-14 | Bridge Back 2009 Program Kicks OffAfrican American and Hispanic undergraduate juniors, seniors, and recent graduates will travel to Cleveland to experience the unique aspects of our MBA curriculum, prepare for the application process, and receive an alumni coaching mentor.

12 | Weatherhead ReunionCelebrate with friends and former classmates at the 2009 Reunion. Special recognition will go to alumni celebrating 10-, 25-, and 50-year anniversaries in the classes of ’59, ’84, and ’99.

19-20 | Executive Doctor of Management Summer Residency Begins for the Class of 2011

July27 | Summer Classes End

August19-22 | Executive Doctor of Management Fall Residency Continues for the Class of 2011

24 | Fall Semester Begins

September16 | Cleveland Alumni Reception at the Union ClubJoin other Cleveland-area alumni for a fun evening of networking downtown.

29 | Executive Education“Communication Strategies for Women in Leadership” with Claire Scott Miller

October15 | Executive Education“Powerful Presentation Skills: Design and Delivery” with Sheri Jeavons

21-25 | Homecoming and Alumni WeekendWelcome back alumni!

23-24 | Career Fair for Weatherhead AlumniIf you’re thinking of making a career transition, mark your calendar for the Weatherhead Career Fair this fall. Several leading companies will be on campus looking to recruit high-quality management talent.

Visit weatherhead.case.edu/about/events to access the complete Weatherhead event calendar.


Modern research universities share a common mission: to solve society’s greatest challenges, and to answer its enduring questions. Weatherhead faculty have always shared in this mission of purposeful engagement and inquiry.

In addition to excellence in pedagogy and research methods, a number of our outstanding faculty serve as editors of some of the most progressive academic journals of our time. These journals involve a wide range of subject matter and report cutting-edge research in the areas of design, accountancy, sustainability, and information systems.

Weatherhead faculty set the pace of innovation in their fields by framing the scholarly debate as editors of several prominent academic journals.

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weatherhead collection | Case Western Reserve University | Weatherhead School of Management | book two: bold

Richard BuchananProfessor

Department of Information Systems

DESiGN iSSUES

Internationally acclaimed Design Issues is one of the premier design journals in the world. It was founded in 1982, and is published by the MIT Press. The Journal focuses on the history, theory, and criticism of design in all of its forms, including graphic and communication design, industrial design, interaction design, and management and organizational design. Design Issues is well known for its pluralistic perspective, and the diversity of styles represented in articles, book and conference reviews, and unique illustrations. Leading designers around the world provide its distinctive covers.

In December 2008, the Journal officially moved its editorial office from Carnegie Mellon University to the Weatherhead School of Management. The move to Cleveland is fitting, since Weatherhead is emerging as the leader of the movement known as Manage by Designing, the integration of design attitude, concepts, and methods into business culture. This forward-thinking concept has already been implemented into Weatherhead’s full-time MBA curriculum, and is a central theme of the School. Case

Western Reserve University’s location in University Circle, Cleveland’s arts and cultural district, has allowed for productive collaboration with neighboring design partners, including the Cleveland Institute of Art.

The Journal is co-edited by Dr. Richard Buchanan, a new appointment in the Department of Information Systems, as well as by three other colleagues: Victor Margolin (Professor at the University of Illinois at Chicago), Dennis Doordan (Professor at the University of Notre Dame), and Bruce Brown (Professor and Pro-Vice Rector for Research at the University of Brighton. Before joining the Weatherhead faculty this year, he was Professor of Design at Carnegie Mellon and directed the prestigious CMU School of Design. He has taught in traditional areas of graphic and industrial design, as well as emerging areas of new design practice such as Interaction Design. He is well known for extending design practice into new areas application, including management, systems, and organization design. Dr. Buchanan served for two terms as president of the Design Research Society, a learned society of the design research community with offices in the United Kingdom. His numerous

publications include Discovering Design: Explorations in Design Studies, The Idea of Design, and Pluralism in Theory and Practice. Dr. Buchanan received his PhD from the Committee on the Analysis of Ideas and the Study of Methods, one of the most prestigious interdisciplinary programs at the University of Chicago.

Dr. Buchanan’s arrival at Weatherhead has helped create a collaborative working environment that brings together management faculty, professional designers and design firms, and academics in design programs. Design Issues is an important element of Weatherhead’s strategy. Dr. Buchanan commented,

“I believe Weatherhead is poised to make a lasting impact on business and design. The prominence of Design Issues in the academic and professional world helps to set the stage for Weatherhead to be recognized as a leader in exploring design in management, and the transformation of organizations.”

09

RESEARCH iN ACCOUNTiNG REGULATiON

10

RESEARCH iN ACCOUNTiNG REGULATiON

For more than 20 years, Dr. Gary Previts, E. Mandell de Windt Professor in Leadership and Enterprise Development, has served as editor of the Journal, Research in Accounting Regulation (RAR). RAR specializes in publishing investigations on broadly defined accounting regulatory policy, including self-regulatory activities, case law and litigation, government regulation, the economics of regulation, and educational licensing and accreditation activities.

Since 1987, the Journal has served as a bridge of communication between academia and the accounting practice community. It succeeds by conveying research materials in a form which facilitates understanding and application within the practice and regulation communities. RAR’s content includes original empirical, behavioral, and applied research. Manuscripts are blind refereed by members of the Journal’s manuscript review panel, with consultation from its editors.

Several Weatherhead faculty and alumni play key roles as RAR staff editors and reviewers. Dr. Julia Grant,

associate dean for Undergraduate and Integrated Programs, is responsible for developing Capsule Commentaries and brief writings on international regulatory themes. Accountancy Department Chair Dr. Larry Parker is the current book review editor. He also served as project editor, directing a special volume of the publication on international accounting regulation. Nandini Chandar, a PhD alumna, holds the position of Teaching Notes editor.

“RAR was released at a time when market forces were viewed as necessary and sufficient for the regulation of economic activity and related accounting measures,” said Previts. “In recent years, the rising concern over the manner and completeness of information provided to the market has heightened the controversy over measurement and disclosure matters,” he continued. “Attention has also increased on themes of government and self-regulation, making research into the processes and subjects of such regulation both timely and important.”

Gary Previts E. Mandell de Windt Professor in Leadership and Enterprise DevelopmentDepartment of Accountancy

JOURNAL OF CORPORATE CiTizENSHiP

The Journal of Corporate Citizenship (JCC) provides a means by which the challenges and practical realities of implementing corporate citizenship are addressed in an engaging and useful way. The Journal’s primary concentration is to integrate theory about corporate citizenship with management practice. For the past 10 years, JCC’s outputs have advanced corporate social responsibility and sustainability worldwide.

Weatherhead faculty members Dr. David Cooperrider, Fairmount Minerals Professor in Social Entrepreneurship, and faculty director of the Fowler Center for Sustainable Value, and Dr. Ron Fry, chair and associate professor of the Organizational Behavior Department, now serve as co-editors of the influential work. The Journal’s founding general editor, Malcolm McIntosh of Coventry University, comments, “As pioneers in the field of Appreciative Inquiry, and with their work on making business responsive to more than just the bottom line, both Cooperrider and Fry come to this position exactly when the world needs to be talking across

boundaries, breaking the rules, and helping develop the new sustainable enterprise economy.”

During their tenure as joint editors of the JCC, Cooperrider and Fry plan to integrate concepts of sustainability, design, and innovation to ensure that the Journal’s pages promote forward-thinking, while analyzing corporate citizenship with an appreciative view.

In the team’s introductory editorial, they have defined their point of view: “Put most simply, it is that corporate citizenship is on the eve of its most important pragmatic era, and that sustainability is truly emerging as the business opportunity of the 21st century. It is an innovation engine. It is a lens that will dominate the management agenda for the next 30 or more years. Even more important, the outcomes will define the next episode in stakeholder capitalism and ultimately will determine the well-being of our imperiled planet.”

Cooperrider and Fry have been reviewing submissions since October and are currently planning future JCC special issues, including one that will feature papers from the 2009 Global Forum for Business as an Agent of World Benefit (see feature article on page 18).

JOURNAL OF THE ASSOCiATiON FOR iNFORMATiON SySTEMS

The Journal of the Association for Information Systems (JAIS) is the flagship research journal of the Association for Information Systems, a global professional society for Information Systems scholars with more than 4,500 members. JAIS publishes the highest quality scholarship in its field, covering all aspects of Information Systems, Information Technology, and management. The Journal prides itself on progressive conceptual and empirical contributions by promoting multidisciplinary and nontraditional approach.

Dr. Kalle Lyytinen, Weatherhead’s Iris S. Wolstein Professor in Management Design, has served as JAIS’s editor-in-chief since 2005. During the Journal’s short lifespan

— the first article was published in 2000 — JAIS has gained a strong reputation of excellence in publishing theory-focused articles. “Our goal is to connect Information Systems scholars from all over the world to revolutionary research,” said Lyytinen.

“By publishing peer-reviewed articles, the Journal has the continuing ability to incite thoughtful collaboration

among the very best in the field.”JAIS enjoys broad readership

and visibility in the global Information Systems community, including countries such as Australia, Canada, France, United Kingdom, China, Malaysia, and Singapore. Its electronic format offers real-time statistics on readership size and access patterns, and geographical distribution. In 2008, the JAIS website received an average of 25,000 visits per month, with the most popular articles being downloaded more than 1,000 times per year.

Led by Lyytinen, JAIS’s editorial board is composed of world-class scholars who cover all major Information Systems topics and have extensive editorial experience. Submissions for publication have continued to grow at a rate of 30 to 40 percent per year, helping JAIS promote bold and rigorous learning. ￭

learn more about these journals online.

Design Issueswww.mitpressjournals.org/loi/desi

Research in Accounting Regulation (RAR)www.elsevier.com/wps/find/journaldescription.cws_home/717841/description#description

The Journal of Corporate Citizenship (JCC)www.greenleaf-publishing.com

Journal of the Association for Information Systems (JAIS)http://aisel.aisnet.org/jais

WEATHERHEAD STUDENT WiNS WORLD ECONOMiC FORUM iNNOVATiON PRizE

We profiled his inspiring story, “From Cows and Cassava come Kilowatts” in Book 1 of The Weatherhead Collection, and since then, Executive Doctor of Management student Joseph Adelegan, PhD has been honored with a 2009 Technology Pioneers Award by The World Economic Forum for his Nigeria-based project and business, Cows to Kilowatts Partnership Limited.

Cows to Kilowatts is a sustainable venture that turns slaughterhouse waste into energy for home consumption. Its success in Nigeria, and potential impact in the developing world, made it one of 34 winners among more than 320 nominations.

news

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FACULTy AMONG THE MOST-CiTED SCHOLARS iN

MANAGEMENT

In a study identifying universities and research scholars who have had the greatest impact on the field of management during the past quarter century, Case Western Reserve University ranks among the very best worldwide.

The analysis, entitled Scholarly Influence in the Field of Management: A Bibliometric Analysis of the Determinants of University and Author Impact in the Management Literature in the Past Quarter Century, was performed by faculty from Indiana University’s Kelley School of Business, the Eller College of Management at University of Arizona, and Culverhouse College of Commerce and Business Administration.

The authors examined 30 management journals to identify the 100 most-cited universities, and 150 most-cited authors, from 1981 to 2004. Case Western Reserve ranks 62nd. The analysis includes more than 1,600 universities and 25,000 management scholars.

RANKiNGS UPDATE

Weatherhead continues to improve its rankings in several national and international publications. Our full-time MBA program improved five spots in the Financial Times global ranking to rate 95th in the world. This program also increased four spots in the national rank to 53rd. The full-time MBA program was listed as 50th in The Economist and 57th in Beyond Grey Pinstripes respectively, while our part-time MBA program was ranked 49th by BusinessWeek.

Additionally, the annual Public Accounting Rankings placed Weatherhead’s Undergraduate Accounting program at 24th nationally, and BusinessWeek ranks the Undergraduate Microeconomics program as 13th nationally.

WEATHERHEAD ANNOUNCES 2009 TEACHiNG ExCELLENCE AWARD WiNNERS

The Weatherhead School of Management’s Teaching Excellence Award and Doctoral Teaching and Mentoring Award are presented annually to faculty at the graduate and post-graduate level. Congratulations to the following faculty members who were recognized at Weatherhead’s diploma ceremony on Sunday, May 17.

AWARD-WiNNiNG ENTREPRENEURS ASK MUSiCiANS TO PLUG iN, LiNK UP, AND LiSTEN

Four Case Western Reserve University students, two of whom attend Weatherhead, recently captured the 2009 LaunchTown Entrepreneurship Award for their business idea, CitizenGroove, a website that offers networking and marketing opportunities for up-and-coming musicians.

CitizenGroove is the brainchild of John Knific, and was formally developed with his three teammates, Marc Plotkin, Eric Neuman, and Kyle Napierkowski. According to Knific, current online music sites are successful in serving entertainment purposes, but, until now, there was never an established arena linking professional musicians. CitizenGroove allows artists to upload digital

music into multiple portfolios and engage in social networking. Once a sizeable community of musicians is established, the general public will be invited to log in and listen.

LaunchTown provides a platform for young entrepreneurs to pitch their business ideas. At the time of the competition, CitizenGroove already had their site live, making it simple for the judges to gain a sense of the product’s end form. As the 2009 award winners, Knific and team will continue with their business plan. Next steps include licensing their network to college music departments and conservatories to use as an intranet for students.

Teaching Excellence AwardsProfessor Richard Osborne Senior Lecturer Sam ThomasProfessor David Pearson

Doctoral Teaching and Mentoring AwardAdjunct Professor Toni Somers


news

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CHAR AND CHUCK FOWLER GiVE $7.5 MiLLiON TO SUPPORT SUSTAiNABLE VALUE iNiTiATiVES AT WEATHERHEAD

“Social entrepreneurship and sustainable business are the lasting and most effective means of improving lives around the world and reducing poverty,” said Chuck Fowler ’90, president and CEO of Fairmount Minerals. “We need a collaborative effort from business and business schools to make this happen, and it is my belief that Weatherhead is positioned perfectly to serve as a catalyst in that partnership.”

Thanks to the Fowlers’ outstanding commitment to the University’s ongoing efforts in Sustainable Business and Social Entrepreneurship, Case Western Reserve University is pleased to announce a $7.5 million commitment from Chuck and his wife Char to support Sustainable Value initiatives at Weatherhead.

The Char and Chuck Fowler Fund will champion the following specific objectives — the establishment of a chaired professorship in Sustainable Enterprise, support for research and the creation of teaching materials, and the operation of the Fowler Center for Sustainable Value.

Mr. Fowler is a graduate of the Weatherhead Executive MBA program and a member of Case’s Board of Trustees.

ALBERT J. WEATHERHEAD iii DONATES $1.5 MiLLiON TO SCHOOL

The Weatherhead Foundation, headed by Albert J. Weatherhead III, Emeritus Trustee and friend of Case Western Reserve University, made a $1.5 million gift to support School initiatives.

“It was 29 years ago when I first lent my support to the Weatherhead School of Management,” Mr. Weatherhead said. “Throughout this time, I have seen the school evolve into a preeminent leader in business education, both nationally and internationally.

Mr. Weatherhead is the chairman and CEO of Cleveland-based Weatherhead Industries, an umbrella firm for the various foundations started by his father in 1919. It is the parent company of Weatherchem, a private manufacturer of plastic closures for food, spice, pharmaceutical, and neutraceutical products. The Weatherhead Foundation, of which he has served as president since 1987, is a family organization that has generously supported higher education for more than 20 years.

As stated by Dean Mohan Reddy, “Mr. and Mrs. Weatherhead’s continued leadership and interest in the success of the School is surely something for which we are all grateful. We thank them for their friendship and generous support.”

PROFESSOR WiNS MOST PRESTiGiOUS AWARD

FOR ENTREPRENEURSHiP RESEARCH

Dr. Scott Shane, A. Malachi Mixon III Professor in Entrepreneurial Studies and member of the Weatherhead Economics Department, was named the 2009 recipient of the Global Award for Entrepreneurship Research.

The award honors outstanding research contributions furthering the understanding of the role and importance of entrepreneurship and small business development. It has received considerable attention worldwide, and its recipients have been awarded for work spanning from entrepreneurship policy to the importance of small firms for innovation and job creation.

“Professor Shane has an impressive range of publications that cover practically all of what we recognize as entrepreneurship research,” said Professor Magnus Henrekson, chair of the Award committee. “His contributions have strongly influenced scholarly work in the field, and his efforts to promote entrepreneurship as a legitimate field of research have contributed to enhancing its position within the social sciences.”

Shane has studied the entire spectrum of entrepreneurship from imitative start-up firms to the high-end research-based, technology-intensive and venture capital-backed firms. He has published significant works regarding all major aspects of the entrepreneurship phenomenon, including the individual, the opportunity, the organizational context, the environment, and the entrepreneurial process.

In 2008, Shane released the book, Illusions of Entrepreneurship: The Costly Myths that Entrepreneurs, Investors, and Policy Makers Live By. Shane has written or edited 10 books in all and is the author of more than 60 scholarly articles on entrepreneurship and innovation management. He also writes a bi-weekly column for the online edition of U.S. News and World Report. ￭

Visit weatherhead.case.edu/about/news for more information on Weatherhead news.

Scott ShaneA. Malachi Mixon III Professor in Entrepreneurial StudiesDepartment of Economics


Nidhi SyanMBA CandidateClass of 2009

perspectiveS

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The experiences I’ve had during the last 18 months will probably stay with me, not just because of the courses I took, or my decision to come to Weatherhead, but because of the people I met during my brief time here: the faculty, the staff, and my fellow classmates. Looking back, my favorite professors were those who taught me to pursue achievements I never thought possible.

Richard Osborne was one such individual who brought a unique style to the classroom. Fondly known as “The Gorilla”, his classes came highly recommended by previous students. In the spring of 2008, I decided to

take the plunge and enroll in his class, Personal Wealth Creation. From day one, I could feel the adrenalin rush: the classroom literally felt like I was on an episode of The Apprentice. The curriculum covered the various means of creating personal wealth, either through establishing a new company or purchasing one that was already in existence. Our big challenge came in the middle of the semester. We were put in groups, and each team was handed a check for $1,000 to start a business. We had the option to sell any product or service. According to the rules, we had to return the original $1,000 to

“The Gorilla,” plus an additional $500 for the Weatherhead Annual Fund. Whatever was made above that could be divided up among group members. However, an element of risk was involved. If we were unable to make the minimum profit, we had to come up with $500 from our own pockets! After the reality of what was at stake finally set in, each group proceeded to find the next big idea that would make them some extra spending money. Being back in school, any little bit of cash goes a long way. After considerable debate, our group decided to sell leather binders and personalized business card cases.

i recollect a fellow classmate asking himself the question, “What should I be when I grow up?” Honestly, I can’t remember exactly how he answered, but a lone thought struck me: that he still asked himself that simple question. Usually, by the time someone decides to go back to school for an MBA, the idea of “what you want to be when you grown up” escapes them. The focus becomes

the next step in their career progression, and they worry only about advancing, either through position or salary. But every so often, you meet a person who makes you question yourself, and you begin to realize that an MBA is not just a way to get ahead, but a life-changing event.

WHEN i GROW UP . . .


Our value proposition was to offer quality merchandise that would be personalized. Those following few weeks were probably some of the most testing, as we discovered the challenges of first coming up with a sustainable idea, and then executing it in a short time-frame. After four weeks of marketing to students, faculty, and working individuals, we met our target and also made a small profit for ourselves. What I truly enjoyed about the project was the experience it offered of owning a real business: making decisions about the product or service to sell, determining the pricing, selecting the target markets, and communicating to the customer. I have always wanted to start my own business and this project helped me see the challenges, risks, and returns that were possible.

In most MBA courses, the curriculum involves the analysis of strategies attempted by companies in the past. What if you were given the opportunity to live through an actual case study? The B. Charles Ames Advanced Business Plan Seminar offered that very experience. The course is taught by three faculty members from different academic areas. Students are guided through a year-long project that offers practical

experience with a Cleveland-based company. This was a completely new experience for me.

Our goals were simple. First, develop a business case to understand the operations of the business and drill down to key issues facing the company. Second, create a business plan that would help the company overcome these concerns and achieve success. To assist us, each group was either assigned a mentor from a private equity firm or an entrepreneur in Cleveland.

It all sounded so simple when we started out, but as the semesters went by, I had begun to understand the complex intricacies of the company. There were mounds of information to dig through, and it was crucial that the issues identified reflected the actual problems of the organization. It was imperative that the strategies we recommended to the company fully incorporated the issues highlighted and could actually be implemented. The project helped me transfer my textbook knowledge to a real-world scenario where I could experience the impact it would have.

Setting aside the academic aspects of my MBA experience, I am brought back to my first semester when I walked through the doors of

the Peter B. Lewis Building, unsure of the next step in my career. With a little nudging from friends, I decided to attend the National Black MBA Association Conference in Orlando in search of an internship for the following summer. It had only been six weeks since starting my MBA, and the conference was overwhelming, to say the least. It solidified one of the advantages I discovered at Weatherhead — that being a part of a tight-knit class where I knew that I always had someone to share in my experiences was invaluable.

Overall, creating relationships is really what an MBA at Weatherhead is about. It is the opportunity to meet once a month at the Weatherhead Wine Club and laugh with the friends you haven’t seen in awhile. More so, it is the opportunity to network and make connections with people from around the world. Your time spent here can be one that completely changes your perspective, but at the end of the day, ultimately it is you who makes your experience at Weatherhead especially memorable. So, I urge you to ask yourself: “what do you want to be when you grow up?” ￭

17

The 2009 Global Forum: Manage by Designing in an Era of Massive Innovation


“Future business schools will be alive with studios, interdisciplinary teams, and rapid prototyping,” says David Cooperrider, Weatherhead’s Fairmount Minerals Professor in Social Entrepreneurship. “Managers will act as designers recognizing disruptive, unexpected innovation opportunities.”

With this vision in mind, Cooperrider will facilitate the second Global Forum for Business as an Agent of World Benefit with the theme

“Manage by Designing in an Era of Massive Innovation.” The inspiration, Cooperrider said, is the real-world business discovery that Sustainability + Design = Innovation, and that business schools have a great opportunity to push business even further, for the benefit of everyone.

From June 2-5, participants will explore how sustainability and design can unite and radically change the field of management. Speakers will include Cradle to Cradle architect Bill McDonough, Biomimicry expert Janine Benyus, Economist Jeffrey Sachs, Professor Nancy Adler, and Interface CEO Ray Anderson. Sustainable Value author Chris Laszlo will hold a workshop for business leaders on June 2.

The Forum will come shortly after the Weatherhead School of Management transformed its full-time MBA curriculum to create a program that uniquely prepares students to tackle today’s management problems. By fully integrating Manage by Designing and Sustainable

Enterprise concepts into the classroom, Weatherhead graduates will enter the business world primed to make a lasting impact on their organization, with knowledge that goes beyond traditional MBA learning. Essentially, Weatherhead is implementing the “business school of tomorrow” approach, today.

“What should be clear to managers everywhere,” commented Cooperrider, “is that designers have developed skills for responding to complex situations creatively, holistically, and productively. Designers approach problems with the desire to create new, long-lasting solutions that not only fulfill requirements, but also improve on

the manner that things are done in unexpected but valuable ways.”

imagine a forum that isn’t just talking heads . . .

The Global Forum will bring 600 CEOs, managers, academics, and students to the campus of Case Western Reserve University to change the field of management. At the Forum, speakers and participants will explain how design concepts can accelerate change in business, and how design thinking can be a catalyst for game-changing innovations.

imagine business schools that look more like design studios . . .Just a few minutes ago, a team was shouting out ideas, fervently brainstorming how they could reduce waste

in a company that commissioned them to cut operational costs. Now, team members stand around a table

to prototype their favorite idea: a new revenue-generating product made from the company’s current waste.

One person is sketching, another is calculating expenses, and yet another is deciding how to implement the

product in the company’s production. At the same time, a fourth group member is taping scraps together to

model the proposed product. The team is not made up of elite designers, nor is this a scene in a premier design

studio. These are business students working on a typical project in the management school of tomorrow.

19

Applying this knowledge immediately, participants will collaborate in groups to co-design ways that businesses can profitably work for world benefit. Two-thirds of the Forum will be interactive, but the effort doesn’t end at the Forum’s closing session.

Instead, groups will initiate promising prototypes at the Forum, and those prototypes will be developed and implemented post-Forum. Projects will be accelerated thanks to groups’ access to the tools and connections the Global Forum supplies.

Participants will learn to create value through sustainability, participate in powerful networking and real engagement, and have front-row access to post-Forum results.

imagine businesses that find ways to profit by doing good . . .

Possibilities for post-Forum results are endless, as are innovations emerging in business. Today, some factories are giving more energy to the grid than they produce. Venture

capitalists are pouring money into wind and solar energy. Toyota is developing a car that cleans the air as it runs. Wal-Mart aims to hit zero-waste by 2025. These examples show that sustainability can add real value to business, and that design is a necessary factor in the process.

Bill McDonough, a featured speaker at the Forum, is the global leader in sustainable design and is best known for moving industry from

“Cradle to Grave” thinking to what he calls “Cradle to Cradle,” a circular production stream in which every output is input for something else. There is no waste. All outputs are “food” for another process.

Similar to Cooperrider’s work with the whole-system change method Appreciative Inquiry, McDonough’s Cradle to Cradle work has inspired Wal-Mart’s leaders to push their sustainability efforts into some of the most advanced supply-chain and product-management work being done today.

At the Wal-Mart sustainability milestone meeting in January, McDonough noted a designer’s distinction between efficiency and effectiveness. While lean management has lauded efficiency as an effective value-generator,

McDonough calls for business and product design that take lessons from nature and consider how effectiveness — not just efficiency — is important in sustainable design.

“Wouldn’t it be wonderful if the things of human artifice were like a cherry tree and its blossoms, going back to the soil if they’re biologically based and producing fecundity and joy and generation?” McDonough commented. “We celebrate the abundance of cherry blossoms in the spring — we don’t look at a cherry tree in the spring and say, ‘Oh my goodness, how many blossoms does it take?’ The tree is not very efficient, but it’s effective. And we delight in it.”

What we love and can elicit additional value from, he says, is design that is both efficient and effective. McDonough has led the movement of design following nature’s principles, which he names as using waste as food, using current solar income, and celebrating diversity.

Similarly, Janine Benyus, another Global Forum speaker, has written about how natural design itself (spiders’ webs, birds’ wings, geckos’ feet) have inspired great products (high-strength synthetic fiber, airplanes, glue) and how nature gives us blueprints for ways to clean and

take care of the environment while still being productive.

In the same way that design can accelerate environmental improvements, smart design can push forward social development goals. Forum speaker Jeffrey Sachs has been the voice of the United Nations Millennium Development Goals and insists that extreme poverty can be eradicated in his lifetime. His Millennium Development Villages aim to help by empowering impoverished communities with proven technologies and community-led programs that can last.

imagine the opportunity . . .

Combining the ideas of such visionary leaders as those mentioned above, said Cooperrider, is leading us into what he calls the most exciting episode in management history.

“Every single social and global issue of our day is a business opportunity in disguise,” says Cooperrider, quoting Peter Drucker, and noting that as Drucker’s message spreads, so does the diversity of people contributing to the designs that can seize those opportunities.


The second Global Forum will bring that diversity into one large room and ask participants to envision the ways sustainability, design, and business can be integrated in the field and in the classroom to better the world.

At the first Global Forum in 2006, among other projects, participants envisioned a set of principles to guide management education. The result was the United Nations Principles of Responsible Management Education (PRME), a set of guidelines that are transforming the field into one that is more responsible, more aware, and ultimately, more effective in dealing with today’s pressing global issues.

Effectiveness is a key goal in the design process, as McDonough remarked. Whatever the outputs, the 2009 Global Forum will be an effective process — one that calls each participant to consider new interdisciplinary relationships and to imagine the possibilities. ￭

registrationonline registration at www.globalforum2009.com is open to individuals interested in exploring business innovation and design, including business executives.

contributorspartnersthe Weatherhead school of managementthe united nations global compact (3,000 corporations)the academy of management (19,000 business school professors in 90 countries)

donorsthe fetzer institutefairmount mineralscni: brazil’s national confederation of industry

the second global forum in briefwhat: Manage by Designing in an era of massive innovation

why: to jumpstart the application of design thinking in management education

How: a three-day interactive summit using Appreciative Inquiry, a large-group change method

when: june 2-5, 2009

where: case Western reserve university, cleveland, ohio, usa

who: facilitated by david cooperrider. speakers include jeffrey sachs, bill mcdonough, janine benyus, nancy adler, chris laszlo, and ray anderson

participating companies: ford, cisco, patagonia, herman miller, Wal-mart, procter & gamble, dow chemical, and more

participating business schools: Weatherhead, Wharton, Kellogg, rotman, copenhagen, haas, said, rotterdam, mcgill, and more

further readingAppreciative Inquiry by david cooperrider and diana Whitney, 2005

Artful Making: What Managers Need to Know About How Artists Work by robert austin and lee devin, 2003

Biomimicry by janine benyus, 2007

Cradle to Cradle by William mcdonough and michael braungart, 2002

Designing Information and Organizations with a Positive Lens by michel avital, richard boland, and david cooperrider, 2008

Discovering Design by richard buchanan and victor margolin, 2000

Managing as Designing by richard boland and fred collopy, 2004

Sustainable Value by chris laszlo, 2008

The End of Poverty by jeffrey sachs, 2005

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Leaders move us. They may help us cure a cancer, create jobs, or inspire hope. They may also disappoint us or deceive us into doing harm to others. Whether they are leaders of our families, project teams, organizations, or countries, they, and our relationships to them, affect our lives and work.

Think of a leader with whom you have worked in the past who brought out the best in you. This would be someone with whom it was so exciting to work, that if they took over another division of your organization, you would seek a transfer. If they started a project in your community, you would volunteer. Think of someone who brought out the best in you.

Now, think of someone in a leadership position with whom you have had to work. You consider them a “lump.” Whatever they are paid, it is too much. The best thing you could do for your organization is to get them an executive job at your biggest competitor.

Recall experiences with each of these two people. In remembering those moments, how did they act, what did they say, how did they make you and others around them feel? What are the differences between what these two people said and did, and how it made you and others around them feel?

When Dr. Richard Boyatzis asks audiences around the world to make this

comparison, the answers always come back the same. The people in leadership positions who brought out the best in you engaged you, motivated you, inspired you, talked about you and the group, listened to you, made you feel valued, helped you to see the bigger picture and feel a part of something important, challenged you, and shared their passion and excitement with you. The other people in leadership blamed others when things went wrong, talked about the task or “me” not “we,” defined the purpose narrowly, and were defensive and (or) threatening.

The differences are not subtle. The person who brought out the best in you built and maintained a relationship with you. The other person created and fostered distance. The person who brought out the best in you made you feel a valued part of something important and part of a team while he/she inspired a sense of hope. The other person made you want to protect yourself or think of things other than work. The person who brought out the best in you used emotional and social intelligence (EI/SI).

For over 40 years, Professor Boyatzis has been studying how EI/SI are critical for effective leadership and how to develop these competencies — 22 of those years here at Case Western Reserve University. With faculty colleagues and doctoral students, Professor Boyatzis has published research showing how EI/SI predict outstanding leaders within the following groups: Naval officers in the U.S.

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Richard BoyatzisH.R. Horvitz Professor in Family BusinessDepartments of Organizational Behavior, Psychology and Cognitive Science

and Britain, public school principals, research & development managers, bank and financial service executives, not-for-profit executives in Spain, large and small manufacturing companies, Catholic priests, and dozens of other jobs in many countries of the world.

The longitudinal studies here at the Weatherhead School of Management with 25- to 35-year-old MBAs and 45- to 65-year-old executives in other degree programs have built a unique data base showing that EI/SI competencies can be developed, and these improvements in a person’s behavior are sustained for at least seven years.

These studies have led to discovery of the key role of coaches, but not just trying to push a person to change. Coaching with compassion works best

— coaching for compliance does not. Coaching with compassion involves appealing to a person’s vision, dreams, possibilities, and hope. Boyatzis’ work on Intentional Change Theory has been featured in many articles and two international best-selling books, yet it doesn’t stop there. Two fMRI studies are beginning to document the neural circuits activated by effective leaders and coaching with compassion. This should help us understand why other approaches yield such poor results in behavior change.


THE MARKET share of what used to be called the “Big Three” U.S. automakers has been shrinking for years. GM

alone had over 50 percent of the U.S. market in the 1960s, but Ford, GM, and Chrysler together can now barely muster 40 percent. Since autumn, sales have been in free fall. GM lost $9.6 billion last quarter, and Chrysler has all but announced it is not viable without a foreign partner. Does the U.S. need an auto industry?

In the short term, the government should act to prevent a sudden collapse of the Detroit Three. Such a collapse could, due to interlinked supply chains, cause the loss of 1.5 to 3 million jobs (adding 1 to 2 percentage points to an unemployment rate already approaching double digits), and

cause such chaos that even Japanese automakers support loans to keep GM and Chrysler afloat. But what about the long term? Why not let the Detroit Three continue to shrink and allow Americans to buy the cars they prefer, whether they are U.S.-made or not?

It is true that the Detroit Three’s problems go deeper than the current dramatic fall in demand due to the economic crisis. But these problems have potentially correctable causes. The automakers have been managed with an eye to short-term financial gain rather than long-term sustainability. Public policy has also been unfavorable, in three major ways: low gas taxes, which lead to large fluctuations in the price of gas when crude oil prices change; lack of national health care, which penalizes firms responsible enough to offer it;

and an insufficient public safety net for retired and laid-off employees, causing firms that shrink to be saddled with very high “legacy costs.” Another problem (primarily for the rest of manufacturing, but also for autos) is trade agreements that don’t protect labor or environmental rights.

It is important to note that the U.S. faces no fundamental competitive disadvantage in auto manufacturing. Competitive advantage in auto manufacturing is made, not born (in contrast to the case of, say, banana growing, where natural endowments like climate play an important role).

First, we should dispel the notion that auto manufacturing is inherently a low-wage activity. Our major competitors in auto assembly (Germany and Japan) pay wages at least as high as in the United States. Low-wage nations such as sHould

we still Make tHings?

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Susan HelperAT&T Professor in EconomicsDepartment of Economics

Given the current state of the U.S. auto industry, many media outlets have called on Professor

Susan Helper to share her expert advice and opinions on how to best solve the myriad of issues

plaguing Detroit’s “Big Three.” In March, Helper wrote the below article for Dissent Magazine,

entitled “Should We Still Make Things?” The editorial defends the role manufacturing plays in

our economy, specifically automobile, calling it “the industry of industries.” Helper reflects on

the fact that a decision to help maintain the auto industry will keep U.S. production capabilities

alive. This may be crucial in meeting crises that have not yet surfaced.


China and Mexico have made some inroads into auto supply, providing about 10 percent of the content of the average U.S.-assembled vehicle. But even here, competing with low-wage nations is not as daunting as one might think; research by the Michigan Manufacturing Technology Center suggests that most small manufacturers have costs within 20 percent of their Chinese competitors’. Manufacturers could meet this challenge by adopting a “high-road” production process that harnesses everyone’s knowledge — that of production workers as well as top executives and investors — to achieve innovation, quality, and quick responses to unexpected situations.

Is there a public interest in reversing the industry’s undeniable failures? Why not let all the manufacturing jobs disappear and have an economy of just eBays and Googles? Because we need manufacturing expertise to cope with events that might present huge technical challenges to our habits of daily living (global warming) or leave us unable to buy from abroad (wars).

The auto industry has a critical role to play in meeting these national goals. Take the challenge of climate change. We need to radically

increase the efficiency of transport, in part by making incremental changes that reduce the weight of cars, more significant changes to the internal combustion engine, and potentially revolutionary couplings of cars with

“smart highways” to dramatically improve traffic flow.

Yes, we could import this technology. But it might not be apt for the U.S. context. (For example, Europe has long favored diesels for their fuel economy, but Americans have deemed diesels’ high emissions of nitrous oxides and particulates to be unacceptable.) And we’d need to export a lot of something to pay for this technology — or see continued fall in the value of the dollar, leading to a fall in living standards.

The auto industry has long been known as “the industry of industries,” since making cars absorbs much of the output of industries like machine tools, steel, electronics, even computers and semiconductors. Innovations pioneered for the auto industry spread to other industries as well. Thus, maintaining the industry now keeps capabilities alive that may be crucial in meeting crises we have not yet thought of. Traditional trade theory has little room for such “irreversibility”; it assumes that if

relative prices change, countries can easily re-enter businesses that they were once uncompetitive in. But, it’s very expensive to recreate the vast assemblages of suppliers, engineers, and skilled workers that go into making cars and other manufactured goods.

We should not assume that the United States will keep “high-skilled” engineering and design jobs even if we lose production jobs. In fact, the reverse may well be true. Asian and European car companies do most of their engineering in their home countries; they manufacture here in part because of the bulkiness of cars. Even the Detroit Three are outsourcing engineering to Europe (for small cars) and India (for computer-aided drafting). In addition, it is difficult to remain competitive for long in design when one doesn’t have the insight gained from actual manufacturing. Another reason to save the auto industry is its role as a model of relative fairness in sharing productivity gains. Allowing a high-wage industry to fail does not guarantee that another high-wage industry will emerge to take its place

— in fact, by weakening the institutions and norms that created such an industry, it becomes less likely.

So, the United States needs an auto industry, one that pays

fair wages and engages in both engineering and production at a sufficient scale to keep critical industries like machine tools humming. Do “we” need a domestically owned auto industry? This is a harder question. Our “national champions” have not served the United States particularly well in recent decades; consumers have benefited greatly from access to Toyotas and Hondas. Yet, the demise of the Big Three may well lead to negative consequences for all of us — lower wages (since foreign automakers have been hostile to unions) and less R&D in the United States — and therefore we need to make sure we don’t create financially viable firms by sacrificing capabilities and wages. Instead, we should implement government policies, such as creating both demand and supply for fuel-efficient vehicles, and involve unions in training programs for both current and former auto workers. These policies would help create an industry that serves all its stakeholders — including taxpayers.

View this article online atwww.dissentmagazine.org.

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weatherhead collection | Case Western Reserve University | Weatherhead School of Management | book two: bold26

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Justin SydnorAssistant ProfessorDepartment of Economics

Nicola LaceteraAssistant ProfessorDepartment of Economics

Does a car assembled in Japan depreciate more slowly than the exact same model assembled in the U.S.? Assistant Professors Nicola Lacetera and Justin Sydnor have set out to answer this question by analyzing a very large dataset on prices in wholesale used car auctions. Specifically, by observing the VIN number of cars sold at the auction, they can identify where that particular car was assembled. They then can compare the average sale prices for a given model and body-style of a car for cars produced in different plants. Their study looks at models of the same car assembled in different plants and countries for a variety of manufacturers.

This research piques the interest of economic and strategy scholars who have been searching to understanding performance differences in automobiles across

seemingly similar plants in different countries. Preliminary results studying select models of Honda Accords show only small long-run resale-price differences between cars produced in Japanese plants and those produced in Honda’s U.S. plants. In addition, the differences seem somewhat less for more recent model years, suggesting that any initial quality differences from Honda plants started in the U.S. have eroded over time.

The project is financed through MIT’s International Sloan Motor Vehicle Program, from a grant by a major wholesale used car auction company. In addition to funding, the company has provided detailed data on all transactions made at their North American auction sites over the past seven years.

Scott ShaneA. Malachi Mixon III Professor in Entrepreneurial StudiesDepartment of Economics

“The American Dream” for many involves opening their own business and calling themselves entrepreneurs. Yet, contrary to popular belief, entrepreneurship is truly not for everyone. Professor Scott Shane, author of Illusions of Entrepreneurship: The Costly Myths that Entrepreneurs, Investors, and Policy Makers Live By — an Amazon.com editors’ selection as one of the Best Business Book of 2008 — is delving into the science side of business by examining the genetic foundations of entrepreneurship and other aspects of work-related behavior.

Working with St. Thomas Hospital in the United Kingdom and Tim Spector, author of Your Genes Unzipped: A Guide to How Your Genetic Inheritance Can Shape Your Life, Shane is exploring the data from twins for his study. Early findings show that nearly 40 percent of people who become entrepreneurs is genetic. Moreover, the same genes that account for the tendency to be novelty-seeking also influence the tendency to start a business. Shane’s research

suggests that an inborn intolerance of the mundane is behind the decision of some people to become entrepreneurs.

Shane’s book, DNA in the Work Place: How Our Genes Affect Our Work Life, demonstrates that a component of entrepreneurship, leadership, job satisfaction, and even earnings is innate, and that people’s genetic make-up affects many dimensions of organizational behavior. “A lot of times business schools think that we can teach everyone to become entrepreneurs or leaders; all we have to do is get the incentives and training right. In reality, efforts to educate people, or to change the organizations in which people work, can only have so much effect. Some portion of what leads a person to become a leader, or start a business, or be a happy employee isn’t something managers can change. It’s literally inborn,” said Shane.

Shane adds, “The textbooks and management consultants need to acknowledge the limits to what we can do to influence organizational behavior. They also need to think about the implications for business people of a growing understanding of the genetic basis of workplace behavior.”

Shane’s publication is due out in December.


Since its inception in 1968, software engineering has undergone numerous changes. In the early years, software development was organized using the waterfall model, where the focus of requirements engineering was on a frozen requirements document. This formed the basis of the subsequent design and implementation process. Since then, much has changed: software has to be developed faster, in larger and distributed teams, for pervasive as well as large-scale applications, with more flexibility, and with ongoing maintenance and quick release cycles.

What do these ongoing developments and changes imply for the future of requirements engineering and software design? Now is the time to rethink the role of requirements and design for software intensive systems in transportation, life sciences, banking, e-government, and other areas. Past assumptions need to be questioned; research and education need to be rethought.

Information Systems Professor Kalle Lyytinen and a team of faculty from U.S. and international universities have explored seven requirements issues that currently influence the discovery and management of design requirements in the article, The Brave New

World of Information Systems and Business Software Requirements: Four Key Principles. The exploration is based on a field study and expert discussions that took place during a 2007 workshop. It is funded by the U.S. National Science Foundation’s Science of Design Program.

Based on these issues, Lyytinen and team proposed four key design principles that will shape future requirements processes: (1) intertwining of requirements with implementation and organizational contexts; (2) dynamic evolution of requirements; (3) architectures as a critical stabilizing force in requirements engineering processes; and (4) developing new ways to mitigate design complexity.

Their research led to the book, Design Requirements Engineering: A Ten-Year Perspective, and is based on the 2007 Design Requirements Workshop held in Cleveland. At the workshop, leading researchers met to assess the current state of affairs and define new directions on fundamental concepts of design, evolution and the fluidity of design, quality and value-based requirements, requirements intertwining, and adapting requirements practices in different domains.

Kalle LyytinenIris S. Wolstein Professor in Management Design

Department of Information Systems

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The Review of Financial Studies recently published an online version of Conflicts of Interest and Stock Recommendations: Evidence from the Global Settlement and Related Regulations, a paper co-authored by Assistant Professor Leonardo Madureira. The paper discusses the effects of regulations that attempted to mitigate the interdependence between research and investment bank departments of U.S. banks. Regulators expressed the need for such intervention given the evidence–both from academic studies, as well as the financial press–suggesting that financial analysts would bias their

research output in order to attract investment banking business from the firm being covered.

The study looks at the stock recommendations issued by financial analysts. First, it corroborates the concerns of regulators by showing the role of conflicts of interest in shaping the research produced by the analysts: in the period before the regulations were in place, the analysts tended to be more optimistic towards firms for which the analysts’ employer also offered investment banking services.

More importantly, the research shows that the regulations have partially achieved their goal of reducing the conflicts of interest’s influence over analysts’ stock recommendations. After the regulations were adopted, the likelihood of issuing optimistic recommendations no longer depends on affiliation with the covered firm, although affiliated analysts are still reluctant to issue pessimistic recommendations.

That result came at some cost. Madureira and his team report that optimistic recommendations have become less frequent and more informative, whereas neutral and pessimistic recommendations have become more frequent

Professor Peter Ritchken’s paper Estimating Real and Nominal Term Structures Using Treasury Yields, Inflation, Inflation Forecasts, and Inflation Swap Rates develops and estimates an equilibrium model of the term structures of nominal and real interest rates. The term structures are driven by state variables that include the short-term real interest rate, expected inflation, a factor that models the changing level to which inflation is expected to revert, as well as four volatility factors that follow GARCH processes.

Ritchken derived analytical solutions for the prices of nominal

bonds, inflation-indexed bonds that have an indexation lag, the term structure of expected inflation, and inflation swap rates. He then estimated the model parameters using data on nominal Treasury yields, survey forecasts of inflation, and inflation swap rates. Findings showed that allowing for GARCH effects is particularly important for the real interest rate and expected inflation processes, but that long-horizon real and inflation risk premia are relatively stable.

Comparing model prices of inflation-indexed bonds to those of Treasury Inflation Protected Securities (TIPS) suggests that TIPS were underpriced prior to 2004, but subsequently were valued fairly. Results indicate unexpected increases in both short run and longer run inflation — implied by our model

— have a negative impact on stock market returns. An implication is that stocks are, at best, an imperfect hedge against inflation. This underscores the importance of inflation-linked securities as a means for safeguarding the real value of investments.

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Peter RitchkenKenneth Walter Haber ProfessorDepartment of Banking and Finance

Leonardo MadureiraAssistant ProfessorDepartment of Banking and Finance

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and less informative. Yet, the overall informativeness of the recommendations has significantly decreased following the regulations.These results are consistent with a causal effect of the regulations on the i n fo rmat i veness o f stock recommendations. ￭

Visit weatherhead.case.edu/research for more information on faculty research.

ACCOUNTiNG

Faculty Earn Prestigious Ranking In a new working paper authored by Jean L. Heck of Saint Joseph’s University, two faculty members from Weatherhead’s Accounting Department were listed in the top 100 “Most Frequently Appearing Authors in 25 Core Accounting Journals.” The study, which ranked 620 authors in all, placed Professor Gary Previts and Professor Tim Fogarty as 34th and 64th, respectively.

BANKiNG AND FiNANCE

Financial Paper Gains Traction in Global MediaIn the wake of the current financial crisis, Associate Professor Anurag Gupta’s paper entitled “Moral Hazard and Adverse Selection in the Originate-to-Distribute Model of Bank Credit,” generated significant media attention on Wall Street.

The Wall Street Journal wrote a feature article, which was followed by an appearance by Gupta on CNBC’s

“Squawk Box,” and American Public Media’s “Marketplace.” The piece, which is scheduled for publication in the Journal of Monetary Economics, was also noted in several international business newspapers and in lengthy commentaries by loan associations, including the LPC and the LSTA, rating agencies, and banks.

Professor Delivers Keynote Address at Bank ConferenceProfessor for the Practice of Banking and Finance, William Mahnic, was the keynote speaker at the annual KeyBank N.A. Risk Management Review Conference in April. He discussed the Department of the U.S. Treasury’s Public-Private Investment Fund proposal related to the sub-prime mortgage and securities crisis. The event attracted more than 200 KeyBank professionals directly involved in risk management and derivate product sales.

ECONOMiCS

Professor on Assignment with U.S. News and World Report Professor Scott Shane now writes a bi-weekly column on entrepreneurship in the online edition of U.S. News and World Report. Visit Outside Voices at usnews.com/blogs/outside-voices-small-business for more information.

Professor Scott Shane’s work, Illusions of Entrepreneurship: The Costly Myths that Entrepreneurs, Investors, and Policy Makers Live By, was an Amazon.com editors’ selection as one of the Best Business Books of 2008.

Assistant Professor Silvia Prina is Co-PI on a grant from the Mexican government to study the determinants of obesity among children in Mexico.



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Assistant Professor David Clingingsmith is Co-PI on a grant from the government of Pakistan to further his work on South Asian economies. The grant follows directly on his Hajj work which was detailed in Book 1 of The Weatherhead Collection. A portion of the money will be used to fund a new field experiment that seeks to understand whether common religious identity can promote pro-social behavior across ethnic identities that are in conflict.

Professor Susan Helper Sounds Off on the Auto industry in the New RepublicProfessor Susan Helper co-authored the article “Better than a Bailout,” in the New Republic, which offered a plan for the government to rescue Detroit automakers without forcing them into bankruptcy. Visit www.tnr.com/politics to read the article online.

iNFORMATiON SySTEMS

New Blog Addresses Manage by Designing Professor and Department Chair of Information Systems, Fred Collopy, has a new blog on FastCompany. Visit www.fastcompany.com to read and comment on Manage by Designing, a cornerstone of Weatherhead’s new MBA curriculum. In addition to his presence in the blogosphere, Collopy is a regular contributor on www.BusinessWeek.com.

Design Issues Arrives at WeatherheadThe acclaimed international journal, Design Issues, has officially moved its production headquarters to the Weatherhead School of Management. Co-Editor and Information Systems Professor Richard Buchanan, and Stacey Manz, managing editor, are working side-by-side with contributors on a global scale to further developments in the instrumental field of design.

Professor Fred Collopy to Pitch Manage by Designing in AustriaProfessor Fred Collopy, co-creator of Manage by Designing, was invited to speak at the Design-Organization-Media (DOM) Conference, “Creating Desired Futures: On the Relevance of Design in Solving Complex Business Problems,” in Linz, Austria. The DOM Conference attempts to address the relevance of design methodology with respect to solving complex problems.

Doctoral Candidates Honored for their ResearchPhD candidates Uri Gal and Nicholas Berente received the 2009 accolade for Outstanding Paper at the Emerald Literati Network Awards. Their work appeared in Information Technology and People and is entitled, “A Social Representations Perspective on Information Systems Implementation: Rethinking the Concept of ‘Frames’.”

MARKETiNG AND POLiCy STUDiES

Professor Sayan Chatterjee’s Work is a Favorite at PwCIn Transform, PricewaterhouseCoopers (PwC) company magazine, Professor and Department Chair of Marketing and Policy Studies, Sayan Chatterjee’s book Failsafe Strategies: Profit and Grow from Risks that Others Avoid was reviewed by Lev Holubec, a partner with PwC in the Ukraine. Holubec proclaimed it as his favorite business book and said, it gave him a

“different, positive perspective on risk.”

Professor Richard Osborne Honored with 2008 Wittke AwardProfessor for the Practice of Management Policy, Richard Osborne, received the 2008 Carl F. Wittke Award, which is presented annually to two Case Western Reserve University faculty members who have demonstrated excellence in undergraduate teaching.

The Wittke Award was established in 1971 in honor of Carl F. Wittke, who joined the faculty of Western Reserve University in 1948. He served as a professor of history, department chair, graduate school dean, and was university vice president until 1963.

Celebrating the Chairing of Professor Jagdip SinghOn April 17, Professor Jagdip Singh was conferred with distinction the H. Clark Ford Professor. Following

his chairing ceremony, Singh presented on the topic, Harnessing Organizational Frontlines for Effective Customer Connectivity: Why it is Hard, and What Organizations Can Do About It.

The H. Clark Ford Professorship was established through a generous gift from David K. Ford in honor of his father. The Professorship is a manifestation of H. Clark Ford’s loyalty and affection for the Weatherhead School of Management. An endowed chair is the highest honor to recognize prominent faculty for their leadership, scholarship, and service, and is one of the most meaningful and permanent investments made to a university.

Weatherhead Students interview Mayor of ClevelandThree undergraduate students from the Managing People and Organizations II class, taught by Senior Lecturer Jennifer Johnson, met with Cleveland Mayor Frank G. Jackson as part of a group assignment on organizational analysis. The goal of the project was to understand an organization in terms of its leadership, structure, culture, benefits, and job opportunities for new graduates. The team appeared on TV 20, Cleveland’s public access station.

ORGANizATiONAL BEHAViOR

Professor Diana Bilimoria received an NSF research grant to co-author a book that investigates the effectiveness of the NSF ADVANCE Institutional Transformation program by analyzing gender equity outcomes across first and second round institutions. The book’s working title is Institutional Transformation to Advance Gender Equity: Lessons from a National Program of Change in Higher Education.

Department Receives Outstanding Special issue Accolade

“Competencies in the 21st Century” published in the Journal of Management Development was named recipient of the Outstanding Special Issue Award at the Literati Network Awards for Excellence 2009. Each year, the Emerald Literati Network invites editorial teams from more than 100 of their academic journals to nominate their title’s Outstanding Special Issue from the previous 12 months. This piece was a compilation from both faculty and doctoral students in Weatherhead’s Department of Organizational Behavior.

Mayor Recognizes Professor David Cooperrider in State of the City AddressCleveland Mayor Frank G. Jackson highlighted his work with Weatherhead and Professor David Cooperrider during his fourth State of the City address, “It’s Our Time: Bucking National Trends and Building for Tomorrow.”

The speech detailed his hopes for an environmentally sustainable economy in Cleveland, and debuted plans for a three-day summit to be facilitated by Cooperrider in August. According to the mayor, the summit will bring together “everyone from CEOs to students to create an action plan for building a green economy for Cleveland’s future.”

Professor David Cooperrider Addresses PRME Supporters at the U.N.More than 300 supporters of the Principles of Responsible Management Education (PRME), a United Nations-sponsored framework to champion responsible management education, research, and leadership, gathered in New York this past December for the Global Forum for Responsible Management Education.

Professor Cooperrider gave the opening address in which he noted, “Sustainable value creation is the business opportunity of the 21st century.”

Participants shared teaching methods and projects that place environmental and social responsibility into the core of business school education. The goal of the Forum was to declare that social responsibility in business has never been more important, and that management education must adapt to today’s business challenges and opportunities.

ExECUTiVE DOCTOR OF MANAGEMENT

The Mitchell V. Morse Memorial EDM Scholarship is awarded annually to a current EDM student who embodies a love for learning and a desire to contribute to the development of vibrant communities, organizational performance, and the quality of our work lives.

Morse’s widow Beth, also a graduate of the EDM program and Director of Nursing at Johns Hopkins International Medical Center in Singapore, presented this year’s award to Nonie Brennan, EDM ’10.

Symposium Focuses on Sustainable EnterpriseThe Nonprofit Affinity Group of the EDM program, the Mandel Center for Nonprofit Organizations, and Weatherhead staged a full-day symposium on social entrepreneurship and sustainable enterprise this past March.

The Symposium focused on two key aspects: leaders learning from

researchers, and researchers learning from leaders. The goal was to determine what research-based knowledge carries direct applicability to leadership practice in the sector, and what research, if any, is irrelevant. It also addressed if current issues and innovative practices in social entrepreneurship and social enterprise should guide future research into nonprofit effectiveness.

EDM Student’s Column Makes Front Page NewsJames K. Hayes appeared as a guest columnist in the Government Security News. His article, entitled “Assessing Private Sector’s Willingness to Spend on Security,” reflects on his studies, which suggest that without good corporate governance and a climate that encourages social responsibility, a firm’s reaction to a high-risk environment will be to conserve cash as a hedge against risk and lower spending on terrorism protection.

STUDENT SERViCES

Staff Member Named as One of Cleveland’s “20 in their 20s”Professional Program Director Kevin Malecek was named to Crain’s Cleveland Business’s prestigious “20 in their 20s” list. Malecek has worked at Weatherhead for nearly four years and has served five years as a Willoughby Hills council member. ￭

31

My diploma from Weatherhead will look the same as every other graduate, but

the experiences I’ve had to obtain my degree are a world of difference

— literally. This semester, I took the opportunity to study abroad in Singapore, and I don’t think that I have ever made a better decision.

I have experienced a dragon dance amidst fire to celebrate the Chinese New Year and the chaos that envelops Chinatown on New Year’s Eve; fierce haggling with Malaysian hawkers over the prices of their wares; the 4:00 a.m. trek up the active volcano, Mount Batur, in Indonesia to see the sunrise from the top; and, of course, the inside of my Chinese language classroom. It is here that I spend six hours a week forcing my mouth to pronounce foreign tones, and rehearsing the strokes that come to form the characters of the language.

At times, I have been placed in situations that are uncomfortable, undesirable, and unexpected, but I have also experienced ones that are incredible, breathtaking, and memorable. I would consider

myself immersed in Asian culture to the greatest extent: the people, the places, the cuisine, the language. I’ve experienced this all thanks to Weatherhead.

My official path of study is a dual-degree: Management with a concentration in Marketing, and English, with an unofficial focus on Journalism. I’m also pursuing a minor in Childhood Studies. While all of the titles may sound impressive (or at least I hope so, for my resume’s sake), what they really mean is that I’m intensely interested in people. I love learning about how people work, how they communicate, why they make the decisions that they do, and how to best manipulate those instincts in order to get my message across.

My focus on people is something that I’ve really had the chance to expand while studying abroad. I’ve made new friends from all over, and I now have contacts throughout the U.S. and Singapore, and in European countries such as Germany, Holland, Norway, and Sweden. This has led to so many great insights about the rest of the world. The U.S. is a unique country, but it also isolates us from common thought found

throughout Europe and Asia. I have spent many late nights with friends debating and discussing pretty much everything you can think of: the economy, politics, education, relationships, social norms, history, and the future. I see how worldly these peers of mine are, and I relish in our friendships because I know that they are contributing so much to my education in a way that not even the most intelligent professor could.

Of course, before I boarded my plane, Weatherhead did more to prepare me for my experience than just sign the paperwork. A sequence of courses that management students take is called Managing Organizations and People, which I think really captures the essence of what being a Management major is all about. In order to be successful, managers must work well with the individuals that make up an organization, so it makes sense that they should have excellent abilities in dealing with people.

Throughout these courses, we learned the basics of organizational structure, we debated ethical dilemmas, and we wrote a plan for ways to achieve our potential goals. Even more importantly though, we

Emily GarveyUndergraduate, Management and EnglishClass of 2010

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THE WORLD iS My TE x T BOOK

were pushed into situations that taught us how to work in teams, acknowledge differing opinions, compromise, take charge, and become leaders. Working closely with my peers, something that I do very often at Weatherhead, has taught me the difficulties of group work, and then helped me to develop ways to work out those difficulties. I know that this will be one of the most important skills that I take with me into the workforce after graduation.

Applied to my current situation abroad, I have used these skills to listen to my peers and accept the new ideas that they raise due to our cultural differences. For example, my Advertising Strategies course has been a real eye-opener to the difficulties of international marketing. Even U.S. products are marketed differently than they are in the States because of different values and norms. As a result, it is especially important that I pay close attention to my

environment and classmates’ input, which is definitely humbling in a good way. Being able to first experience this now, instead of in an international business conference room, is a huge professional advantage and something that will definitely further my future career.

Though this semester has been more amazing than I expected, I am still excited about returning to Case Western Reserve University for my final year. My time here has made me

really come to appreciate all of the unique advantages and niceties that come with a Weatherhead education. I miss the tight-knit atmosphere of the school and the individual attention paid to students by the deans and professors. I miss the heated classroom debates that challenge me to explain my positions and support my opinions. I miss being able to walk into the Peter B. Lewis Building and see dozens of people I know.

I guess what I’m saying is that, while I can now boast world-traveler status, and despite all of the people whom I have met and friends that I have made, I can’t think of any place besides Weatherhead to which I would rather come home. ￭


is a leadership team of 30 accomplished business professionals who are dedicated to enhancing the mission of the Weatherhead School of Management.

Over the past few months, The Weatherhead Collection had the opportunity to interview four members of the Committee and discuss their noteworthy careers, their involvement with the School, and their advice for current management students.

t H e w e a t H e r H e a d visiting coMMittee

richard aMeS

hiManShu aMin

MoSeS aWe

John P. caMPi

Scott chaikin

Jenniffer deckard

cindy frick

Michael e. gibbonS

robert glick

kenneth M. haffey

W. nicholaS hoWley

robert hurWitz

Peter kleinhenz

Will leWiS

david t. liederbach

baSSeM ManSour

evan M. Morgan

linda rae

hayagreeva rao

alan roSSkaMM

david ryan

Joe Sabatini

Steven SiMMonS

herbert c. SMith

SaM SrinivaSan

robert l. Stull

Jeffrey J. tengel

JaMeS b. treleaven

ruSSell J. Warren

thoMaS zenty iii


“You know tHe guY witH tHe spinning

plates? tHe one on tHe ed sullivan sHow?

tHis is wHat it feels like to run a

start-up business. as tHe entrepreneur,

soMe plates are going to wobble, but it is

Your Job to Make suretHeY don’t fall or break.”

bob HurwitzPartner | the coral coMPany

“I’d been to Cleveland only three times in my life: once to meet the future in-laws, once to get married, and once for a funeral, so you can imagine when someone first suggested living there, I was pretty shocked.”

The initial shock, and eventual move, of a young Robert Hurwitz to

Cleveland, Ohio 40 years ago proved to be one of the most strategic decisions of his life. Not only did he keep his wife happy — she’s a native

— but his career, which transcends a variety of industries, ignited.

Hurwitz is a master entrepreneur who started out by consistently asking himself the question, “What am I going to do next?” Born and raised in Brooklyn, New York, his first job involved working with textiles for the fashion industry. Hurwitz always had the ambition of owning his own business, but the idea of raising a family with his wife in New York was foreign to him. “The fantasy was a suburban home,” he said. “I tried living in both Long Island and Connecticut for two-week periods, but after enduring a daily four-hour commute, we decided to make the move to Cleveland.” Their journey marked the beginning of Hurwitz’s many successful Cleveland-based ventures.

The housewares and small appliance industry was a sector in which Hurwitz had a special interest. This appeal became the basis of his new venture, Incentive Consultants, Inc., a company that specialized in selling premiums to banks for promotional purposes. Corningware was one of his biggest

clients. “One of the benefits of living here is that you can operate a warehouse and cover a very large percentage of the population within 500 miles,” said Hurwitz. In 1979, he and two partners started Professional Housewares Distributors, Inc., which quickly became one of the largest housewares and small appliance distributors in the country.

Although his affinity toward housewares was strong, Hurwitz was looking for another new distribution opportunity. He was attending an industry meeting when someone mentioned school supplies to him. Hurwitz immediately began researching the category to see if he could distribute not just school supplies, but office products and paper to retailers. It was the mid 1980s and two chains, small at the time, were already starting up — Office Depot in Florida and Staples in Massachusetts. Hurwitz called both to see if there was an opportunity available to sell them products, but they told him that they bought direct. “This is when the light bulb went on for me,” commented Hurwitz. “What I recognized when I visited stores was that they were just big, industrial warehouses with cash registers. I already knew how to run

a warehouse so I figured, let’s do the same thing in Cleveland.” In 1988, OfficeMax was born.

The situation was anything but smooth at first. The stock market crash of 1987 cut his initial investor pool in half, and he had to go out and acquire new backers. OfficeMax prevailed, however, and store 001 opened in the Golden Gate Shopping Center in Mayfield Heights during the summer of 1988. Since then, the company has grown to nearly $9 billion in annual revenue.

Hurwitz is also involved the real estate business. He is one of the founding owners of the Coral Company, a full-service real estate development, construction, and management firm that focuses on shopping centers, office buildings, and residential communities. The Coral Company’s motto is “Building the City.” With development projects throughout downtown and Cleveland’s inner-ring suburbs, the development firm seeks to strengthen neighborhoods by focusing its resources on urban assets and mixed-use projects.

In addition to development, Hurwitz has also dabbled in teaching. Weatherhead invited him to speak to an MBA class as a guest lecturer. He

gave practical entrepreneurial advice, addressing how to raise money in public and private markets. “You know the guy with the spinning plates? The one on the Ed Sullivan show?” he laughed. “This is what it feels like to run a start-up business. As the entrepreneur, some plates are going to wobble, but it is your job to make sure that they don’t fall and break.”

Hurwitz is the eternal optimist. “I believe that all problems have buried in them an opportunity,” he said. “At the Weatherhead School, there were a few years there where we had a lot of turnover with deans. Once Mohan Reddy took the job, he was clear about what direction he was going to take the School, and wasn’t afraid to do it.”

When it comes to experience, Hurwitz’s resume is stellar, but it is his management wisdom and advice to young people that truly speaks volumes. “In the past, people looked for the most money. I feel that it is better to examine your strengths and weaknesses, figure out what makes you happy, and see where you can create opportunity. As long as you are doing the right thing and doing it well, you will be rewarded and enriched.”

HiMansHu aMinPartner | aMin, turocy & calvin, llP

One of the newest members of the Visiting Committee is Himanshu Amin, partner at the downtown law firm Amin, Turocy & Calvin, LLP, and Adjunct Professor of Strategic Intellectual Property Management at Case Western Reserve University’s School of Law. Amin was asked by Dean Reddy to join the Committee because of the unique perspective he brings to the group, and his expertise in intellectual property law.

Weatherhead recently set out on an ambitious redesign of the full-time MBA curriculum. Students in their second year now have the opportunity for specialization with year-long courses that speak to the special strengths of the School and faculty. One of these courses is Commercialization of Intellectual Property Assets, taught jointly by professors from Weatherhead and the Case Schools of Law and Medicine.

“In order for Weatherhead to continue moving up in the rankings, it has both unique and practical challenges ahead,” said Amin.

“Companies are competing for MBA graduates with IP management experience. This is a vital skill in

today’s business environment, and it’s exciting to see Weatherhead moving in this direction.”

Amin practices intellectual property law, including patent, trademark, copyright, unfair competition, and trade secrets. He has extensive experience with patent prosecution and patent portfolio development/analysis. Amin, Turocy & Calvin, LLP has quickly become one of the most successful firms in the country, representing more than a dozen Fortune 500 high-tech clients.

Many clients routinely engage Amin to work with their most senior-level executives in connection with offensive and defensive forward patenting initiatives. A number of clients also use his expertise to develop and implement creative conflict resolution strategies, and perform due diligence analyses on IP-centric corporate acquisitions.

When asked about the role the Visiting Committee plays, Amin commented, “It’s important that Weatherhead build strong relations with successful business leaders who have ties to the School to work together on short-term, long-term, and strategic initiatives. Feedback from the business community is invaluable.”

37

38

david rYanPartner | MiSSion ventureS

“I’m a big believer in the School. It helped me shape my career, and it’s a great way for me to give back,” said Dave Ryan when asked about his involvement with the Weatherhead School of Management and its Visiting Committee. Ryan brings nearly three decades of business experience to the group, with 25 of those years focused on venture capital investing in technology companies.

His business career has spanned 3,000 miles, from Boston to Cleveland and back, and then on to San Diego where he has been a founding managing partner of Mission Ventures since 1996, a leading venture capital firm in Southern California.

How did Dave Ryan make this successful journey? It’s simple; he took risks. This is advice he continues to pass along to recent graduates today. “It’s extremely important to take risks early on. You’re still relatively young, and the Weatherhead experience has furthered your ability to think outside the box,” he commented. “Small early-stage companies that are addressing rapidly-evolving markets represent unusually attractive opportunities where bright business minds can make a difference. Getting involved with a company that has a unique product or service that is well-positioned in a dynamic market can be a rewarding experience.”

Ryan, who is originally from the suburbs of Boston, participated in Northeastern University’s

renowned undergraduate co-op program. He was

assigned to work with Medusa Corporation, an industrial materials

company headquartered in Cleveland. After graduation, Ryan was hired to work in strategic planning, business development, and plant modernization by Medusa.

He made the move to Cleveland in the late 70s. Once he arrived, both Ryan and his wife, Robin, decided to pursue an MBA from the Weatherhead School of Management, graduating as members of the class of 1981 and 1982, respectively. “Weatherhead provided the opportunity for me to focus on business development and new company formation,” said Mr. Ryan. In 1983, the couple moved back to Boston and Ryan became general partner of Copley Venture Partners, where he remained for 12 years.

“A colleague from the venture business was early in the process of forming a new venture capital firm in Southern California,” reflected Ryan. “He was seeking a partner to join him in that effort and I quickly became sold on the opportunity.” Staying true to his advice, Ryan took the risk, moved to San Diego, and Mission Ventures was founded in 1996. The firm invests in early-stage IT infrastructure, communications, and tech-driven services located in Southern California from San Diego to Santa Barbara. Mission Ventures has

invested in more than 60 enterprises, including Shopzilla, Digital Island, Entropic Communications, Slacker and Zyray Wireless. Ryan is currently a director of 3E Company, Access 360 Media, BMS Reimbursement Management, DevZuz, NetSeer, Nirvanix and WorkWell Systems.

This past academic year, Weatherhead launched an Intellectual Property Management class as part of its new MBA curriculum. The class, which has students from Weatherhead and the Case Schools of Law and Medicine working together, addresses the challenges and opportunities encountered when attempting to develop biomedical intellectual property from the point of early discovery to the clinic and market. “I think this is a great initiative the School is undertaking. It takes a team comprised of various functional disciplines and domain knowledge to develop and bring a product to market. Those who want to participate in the tech community need to appreciate the level collaboration required to achieve success,” said Ryan.


Jenniffer deckardvice PreSident, finance & cfofairMount MineralS

“Teaching sustainability in business schools isn’t a good idea, it is imperative,” commented Jenniffer Deckard, vice president of Finance & CFO of Fairmount Minerals. “I see it from two perspectives: business schools are going to have to adapt their curriculum to meet ever-changing global needs, and recruiting companies are going to have to be conscientious about their hiring efforts in order to remain competitive,” she continued.

Deckard enjoys being part of the Visiting Committee because she sees it as an opportunity. “In order for Weatherhead to continue attracting the best and brightest students, it must become an academic leader in sustainability,” commented Deckard.

“At present, there is a tremendous window of opportunity available. I look forward to helping the School open that window as far as it will go.”

In 1994, Deckard joined Fairmount Minerals and eventually enrolled in Weatherhead’s Executive MBA program. It was during this period that she was first introduced to Appreciative Inquiry (AI) and the influential role it can

play in organizations. Deckard has been involved in

sustainable efforts at Fairmount Minerals for the past six years. In 2005, Deckard was a member of a Fairmount Mineral’s team that helped organize a company-wide AI summit based upon the principles of whole-system engagement, core strengths of the organization, and positive images of the future. “We worked with our employees, and a cross section of our stakeholders, to help the company move toward a vision of sustainable development,” said Deckard.

During this summit, Fairmount Minerals’ stakeholder group created a broad and bold vision of the company’s future, centered on commitment to the three pillars of sustainable development–People, Planet, and Prosperity. Twelve initiative teams were formed, and have continued their work to achieve goals relative to their specific sustainable initiative, including carbon emissions, volunteerism, health and wellness, and recycling.

It is this experience in leading the charge for sustainability that makes Deckard an influential member of Weatherhead’s Visiting Committee. “People will look at your company practices and decide if they are going

to work with you or not. The same is true with business schools.”

Crain’s Cleveland Business recognized Deckard as CFO of the Year for 2008 in the Large Private Company category. One of the many outstanding tools she brings to her position is the issuing of a Corporate Social Responsibility Report. The annual Report details specific sustainability measures for the Company, and then links each employee’s financial bonus to goal completion.

Deckard holds an undergraduate degree in accounting from the University of Tulsa, and is a CPA. She received her EMBA from the Weatherhead School of Management in 2004. ￭

39

educationE

xEC

UTiVE

in our turbulent economy, it is undoubtedly refreshing to hear about a company that has taken a proactive, rather than reactive, approach to

business. Dealer Tire, the direct-to-dealer tire distributor, is making bold strides toward success as an industry leader. The $650 million company is growing at a rate of 25 percent every year. To support expanding operations, Dealer Tire hired 200 new employees in 2008. Such positive news has made this homegrown operation a business bright spot from which other companies can learn. This success did not happen by a simple stroke of luck. An insightful partnership that began two years ago with the Weatherhead School of Management’s Executive Education Department has helped Dealer Tire develop a competitive advantage and

Chakaia Booker (American, born 1953)Unauthorized, 2006Rubber tires and wood, 41 ̋x 32 ̋x 16 ˝

organizationalignMent =

More Mileagefor dealer tire


prepare its employees to become breakthrough leaders.

Native Clevelanders may be familiar with Dealer Tire’s former incarnation, Mueller Tire. In 1918, Walter J. Mueller started a family business in a downtown storefront, selling tires to consumers. After 80 years of growth in northeast Ohio and the Columbus area, senior management saw a value proposition in a previously untapped market: direct tire distribution to car dealers. Wholesale distributors that focused exclusively on dealerships did not exist. The company seized the opportunity and landed its first national signing with Mercedes-Benz in 1999. To date, Dealer Tire has added BMW, Lexus, Toyota, Chrysler, Nissan, Infiniti, Volkswagen, Audi, Saab, and Kia to their client list.

The relationship between Executive Education and Dealer Tire began two years ago with a clean sheet of paper. The company was doing extremely well, yet decided to approach Weatherhead to design a Custom Solutions strategy that focused specifically on ways to effectively manage high-growth potential and transform emerging managers into outstanding leaders.

Custom Solutions is one of several unique programs Weatherhead Executive Education offers. The concept — in essence

— starts with a blank slate. Weatherhead works collaboratively with a client to address their specific challenges and opportunities, and creates a specialized learning experience. “Custom Solutions is a wonderful opportunity for companies to really get down to the nuts and bolts of their operation,” said Michael Devlin, Associate Dean, Executive Education. “We can help transform company culture, develop strategic talent, instill self-sufficiency, and help companies achieve organizational alignment among key groups.”

Weatherhead worked with Dealer Tire to develop a Custom Program for the Senior Leadership Team and a group of hand-selected emerging leaders.

Dealer Tire’s Chief People and Sales Officer Cindy Frick said,

“Our overall goal was to develop strategic talent. The beauty of Executive Education is that it is custom. Our employees were ready to take on a challenge, and the program delivered.”

Under the guidance of Dean Mohan Reddy, Associate Dean Julia Grant, and Professors Melvin Smith and David Cooperrider, Dealer Tire took part in a four-day program, split into two sessions, over the course of three months. Topics included defining the company’s competitive advantage, igniting innovation and engagement, and managing strategic growth. “Dean Reddy was a big part of our program, teaching us how to look through different lenses of growth to stretch our thinking,” reflected Frick.

The program also introduced employees to the 360° feedback tool. This process collects data from subordinates, peers, and managers within the company hierarchy and

produces a customized analysis of an individual’s management skills. “Some people were tentative at first, but they knew it would help their personal and professional development. It’s not easy to have your faults pointed out, but it’s crucial to know them so you can improve on them,” said Frick.

After the initial program in 2007, Dealer Tire reconvened with Weatherhead for an additional three days of collaboration to assess the effectiveness of the program. Since the custom program implementation, Dealer Tire has continued to grow and has been successful in effectively managing that growth. The company has taken on additional customers and has begun expanding its product lines beyond tires to batteries, windshield wipers, and oil. In addition to domestic expansion, the company is exploring the international market with considerable early success. ￭

“Custom Solutions is a wonderful opportunity for companies to really get down to the nuts and bolts of their operation.”

41

Albert J. Weatherhead iiiMr. Weatherhead still recalls

memories from decades ago as if they happened yesterday. He chuckled when asked about his involvement with the Weatherhead School of Management and then gently replied,

“It’s always been my baby.” Mr. Weatherhead has 60 years

of experience in the plastics and metalworking fields. He is the chairman and CEO of Weatherhead Industries, a holding company for his various foundations, as well as the parent company of Weatherchem, a private manufacturer of plastic closures for food, spice, pharmaceutical, and neutraceutical products. Although he was

educated at Harvard, his family’s relationship with Case Western Reserve University dates back to his grandfather’s time; a man with a sixth-grade education, a self-taught chemist who was asked by Western Reserve University to be a professor of chemistry in the late 19th century.

During the 1950s, Mr. Weatherhead formed a relationship with Professor Lynn Ebert from Case’s Department of Metallurgy and Materials Science. The Weatherhead Company was in the midst of a project commissioned by the U.S. military involving weaponry for the Korean War. They reached out to Ebert for his metallurgical expertise in the production of 105 mm high explosive

antitank shells which were desperately needed for the U.S. troops in Korea. This ongoing friendship cemented the relationship with the University that has blossomed ever since.

The story of how our School came to carry the Weatherhead name is fascinating. It commenced with close ties to the late Dean Ted Alfred. In 1971, Mr. Weatherhead acquired Ankeny Company and renamed it Weatherchem. His initial plan was to hire McKinsey & Company to do long-range planning. However, the fit between McKinsey & Company and Weatherchem was not cohesive, thus Ted Alfred became his most intimate associate.

There are numerous individuals whose lasting contributions have significantly influenced the success of the Weatherhead School of Management. Here, we highlight two individuals whose commitments to the School have made an overwhelming impact on the achievements of our students and alumni, the advancement of our faculty, and the legacy of future generations who will walk through our doors. One man gave his name — and so much more — to the School, while the other has plans to help transform the School’s curriculum to focus on Sustainable Enterprise. The stories of Albert J. Weatherhead III and Chuck Fowler have different chapters, twists, and turns, yet one thing remains constant: their passion toward continued advancement of the Weatherhead School of Management as an outstanding learning environment for anyone who has a desire to be part of it.

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One day, when the two were walking down the grand staircase at the Union Club, Mr. Weatherhead said to Dean Alfred, “At the moment, our foundation couldn’t possibly give you a professorship at the school; we haven’t the money.” The shocked but ever-resilient Dean Alfred replied,

“There is a possibility for naming the school. Let’s talk about it.” The two followed up with a discussion over lunch, settling on a scheme. Whilst Mr. Weatherhead, his wife, and brother were in London, they arrived at the rather astonishing thought that they could really make this happen. “I called Ted up at 5:00 a.m. Cleveland time saying we could go ahead with the naming of the school. Ted was so sleepy and foggy that he thought it was someone phoning to arrange for a tennis game. He was shocked beyond belief.”

In February of 1980, Case Western Reserve University’s Board of Trustees passed a resolution renaming the School of Management the Weatherhead School of Management, honoring four generations of Weatherheads for their leadership in business and industry. Over the years, the Weatherhead Foundation has created three endowments for the

School, including the Celia and Albert J. Weatherhead III Endowment Fund, the Albert J. Weatherhead III Professor of Management, and the Weatherhead Endowment Fund.

In addition to naming the School, Mr. Weatherhead’s support helped build Enterprise Hall, the George S. Dively Building — home of Executive Education — and the Peter B. Lewis Building designed by Frank Gehry. This past November, Mr. Weatherhead and his wife Celia celebrated once again with faculty, staff, and students at the grand opening of the Weatherhead School of Management’s brand new gathering place in the Peter B. Lewis Building. Mr. Weatherhead has raised more than $130 million to help expand the school and give it the name on which it prides itself today.

Mr. Weatherhead has written a book, The Power of Adversity: Tough Times Can Make You Stronger, Wiser, and Better, which is best described by Saki F. Santorelli, EdD, MA, Executive Director for the Center for Mindfulness in Medicine, Health Care, and Society: “I met Al Weatherhead in 1994. He was bright, accomplished, and had a big presence; he was like daylight. Then, in an instant, darkness fell; he turned

edgy, cool and impervious,” said Santorelli. “We all know these ‘turns’ within ourselves. Faced intentionally, these shadows can become embers igniting an alchemical fire that cooks us into sustenance,” Santorelli continued. “Al describes in his unique voice and relentless honesty this alchemy — he details a practical path of mastery — of taking what is most difficult and using it to transform and be transformed, into sunlight and nourishment for ourselves and the world.” Mr. Weatherhead reflected on his book when asked if he had any advice for current MBA students.

“Currently we are in a depression. Unemployment is at a staggering rate. Recovery comes first. In the economic system of the modern world, output is primary product for sale; and the volume of output depends on the amount of purchasing power. A depression is, by definition, a short-fall of demand. The remedy to a depression must come in one of three forms: individuals can be induced to spend more, businesses could be persuaded to spend more or, government could decide to spend more. In a depression, the first two sources of spending–individuals and businesses–typically fail. It is,

therefore, only from the third factor–government–that we can expect to initially manage impulse.”

“To me, the way the economy is right now is the power of adversity. I’m puzzled at present, but I am confident that it will all work out. Young people have to be optimistic. There are plenty of opportunities out there. You just have to be willing to make the effort and give 120 percent rather than 70 percent if you really want to go places. The best advice I can give someone is to tell them to find a problem and solve it. This is the most important thing I have always done in my life — find a problem and solve it!”

Albert J. Weatherhead iiiChairman and CEO, Weatherhead Industries

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“Sustainability pays, it doesn’t cost,” is a succinct yet powerful phrase used often by Chuck Fowler, President and CEO of Fairmount Minerals and personal champion for Sustainable Enterprise.

In February, he and his wife Char brought this passion to the Weatherhead School of Management in the form of a $7.5 million gift to be recognized as The Char and Chuck Fowler Fund. The Fund assists in the establishment of a chaired professorship in Sustainable Enterprise, supports research and the creation of teaching materials, and funds the operation of the Fowler Center for Sustainable Value.

Mr. Fowler’s first experience with sustainable value didn’t happen at Fairmount Minerals, the third-largest industrial sand producer in the United States and recognized leader of Corporate Social Responsibility. It began when he was a young boy growing up on his parents’ farm in Indiana. Mr. Fowler’s father ran a grain and livestock operation. From him, he learned the principles of using the land to support farm animals, and then replenishing the fields so that a balance was maintained. Essentially, his father was

practicing what we now refer to as “doing well by doing good.”

Although agriculture was ingrained in his roots, Mr. Fowler chose a different career path. He studied Industrial Economics and Management at Purdue University. Throughout his early business career, he worked in a number of foundries that were known for their negative environmental image in the community. He then became involved in the industrial sand business, and soon realized that companies across many sectors needed to improve their use of the planet.

Mr. Fowler recounts his first day with an industrial sand company in 1978, “I went to our plant in Michigan and met a group of workers. We decided we were going to go out to lunch, but there was much discussion over where we should eat. It turned out that the workers weren’t accepted in some restaurants. I thought that was strange.” The workers were known around town as “dune-rapers” and were resented for their mining involvement.

“Immediately, we embarked on a program to change the way we were mining,” said Mr. Fowler. “Then we had to get to the process of community engagement and involvement.” Change took time, but

Chuck FowlerPresident and CEO, Fairmount Minerals

“Generation Y has proven that they are ready to get involved. As a school, it’s time to come to the forefront and captivate this audience. The movement in the business world toward sustainability and community involvement is now, and Weatherhead is positioned in the right spot at the right time.”


it eventually happened. The facility was named Michigan’s Business of the Year by the Audubon Society in 2005, before the word “sustainability” was mainstream.

In 1988, Mr. Fowler enrolled in Weatherhead’s rigorous EMBA program. He wanted an opportunity to know the city of Cleveland and become immersed in academia. Fortunately, one of the professors he encountered was David Cooperrider who, at the time, was just starting to develop the concept of Appreciative Inquiry (AI).

According to David Cooperrider, “Appreciative Inquiry is about the co-evolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives ‘life’ to a living system when it is

most alive, most effective, and most constructively capable in economic, ecological, and human terms.”

As Mr. Fowler learned more about AI, he began incorporating it into the business culture of Fairmount Minerals. “We were one of the first to use the AI summit as a way toward positive change. We did this in 1991, well before it became an accepted practice, and had fantastic results,” said Fowler. “AI is something that we now do every day as a positive change agent.”

In 2006, Case Western Reserve University held its first Global Forum focusing on sustainability. With Mr. Fowler in attendance, a group of CEOs sat down with business school deans from around the country. The main question proposed was, Do any of your schools have sustainability in the

curriculum? Surprisingly, none of them did. A joint response from the deans claimed that businesses haven’t demanded it, haven’t paid for it, or haven’t shown us that it is a vital investment.

This is when Mr. Fowler first saw the opportunity for the Weatherhead School of Management to become a leader in Sustainable Enterprise. “We’ve looked at social entrepreneurship in today’s schools and what is missing is the real-world case studies of companies who are putting sustainability into practice,” commented Fowler. A portion of the Fund will go directly toward the creation of teaching materials that will be implemented into Weatherhead’s core MBA curriculum, in hopes of preparing Generation Y managers for 21st century businesses.

“Generation Y has proven that

they are ready to get involved,” said Fowler. As a school, it’s time to come to the forefront and captivate this audience. The movement in the business world toward sustainability and community involvement is now, and Weatherhead is positioned in the right spot at the right time.”

Mr. Fowler’s commitment to the School has included current and past support for the Weatherhead Annual Fund, the President’s Strategic Initiative Fund, and the Foundation for Appreciative Inquiry. The most recent pledge for sustainable value will help propel our learning to the next level and spur continued research. ￭

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event recaP

Connecting with Weatherhead alumni is the cornerstone of our efforts in the external relations Department. During 2008 and 2009, we helped unite a record number of alumni to take part in special presentations that emphasize the achievements of our school, promote networks with colleagues across various degrees and industries, and link people from around the country under the common mission of preserving Weatherhead’s legacy. Our major alumni events are described below. We appreciate the generous support and commitment from our event hosts and look forward to a successful journey together in 2009-2010.

date: august 17location: akrona group of 75 alumni, faculty, and staff enjoyed music under the stars by the Cleveland Orchestra for Weatherhead’s night Out at Blossom Music Center.

date: September 3location: downtown cleveland nearly 200 Cleveland alumni gathered at the historic Union Club for an evening of networking.

date: october 15location: chicago Dr. Fred Collopy pitched the innovative business concept and theme of Weatherhead’s new MBa curriculum, Manage By Designing, over breakfast at the Drake Hotel.

date: october 20location: Santa MonicaHimanshu amin, JD ’95, MBa ’93, and nilesh amin, MBa ’99, co-hosted a reception at the Huntley Hotel.

date: october 24location: Weatherhead School of Managementalumni participated in Weatherhead’s annual career fair, which brought more than 20 employers to campus.

date: december 5location: downtown clevelanda record crowd of 525 alumni and business leaders in northeast Ohio attended the 35th annual Bower’s economic Forecast Luncheon to hear Dr. sam thomas deliver his predictions for the 2009 economy.

date: february 25location: Weatherhead School of Managementas part of Case Western reserve University’s year-long celebration of Charles Darwin’s life, work, and evolutionary theory, Hayagreeva rao, PhD ’89, atholl McBean Professor of Organizational Behavior and Human resources at stanford University’s Graduate school of Business, discussed how technological innovation and social movement are motors of variation that transform industries.

date: March 19location: San franciscoProfessor Craig nard, from the Case school of Law, discussed the joint initiative happening among the Weatherhead school of Management and the schools of Law and Medicine – IP Management and Commercialization: An Interdisciplinary Initiative. this new course is a component of Weatherhead’s new MBa curriculum and allows for the educational collaboration of students and faculty from all three schools.

date: March 23location: Weatherhead School of Managementstudents, alumni, and faculty came together for an evening of networking at a happy hour sponsored by the Career Development Center.

date: april 2location: Seattlealumni gathered at Hotel 1000 to participate in the webcast by Dr. richard Boyatzis, “resonant Leadership: inspiring us to be our Best.” the event was co-hosted by Dr. Gary robinson, PhD ’77, and srinivas rao, MBa ’99.

date: april 7location: new york cityJoe sabatini, MBa ’81, managing director of JPMorgan Chase & Company, welcomed alumni to the Big apple during a reception at JP Morgan Chase & Company’s corporate offices.

visit us online at weatherhead.case.edu/alumni for the most recent updates on news, events, and ways to stay involved.

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reunion 2009

Mark your calendars for Friday, June 12 as we honor the classes of 1959, 1984, and 1999 in celebration of their 50-, 25-, and 10-year anniversaries. Join us for a cocktail reception, and mingle with former classmates and friends. We’ll also honor those with special five-year milestones, and commemorate the 30th anniversary of our eMBa program.

Outstanding and Distinguished alumnus awards will be presented during the event.

the outstanding alumnus award is given to an alumnus who has demonstrated a pattern of exceptional leadership and service to the Weatherhead school through dedication of time and a regular financial commitment.

the distinguished alumnus award is given to an alumnus who has a record of distinguished career accomplishments. the alumnus will also have a strong commitment to leadership in community organizations and philanthropic activities, and direct and meaningful involvement with the Weatherhead school and (or) Case Western reserve University.

visit weatherhead.case.edu/about/events/reunion to register online and submit a nomination. We look forward to seeing you on june 12.

claSS noteS

claSS of 2007darren hamm (Mno) was named to the Board of Directors of Greater Cleveland Community shares, a network of 37 nonprofit organizations that work to transform northeast Ohio communities.

lynnette Jackson (Mba) received the Women of Color Foundation’s 2008 “star” Professional Woman of the year award. the award is presented by national City and the Women of Color Foundation with the support of the Cleveland Clinic, the nielsen Company, and various media sponsors.

daniel W. Weiss (Mba) was promoted to consultant at newry Corp., a strategy consulting firm that helps clients achieve profitable growth by identifying and evaluating potential new businesses and markets, developing market strategies and paths to market, and helping foster innovation.

claSS of 2006Paul lebo (Mba) was promoted to Portfolio analyst on the investment strategy team at Key Private Bank, a segment of the corporation focused on creation, growth, protection, and preservation of wealth.

Mark kelly (Mba) recently left Ge for Cooper industries, operating Canadian and northeast U.s. business. Kelly is a U.s. navy veteran and was awarded the natO Commendation Medal for service during the Bosnian Conflict.

claSS of 2005diego grauman (Mba) recently moved to the new york metropolitan area with his spouse after being offered a Director position with novartis Pharmaceuticals in their Global Division. His new role with novartis comes after a successful tenure with Johnson & Johnson in the U.s., Mexico, and Latin american countries.

raland hatchett (Mba) was appointed as Chief administrative Officer for Pine Forge academy Foundation in January. Pine Forge academy Foundation is the fundraising arm for Pine Forge academy, an african american boarding school located outside of Philadelphia.

Shilpa kedar (Mno) was named associate Program Director for the Cleveland Foundation.

rebecca kodysh (Mno) was promoted to vice President of Programs at Big Brothers Big sisters of Greater Cleveland.

claSS of 2004tarik adam (Mba) was named trustee to the Board of Directors of the Ohio venture association, which provides a forum for the exchange of ideas on entrepreneurship and approaches to venture development in northeast Ohio.

Margaret drugovich (edM), President of Hartwick College, was featured in the Greentree Gazette Weekly regarding her decision to preside over the implementation of a three-year bachelor’s degree track at the four-year liberal arts school.

leslie Sabo (Mba) was named executive Director of Development and University Campaigns at ashland University.

tarina Spratt Wren (Mba) was promoted to Corporate Human resources Manager at aleris international inc., one of the world’s largest recyclers of aluminum and zinc. Headquartered in Beachwood, Ohio, aleris international inc. ranks as Cleveland’s largest headquarters in sales, with over $7 billion annually.

claSS of 2002lisa foster (Mno) was named to the Board of Directors and executive Committee of the Greater Cleveland Chapter of the Public relations society of america, the world’s largest organization for Public relations professionals.

karolyn krems (bS) was promoted to audit Manager at Grant thornton, LLP.

takashi utagawa (Mba) was recently transferred from sapporo, Japan to singapore and nominated as the first MD of Mitsubishi estate asia, Japan’s second-largest real estate developer.

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claSS of 2001cary r. glay (Mba) has joined Master Chemical Corporation as their Chief Financial Officer. in this role, he will have global financial responsibility to direct and oversee all financial and information systems functions, assuring compliance and continuous improvement.

Steven Muir (eMba) was elected treasurer of the Cleveland Music school settlement Board.

James Weisman (eMba) was named trustee to the Board of Directors of the Ohio venture association, which provides a forum for the exchange of ideas on entrepreneurship and approaches to venture development in northeast Ohio.

claSS of 2000tami bolder (Mba) was promoted to Manager of Business valuation and Litigation Consulting at ss&G Financial services inc., a regional accounting firm specializing in traditional accounting, auditing, small business, and tax services.

claSS of 1998Janet bennett (edM) had a successful year promoting her book Travels with Max: How My Dog Unleashed My Life, which was selected as one of Joseph-Beth Booksellers’ top Picks for 2008.

claSS of 1997Scott thompson berlin (Mba) was hired as a staff accountant for Cohen & Co. Ltd., a northeast Ohio public accounting firm working with closely held businesses.

rafiqur rahman (MS, PfP) passed certification to become part of the Court of Master sommeliers.

claSS of 1996Marsha dobrzynski (cnM) was named to the Mentor Panel of Civic innovation Lab, which fuels creative innovation by providing mentoring and funding of up to $30,000 for ideas that can improve Cleveland.

claSS of 1995Subskul Suwannatat (Mba) recently left his position as vice President of one of the leading telecommunication firms in thailand to establish his own consulting company, Chase Private Consultancy, located in Bangkok. the company was initially slated to focus on the telecom industry, but has expanded to also cover the entertainment business.

claSS of 1994lloyd bell (Mba) was named secretary of the Ohio venture association, which provides a forum for the exchange of ideas on entrepreneurship and approaches to venture development in northeast Ohio.

rick kemm (cnM) was named executive Director of the May Dugan Multipurpose Center, a nonprofit, neighborhood-based social service center located on Cleveland’s near west side.

eric Schnur (Mba) was promoted to Corporate vice President and President-Lubrizol advanced Materials. Lubrizol Corp. is an innovative specialty chemical company that produces technologies to improve quality and performance of products.

claSS of 1993ly’nette cordaro (bS, MSMiS ’00) was nominated as part of the Call & Post’s program, salute to northeast Ohio’s Most influential in the african american Community.

claSS of 1992glenn g. anderson, Jr. (eMba) was included in BusinessWeek.com’s list of the 150 “World’s Most influential Headhunters.” BusinessWeek.com considers a number of factors including individual reputation, years of headhunting experience, and global scope.

claSS of 1991tim McQuillin (Mba) founded the MBa enterprise Corps (MBaeC) alumni association in 2002, has been an advisory Board member of MBaeC since 2004, and received MBaeC’s first Outstanding alumni award in 2006. McQuillin was joined by Patrick Kadian ’93 and Zachary rosen ’97 to welcome the new MBa enterprise Corps volunteer to the Ukraine.

Stephen Weber, Mba ’97 placed first in CnBC.com’s annual Million Dollar Portfolio Challenge. the online contest challenged aspirants to create five separate portfolios, each with $1 million in CnBC bucks. Weber, a systems analyst who earned his MBa in Finance and international Management, credited part of his success to his educational experiences at Weatherhead. He was awarded $500,000 for his achievement.

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claSS of 1989kevin connor (Mba) recently moved back to Cleveland and is the Director of Merchandising and Pricing at Dealer tire, the only national firm exclusively dedicated to helping original equipment automobile manufacturers maintain profitable tire programs.

claSS of 1986frank fantozzi (bS) was featured in The Plain Dealer’s “My Biggest Mistake and How i Fixed it” column, a weekly piece by Marcia Pledger that focuses on the obstacles small business owners must overcome. in 2008, Frank’s firm won COse’s “Best 10 under 10,” was named to the Weatherhead 100 list for the second year in a row, and received the neO success award. Fantozzi started and manages a not-for-profit soccer program, and has appeared in commercials and a music video as part of his acting hobby.

Joseph laMantia (Mba) was nominated for northeast Ohio’s 2009 ernst & young entrepreneur Of the year.® recognized globally as the world’s most prestigious business award for entrepreneurs, the award honors the most outstanding entrepreneurs who inspire others with their vision, leadership, and achievement.

charles k. Swanson (Mba), vice President of CMC Group, inc. designed and built Leitner-Poma of america’s new national headquarters in Grand Junction, Colorado with CMC Group, inc. CeO richard l. benes (Mba ’61). Leitner-Poma is an international supplier of ski-lift operations and people-moving systems.

the project consists of approximately 90,000 square feet of facilities including offices, warehousing, manufacturing, assembly, and paint/blast booth buildings.

claSS of 1985bob cohen (bS) was admitted as a partner to the CPa firm, anton Collins Mitchell LLP, on January 1, 2009. aCM LLP is a small local firm in Denver, Colorado.

claSS of 1984tom futey (bS, Macc ’89, PfP ’00) was chosen as one of 16 finalists in the rachael ray March Menu Mania contest sponsored by USA TODAY. His recipe, tommy’s tasty tuna sliders, beat out tens of thousands of recipes, making it to the “edible eight” before being eliminated.

claSS of 1983rajan vahi (bS, Mba ’86) joined Percept Picture Company as the Chief Operating Officer-animation. Percept Picture Company is an indian film production company and division of Percept Limited, an entertainment, media, and communications group in india and the Middle east.

claSS of 1981nanci ferrante (bS) joined Kowit & Passov real estate Group as a vice President. Kowit & Passov real estate Group is a retail brokerage firm in northeast Ohio.

lester rosensaft (Jd/Mba) joined the Chairman’s view as COO, as svP and General Counsel for LockeBridge investment Banking advisors, and as CeO for trust Design. rosensaft serves on a wide range of corporate and not-for-profit boards.

claSS of 1980Joseph Scaminace (Mba) and his wife Joanne received Leadership recognition awards from the Womankind Maternal and Prenatal Care Center.

claSS of 1979robert gross (Jd/Mba) was elected to the Board of United Cerebral Palsy of Greater Cleveland.

brian hurtuk (bS) was named First vice President at CB richard ellis inc., a global company focused on real estate services, and recently selected by the FDiC as a Primary advisor for portfolios of Owned real estate.

Wendell turner (MS) was named to the Mentor Panel of Civic innovation Lab, which fuels creative innovation by providing mentoring and funding of up to $30,000 for ideas that can improve Cleveland.

claSS of 1969carl gedeon (MS) was named Committee Chair of Outreach for the Cleveland chapter of sCOre. sCOre is nonprofit resource partnership that focuses on providing advice for small business startups and existing companies looking to grow.

claSS of 1961richard l. benes (Mba), CeO of CMC Group, inc. designed and built Leitner-Poma of america’s new national headquarters in Grand Junction, Colorado with CMC Group, inc. vice President charles k. Swanson (Mba ’86). Leitner-Poma is an international supplier of ski-lift operations and people-moving systems. the project consists of approximately 90,000 square feet of facilities including offices, warehousing, manufacturing, assembly, and paint/blast booth buildings.

in MeMoriaM

edward alpern (MGt ’55), 1-09stephen Barniak, Jr. (Grs ’73), 12-08elmer W. Bartko (Cit ’61, MGt ’69), 12-08edward s. Behrman (CLC ’48, CLC ’68), 8-08richard G. Biernacki (MGt ’66), 11-08John Pasquale Derosa (MGt ’76), 12-08anthony J. Gregory (MGt ’57), 1-09William H. Hendricks (MGt ’69), 9-08Marvin H. Hersch (CLC ’48), 5-08John e. Kawecki (MGt ’55), 8-08William M. Keenan (Cit ’60), 8-08stanley M. Limon (MGt ’70), 8-08Donald Macfarlane (MGt ’72), 1-09andrea H. Macher (sas ’93, MGt ’93), 12-08Donald J. Modell (Grs ’70, MGt ’74), 9-08Mann s. Mundey (MGt ’61), 11-08raymond L. Page (Cit ’59, MGt ’59), 2-08ronald J. Pusterhofer (WrC ’82), 10-08robert L. saslaw (Cit ’48, MGt ’63), 12-08elmer J. scheutzow, P.e. (MGt ’57), 10-08Jim sievers (MGt ’66), 12-08

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ali ahmed, eMba ’08senior Consultant, Deloitte ConsultingCleveland, Ohio

kalpesh ambani, Mba ’97vice President, reliance industries LimitedMumbai, india

nilesh amin, Mba ’99Patent agent, amin, turocy & Calvin, LLPCleveland, Ohio

glenn g. anderson, Jr., eMba ’92Managing Director, signium internationalCleveland, Ohio

Mark J. berns, MPod ’08President, ready about, LLCnorwalk, Connecticut

kerri breen, Mba ’98vice President, external Finance, Jumpstart inc.Cleveland, Ohio

valbona bushi, bS ’08, Macc ’09associate in assurance, PricewaterhouseCoopers, LLPnew york, new york

david case, MS-finance ’08Chief investment Officer, Logix investment ManagementCleveland, Ohio

odell coleman, Jr., Mba ’03, Mno ’99President & CeO, ColemanWick, LLCCleveland, Ohio

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aluMni adviSory grouP

alumni are an essential part of advancing the mission of the Weatherhead school of Management. We have established an alumni advisory Group representing the diverse strengths, degrees, geographic distribution, and professional accomplishments of our alumni.

this leadership team, working in collaboration with Weatherhead faculty and staff, will serve in an advisory capacity to Dean Mohan reddy. the team will achieve important objectives including the generation of significant funding for programs, and the enhancement of our student experience through the mentoring, interviewing, and hiring of Weatherhead graduates. their efforts will also serve to strengthen and encourage alumni relations through support of local, regional, and international programming.

the alumni advisory Group will be expected to communicate interests and concerns of Weatherhead alumni worldwide, positively represent the Weatherhead school in their respective cities, and advance the school’s mission and programs.

We are proud to announce the following members of the alumni advisory Group.

Stay connected

the Weatherhead school of Management has two simple ways to stay connected:

1. visit weatherhead.case.edu/alumni/update to update your contact information and submit class notes.

2. Join the Weatherhead school of Management group on Linkedin.com and start networking with more than 1,800 colleagues and alumni.

Jeffrey W. ferguson, edM’99President & CeO, sentient Medical systemsarnold, Maryland

ronald fountain, eMba ’83, edM ’00, PfP ’01Dean, school of Business, Walsh Universitynorth Canton, Ohio

James h. grant, eMba ’08Manager, r&D Customer technologies, Dealer tire, LLCCleveland, Ohio

robert n. gross, eMba ’03executive vice President, Jones Lang Lasalle americas, inc.Cleveland, Ohio

James hilyard, Mba ’70retired President, roofing Products Group, Certainteed CorporationWest Chester, Pennsylvania

Jeffrey l. Jackson, eMba ’08supply Chain analyst, aleris internationalLouisville, Kentucky

lynnette Jackson, Mba ’07Client advisor - Private Client Group, national City CorporationCleveland, Ohio

dr. Shigeo kagami, edM ’00Professor, General Manager - science entrepreneurship and enterprise Development, Division of University Corporate relations, University of tokyotokyo, Japan

Jason a. korosec, Jd/Mba ’97General Manager, PayPal Platformsan Jose, California

kenneth a. kutina, Mba ’67, Phd ’74vice President emeritus for institutional Planning, Case Western reserve UniversityCleveland, Ohio

Stephen ligus, Mba ’06Client executive, Hylant GroupCleveland, Ohio

Jeff linton, Mba ’85vice President, Corporate Communication, Forest City enterprises, inc.Cleveland, Ohio

andy Male, Mba ’07associate, Western reserve Partners LLCCleveland, Ohio

george Mateyo, Mba ’99senior investment Consultant, Hartland & Co.Cleveland, Ohio

andrew Medvedev, ba ’97Director, renewable energy, UBs investment Banknew york, new york

robert Moore, Mba ’91, bS ’87senior vice President, Wachovia securitiesCleveland, Ohio

nick neonakis, Mba ’02Director of Development, Floor Coverings international at the Franchise CompanyCleveland, Ohio

frank november, Mba ’96Director of volunteer Leadership & strategic Development, Human rights CampaignWashington, D.C. / Boston, Massachusetts

Mirek f. Posedel, Mba ’96President, sterling Health services, teamLogicCleveland, Ohio

kosta Pyatkovski, bS ’02, Macc ’03audit supervisor, internal audit, eaton CorporationCleveland, Ohio

Srinivas rao, Mba ’99Principal Platform Product Manager, amazon inc.seattle, Washington

Jeff rozic, bS ’02network strategist, Googlenewport Beach, California

Jacqueline Sanders, Mba ’01senior vice President, Group account Director, the CementWorksnew york, new york

Mark Schierholt, bS ’08, Macc ’09audit associate, KPMG (Fall 2009) Cleveland, Ohio

Max valentine, Mba ’02 Director of Operations, standard technologiesMonclova, Ohio

david White, Mba ’94General Manager, timken industrial services, the timken CompanyCleveland, Ohio

hal yaeger, Mba ’81 MD/BOD advisor, CXO advisory Group/signal LakeCleveland, Ohio/Greenwich, Connecticut


you may be surprised to hear that the Weatherhead School of Management is building a bridge on

campus, except our blueprints are a little different. You won’t see a Gehry-designed overpass linking the Peter B. Lewis Building to the George S. Dively Building. Actual bricks and mortar aren’t necessary; neither is the technical expertise of a highly-trained engineer. What you will witness is a bold initiative called Bridge Back, a Weatherhead effort in partnership with Key Foundation to identify the next generation of business leaders.

Bridge Back was created 12 months ago from a concept developed by Deborah Bibb, Director for Graduate Business Programs at Weatherhead. Last summer, she traveled to Bryn Mawr College in

Pennsylvania to participate in the Higher Education Resource Services’ Summer Institute. The Institute offers female administrators and faculty intensive training in preparation for senior leadership roles in higher education. Bibb brought a focused proposal to the Institute and had the opportunity to present it to the group.

“The Weatherhead School of Management is committed to recruiting African American and Hispanic students to come to Weatherhead,” commented Bibb. “Why not recruit a captive audience who already has ties to Cleveland?”

The goal of the Program is to introduce graduate business education and career opportunities to high-potential African American and Hispanic students who may already have a connection to Cleveland, and possibly Weatherhead. After receiving

Michael BlanchardMBA CandidateClass of 2010

bridgeback

positive feedback from the Summer Institute, Bibb was inspired to begin immediate planning at Weatherhead.

Bridge Back 2009 kicks off on June 11 with a three-day prospective student immersion process. Undergraduate juniors, seniors, and recent graduates who have been recruited by Weatherhead will travel to Cleveland to experience the unique aspects of our MBA curriculum, including our distinctive themes in Leadership Development, Manage by Designing and Sustainable Enterprise. In addition, these prospective students will learn what to expect while enrolled in an MBA program and how to apply. They will also receive coaching and mentoring from alumni. This opportunity will help the students evaluate their options and develop professionally for future leadership experiences. Bridge Back 2009 will serve as a pilot program with full implementation beginning in 2010.

“Our goal is to significantly increase the number of high-quality diverse students pursuing graduate business education on our campus,” said Bibb. “This is an important program that we can be proud of and continue to advance each year.”

Long-time partner Key Foundation has provided critical financial support.

Their three-year funding pledge will fuel Bridge Back’s initial launch. Key Foundation’s funding has also allowed Weatherhead to name its first KeyBank Fellow, Michael Blanchard. Blanchard is a first-year MBA candidate who will serve as a graduate assistant to the Bridge Back program.

“My decision to attend business school was determined by two critical factors, the quality of the program and its proximity to the midwest region,” said Blanchard. Although his background is largely in education, he shifted into a human resource role a few years ago. It was during that time that Blanchard was able to learn about organizational dynamics and their impact on employee performance. He decided to pursue an MBA, with a focus in Organizational Development.

“After a year of intensive study here, I already feel well-armed for

post-graduate career opportunities,” commented Blanchard. “It is our hope that Bridge Back will have a similar effect on students who may not have initially planned to go to business school.”

If the program is a success at Weatherhead, showcasing the school and tapping into student excellence, Bibb and Blanchard see opportunity for expansion across all schools at Case Western Reserve. “Many opportunities for collaboration exist among our schools. The best way to increase diversity is to work together toward that common goal,” said Bibb. ￭

Visit weatherhead.case.edu/bridge-back for more information.


“My decision to attend business school was determined by two critical factors, the quality of the program and its proximity to the midwest region.”

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guarantee your return for lifeinvesting in a Charitable Gift annuity through Case Western reserve University allows alumni and friends to earn a guaranteed rate of return for life. What’s more, investing in a Charitable Gift annuity earns you a tax deduction at the time of purchase, and a tax break on the payments you receive.

to learn more contact the Office of Planned Giving at 216.368.3733, or toll free at 877.477.1143.

it begins With a conversationthe most satisfying philanthropic commitments come from thoughtful conversation between the donor and the institution. the Weatherhead school of Management invites you to explore our priorities, read stories about the impact of giving, and learn more about the many ways to give.

visit weatherhead.case.edu/support or contact the external relations Department at 866.478.6221 for more information.


Documents

the weatherhead collection | book 2: BOLD